Energy Digital - July2014

www.energydigital.com | July 2014

Industry Insight Emerging Renewable Nations NextEra Energy Talks Corporate Social Responsibility

Special R e po r t

Fosroc Enjoys Global Recognition Through Local Focus TOP 10 Global Utilities Companies 2014

in this issue

ed i to r ’ s c o m m ent

The New Face of Energy Distribution

14 Green Tech Equipment

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Nuclear Industry Association

48

Ontario Waterpower Association

144

I n t h i s i s s u e o f Energy Digital we take

a behind the scenes look at resource efficiency and waste management at E.ON and consider emerging trends across the industry as a whole.

Waste-to-Energy solutions are gaining traction in the sector and becoming a viable option for utilities companies on a global scale.

While we are on the topic of utilities we also profile the top 10 utilities companies in the world and speak to NextEra Energy about the corporate responsibility initiatives.

This month, Energy Digital has produced an in-depth study about the future of green smart grid communications and how they are changing the face of the power grid for the better. Finally, we also consider the next key players in the renewables market.

Enjoy the issue!

Lanes Group Plc

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Abigail Phillips Editor abigail.phillips@wdmgroup.com 3

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Contents

FEATURES

This month’s focus: the single power market in Europe and the green goals of Brasil 2014

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8

EQUIPMENT Waste Management: Resource Efficiency and Waste Management at E.ON

Top 10

UTILITIES NextEra Energy Talks Health, Wellbeing and Delivering for Employees

14

Green Tech FUTURE TECH REPORT: Green Smart Grid Communications

Global Utilities Companies

34 20

RENEWABLES INDUSTRY INSIGHT: The Emerging Renewable Nations 5

Contents

48 Nuclear Industry Association

company profiles We take a look at some great companies operating in the energy sector – turn to page 58 for our special feature on Fosroc

EUROPE 48 Association: Nuclear Industry Association 58 Fosroc 72 Capula 84 Lanes Group Plc 98 Thames Water

AFRICA 126 Kaztec Engineering

CANADA 144 Association: Ontario Waterpower Association 152 Utility Solutions Corporation

USA

188 Copperhead Pipeline and Construction

172 Beasley Forest Products July 2014

Kaztec Engineering

196 Precision Pipeline

196 Precision Pipeline 204 Magnetic Analysis Corporation

AUSTRALIA 214 APPLUS RTD 232 SapuraAcergy 244 Jebsen & Jessen Offshore 252 Goldwind Australia: Gullen Range Wind Farm 260 Modex Energy Services 266 Mammoet Australia

160 Iberdrola USA

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180 Aaron Oil Company Inc.

126

244

Jebsen & Jessen Offshore

98 Thames Water

196

Precision Pipeline

180

160

Aaron Oil Company

Iberdrola USA

214

APPLUS RTD

266

204

Mammoet Australia

Magnetic Analysis Corporation

152

Utility Solutions Corporation

188

Copperhead Pipeline and Construction

172

Beasley Forest Products

7

Utilities

NextEra has made a commitment to help the communities they serve, and in 2012, the company, its subsidiaries and employees contributed more than $8 million to causes supporting those communities 8

June 2014

NextEra Energy talks corporate responsibility & delivering for employees Learn more about why NextEra Energy is consistently ranked among the best for employee safety, wellbeing, engagement and satisfaction and what the firm is doing in terms of corporate responsibility Edited by Deana Caucus

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UTILITIE S Last year, NextEra Energy, an electricity generation, transmission, and distribution company, was named number one overall among electric and gas utilities on Fortune’s 2013 list of the World’s Most Admired Companies.

This marked the seventh straight year that the company secured the top spot. Additionally, NextEra, which employs roughly 15,000 people throughout the United States and Canada, was also named number one in its sector for social responsibility.

Here are some of the areas where NextEra is at its most admirable.

Safety The company promotes an expectation of safe working practices, including leadership, personal and peer-to-peer accountability for safety and provides extensive safety-related training to their employees. Their employee observation programs identify injury risks to workers in

the field, leading to insightful injury prevention countermeasures.

Additionally, NextEra utilizes a safety information management system that stores information on injury events, unsafe conditions and near accidents.

As part of their safety program, employees at each work location are required to perform hazard assessments to identify potential risks and preventative strategies.

These routine and periodic assessments and inspections ensure that corrective measures are established. NextEra’s safety committees are made up of both bargaining and non-bargaining employees as well as an executive safety council to review, analyze and address all work-related injury risks.

Well-being NextEra’s comprehensive health and well-being program provides information, motivation and on-site facilities to help employees take care

‘NextEra’s comprehensive health and well-being program provides information, motivation and on-site facilities to help employees take care of themselves and their families’ 10

June 2014

N e x t E r a E ne r g y ta l k s CSR

On-site fitness centers are offered at 66 company locations of themselves and their families. The program consists of five areas to aid employees, including fitness centers, health centers, health promotion, nutrition services and counseling services through its Employee Assistance Program (EAP).

On-site fitness centers are offered at 66 company locations. Within their two supervised fitness centers, 65 percent of eligible employees are enrolled, and 53 percent of those are active users. At NextEra’s health centers, employees and their family members receive high-quality primary care and

other services such as nutritional counseling, blood work, physical therapy and radiology services.

NextEra health and well being staff professionals make on-site presentations on topics ranging from healthy eating to back health and physical activity. The staff also conducts health screenings and offers employees the flu shot vaccine. The company also insists on stocking its vending machines with healthy snacks for employee betterment and enjoyment.

The Employee Assistance Program 11

UTILITIE S

The Employee Assistance Program (EAP) offers counseling services to employees and their families including individual therapy sessions and educational presentations (EAP) offers counseling services to employees and their families including individual therapy sessions and educational presentations.

The EAP also offers stress support management programs as well as workshops. Specific areas within their environmentally friendly, LEED certified headquarters in Juno Beach, Florida have been designated as relaxation zones, and programs are provided to address the ergonomic needs and interests of the workforce in order to keep them comfortable.

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June 2014

Engagement NextEra regularly surveys its employees to determine which aspects of engagement are most important to them. As a result of their findings, the company has focused on four specific areas: career development, leadership and trust, work-life balance and rewards and recognition. In response, the company has initiated outreach sessions, workshops and career mapping to help employees review and manage their opportunities for advancement.

In 2012, NextEra began to evaluate

N e x t E r a E ne r g y ta l k s CSR

employee performance on the basis of individual accomplishments and behaviors that reinforced corporate values. All employees were given an employee engagement game plan that they could use to identify actions to improve their personal engagement. A statement on the company’s website about their process expresses their desire to “create a culture that fosters the willingness of employees to voluntarily commit themselves to NextEra Energy and that inspires their loyalty to work for us.”

Corporate responsibility NextEra has made a commitment to help the communities they serve, and in 2012, the company, its subsidiaries and employees contributed more than $8 million to causes supporting those communities. Their United Way campaign raised a recordsetting $3.1 million. Additionally, the company frequently collaborates with educational partners to develop educational and training programs to help students prepare for the 21st century global marketplace.

Through its primary subsidiary, Florida Power and Light (FPL), NextEra developed a program to build solar

‘NextEra has made a commitment to help the communities they serve, and in 2012, the company, its subsidiaries and employees contributed more than $8 million to causes supporting those communities’ arrays at schools and public sites throughout Florida. The program allows the energy produced by the solar panels to be used as bill credits for the host site, saving them money on energy costs. It also provides educational opportunities for students and communities to learn about clean energy. FPL incentivizes teachers who build lesson plans that will make science, technology, engineering and math (STEM) classes more interesting and interactive for their students. In both 2012 and 2013, FPL awarded $50,000 in grant funds to 43 teachers in the 28 school districts they serve.

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Green Tech

FUTURE TECH REPORT:

Green Smart Grid Communications 14

July 2014

Developing the smart grid has become an urgent global priority and information and communications technologies are at the core of the smart grid vision. Energy Digital uncovers how this technology will empower today’s power grid with the capability of supporting two-way energy and information flow Writ ten by: Deana Caucus 15

G R EEN TECH “Smart grid” refers to a class of technology that can be used to update electricity delivery systems using computer-based remote control and automation. Smart grid systems operate on two-way digital communication between the device in the field and the utility’s network operation center. The automation technology provided by the smart grid allows the utility to adjust and control individual or multiple devices from a central location.

Smart grid technology has the potential to be invaluable to utility companies. Until its integration, utility companies had to send workers to gather the data used to provide electricity to customers.

Smart grid technology increases energy efficiency through its ability to be controlled remotely, enabling utilities to troubleshoot and adjust settings en masse. Consumers also benefit directly from a smart grid.

The technology makes it possible to monitor and adjust energy use through smart meters and home or business energy managements systems that offer round the clock rate and usage readings, literally putting the power in the hands of the consumer.

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July 2014

“Google is seeking to develop technologies and products to address global opportunities for electricity delivery via new and improved infrastructure” – Google, Inc. Google on the Case In its quest to develop renewable energy projects, Google is exploring the realm of possibilities within smart grid technology. The company is reportedly building software and hardware tools to help utilities manage the flow of power to and from consumers. Google’s Energy Access team, led by Arun Majumdar, vice president of the company’s energy unit, is currently developing the technology.

In January, Google spent $3.2 billion to acquire digital thermostat company Nest Labs, specializing in home automation devices that are self-learning and sensor-driven.

Their first product was a thermostat that programmed itself based on

G r een S m a r t G r i d Co m m un i c at i on s

Smart Grid innovations can lead to huge savings, Google’s acqusition of Nest Labs will allow the general public to see those benefits for themselves user preferences. The thermostat employed sensor technology to detect when the home was vacant in order to lower energy use. Google’s acquisition of the company confirmed their interest in smart grid systems.

Google has yet to make any announcements regarding smart grid projects in development, but speculation abounds. In May, the company offered a $1 million prize for the smallest and smartest solar inverter, which they called the Little Box Challenge. The challenge and its substantial reward hinted at

Google’s desire to delve into grid edge power electronics. A recent job posting on Google’s website stated “Google is working on innovative solutions for access to clean, low-cost electricity. Google is seeking to develop technologies and products to address global opportunities for electricity delivery via new and improved infrastructure.”

The company acknowledged its assessment of the potential, saying that their array of projects involves “solutions that aim to fundamentally change the world of power.”

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Green Tech PHEVs and Smart Grids Smart grid technology also has a future in plug-in hybrid electric vehicles (PHEVs). A ‘Technology Roadmap” report on smart grids by the International Energy Agency proposed how smart grids can conserve additional energy through the use of PHEVs—“Smart grid technology can enable charging to be carried out more strategically, when demand is low, making use of both low-cost generation and extra system capacity, or when the production of electricity

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July 2014

from renewable sources is high. Over the long term, smart grid technology could also enable electric vehicles to feed electricity stored in their batteries back into the system when needed.”

This system is called Vehicle-toGrid (V2G) and is being developed internationally. The University of Delaware currently has a V2G team headed by Dr. Willett Kempton that has been conducting research since 2011. The team’s goals are to provide education through an investigative study on the environmental and

G r een S m a r t G r i d Co m m un i c at i on s

economic benefits of V2G and enhance the product market.

The Institute of Electrical and Electronics Engineers (IEEE) is also invested in the advancement of V2G. The IEEE Power and Energy Society hosts an annual Conference on Innovative Smart Grid Technologies, with its seventh conference to be held in October. Their 2013 conference featured a symposium on V2G technology and wireless charging, which included a panel discussion on current challenges and the possibility of eventual dynamic wireless charging, or vehicle charging while in motion.

Potential Impact A recent statement from the Smart Grid Consumer Collaborative, a nonprofit dedicated to promoting smart grids and their advancement, read “All told, the smart grid promises to increase the efficiency of today’s system by around 9% by 2030, saving more than 400 billion kilowatthours each year.” In addition to the energy saved, the Natural Resources Defense Council claims that smart grid technology has the potential to provide other benefits including “cleaner air, better health, lower

“smart grid technology could also enable electric vehicles to feed electricity stored in their batteries back into the system when needed” – Int. Energy Agency

electricity bills, and reduced carbon dioxide emissions in the atmosphere.”

Financially, the technology could lead to a major amount in savings: a study by the Pacific Northwest National Laboratory in partnership with the United States Department of Energy estimated that modernization of US grids with smart grid capabilities would save between $46 billion and $117 billion over a twenty-year period.

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R ENE W A B LE S

INDUSTRY INSIGHT:

the emerging renewable Nations According to the REN21, developing countries are outpacing leading industrial nations when it comes to renewable energy capacity.

Energy Digital asks what effect this will have on the global renewable sector Writ ten by: Deana Caucus

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June 2014

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R ENE W A B LE S REN21—the Renewable Energy Policy Network for the 21st Century—has recently published the 2014 edition of its annual Global Status Report. The report indicated that over the past decade, developing and emerging nations have made substantial progress in the realm of renewable energy and the trend is expected to continue.

A Surge in PV Power Worldwide, PV installation has surpassed wind power in new growth: in 2013, more PV than wind power technology was installed globally for the first time, with PV installation growth up 38 percent and a running

“In the early 2000s we saw upward trends, but nobody really predicted the extraordinary expansion of renewables that unfolded in the last decade” –C hristine Lins, Executive Secretary, REN21 22

June 2014

total of 139 GW worldwide. This is enough to generate at least 160 TWh (tetrawatt hours), or about 0.85 percent of the planet’s electricity demand.

Germany has led the world in cumulative PV installations since 2005. China is expected to install 10 GW per year and may surpass Germany’s total capacity in 2016.

The fastest PV growth is projected to continue in China and Southeast Asia, Latin America, the Middle East and North African countries and India. By 2018, the cumulated capacity could reach between 320 GW and 430 GW worldwide.

Investments Are Down, But So Are Costs According to the report, 2013 marked the second year in a row of global decline in investment, partly due to uncertainty over incentive plans in the Europe and United States and to retroactive reductions in support in other nations. Europe’s investment in renewable energy decreased by 44 percent from 2012, and for the first time, China invested more than all of Europe combined. Of the top ten investors in renewable energy in 2013, seven were developed nations

featu r e a r t i c l e s ho r tened head l i ne

Germany has led the world in cumulative PV installations since 2005 while three were developing.

The decline was due in part to major reductions in technology costs. This is especially true for PV, which saw record new installations despite a 22 percent drop in dollars invested.

Lower manufacturing costs and efficiency improvements enabled several locations around the world to build onshore wind and solar PV installations without subsidy support, particularly in Latin America.

Despite these trends, some nations increased their spending on renewables, with Japan’s investment up 80 percent from the previous year. Other countries that increased their investment in 2013 included Canada, Chile, Israel, New Zealand, the United Kingdom and Uruguay.

Achim Steiner, executive director of the United Nations Environment Program (UNEP) does not see the drop in investment as a lull in the market.

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R ENE W A B LE S “While some may point to the fact that overall investment in renewables fell in 2013, the drop masks the many positive signals of a dynamic market that is fast evolving and maturing,� Steiner said in a statement.

Specifically, although investment was down, renewable electricity capacity has hit record levels, increasing more than eight percent in 2013.

The number of developing and emerging countries with renewable energy policies rose from 15 in 2005 to 95 in 2014

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June 2014

New Policies, New Promises The number of developing and emerging countries with renewable energy policies rose from 15 in 2005 to 95 in 2014. These nations now make up more than two thirds of the 144 countries worldwide with renewable energy policies.

A growing number of locations intend to transition to 100 percent renewable energy in either individual sectors or economy wide. Djibouti and the island state of Tuvalu plan to derive all of their electricity from renewable sources by the year 2020. Some nations have already reached their goals. Currently, some 20 million Germans live in 100 percent renewable regions.

In Latin America, Argentina has enacted a series of policies including

featu r e a r t i c l e s ho r tened head l i ne

Over the past decade, developing and emerging nations have made substantial progress in the realm of renewable energy and the trend is expected to continue the Renewable Energy Generation Program, which set a target of eight percent renewable energy by 2016.

Brazil, which expects electricity consumption to increase by 52 percent through 2019, has also set targets on specific renewables including hydro, biomass and wind.

Asian nations are also following suit. In the Philippines, which aims to increase its renewable energy capacity to 15,300 MW

by 2030, a National Renewable Energy Program has set specific targets for renewable energy and established dedicated investments totaling $27.6 billion by 2030.

Other nations have instituted policies that limit or eliminate the use of fossil fuels and nuclear energy, including Denmark, who banned the use of fossil fuel-fired boilers in new buildings as of 2013 and aims for renewables to provide almost 40 25

R ENE W A B LE S

In the Philippines, which aims to increase its renewable energy capacity to 15 Program has set specific targets for renewable energy and established dedic percent of total heat supply by 2020.

The Future of Renewable Energy Projections for growth in the renewable energy sector of developing nations show promise. A study conducted in 2013 by Global Data found that renewable energy in emerging countries is expected to increase dramatically by the end 26

June 2014

of the decade. According to the report, India, Mexico, China, South Africa, Russia, Brazil and Indonesia will more than triple their combined renewable energy installed capacity in the next few years, from an estimated 127 GW in 2012 to 403 GW by 2020 at a compound annual growth rate of 14.1 percent.

What does this mean for the global renewable sector? Most likely, it will

featu r e a r t i c l e s ho r tened head l i ne

“While some may point to the fact that overall investment in renewables fell in 2013, the drop masks the many positive signals of a dynamic market that is fast evolving and maturing” –

Achim Steiner, Executive Director, UN Environment Program (UNEP)

5,300 MW by 2030, a National Renewable Energy cated investments totaling $27.6 billion by 2030 mean an influx in renewable energy projects worldwide. In addition to decreasing costs and increasing incentive programs, renewable energy is steadily gaining esteem.

According to Christine Lins, executive secretary of REN21 and a co-author of the Global Status Report, global perception of renewables has changed significantly: “In the early 2000s we saw upward trends, but nobody

really predicted the extraordinary expansion of renewables that unfolded in the last decade. Projected levels of renewables for 2020 were already surpassed in 2010, and in general, global perception of renewable has shifted. Today, renewables are arriving in the mainstream. According to many surveys, they are the preferred energy source of the general public in many parts of the world.”

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E Q UIP M ENT

Waste Management: Resource Waste & Management at E.ON E.ON has been recognized as the European Cleantech Corporation of the Year. Energy Digital discovers the factors key to its success and asks why they matter for the rest of the industry W r i t t e n b y : K e v in S m e a d

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June 2014

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E Q UIP M ENT On June 20, E.ON was recognized as the European Cleantech Corporation of the Year at the 10th European Cleantech Forum, held in Stockholm, Sweden. Richard Youngman, Cleantech Group’s Managing Director for Europe and Asia, said E.ON was selected based on three distinguishing factors.

These three factors are paramount to the success of E.ON and its multi-faceted approach to energy.

So, what are they and why do they matter for the rest of the industry?

Setting An Industry Example Using Energy-From-Waste The first, and arguably most important, factor Youngman cited was the “speed and energy and Another factor for which E.ON was recognized is its tenacity during a period of hardship

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June 2014

commitment with which E.ON appears to have approached its innovation strategy in recent years.” A hallmark of this innovative strategy is EEW Energyfrom-Waste, a now joint-venture with Sweden’s EQT Infrastructure.

In December of 2012, E.ON sold 51 percent of the energy-fromwaste unit to EQT, while retaining the remaining 49 percent. Since then, EEW Energy-from-Waste has become an industry leader in the incineration of waste for energy in Germany. It currently has 18 operating plants, with 12 still owned by EEW. The other 6 are owned by a third-party, though EEW still helms operations.

While EEW may be leading the waste-from-energy charge with cutting-edge tech, the incineration of waste for energy has been around since the late 19th century.

The process as it is known today came about in the mid 20th century, and by the early ‘90s 15 percent of the municipal solid waste in the U.S. was incinerated.

It was during this worldwide boom that stricter regulations were enacted around the globe.

According to EEW, by 2005, harmful dioxin output from the 66 waste

“It has been noteworthy that, despite very tough financial and operating conditions for E.ON at large, the commitment to Technology and Innovation has prevailed,” Youngman said incineration plants in Germany had been reduced from 400g to less than .5g—a thousandth of what it once was.

EEW is quick to note the impressive nature of this feat, seeing as the capacity for waste incineration had doubled since 1985. EEW is sorely focused on the disposal of waste in an environmentally friendly capacity.

EEW utilizes two different methods to convert waste to energy: municipal solid waste incineration (MSWI) and mechanical biological treatment (MBT).

EEW claims that MSWI results in a 90 percent reduction of waste, with the residual 10 percent being recycled. The energy produced during this process is used for electrical power, heating, and process steam.

While MSWI is relatively traditional in its processes, MBT is a bit more unusual and innovative, using a biological approach to reduce waste.

The waste reduction is limited to only around 30 percent; however, the anaerobic method of MBT leads to the production of biogas, which can 31

E Q UIP M ENT be used for energetic purposes.

Though there is still debate on how truly green MBT is, EEW is working to stay ahead of the curve in its innovation.

Weathering The Storm Another factor for which E.ON was recognized is its tenacity during a period of hardship. “It has been noteworthy that, despite very tough financial and operating conditions for E.ON at large, the commitment to Technology and Innovation has prevailed,” Youngman said.

For the past six years, E.ON has

been a leader in the renewable energy market in Germany. It hasn’t always been easy, however. As mentioned previously, E.ON sold EEW to EQT and retains only 49 percent of the company. E.ON had initially cancelled plans to sell EEW earlier in 2012 because of a lack of any attractive bids before solidifying the current deal.

This joint venture put them right back on target, though, as reported

by E.ON’s CEO Johannes Teyssen.

Not only that, but it also placed E.ON’s focus prominently on the future.

“We want to guide EON Energy from Waste to a successful future as an

“It has been noteworthy that, despite very tough financial and operating conditions for E.ON at large, the commitment to Technology and Innovation has prevailed,” Youngman said

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June 2014

Re s ou r c e W a s te & Mana g e m ent at E . O N

independent company,” Teyssen said.

This eventually paid off. As in March of this year, E.ON reported it remained on course throughout 2013, despite the difficulties. “In 2013 we further intensified our efforts to systematically adapt E.ON to the rapidly changing market situation,” Teyssen said.

Looking Toward The Future In keeping with their commitment to adapt and innovate, E.ON was also recognized for “range of actions undertaken as part of driving the evolution of a future E.ON.” Through companies such as EEW, E.ON is already taking steps toward fully sustainable waste disposal and other forms of green energy. This is important since the German government has set nearfuture goals for improved waste treatment. By 2020, all waste should be recycled completely and in a responsible manner. Landfills will be also no longer acceptable.

Luckily, EEW believes that these goals can essentially be met already, though it is currently working on experimental techniques to make this standard a reality.

This is primarily why EQT decided

For E.ON, it would seem, the key to success is to stay ahead of the pack and ahead of the curve to go through with the joint venture.

The company believes that EEW is firmly positioned at the head of the German energy market and utilizes state-of-the-art technology.

For E.ON, it would seem, the key to success is to stay ahead of the pack and ahead of the curve. Their success in the industry can be attributed to their commitment to projects such as waste-to-energy and will surely guarantee their position as an industry leader for years to come.

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TOP 1 0

Global Utilities C

An inside look at the largest ut

Companies 2014

tilities companies in the world 35

top 10

10

Exelon Country: USA

Based in Chicago, Exelon has operations and projects in 47 states, the District of Columbia, and Canada and operates regulated utilities in Illinois, Pennsylvania, and Maryland.

The company has approximately 35,000 megawatts of owned capacity and 7.8 million customers.

Exelon also has full or majority ownership of 17 nuclear reactors

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July 2014

in 10 nuclear power plants. The company was created in October 2000 by the merger of PECO Energy Company and Unicom.

Christopher Crane currently serves as president and CEO. Exelon’s Constellation business unit provides energy products and services to approximately 100,000 business and public sector customers and approximately 1 million residential customers. www.exeloncorp.com

Exelon’s current head office

E.ON’s Pellworm solar farm

09

E.ON Country: Germany

E.ON is a European holding company based in Düsseldorf, North Rhine-Westphalia, Germany that operates in 30 countries and serves over 26 million customers. The company formed in 2000 through the merger of energy companies VEBA and VIAG. Currently, E.ON is the world’s largest investor-owned energy service provider. E.ON

operates six nuclear power plants in Germany through its subsidiary E.ON Kernkraft GmbH. The company recently invested in California-based solar company Sungevity in order to bring their energy services to the Dutch market. E.ON is one of the 30 members of the DAX stock index of major German companies and Dr. Johannes Teyssen serves as E.ON’s CEO. www.eon.com 37

top 10

Vogtle Nuclear site in Georgia

08

Southern Company Country: USA

Headquartered in Atlanta, Georgia, Southern Company was founded in 1945. Through its subsidiaries, the company owns and operates more than 42,000 MW of generation capacity. Southern owns four retail electric companies: Alabama Power, Georgia Power, Gulf Power and Mississippi Power, which, combined, serve over 38

July 2014

120,000 square miles and 4.3 million customers. Thomas A. Fanning serves as the company’s chairman, president, and CEO. Currently, Southern Company is building the first new nuclear units in the U.S. in 30 years at Plant Vogtle near Augusta, Georgia as well as one of the largest photovoltaic plants in the United States at Cimarron, New Mexico. www.southerncompany.com

G l oba l U t i l i t i e s Co m pan i e s 2 0 1 4

07

NextEra Energy Country: USA

NextEra Energy, founded in 1925 and based in Juno Beach, Florida, is the largest generator of wind and solar power in North America, operating 43,000 MW of generating capacity in 28 U.S. states and three Canadian provinces. The company has three subsidiaries: NextEra Energy Resources, Florida

Power & Light, and FPL FiberNet. Approximately 95 percent of NextEra’s electricity comes from clean or renewable sources.

Armando Pimentel has served as the company’s CEO, president, and COO since 2011. In March 2011, NextEra Energy was listed

by Fortune Magazine as the most admired company in the industry of electric and gas utilities. www.nexteraenergyresources.com

NextEra Energy is the largest generator of wind and solar power in North America, operating 43,000 MW of generating capacity

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top 10

06

Dominion Resources Country: USA

Founded in 1909, Dominion Resources is a power and energy company that supplies electricity in Virginia and North Carolina and supplies natural gas to regions of West Virginia, Ohio, Pennsylvania, and eastern North Carolina.

Serving retail energy customers in 15 states, the company has 11,000

Virginia City Hybrid Energy Center

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July 2014

miles of natural gas transmission, gathering and storage pipeline and 6,400 miles of electric transmission lines. Dominion has 23,5000 megawatts of generation, with facilities in Wisconsin, Illinois, Connecticut and Massachusetts and operates one of the nation’s largest gas storage systems.

The company’s chairman and CEO is Thomas Farrell. www.dom.com

G l oba l U t i l i t i e s Co m pan i e s 2 0 1 4

Iberdrola’s power stations

05

Iberdrola Country: Spain

Iberdrola is a multinational electric utility company with headquarters in Bilbao, Spain. The company was founded in 1992 and has a workforce of around 31,330 employees in several countries on four continents. Currently, Iberdrola is actively serving roughly 32 million customers.

The company’s subsidiaries

include Iberdrola USA, Scottish Power, Iberdrola Ingeniería and Iberdrola Inmobiliaria. Iberdrola has a substantial renewables division, and at the end of 2013, the company had an installed capacity of 14,247 MW, producing a total of 33,899 GWh of electricity that year. Since 2005, Jose Ignacio Sanchez Galan has served as Iberdrola’s chairman and CEO. www.iberdrola.es 41

top 10

Dan River at Sunset

04

Duke Energy Country: USA

Based in Charlotte, North Carolina and founded in 1900, Duke Energy owns 58,200 megawatts of baseload and peak generation in the United States. The company’s service territory covers 104,000 square miles with 250,200 miles of distribution lines and delivers power to 7.2 million customers.

Duke Energy offers natural gas 42

July 2014

distribution services in Ohio and Kentucky. The company also has more than 4,300 megawatts of electric generation in Latin America, including the operation of eight hydroelectric power plants in Brazil with an installed capacity of 2,307 megawatts.

Lynn Good currently serves as Duke Energy’s CEO. www.duke-energy.com

G l oba l U t i l i t i e s Co m pan i e s 2 0 1 4

03

ENEL Country: Italy

Italy’s ENEL (Ente Nazionale per l’energia ELettrica) produces, distributes and sells electricity and gas throughout Europe, North America and Latin America. The company was founded in 1992 by the Italian government. ENEL operates in more than 40 countries worldwide, has 95,000 MW of net installed capacity and sells power and gas to more than 61

million customers. ENEL’s power plants generate over 30,000 MW from renewable energy sources including water, geothermal, wind, solar and biomass in Europe and the Americas.

With 31.2 percent ownership, ENEL’s largest shareholder is the Italian Ministry of Economy & Finance. Fulvio Conti has served as CEO and general director of ENEL since 2005. www.enel.com

Enel’s geothermal-energy plant

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July 2014

G l oba l U t i l i t i e s Co m pan i e s 2 0 1 4

02

GDF Suez Country: France

Multinational electric company GDF Suez was formed in France in 2008 by the merger of Gaz de France and Suez. The company’s origins trace back to the Universal Suez Canal Company, founded in 1858 to construct the Suez Canal.

64 percent of GDF’s production comes from renewable sources.

The company operates in North and Latin America through its Suez Energy International division as well as in other European and Asian countries. GDF Suez is the leading producer of electricity in Belgium and the Netherlands through Electrabel as well as the largest non-state owned generator in both Thailand and Brazil. Gérard Mestrallet serves as chairman and CEO. www.gdfsuez.com

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EDF Country: France

EDF (Électricité de France) is the world’s largest producer of electricity. The company has over 120,000 MW of generation capacity in Europe, South America, North America, Asia, the Middle East and Africa. EDF was founded in 1946 as a result of the nationalization of 1,700 energy producers, transporters and distributors by French Minister of Industrial Production Marcel Paul. The company’s operations include electricity generation and distribution; power plant design, construction and dismantling; transport and energy trading. It is active in power generation technologies that include hydropower, nuclear power, wind power, marine energies, solar energy, biomass, geothermal energy and fossilfired energy. Henri Proglio was appointed as chairman and CEO of EDF in 2009, and the company currently ranks in at number fifty on Forbes’ Global 2000 list. The 46

July 2014

company pledged its commitment to fight climate change in a vow to reduce its carbon footprint by reducing its CO2 emissions in France by 50 percent by 2016.

This amounts to a reduction of 12 million tons of CO2 over a 26-year period. The goal was set as a result of a voluntary industrial policy implemented

by EDF in France and the entire group internationally. The French division attests to producing electricity that is 96 percent free of CO2 emissions and emits 10 times less per kWh than the European average. Additionally, EDF is currently strategizing how to honor French President Francois Hollande’s pledge to lower the county’s proportion of atomic power with the goal of reducing nuclear dependence to 50 percent by 2025. www.edfenergy.com

G l oba l U t i l i t i e s Co m pan i e s 2 0 1 4

West Burton B power station 47

Nuclear Industry Association prepares for challenges within its sec Written by: Keith Parker, NIA Chief Executive

r ctor 49

E u r o m ine s

ITER Fusion Reactor

“The Nuclear Industry Association is the trade association and representative voice of Britain’s civil nuclear industry” – Keith Parker, Chief Executive

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T

he Nuclear Industry Association is gearing up to meet major changes within the sector as the UK launches a rebuild programme to meet the requirements of the nation’s power generation supply.

In this special Q&A from Keith Parker, Chief Executive of the Nuclear Association, he discusses what the association is all about and what role it will play in the challenges that lie ahead.

Q: Tell us a little about the role and goals of the Nuclear Industry Association (NIA)?

A: The Nuclear Industry Association is the trade

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Key Personnel

Keith Parker Chief Executive

association and representative voice of Britain’s civil nuclear industry.

It represents more than 270 companies including nuclear power station operators, those engaged in decommissioning, waste management, nuclear liabilities management and all aspects of the nuclear fuel cycle, nuclear equipment suppliers, engineering and construction firms, nuclear research organisations, and legal, financial and consultancy companies.

We have two main roles: acting as the voice of the nuclear industry making the case for nuclear to a range of influential audiences

Keith has been Chief Executive since September 2003. Keith joined the Nuclear Industry Association in December 1995 from the DTI and in March 1997 became Head of Corporate Communications, accountable for the strategic direction of the Associations communications, public affairs, media relations and issue management programmes.

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N u c l ea r in d u s t r y a s s o c iat i o n

The UK Electricity Mix

Nuclear 19%

Renewables 9.8% Hydro 1.5% Other 1.6%

Coal 39% Gas 28%

Oil 0.9%

Source: DECC, 2013 Digest of UK Energy S

Nuclear Industry Association is a company limited by guarantee registered in England No. 2804518. Registered Office: Carlton House, 22a St James’s Square, London SW1Y 4JH

“ In the next 10 years or so all the UK’s current nuclear power stations will be at the end of their life” – Keith Parker

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WWW.NIAUK.ORG

including Government, Parliament and the media; and supporting the commercial interests of our members at home and abroad.

Q: With all current power stations due to be shut down in the mid-2020s, what is industry doing to prepare for this?

A: In the next 10 years or so all the UK’s current nuclear power stations will be at the end of their life. This will have a significant impact on power generation and is why the new build programme

is so important.

The State Aid application for the first of these stations, Hinkley Point C, is currently before the EU Commission. We believe this will reach its conclusion by the autumn. The way will then be clear for the project to get fully underway following EDF’s Final Investment Decision.

Two further new build consortia are key to the UK’s new build programme; Horizon who will develop reactors at Oldbury and Wylfa; and NuGen at Moorside.

The nuclear new build programme will be a major engine for growth for the UK nuclear supply chain and the economy more generally.

It will open up many opportunities for small and medium-sized companies (SME) in the nuclear supply chain. We’re looking for our larger member companies to help mentor these SMEs. There are also opportunities through Statistics decommissioning, with the Nuclear G Decommissioning Authority (NDA) also looking at how to pair small firms who want to work on upcoming projects around the country with industry professionals.

The NDA has set itself the challenge of increasing its SME content from 11 percent to 20 percent and is making good progress already.

Ensuring there are people with the right skills coming into the industry is imperative – not only to deal with decommissioning, but in addition we will need 25,000 people for the new build project at Hinkley Point C.

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Mini submarine ROV

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Cooling towers

N ia The NIA has recently launched re:generation, a project to increase young people’s knowledge of the nuclear sector so they are aware of the breadth of opportunities available.

Q: What is the scale of the challenge for the nuclear industry in regards to perception and meeting low carbon energy targets?

A: Nuclear has a vital role to play in meeting the UK’s energy and climate change obligations.

Around 20-25 percent of the energy used to power homes and businesses comes from nuclear power. Together with renewables and clean coal it can reduce UK carbon emissions as part of a diverse energy mix.

The UK needs 60GW of new electricity generating capacity, and the infrastructure to run this, by 2025 – just under a quarter of this (16GW) will come from nuclear.

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“ Around 20-25 percent of the energy used to power homes and businesses comes from nuclear power.

Together with renewables and clean coal it can reduce UK carbon emissions as part of a diverse energy mix” – Keith Parker

Q: How will technology help UK power stations become more effective?

A: Most current plant technology is Gen I or Gen II. The reactors going through the GDA process for Oldbury and Wylfa are Gen III which make more use of passive and advanced safety features.

The AP1000 reactors which NuGen want to use at the Moorside plant are Gen III+. The advantage of newer reactor designs is that they can make use of modern design construction techniques, allowing tasks traditionally w w w. n i a u k . o r g

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Researching

performed in sequence to be done in parallel.

This approach cuts the time it takes to build, reducing both cost and minimising risk.

Looking beyond the current nuclear new build programme it is crucial to keep a wide range of technological options open so the UK can build more nuclear plants should increases in demand require it.

Nuclear station

Q: It’s an exciting time for the UK civil nuclear sector, how will this benefit UKplc?

A: A major nuclear new build programme will lead 56

July 2014

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Association Information A SSOC I A T I O N TY P E

Trade Association LOC A T I O N

London founded

Not disclosed No. of Me m b e rs

270+ Helping to guide the careers of young people in the industry

to both industrial and employment benefits. Not only in the supply chain as I’ve already mentioned, but also through manufacturing and construction.

The programme will give the economy a major boost with the think tank IPPR suggesting new nuclear could boost the economy by £5 billion.

Once the projects get underway each one is expected to create around 25,000 new jobs.

Through our re:generation project we’re talking to young people working in the nuclear industry.

We want to speak to people faced with the challenge of where to take their careers and give them a career path they may not have considered. w w w. n i a u k . o r g

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Fosroc enjoys global recognition through local focus

The British Heritage construction materials organisation has always had a keen eye for capitalising on emerging markets and has subsequently become a leading solutions provider of choice on an international scale Written by: Matthew Staff and Produced by: James Pepper 59

Fosroc

F

osroc has made a name for itself over the past 60 years in bringing the most innovative and tailored constructive solutions to the architect, design and construction sectors, and continues to find differentiators through its dynamism and flexibility.

The ability to act locally despite being an international player in the market is a facet that the company has worked hard on since being established in the UK initially, and since being bought by holding company, JMH Group in 2003 and the organisation’s relocation of its head office to Dubai, Fosroc’s global influence and entrepreneurial flair has taken on new dimensions once again.

Chief Executive Officer, André Ladurelli explained: “In contrast to our competition, we don’t tie ourselves down to bulk chemicals

Warehouse racking

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upstream and trying to find a home for one specific material. We’re free to recommend the best technology rather than being driven by one particular response.”

Fosroc is now in a position to liaise and evaluate with its customers the most appropriate solution for what they’re trying to achieve, agnostic to the base chemicals behind it.

“We just want to deliver what is best to the customer and that’s what sets us apart from some of our peers,” Ladurelli continued. “We provide expertise in the little corners of what our customers are trying to do, providing peer-topeer basis solutions for engineering problems to ultimately find a number of ways to create value for different partners throughout the chain.”

Locals run the show A key aspect of Fosroc’s customer-focused strategy has revolved around international saturation and subsequent proximity to its clients, both current and prospective.

This is summed up the company’s ethos, ‘the locals run the show’, ensuring that varying climatic conditions and regional trends are prepared and accounted for.

“A lot of the success in the industry is about proximity to the customer and we’re very entrepreneurial in that respect,” Ladurelli said. “Different conditions call for different cements, aggregates and climatic considerations because it varies the way that

Key Personnel

André Ladurelli CEO

“We just want to deliver what is best to the customer and that’s what sets us apart from some of our peers” – André Ladurelli

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Fosroc

“A lot of the success in the industry is about proximity to the customer and we’re very entrepreneurial in that respect” – André Ladurelli

different materials are going to perform.

“Our expertise is in delivering consistency of performance in these different circumstances.”

Manufacturing locally is core to the success of this ethos and has seen Fosroc expand over the years through the Middle East, into Asia and further into emerging markets, culminating in its headquarters in Dubai.

Overall, Fosroc now has a presence across 20 countries with the Middle East and India proving especially fruitful at present where the quality and technologies behind the company’s products have been very well received.

Featured project: Wynn Palace Fosroc’s US$2.5 billion Wynn Palace Project on the Cotai Strip in Macau will comprise a luxury 2,000-room hotel and a mixed-use area used for gaming, dining, retail, convention facilities, a nightclub, and specialist attractions across 210,000 square metres of construction.

The key to the complex’s success will be the use of Fosroc’s complete basement solution, Proofex Engage, which will include the joints, pile cap and pile head waterproofing. The client will subsequently benefit not only from the quality of installation synonymous with Fosroc, but by the versatility of the product which will lend itself to fast and easy application throughout the construction process.

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High profile projects

The company already has a keen eye on potential areas of further expansion though as Ladurelli explained: “We’ve got an active pipeline of new territories so we opened new operating companies last year in Vietnam and in Iraq. I was also in Myanmar recently where we’re looking to become the first British firm and the first construction chemicals company to manufacture there.

“Beyond that we’re looking very seriously around Central Asia, the Caspian region and Sub-Saharan Africa as the next ports of call.

“We act both locally and globally, in a joined up way, because contractors are operating the same way and that’s what our customers expect from us.”

Waterproofing

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Fosroc

E ne r g y

High profile projects Excelling in its work around the lifecycle of concrete, environmental considerations, the characteristics of its products and the technological complexities of fusing engineering and chemistry has subsequently led to Fosroc receiving numerous large scale projects in recent years.

This has included beating numerous international competitors to the high profile job of delivering strong concrete to the Worli high rise tower project, being built by Samsung in Mumbai.

Comprising both residential and commercial entities, a specific set of performance characteristics were required, and as Fosroc has proved time and time again, it is these niche specifications which the company thrives on.

“If you take the Burj El Arab Hotel in Dubai for example, it is built in the sea and has three layers of basement under water level,” Ladurelli said. “We gave them a waterproofing solution for that underground structure which after 10 years is still in perfect condition.

“We also provide specialty coatings for structures like car park decking systems as well as providing a range of sealants which you’re likely to see in numerous airports at present.”

The scale of the projects being entrusted with Fosroc are epitomised by a $1.2 billion hotel resort and enormous casino being built in Macau, which has similarly required an extensive waterproofing job covering the size of several football pitches.

Fusing engineering and chemistry

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Fosroc

E ne r g y

Another feather in the company’s cap has been providing concrete and waterproofing solutions for an underground tunnel, providing the largest pre-cast element in Asia which has recently been sunk into the bottom of the Hong Kong bay.

Consistent quality While the industry success of Fosroc is all too clear to see, it is the work going on behind the scenes which Ladurelli makes special commendation to, primarily regarding business relationships; both with partners and especially employees.

“We are very flexible in terms of the way we design our solutions; typically our specification engineers will be sitting with designers working over the plans and how to adapt and solve problems simultaneously,” the CEO said.

“When things do become challenging or go wrong for our customers, we also then have the

On site

Work behind the scenes

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National Distribution centre

“There are a number of sectors where we’ll become increasingly active and it’s our focus to behave in these sectors in a consistent manner so that you get one Fosroc, everywhere” – André Ladurelli

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Constructive solutions

Fosroc depth of competence knowhow to solve the problem with our extensive repair range as we go along and then address new or emerging requirements on the construction site.

Employees are hired with an expertise and expectancy to be able to engage with clients on a peer-to-peer basis and are given specific training and international experience to ensure that they reach their potential with a sense of pride and determination that is exemplified by the company’s aptly named Warrior Programme reserved for sales personnel.

All of this internal ability is complemented by the pivotal external customers partnerships though, as Ladurelli said: “In any given structure there’s a huge amount of detail required and it’s impossible for one individual to know it all. What you need is trusted partners who are experts in their given field and who understand what you’re trying to achieve in order to quickly and easily give you workable, sensible, quality solution to what you’re doing.

“Over the next five years, we have the opportunity to build on these customer partnerships to increase our strength across Asia and our entire existing footprint, while there’s also a big opportunity to test ourselves as sectorial specialists.

“There are a number of sectors where we’ll become increasingly active and it’s our focus to behave in these sectors in a consistent manner so that you get one Fosroc, everywhere.”

E ne r g y

Company Information Industry

Construction chemicals h ea d q u a r t e r s

Dubai founded

1969 e m p l o y ee s

1,700 r e v en u e

N/A products/ services

Constructive solutions, construction chemicals, cement and concrete technology, waterproofing, fireproofing, sealants

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Capula Limited excels in improving performance thanks to engineer-IT, all-rounder specialisation Focusing on how to improve existing offerings lies at the heart of growth plans after company doubles in size through working in energy and utilities markets Written by: Tom Wadlow Produced by: James Pepper

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Cap u l a Li m i t e d

C The right approach

“Our clients want to combine what is the operational technology space with the IT space which historically has been quite divided and difficult to bring together” – Simon Coombs, Business Development Director

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July 2014

apula’s focus on solving a historical problem by combining operational technology (OT) with real-time IT solutions has helped the company double in size since 2007 to become the £40 million turnover business it is today.

It is helping clients in the energy and utilities markets uncover vital information once submerged by dated systems unable to fathom live processes across multiple variables and sites.

Having chosen to excel in this core area of business, the advanced automation and real-time intelligence specialist now employs 320 engineer-IT all-rounders.

Its approach has helped an array of important UK infrastructure clients, including Thames Water, the National Grid and Drax, to grasp the true performance of their operational systems and identify key areas for improvements across the board.

In the nuclear field it has its own successful division, Capula Nuclear, which assists in the automation technological side of highly complex large new plants.

Having successfully cemented its reputation in its key markets, Capula is now set on continuous improvement in both an outward and inward sense – respectively represented by a focus on green tech infrastructure and an internal ‘Making It works’ programme aimed at integrating the cultural values of its parent company Imtech.

E ne r g y

Simon Coombs, Business Development Director

Channeling focus Business Development Director Simon Coombs has helped steer Capula forward since he joined in 2007, pressing home the need for a clear, specialist identity combined with strong alliances.

“What we did was focus our story on the right markets and how we describe our specialist proposition,” he said. “We built trusted relationships with clients, technology and contracting partners and focused on getting the right capabilities with engineers who have the right skills and experience.”

“One of the key things is our culture, the essence of which is that we are engineers who are good at IT. Our clients want to combine the operational technology space with the

320

Number of engineer-It all-rounders at Capula

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Cap u l a l i m i t e d IT space, which historically have been quite divided and difficult to bring together.”

The strategy has paid off. Throughout most of the company’s 45-year history the system integration part remained a £10-20 million revenue business, working in a number of guises. Now it operates sustainably at a much higher level, resulting in technology giant Imtech buying Capula in 2012.

Simon Coombs

‘Throughout most of the company’s 45-year history the system integration part remained a £10-20 million revenue business, working in a number of guises’

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OT meets IT Capula offers consultation, automation, IT and support in the nuclear, power generation, utilities, environmental, oil and gas and industrial markets, delivering capital programmes, operational performance and compliance.

It is a system integrator, tailoring the best IT solutions to fit the needs of its clients.

The company has showcased its credentials in a variety of projects for many key utilities and energy players in the UK, including Thames Water where it is involved in ICA (Instrumentation, Control and Automation) work across many schemes. This includes installing PLC telemetry units and new, MultiTrode pump control systems.

It is also rolling out a Wonderware SCADA Platform solution across more than 20 Thames Water sites allowing vital monitoring information to be shared and sent to a central control room at its Reading base.

“This helps greatly as common platforms and data models speak the same language,”

E ne r g Y

Coombs said. “You can now focus on driving performance rather than spending time unraveling what is happening.”

Further still, Capula has set up an infrastructure to capture real-time data and present it in a way which can be easily understood by key decision-makers and engineers, something which Thames Water will build on in the water industry’s next Asset Management Period (AMP6) which runs from 2015 to 2020.

The National Grid is another key customer, for whom Capula provides 24-seven support for a large number of substation control systems across their high voltage transmission network. A crucial element is coordinating when to upgrade IT to fit the lifespan of the substation equipment.

This is carried out in collaboration with GE hardware and has seen Capula gain

Ironbridge

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several 100 percent KPI (Key Performance Indicator) scores over the last few years.

“We are very proud of this partnership as it demonstrates very well our performance credentials.” Coombs added. “You know the saying ‘people want holes and not drills’? Well, we are working out how we can provide the holes by maintaining that drill and continuing to make it relevant for our client over its lifespan.”

Renewables growth Besides the growing nuclear arm of the business, renewables represents an important area of focus going forward.

This is no better demonstrated than by its latest developments with long-standing client, Drax, operator of Europe’s largest coal-fired power station in North Yorkshire, generating eight percent of the UK’s electricity.

Capula is helping the conversion process from coal to biomass, which includes the not insignificant task of fuel handling and the extra infrastructure required to make the switch.

Capula’s relationship with Drax stretches back beyond the 1990s, when they implemented the technology to allow the power station to move from hardwire systems to soft desk IT solutions.

Coombs said: “We are seeing a lot of increase in the renewables space, particularly in biomass and energy from waste. This is a rapidly expanding area and is a core part of the UK government’s strategy.”

Drax Power Biomass Co-firing

‘Capula is helping the conversion process from coal to biomass, which includes the not insignificant task of fuel handling and the extra infrastructure required to make the switch’

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Cap u l a Li m i t e d

Smart solutions

Capula has also played an important role in projects for UK Power Networks in relation to smart grid solutions. The projects were supported by the Low Carbon Network Fund, which was set up by OFGEM and the Department of Energy and Climate Change.

The programme revolves around improving ‘distribution network visibility’, which again uses real-time IT databases to gather information from across the network, analyse it, and present it to asset planners.

The technology is based on IT infrastructure from OSIsoft (also used in Capula’s oil and gas, utilities and nuclear work), one

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of many large vendors the company works with which also include Rockwell, ABB, GE, Schneider and Siemens.

“You are taking information that was often already there but in a black box and had nothing done with it.” Coombs said.

“The more you add renewables, heat pumps and electric vehicles charging onto the network, the more potential there is for instability so you can’t operate from a black box anymore, hence a demand for a mechanism to get that information put in front of engineers and planners in a simple way that can be understood and acted upon.”

Imtech Internally, the company is instigating an improvement programme, inspired by the cultural values of its parent company, Imtech.

Capula remains its own business in a network of businesses that share the same philosophies.

“We now have a very large parent who is focused on green tech and sustainable/ smart energy and infrastructure, sharing a lot of our ideals” Coombs added.

“We’re part of Imtech UK, and within the UK there are a number of different streams which complement each other - Capula is the system integration stream.”

Making It works The ‘Making It works’ initiative is aimed at embedding Imtech’s cultural values (entitled ‘It

Key Personnel

Roger Turner Chief Executive Roger joined Capula in 1989 as Projects Director and became Chief Executive in 2000.

He has direct experience of the gas, nuclear, electricity and utility markets.

“We have a very large parent who is focused on green tech and sustainable/ smart energy and infrastructure, sharing a lot of our ideals” – Simon Coombs

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Cap u l a Li m i t e d

Capula offers smart solutions associated with the challenges facing cyber security

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works’) into the company. Capula are doing this by concentrating four key areas: people, process, innovation and infrastructure.

Improving how Capula attracts, supports and develops their people, plus delivering excellent processes, is crucial to their future success. But another significant pillar of this drive is innovation. “It is the bread and butter of what we do,�

Coombs added. This embodies developing smart solutions, such as for smart grids, as well as integrating mobile into control system architecture and facing up to associated cyber security challenges.

Innovation also involves improving efficiency and consistency by inventive re-use of tools where possible and the development of an innovative culture within the organisation as

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a whole. Crucial to this are Capula’s people, the training of whom is taken very seriously from engineers’ IT skills to project manager certifications and its graduate programme.

Alongside this is investment in the infrastructure needed for employees to excel in their work.

The company recently opened a bespoke integration testing facility in Stafford which is tailored towards its operations in the water industry, offering the space and tools needed to support the next breakthrough.

Employees are also geared up with a fully integrated Quality, Environmental, Safety & Health (QESH) Management System, fuelled by the belief that top-notch health and safety practices not only ensure their well-being but will greatly benefit effectiveness. This also underlines the company’s commitment to Corporate Social Responsibility.

By continuing to spur innovation among its people and deliver on the ground with its specialist offering of engineering and IT expertise, Capula looks set to continue enhancing the energy and utilities sectors’ handling of vital real-time information, ultimately bringing about a more sustainable practice across many crucial infrastructure operations.

Coombs concluded: “We are a leading company with the aim to be the most respected technical service provider in our markets, developing our specialisation and focusing on sustainable growth. We are already moving towards that.”

Company Information Industry

Energy, IT, Engineering h ea d q u a r t e r s

Staffordshire, UK founded

1969 e m p l o y ee s

320 engineers Key People/ Ti t l e s

Simon Coombs, Business Development Director r e v en u e

£40 million products/ services

Automation and realtime IT solutions

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Lanes Group’s innovation wins contracts and plaudits With a range of services and award-winning health and safety initiatives, the UK wastewater solutions provider is continuing its development to a truly national industry benchmark Written by: Joel Levy Produced by: James Pepper

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Lane s G r o u p

Key Personnel

Conrad Ashby, Framework Director, Lanes Utilities

“We have a substantial fleet of specialist field units, probably about £30m of operational capital assets around the country” – Conrad Ashby

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L

eading wastewater solutions provider Lanes Group is winning major work with big-name clients based on its strong reputation for excellence and innovation in all its first-class services.

The company has won contracts in the energy, transport and utilities sectors with the likes of Thames Water, Anglian Water, Wessex Water, Scottish Water, London Underground and more.

Lanes is a classic example of a business that started small but has achieved excellent growth and success through its expertise and passion for doing things to the highest standard.

Formed in Leeds in 1992 as specialist drains clearer and repairer Lanes for Drains, it had a workforce of just five. Today, it is the UK’s largest independent drainage specialist with three branded companies and several operating divisions, employing some 1,400 staff, and has built a nationwide network of 23 depots stretching from Aberdeen down to Plymouth while earning numerous accolades and accreditations.

Lanes Utilities Framework Director Conrad Ashby may have only been at the company for 18 months, but he has already seen what made Lanes the leading force it is today: “My predecessors and colleagues have put an enormous amount of hard work in and laid some great foundations from which to build.

The company has grown organically from humble beginnings and also with some strategic acquisitions. We’re up to about £120m turnover

E ne r g y

The company owns a substantial fleet of trucks

in 2013/14 and are a growing business.

“We have a substantial fleet of specialist field units, probably about £30m of operational capital assets around the country, and we’ve got some high-profile customers to whom we deliver a really good and reliable service, which has been fundamental to our success and growth.”

Thames Water contract One such high-profile customer is Thames Water, utilities provider for the capital. Lanes’ contract, worth some £40 million per annum, involves carrying out planned and emergency work in world-famous locations in London and across a number of counties from the borders of

The UK’s largest independent drainage specialist

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Gloucester in the west, north to Warwickshire and east to Luton and Brentwood and as far south as Surrey. The contract covers approximately 75 percent of Thames’ customers and asset base, and requires the skills and expertise of both field and office staff working 24 hours around the clock.

Ashby said: “We have 561 people and 319 vehicles delivering the services 24/7 on this contract, ranging from emergency blockage, pollution remediation and containment, tankering, CCTV and asset inspection, through to more complex asset replacement and lining refurbishment of the network. Whatever the discipline delivering, customer satisfaction sits at the heart of everything we do.

Rail and nuclear Rail is another significant part of Lanes’ portfolio.

In March 2014, London Underground (LU) appointed the company’s rail division as one of 24 specialist contractors for a £330m programme to refurbish 70 stations, using a new STAKE model that cuts out Tier 1 contractors. Works include drainage investigation, CCTV surveying, plumbing along with the fitting of new sanitary ware in toilets and shower areas at underground stations.

Other services provided for LU include bridge and structure repairs, and a maintenance contract for drainage, premises and buildings, water seepage, locks, vegetation control and fencing. More than 300 Lanes employees

The company has 561 people and 319 vehicles delivering the services 24/7

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go out each night on the underground rail system to conduct these works.

As a company also heavily involved in the nuclear sector for 12 years, Lanes has adopted a cross-fertilisation policy, taking the ideas and best practice from its challenging work across the UK’s nuclear sites and other Group activities and applying them to the flagship Thames contract and other parts of the business in other environments. Health and safety is an area of particular emphasis across all the whole Lanes Group.

“We do 22,000 safety inspections a year; our Accident Frequency Rate is currently zero and that’s the result of a lot of hard work from the team” – Conrad Ashby

Awards Working across several sectors, Lanes has developed an exceptional safety culture. Earlier this year, it received two national health and safety awards for its Essential Standards initiative, including the Construction News Health and Safety Excellence Award.

Lanes also achieved the RoSPA Gold Medal Award for occupational health and safety for the fifth year running from the Royal Society for the Prevention of Accidents, and was also shortlisted in four out of six categories in the Thames Water Health and Safety Excellence Awards 2014. It won two of them: Innovation and Young Person of the Year.

Ashby said: “Essential Standards is all about taking what were relatively dry operational manuals, with several hundred pages of written work, and putting them in a pictorial form that is w w w. l a n e s f o r d r a i n s . c o . u k

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easily accessible and digestible to our workforce.

“It’s a cornerstone of our health and safety culture, and provides us with a firm foundation for inductions, toolbox talks, audits and ongoing training and development of all our people. We undertake 22,000 safety inspections a year. Our current rolling average AFR (Accident Frequency Rate) is zero and that’s the result of a lot of hard work and focus from the whole team.”

Innovator Despite the recognition, Lanes is committed to further investing in its people and advancing techniques. Some £250,000 a year is spent on training on the Thames Water contract alone, with managers put through a 16-week programme of learning to give them the support and knowledge needed for leading their teams and overseeing challenging projects.

On the back of its success with the Thames Water contract, the client has awarded Lanes additional work, necessitating the recruitment of new staff. Each starter experiences a nineday training programme before going out into the field. Ashby said: “Training and ensuring competency of our teams is fundamental to delivery and ultimately our success.”

As an innovator, Lanes applies marketleading techniques to its projects, exploiting both IT and practical industry innovations. For example, its trenchless bespoke lining solution rehabilitates drain and sewer assets using

Lanes is committed to investing in its people

“The water industry provides some risk but I see it as a great opportunity to add to our business” – Conrad Ashby

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Lane s G r o u p p l c

“Rather than excavating roads you can rehabilitate assets with trenchless repairs to remediate asset problems and failures” – Conrad Ashby

a cured bonded liner to provide a structural support and enabling a free-flowing asset in order to extend the asset life. It is a costeffective and environmentally-friendly method.

Ashby said: “Rather than excavating roads you can rehabilitate assets with trenchless repairs to remediate asset problems and failures. This is a cost-effective solution for our clients and is particularly effective in urban areas, as you can reduce your traffic disruption, noise and, importantly for all, reduce the time to complete a job.

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“We’re a leader in this area. We do many millions of pounds-worth of lining work across the UK, much of it delivered by our reline division. We do some very interesting and challenging asset rehabilitation lining work for the nuclear industry, and other key sectors and companies, and are UK leaders in UV (ultraviolet) lining techniques.”

Lanes is a technological innovator, investing in new equipment, trucks, combination units and robotic CCTV for remote monitoring. It is an industry-leading investor in vehicles and technology, including the latest jet vac recyclers

Lanes is an innovator, investing in a new fleet of vans

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Lane s G r o u p p l c

“When dealing with any customer experience, getting data back from the field is key to making the right investment decisions. And we’re able to supply a lot of ‘big data’ information quickly and accurately to Thames Water through this app” – Conrad Ashby

that make its services more sustainable through significant reductions in energy and water use, and pollution creation. It is also developing work management and IT systems to support its engineers in the field, and return useful and accurate information to Lanes’ clients.

This IT investment will remove paperwork burdens and process inefficiencies, and generate the right data and analysis capabilities to make the best business decisions for Lanes and the client, and in turn deliver the best service for end-use customers.

For example, the company’s Field Viewer app takes about 2.2 million images a year on the Thames Water contract alone. Ashby said: “The client finds the system we’ve developed very useful for diagnosing customer and asset problems. When dealing with any customer experience, getting data back from the field is key to making the right investment decisions. And we’re able to supply a lot of ‘big data’ information quickly and accurately to Thames Water through this app.”

New horizons It is a positive time for Lanes Group as it continues its expansion. Ashby identified excellent opportunities in the coming years for the company to excel in new areas and lead the way in a competitive industry.

He concluded: “I want our service to be an industry benchmark both from a customer and

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Company Information Industry

Wastewater solutions h ea d q u a r t e r s

Leeds, UK founded

1992

safety perspective. We’re coming up to AMP6 (a five-year Asset Management Programme for UK water companies) in 2015, and I’m hoping there’s opportunities there for us to grasp.

“It’s an exciting time for us with new horizons.

I believe what we’re doing with Thames Water is pushing the boundaries in terms of delivering on the wastewater network. I’m hoping we can have similar success with other utilities, delivering sizeable contracts like this.

“We’ve got great coverage nationwide. I think the split of wholesale and retail in the water utility market will open up some very interesting avenues that didn’t exist previously. We will be in a very challenging environment, competing with people who we’ve not necessarily, competed with before.

The upcoming changes in the water industry provide some risk, but I see it as a great opportunity for Lanes Group to add to its business.”

Key People

Conrad Ashby, Framework Director e m p l o y ee s

1,400 r e v en u e

£120m products/ services

Trenchless sewerreplacement, pollution control, jet vacuumation, structural coating, Field Viewer app

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Thames Water lines up huge-scale service upgrades for AMP 6 and beyond An £8 billion investment is planned for the 2015-2020 cycle with the essential Thames Tideway Tunnel at the forefront of improvements to London’s Victorian sewage systems Written by: Tom Wadlow Produced by: James Pepper

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hames Water is building on achievements made in the industry’s current five-year cycle by setting out ground-breaking plans for vital infrastructure and all-round service improvements for 2015-2020.

Britain’s largest water and wastewater services company delivered industry-leading, nearperfect (99.99 percent) drinking water quality for its customers last year along with notable upgrades to dated sewage systems across

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its London and Thames Valley territory.

Now the £1.81 billion revenue company continues to focus on delivering best value for its 15 million customers, as well as getting the biggest wastewater project in the UK for decades off, or in this case under, the ground.

The Thames Tideway Tunnel is a scheme which will tackle the problem of untreated sewage overflows to the tidal Thames for at least the next 100 years and is six times

“We want to ensure that if customers had a choice, they would choose Thames Water” – Bob Collington OBE, Operations Director

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Key Personnel

Bob Collington Bob was appointed as Operations Director on September 2012.

He is responsible for more than 2,300 employees who operate and maintain our water and wastewater treatment plants and networks.

bigger than the company’s Lee Tunnel, which is currently the biggest-ever single project in the privatised water sector’s history.

Also in place for the 2015-2020 Asset Management Plan (AMP) is a revolution in the way that capital and operating work will be carried out in the form of the eight2O alliance, combining expertise from technology, management and construction fields to create a formidable team for the future.

Currently, Thames Water ploughs a record £1 billion a year into improvements to a network which contains 20,000 miles of water pipes, 26 reservoirs, 350 sewage works, 68,000 miles of sewers and a staggering 1.2 million manholes.

Ensuring that it stays ahead of the tide through AMP6 and beyond is a drive for technical innovation and employee excellence, supported admirably by its graduate scheme, a programme which Operations Director Bob Collington OBE embraced himself in before reaching the upper echelons of the company.

“We need to maintain consistent levels of work to upgrade our networks over the long term and not store problems for the future” – Bob Collington

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Advertorial

Thames Water and IDEXX working in partnership Thames Water has been using the IDEXX Colilert-18® testing system to detect the presence of E. coli and coliforms in drinking water, raw water and sewage cake for more than 15 years. Colilert-18 gives accurate and confirmed results in 18 hours for both E. coli and coliforms, in contrast to other tests that require a confirmation step and typically take two or three days. It also conforms to the new ISO definition of these microbes and recently became the revised ISO 93082 standard. While it is more expensive than alternative tests, Thames’ microbiology manager Stephen Bullock believes this is more than offset by

the wider benefits the method brings.

‘Colilert has been shown to pick up E. coli and coliforms in samples more accurately than alternative test methods, with negligible false positive and negatives’ he says.

Picking up contamination earlier, before it gets out into the wider water supply and reaches customers means that operators do not have to be sent out to investigate and perform costly remediation, such as the hyperchlorination of large sections of the distribution system. False positives can lead to an operator being sent out unnecessarily. False negatives can be even more costly. If the test

‘Colilert-18 is much more selective, so counting up wells on a tray is simpler, and it has less ambiguity.’ assures that all is well but E. coli was indeed present and gets out into the water distribution system, the costs of remediation will be significant, especially if a boil notice is issued. When E. coli or coliforms are detected, the decision to take corrective action can be taken promptly and with confidence.

Following the corrective action, any re-tests can also be read at 18 hours, enabling the operations team to know the effectiveness of their remedial actions quickly.

Bullock also chooses to use Colilert-18 on all raw water samples, whether from rivers or reservoirs, because he believes the consistency this gives is important. But it’s also much more accurate and easy to use. ‘Raw water contains a lot of background flora that will also be growing,’ he says. ‘Colilert-18 is much more selective, so counting up wells on a tray is simpler, and it has less ambiguity.’ The test’s QuantiTray® displays wells with a yellow coloration for coliforms and also fluorescence under UV light if E. coli is present.

Furthermore, he uses the technique on sludge cake, where it is important to show a sufficient reduction on E. coli from raw sewage before it is released, as it is used as a fertiliser and could enter the

food chain. Again, Colilert-18 is able to eliminate the background flora, and just focus in on E. coli.

The confidence that there will be an accurate result which is simple to interpret is particularly important here.

The batches of Colilert-18 have a 15 month shelf-life, in contrast to agar plates with a two-week shelflife. Bullock chooses to buy two batches a year. As well as ensuring supply chain security, this enables him to make a QC chart for that test that will be good for the whole six months. ‘I know that any out-ofspec test results are highly unlikely to have been caused by the test media, as it has a robust history of good performance’ he says.

‘With other media, the short shelflife adds variability to a method’s performance, and there is not that long-term assurance.’

Another advantage is that IDEXX takes full ownership of the entire test process, unlike other test suppliers.

‘If any element of the methodology falters, whether it’s the equipment or we get an abnormal result we can’t explain, they will always help, whether it turns out to be their problem or not,’ Bullock says. ‘They take accountability and support us because they understand our value as a customer.’

Advertorial

T h a m e s Wat e r

“London in particular has outgrown its sewer system. It was designed for two million people and now it is used by more than six million” – Bob Collington

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Turning the tide Current capital expenditure is higher at Thames Water than at any other water company since privatisation in 1989 and the outcomes seen to date during AMP5 (2010-2015) show this.

Collington said: “A lot of London’s water and sewerage infrastructure dates from Victorian times. It has served us well, but this infrastructure inevitably needs upgrading and continued investment.

“Our customers rely on us to provide what is an essential service. This means we need to maintain consistent levels of work to upgrade our networks over the long term and not store problems for the future. Our plans will deliver value for money on the things our customers have told us matter most.”

Not only is the company delivering outstanding quality drinking water, it also hit its leakage reduction target for eight years on the spin and committed strongly in the wastewater arena during this five-year cycle. This was demonstrated by a £140 million upgrade of the Mogden sewage treatment works in West London, which extended its capacity by 50 percent.

The tunnelling phase of the £635 million Lee Tunnel in Stratford was completed on time and on budget earlier this year, and when in full operation will combine with the Thames Tideway Tunnel to collectively capture an average 39 million tonnes of sewage a year from the most polluting combined sewer

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Newly built Lee Tunnel

overflows (CSOs) built by the Victorians.

Collington also pointed to improvements of the Victorian water mains, many over 100 years old. “We’ve replaced more than 1,600 miles of worn-out mains since 2004 with new plastic ones, which are stronger and more flexible, significantly reducing the amount of leaks and bursts,” he said.

Turning the tide The final, most challenging piece in the

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puzzle to tackling sewage discharge into the capital’s iconic river is the Thames Tideway Tunnel, something which is marked to kick off in the next AMP cycle and is “a mustdo project”, subject to planning consent.

“London in particular has outgrown its sewer system,” Collington said. “It was designed for two million people and now it is used by more than six million.

“It will stop tens of millions of tonnes of untreated sewage flowing into the Thames every year, has cross-party support, and is part of the national infrastructure plan. We can’t keep using the river as a sewer.”

The tunnel will be 16 miles (25km) in length and will broadly run underneath the river, vastly improving its water quality and bringing benefits to consumers and the surrounding environment.

Water sampling, with last years results the best in the industry

Jack-up next to Tower Bridge

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Revolutionising AMP 6 Another notable initiative taking off in the 2015-2020 plan is Thames Water’s AMP6 alliance, eight2O, a team of industry-leading firms who will combine to deliver £2-3 billion worth of work during the cycle.

The alliance is made up of two ‘design and build’ consortia, Costain, Veolia Water and Atkins (CVA), and Skanska, MWH and Balfour Beatty (SMB), programme manager MWH and technology and innovation provider IBM. “The idea behind it is to revolutionise the way we deliver capital projects during 2015-2020,” Collington added. “In February we started planning to meet the challenges of the AMP6 work

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The SNF Group is the world’s pre-eminent manufacturer of synthetic polyelectrolytes. With the award of the Thames Water contract in 2012, the largest of its’ type in Europe, SNF (UK) Limited has become the principal supplier to the UK Water Industry.

The contract has developed into a partnership where SNF staff have integrated into Thames Water teams and helped deliver significant cost savings.

This relationship has already changed the approach in supporting other UK water companies.

To find out more please contact Mike Hillier-Brook on 01924 311000 or mhillier-brook@snf.co.uk

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programme, which starts in April next year, and currently things are moving forward very well.”

Such a formidable collaboration of expertise will no doubt allow Thames Water to deliver the highest quality large capital projects, however the company is also responding to its customers’ number one concern: leakage.

“We are a customer service business first and foremost, and want to ensure that if customers had a choice, they would choose Thames Water,” Collington said.

“In AMP6 we have committed ourselves to reducing leakage levels by an additional 59 million litres per day, having reduced leakage by 20 percent since we were acquired by the current owners, Kemble Water Limited, in December 2006.

“This will be possible through the replacement of 881 kilometres of water mains as well as the number of leaks we will be able to detect thanks to metering.

“In London we are water stressed, with less rainfall than Istanbul and only half as much as Sydney, so we need to be more efficient.

People on meters are usually more careful, and on average use around 12 percent less, so by 2030 we are looking at getting 100 percent of our customers metered.”

Smart meters allow customers to view data online and have full control over their water usage. The data will also allow Thames Water to find and fix leaks faster.

Rags in the sewers

“In AMP6 we have committed ourselves to reducing leakage levels by an additional 59 million litres per day and have reduced leakage by 20 percent since we were acquired by the current owners” – Bob Collington

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Ahead of the flow All short and long-term strategies will be managed under one roof thanks to an operational hub in Reading, allowing the whole network to be overseen from one vantage point.

The Reading base will also house important developments for Thames Water in the technological field, allowing the company to keep ahead of trends and innovate the latest solutions to the problems of today and further down the line.

One such innovation is a reactor which removes phosphorus from sewage, the first of its kind in Europe and in operation at Slough, Berkshire.

With scarcer supplies of this finite nutrient, vital for all living organisms, the reactor can not only unclog pipes but also reverse the trend and treat phosphorus as a valued resource.

The reactor is producing high-grade fertiliser from waste, from which phosphorous can be recovered using Ostara’s nutrient recovery facility in Berkshire.

Another area of innovation which Thames Water is channeling investment into is THP (thermal hydrolysis process), which involves the heating of leftover waste sludge to 160 degrees Celsius at high pressure. This is then fed into anaerobic digesters where ‘good bacteria’ breaks down organic material to produce bio-methane gas that is burned to generate renewable electricity.

“We are investing £250 million to treat future sludge volumes and hit our renewable energy target by 2015,” Collington added,

Replacing water pipes

Solar panels

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1m meters of sewer cleaning & CCTV

10,000 replacement cover & frames

140,000 emergency blockages

30,000 hours of emergency tankering

2,200 major civils activities

1,200 minor civils activities

7,000 emergency make safes

2,500 clean up’s

A Customer centric, safe operation, caring for our people, whilst delivering a world-class service & being the best at what we do

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Drawing upon over 125 years of local and international experience, Mouchel supports its clients by providing innovative solutions within the water environment for: • Design of infrastructure assets • Asset Management across the network • Operating assets to maximise efficiency

Operations

Our collaborative approach is adding value to the UK’s water companies. And our environmental, planning and consenting services support key infrastructure projects – we’re proud of our support for projects such as Thames Tideway Tunnel.

To learn more about Mouchel’s capability and experience within water, environment and the wider infrastructure markets please call our Business Development Director, Peter Foster.

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claiming the company is the biggest selfgenerator inside London’s M25 motorway.

“THP plants will be switched on at Beckton and Riverside sewage works in Essex, Crossness in Thamesmead, Long Reach in Dartford, Oxford and Crawley sewage works by next year.

“Together they will process up to 400 tonnes dry solids of sludge per day and help generate 278GWh of electricity every year.”

Utilising the supply chain As with the collaboration with Ostara for phosphorous extraction, Thames Water works closely with many innovative companies in the water industry supply chain to make sure the latest and most promising ideas make it to the front line of service delivery and improve the sector’s efficiency.

One such partner company is Boulting Group, specialist consultants who have been influential in the development of pumping site efficiencies.

This involved developing vital understanding through thermodynamic surveys, highlighting areas where energy savings could be made.

“Boulting understand the high level energy targets and commitments that Thames Water has signed up to and this helps develop a robust programme of large station upgrade projects as well as small simple projects with a quick return,” Collington said.

“The partnership has been a learning process for both parties which has proved highly

67,000 miles of sewer

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Covers at Beckton sewage works

successful and mutually beneficial. The proof is that it has attracted additional investment at the back of the latest AMP cycle, where there is typically a lull in investment, creating a solid platform from which to leap into AMP6.”

Another innovative collaboration involves US-based IDEXX, experts in water testing and suppliers to Thames Water of several important products.

One of these is Colilert, used for the detection of coliforms and ecoli. “IDEXX developed this analysis and is the sole supplier to a global market,” Collington added. “It provides a fast and reliable way of detecting coliforms and ecoli in drinking water.”

Thames Water also uses a variable of

“Together they will process up to 400 tonnes dry solids of sludge per day and help generate 278GWh of electricity every year” – Bob Collington

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1

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Thames Water Event_TCS_HLF_AD_188x130mm Monday, May 05, 2014 12:40:05 PM

Expertise where it counts

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Weir Minerals provides expertise where it counts, with a comprehensive range of products that enable your plant to achieve greater efficiencies in its critical processes. Our products and brands are recognised and trusted worldwide for their engineering excellence, and are supported by Weir Minerals Services to ensure long-term peak performance.

Weir Minerals is the ideal partner for all of your slurry transportation, mine dewatering, mill circuit and comminution applications.

seepex pumps help reduce TOTEX for Thames Water

Warman® WBH® Centrifugal Slurry Pump

Isogate® WS Slurry Valve

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T h a m e s Wat e r

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Colilert from the US supplier which detects ecoli in sludge, as well as equipment for Cryptosporidium analysis.

Best in the business Equally important as the technological processes are the people employed to make use of them.

Thames Water employs around 4,500 people along with thousands of contractors, and seeks to develop excellence and recognise and reward company loyalty through a number of industry-leading schemes.

The company holds annual employee recognition awards and events to mark long service milestones, and health and safety is its number one value.

Key to developing in-house talent is the

supplier profile

Water efficient shower heads

seepex

Seepex develops and manufactures a range of progressive cavity pumps, macerators, pump systems and controls. Our open hopper pumps for advanced sludge handling, Smart Conveying Technology for easy maintenance and integrated dosing control pumps for low pulsation metering have proved ideal for a wide range of applications, pumping low to highly viscous, aggressive and abrasive media within the drinking and waste water industry.

Website: www.seepex.com

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T h a m e s Wat e r

Bob Collington, centre, with staff

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July 2014

apprenticeship programme, a long-running initiative with 46 apprentices currently on the books. The company plans to take on another 30 in 2014/15 and also has 18 employees on its graduate programme, an initiative which facilitated Collington’s rise through the ranks.

He said: “I feel really privileged to have been given the opportunity to grow and develop throughout my career in Thames via a range of diverse roles both in the UK and USA. “As such I am committed to ensuring we continue to build our talent pipeline for the future and as Operations Director continue to be a big supporter of our in house development

EUROPE

Company Information Industry

Water h ea d q u a r t e r s

Clearwater Court, Reading founded

Privatised 1989, history dating back to the 1600s e m p l o y ee s

4,500

programmes for both graduates and apprentices.

“Thames continues to be an exciting place to work, with some great challenges and opportunities for the people here.”

Ultimately, by having the right people on board with years’ of experience both on the ground and at board level, Thames Water can continue to innovate and develop a sustainable water supply for the long term.

Collington concluded: “Our business revolves around a precious natural resource, essential to all life, and our new company vision encapsulates this.”

r e v en u e

£1.81 billion products/ services

Drinking water supply, wastewater treatment, commercial and residential premises

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Kaztec Engineering’s Snake Island project is a first for Africa This wholly indigneous engineering company is focusing more and more on offshore works and providing a real boost to Nigeria’s oil and gas sector Written by: Joseph Wilkes Produced by: Oliver Bishop

127

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Work in-progress

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aztec Engineering is working fast to complete a 35-hectare fabrication yard, a move which will create 20,000 jobs and push the company closer to the goal of becoming leader in the West African sub-region.

The fabrication yard on Snake Island in Lagos, Nigeria, will bring immense benefits to the oil and gas sector in the surrounding region, including in the area of wealth and job creation, according to Nigeria’s Minister for Transportation, Idris Umar.

The 35-hectare fabrication yard has been reclaimed and is in use for steel storage and erection, said Onochie Anyaoku, Chief Consultant

s e c to r

for Kaztec Engineering Limited.

More than 2,000 metric tons of steel has been delivered to site and deck fabrication for two awarded projects is ongoing.

The workshop and warehouse structures are being erected in parallel with this, the foundations of which have already been poured and cured.

The sheet pile quay wall has been completed as has the dredging of the fabrication yard’s barge mooring basin.

Equipment such as gantry cranes, state of the art 200-tonne erection crawler cranes and selfpropelled modular trailers (SPMT) have already

‘The fabrication yard on Snake Island in Lagos, Nigeria, will bring immense benefits to the oil and gas sector in the surrounding region’ – Kaztec

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....MORE THAN DR

REDGING

HANSON DREDGING AND MARINE SERVICES OUR SERVICES CADASTRAL PIPELINE SURVEY LANDSCAPING SURVEY WORKS ON ENGINEERING PILING WORKS ON LAND AND WATER DRAIN CONSTRUCTION CULVERT DESIGN

MARINE SERVICES VESSEL LEASING OFFSHORE DELIVERY PETROLEUM TRUCKING PIPELINE MAINTENANCE OFFSHORE / ONSHORE COATING MAINTENANCE CIVIL ENGINEERING ROAD CONSTRUCTION TANK FARM FABRICATION AND MAINTENANCE WATER PIPELINE FABRICATION LAYING AND CASTING OIL AND GAS UNLIMITED SREVICES PORT MAINTENANCE CHANNELS SAND SWEEPING SAND AND GRAVEL SUPPLY

C O N TA C T +234 (0) 805 898 6799 +234 (0) 703 280 2981 +234 (0) 784 360 2222 www.hansondredge.com hansondredging@gmail.com

G

TED SREVICES CHANNELS

UPPLY

99 81 22

com mail.com

supplier profile

Hanson Dredging & Marine Services

....MORE THAN Industry: Dredging & Marine construction Services: Cadastral, Pipeline Survey, Landscaping, Survey works on Engineering, Piling works on land and water, Drain Construction, Culvert Design.

Ongoing Projects: Badagry road project for Chinese Construction ....MORE THAN DREDGING Engineering Company Reclamation and stock piling at Snake Island Ilashe Kingdom for Adax petroleum and Kaztec Engineering.

Stockpiling for road construction at Baiyeku Ikorodu for Chinese Construction Engineering Company Stockpiling for rod construction in Osun State Stockpiling and channel sweeping for NDDC (Niger Delta Development Commission, Port Harcourt.

Keys to success: We sponsor local researches which our engineers, soil and marine experts spear head. Having our staff from different related branches is our key to being expeditious and fluent in the knowledge of our mĂŠtier, it is also the reason why HANSON is equally competent in other non related area(s) to dredging.

Management: Manager, Olorunjuwon Ojo hansondredging@gmail.com Website: www.hansondredge.com

...

K a z t e c E nginee r ing

Africa

been delivered or are in the process of being cleared.

Bringing benefits Technical Director for Kaztec Engineering Limited, Adebanji Babarinde, said: “We are very proud because it (Snake Island project) will bring a lot of benefits to the local area.

“We have engaged quite a lot of people in the village in site planning, site operations and equipment installation, which is going to have an effect on the people around.

“There are jobs for them to do and I believe that will continue, you cannot quantify the effect of that on the families, so it is quite welcome there.”

The Snake Island Project is believed to be a $1

Rock crushing equipment

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Grand Marine Oil and Gas (NIG) Limited is a company in the marketing of petroleum products and provision of marine support services in the downstream sector of the Oil and gas industry.

SERVICES Vessel Owners (Oil Tankers) Provision of Barges and Tugboats Provision of Jetty facilities Marine security services Shoreline protection services Bunker and Fresh water supplies Ship chandelling and Manning services Provision of House boats Marine consultancy services

C O N TA C T U S www.gramog.org info@gramog.org +234 (0) 808 0770 004

+234 () 803 317 3144 17c, Marine Road, Apapa, Lagos, Nigeria

GRAND MARINE OIL AND GAS

(NIG) LTD

K a z t e c E nginee r ing

Africa

billion plus project to convert unused swamp land into a massive engineering facility.

This facility, the likes of which has never been seen in Africa, will service the oil and gas sector and will boost rig construction and the industry involved with other such complex offshore structures and equipment in the region.

The project should be completed by 2016 and will include a leading training academy.

Rising high Kaztec, renowned for being a wholly indigenous company, will see its employee count increase from roughly 400 to about 5,000 thanks to the site.

The ambition of the company is to become the number one indigenous EPIC contractor in

supplier profile

Key Personnel

Engr. Onochie Anyaoku Chief Consultant Adebanji Babarinde Technical Director

Grand marine oil and gas

Industry: We are in the business of maritime logistics, facilities provision as well as petroleum products trading and exploration.

Services: We will provide and maintain exceptional quality products and services in our quest to satisfy our esteemed customers.

Ongoing Projects: Our strategic intent is to be among the top five maritime services provider and petroleum products marketing company in Sub Sahara Africa by 2020.

Management: Chairman, Oladipo Ogunwemimo Director, Mrs O. Ogunwemimo Director, Babatunde Balogun, Director, Mike Egbayelo Website: www.gramog.org

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Transforming Ideas

into Opportunities We provide services in Engineering designs, construction and Project Management in fields relating but not limited to Geotechnical, civil, electrical, mechanical, building, infrastructure development, industrial works both in public and private sectors of the Nigerian economy.

Our aim is to help our clients meet their needs by adding value through technical excellence, efficient organization and personal services.

Lagos: 14, JOY Avenue off Osolo Way, Ajao Estate. P.O. Box 7087 Ikeja, Lagos State.

Tel: +234-803-328-9873 • Fax: +234-1-870-3622 Abuja: 21 Parakou Crescent, Off Aminu Kano Crescent, Wuse 2, Abuja Tel: +234-812-7344-798 • Email: enquiries@gulfconltd.com

E N G I N E E R I N G

SUBWELD ENGINEERING NIGERIA LIMITED is a Nigerian company providing leading edge technology driven and customer focused services to the Nigerian Oil and Gas

www.subweldengineering.com

Industry. We have developed our capability

T: 01-2952728, 01-2952675

based on our past experiences to match the

E: info@subweldenginnering.com

demands of today.

K a z t e c E nginee r ing

Africa

Nigeria.

Anyaoku said: “In five years’ time, Kaztec will be the number one indigenous EPIC contractor in Nigeria. This will be achieved by helping our clients lower their capital costs and by continuing to put up sterling performances in the projects that we are involved with now.”

Babarinde added: “We should be leader in the West African region in the kind of business that we are doing, thanks to our fabrication yard.

“That should place us as number one in the West African sub-region, because of the plan and the way that we have started it. I think we should be the leader in fabrication and for the very heavy offshore facilities in the next five years.”

He added: “We will focus on training, update our assets and our expertise and develop our human capacity.”

Poised to capitalise Kaztec is also working on a large project 60 km south off the shore of Calabar for Addax Petroleum, installing subsea pipelines.

This has taken three years so far and involves fabrication, installation of pipeline and other subsea facilities and platforms commissioning of facilities.

Anyaoku said: “It is quite a big step for the company, before we started this project our concentration was on the onshore works, but this project has taken us to offshore installations and it is the biggest project that we have worked on and

Main Frame

Focus on training

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K a z t e c E nginee r ing

CASPIAN PACIFIC

Oil and Gas Services Marine Services & Offshore Logistics Civil Works, Scaffolding and Joining

PROVIDING FIRST CLASS SERVICES SINCE 1994

www.caspianpf.com

• Landscaping • Horticulture • Environmental Beautification • Office Cleaning • Welding/ Fabrication

Pyrammidt Company Nigeria Limited, 107 Ogunu Road, By Shell Gate Ogunu Warri, P.O. Box 1276 Warri, Delta State, Nigeria.

www.pyrammidt.com

K a z t e c E nginee r ing

A F RIC A

we are still working on it.”

He added: “The big change now in Nigeria is seeing oil companies move away from the onshore shallow water to deep offshore. Kaztec is preparing to take advantage of every opportunity that will be available by way of the experience, assets and manpower that we are putting together.”

Chrome Group Kaztec is part of Nigeria’s multibillion-dollar Chrome Group. Babarinde said that the Group and its sister companies provide a network of resources and services.

By combining the core competencies of those companies it allows Kaztec to provide a more comprehensive approach in both the tender and execution phase of EPIC projects.

Now Kaztec is following a current trend which is

Safety First

Working together

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K a z INDUSTRIAL t e c E nginee r ing SARO AGRO LIMITED QUALITY & SERVICE

Technical Manpower Supply QA/QC Services NDT Services ISO Consultancy Leading to Certification in ISO (9001:2008,14001:2004, OHSAS 18001:2007, 27001:2005) SPLIT CASING PUMPS FROM KIRLOSKAR

CAPRARI SUBMERSIBLE PUMPS PUMPING POWER

CAPRARI SEWERAGE PUMPS

Training of Internal Auditors for Management System in {ISO 9001:2008(QMS ), 14001:2004(EMS), OHSAS 18001:2007, ISO 27001:2005} Lifting Equipment & Accesories Inspection

QUALITY AND RELIABLE PUMPS FROM KIRLOSKAR

OCTG Inspection Welding Inspection Ultrasonic Inspection Ultrasonic Pipeline Inspection

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LUSAKA Plot No. 5284 Buyantanshi Road P.O Box 35168, Lusaka, Zambia.

Tel: 241477, 845675, 0965000051, Fax: (260) (2 (211) 846224, 846225

KITWE Plot No. 4013 Mutentemuko Road Heavy Industrial Area, Kitwe - Zambia Tel : (260) (212) 210793/94 Fax: (260) (212) 210795

E Mail: saro@saroagri.co.zm

E mail: info-kitwe@saroagri.co.zm

Engineered

to D e l i v e r

Corrosion and Thickness Surveys E: tonyendt@yahoo.com, md.abel.t@gmail.com T: +2348061679607, +2349095636190, +23407061145141

Â

Your Reliable Partner for OEM Quality Spare Parts

TWINCO PTE LTD

No 3 Loyang Way 4, SINGAPORE 506956 Tel: +65 65429618 Fax: +65 65427595 Email: sales@twinco.com.sg Website: http://www.twinco.com.sg

We provide excellent service with integrity and enthusiasm.

We are a company experienced and respected in logistics and procurement of materials and tools.

Delivering first class services in logistics, construction and supply of quality materials in various capacity at competitive prices to our clients all over Nigeria.

1 8 A A d e k i t a n S t r e e t o f f Pa l m A v e n u e , M u s h i n , L a go s , N i ge r i a + 2 3 4 8 0 3 7 2 4 7 1 0 0 + 2 3 4 8 0 7 2 1 2 0 4 4 7 l e n c i l n i ge r i a @ ya h o o . c o m

K a z t e c E nginee r ing

Africa

seeing the utilisation of purpose-built dynamically positioned offshore diving and construction vessels.

The requirement of these is becoming stricter due to the minimised risk of damage to subsea assets. “Ownership or long-term commitment of such vessels could better position Kaztec for future projects,� said Babarinde.

Kaztec has a pipelay barge called the Ekulo Cheyenne and a towing, anchor handling and utility tugs called the Ekulo Spirit and Ekulo Explorer which are designed to meet offshore anchor handling and vessel tow challenges safely

Compactor at work

A view of main frame of workshop building w w w. k a z t e c - e n g . c o m

141

K a z t e c E nginee r ing

Pre-casting of sub-assembly foundation

Land survey

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July 2014

and efficiently.

The company also owns an accommodation vessel, the Ekulo Tornado, which has a divesupport capability.

The Tornado, a four-point mooring dive support vessel, has accommodation for 83 persons in fully air-conditioned cabins, clear 350m2 deck space (Shelter deck space 230m2) complete with 19 tonnes deck crane and a moon pool making it an ideal platform for maintenance and diving/ ROV support operations.

These are made in places such as China and the UK and are global industry-standard.

“Our assets are quite fit-for purpose,” said Babarinde. “We have been using the DLB (Ekulo Cheyenne) for offshore pipe laying, lifting and installation of decks and platforms offshore and is quite suitable for most of the jobs we

Africa

Company Information Industry

Engineering h ea d q u a r t e r s

Abuja FCT, Nigeria founded

2005 Compactor at work e m p l o y ee s

are handling, and I think that presents us with a unique and competitive advantage over some of our competitors.”

About 400 r e v en u e

Undisclosed

Nigerian to the core A major area of difference that Babarinde and Anyaoku emphasised is that Kaztec is a 100 percent indigenous company, conducted and owned by Nigerians.

Another is the company’s passion for Health and Safety. It has a good record with numerous certificates of commendation.

Kaztec also likes to give opportunities to its local staff.

Babarinde said: We do not relegate them to the background, we give a lot of responsibilities to them. I think that is quite significant when you compare with other companies.”

products/ services

Offshore and onshore engineering works

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Ontario Waterpower As Growing Business Opportun Nations – The New Paradigm Written by Paul Norris Produced by Michael Magno

ssociation nities with First m 145

On ta r i o Wat e r p o we r A s s o c iat i o n

W

hile much media attention has been focused recently on big picture public policy frameworks for Ontario’s electricity sector (e.g. role of renewables, new/refurbished nuclear, imports/ exports), an emergent good news story, particularly in waterpower development, has gone largely unnoticed – the growth of the participation of Aboriginal Communities. And the experience being gained here in Ontario in fostering positive business relationships is a microcosm of what the CANADA sector across North America is witnessing. For it is no longer a question of “whether” 146

June 2014

business relationships with First Nations can prosper, rather “how” to advance mutual objectives.

The Ontario Waterpower Association (OWA) has long recognized the importance of positive and productive relationships with Aboriginal Organizations and interests. For almost a decade the OWA has collaborated with First Nations and government to deliver “Capacity Building” initiatives to build the awareness, understanding and ability in communities with an interest in waterpower development. In 2010, the OWA and the Chiefs of Ontario signed a “Letter of Agreement” to support

CANADA

partnerships, build aboriginal community capacity, contributions, exchange of information, research, and collaboration on environmental, economic and CANADA matters.

Importantly, the relationship is premised on the concept of a “Two Row Wampum�, respecting the dignity and integrity of one another and stressing the importance of non-interference. The relationship has enabled collective training and learning for both Aboriginal communities and industry practitioners in areas ranging from Environmental Assessment to Impact Benefit Agreements and, this year, Business Planning and

investment Strategies.

In 2012, the OWA expanded its commitment to encouraging and enabling Aboriginal participation in the sector through the establishment of a new relationship with the Queen’s University Aboriginal Access to Engineering Program.

The program is committed to increasing the number of Aboriginal engineers in Canada. By promoting math and science to elementary and high school students, supporting the efforts of their teachers, and enabling access to postsecondary study, it encourages more Aboriginal youth to become qualified engineers. The OWA works w w w. o w a . c a

147

Original Powerhouse Interior

On ta r i o Wat e r p o we r A s s o c iat i o n to help promote the initiative through collaborative communications and member companies have sponsored internship and other employment opportunities for aspiring engineers.

That same year, through a partnership with the Province of Ontario and Wabun Tribal Council, the OWA released the documentary “Our Heritage Our Future”. The film examines the benefits and challenges of building First Nation and industry collaboration in the context of developing waterpower opportunities on the Kapuskasing River in northeastern Ontario.

Brunswick House First Nation, Chapleau Cree First Nation, Chapleau Ojibwe First Nation and the Town of Kapuskasing are all partners in these projects with the proponent Hydromega. This simple first hand sharing of the story has helped both industry and Aboriginal communities to better understand the business possibilities.

Most recently, attention has been focused on the Far North.

With support of the Ministries of CANADA and Natural Resources and the Ontario Power Authority

CANADA

the OWA commissioned an update of the hydraulic and economic potential of waterpower potential in the province’s Far North. The initiative builds upon the most recent inventory of the province’s waterpower resources (2005) at the time to support the preparation of the Integrated Power System Plan (IPSP). Key findings included: • The Northeast has significant hydro potential Ontario is fortunate to have significant, but as of yet, untapped waterpower potential on its major rivers in the Northeast part of the Province (Moose/Albany River Basins). The study reaffirms that several thousand MegaWatts (MW) are practical to develop. Realizing this potential will necessitate transmission upgrades and expansion and be co-planned with or led by Aboriginal communities. Importantly, the successful industry/First Nations partnerships in waterpower in the northeast (e.g. Lower Mattagami, Kapuskasing River) help establish a business foundation for this further expansion.

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On ta r i o Wat e r p o we r A s s o c iat i o n

Robert G. Lake GS

• Waterpower can support remote communities While the rest of the province takes reliable electricity for granted, there are more than two dozen remote First Nation communities which continue to be powered by localized diesel generation. The OWA has been a strong supporter of resolving the issue and is supportive of the current plan to connect as many of the remote communities to the provincial grid as is economically feasible. The report specifically looked at small hydro in reasonable proximity to planned transmission and found cost effective waterpower

150

June 2014

development potential for twenty (20) of the twenty one (21) communities to be connected and for three (3) of the five (5) expected to remain off-grid. Given the lead times for transmission and hydro projects, development could be planned concurrently, through a “Remotes Procurement” initiative.

• Waterpower can contribute to The Ring of Fire Finally, the area of vast mineral rich deposits branded the “Ring of Fire” has also emerged as a provincial priority. Located roughly in the center of the Hudson and James Bay drainage basins,

CANADA

previous evaluations of waterpower potential has been relatively limited. The current CANADA supply proposal is from diesel (with the potential for future gas plants). A number of transmission plans have also been brought forward, again providing a driver for the consideration of waterpower potential in reasonable proximity.

The OWA study identifies a hub of significant opportunities which could serve planned and expanded mining load.

Within a span of less than a decade Aboriginal participation in waterpower and other CANADA projects (e.g. transmission) has grown exponentially. Why? First there have been a number of key public policy measures introduced that have helped incent business models which encourage equity partnerships. The “Aboriginal Adder” ascribes value to partnerships that can be monetized and the Aboriginal Loan Guarantee initiative can likewise help build an improved business case. Second, the concept of capacity building initiatives such as those led by the OWA have developed into formal programs through initiatives such as the Aboriginal Renewable CANADA Fund, Aboriginal Community CANADA Plans and the Education and Capacity Building Program. Finally, and most importantly, Fist Nations, Tribal Councils and Aboriginal Organizations have stepped forward and created a new paradigm for investment – one in which the growth of environmentally sustainable economic development is enabled and enhanced.

Company Information Industry

Non-Profit h ea d q u a r t e r s

Ontario

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Utility Solutions Corpora

How Utility Solutions fills a ga Infrastructure Asset Manage

Company President, Brian Gilligan, discusses how Utility S owners attain quality information.

Written by: Abigail Phillips Produced by: Michael Magno

ation

ap in ement

Solutions helps infrastructure asset

153

U t i l i t y S o l u t i o n s C o r p o r at i o n

F

ounded in 1998, Utility Solutions Corporation provides a full range of technical and field inspection services to utility and government organizations. The Toronto-based company supplies its customers with infrastructure inspection, asset condition assessment and distribution design services. Brian Gilligan currently serves as the company’s President and CEO. Brian is an electrical technologist with over 25 years’ technical and business experience

154

July 2014

in both the public and private sectors of the utility industry.

Services Utility and government asset owners continue to face infrastructure related challenges as aging plant and equipment near or exceed their useful life threshold. To combat this, asset owners are implementing capital intensive upgrades and replacement programs at accelerated rates. In many cases organizations are looking to partner

CANADA

with external firms that have the expertise and experience to help drive these large asset upgrade initiatives.

Utility Solutions helps asset owners by performing plant inventories and asset condition inspections on critical plant components such as poles, lines and distribution devices. Both inventory and assessment data are crucial to the design of a comprehensive and practical asset management plan.

As a full service organization, Utility Solutions also provides design services to asset owners. Detailed designs involve undertaking extensive field work to ensure that all details concerning the placement and/or upgrade of plant meets industry codes and utility standards. Design services are provided for overhead lines, underground cabling and civil structures.

All designs are created using automated design tools and CADD. Utility Solutions often utilizes GIS (Geographic Information System) technology to model designs and

builds for clients. GIS systems have several applications related to engineering, planning, management and telecommunications. Utility Solutions are expert users of both Intergraph and ESRI GIS technologies.

The full range of Utility Solutions technical and field related services include: • Overhead distribution line design • Underground cabling design • Underground civil structure w w w. u t i l i t y s o l u t i o n s . c a

155

U t i l i t y S o l u t i o n s C o r p o r at i o n designs (e.g., conduits, vaults, splice boxes, etc.)

• Full field audits of distribution plant and equipment • Wood pole inspection – sound and bore testing • Concrete and steel pole inspection • Vault and manhole inspection • Street lighting inspection • GIS mapping and system modeling While a large percentage of Utility Solutions’ client base is electric utility organizations, Utility Solutions has expanded its expertise in recent years to include both gas

Business optimization for ownership surety.

Quid Pro Systems supports business owners with strategic planning methodologies and peer advisory boards.

416 652 9475

info@quidpro.ca http://quidpro.ca

and municipal customers. Whether the asset is a pole line, a gas main or a road network, quality asset management data gathered from the field is still a critical component to a comprehensive asset management refurbishment plan.

Utility Solutions has focused on the Ontario marketplace, but is also capable of providing services outside of its home base. British Columbia and India are two examples of where Utility Solutions has provided “boots on the ground” field services.

Technology and tools Utility Solutions is focused on increasing efficiency and staying competitive through the exploration and implementation of new technologies and services. One service they offer that utilizes innovative technology is retroreflectivity testing, which checks municipal signs to ensure that they reflect back the necessary amount of light to be visible to motorists.

Ontario’s Ministry of Transportation has determined that municipalities within the Province are required to check traffic regulatory and warning signs for retro-reflectivity on an annual basis. Utility Solutions

CANADA

has a comprehensive inspection program that helps reduce the risk of nighttime related traffic accidents due to poor signage retro-reflectivity.

The company is currently exploring the imaging method of Ground-Penetrating Radar, or GPR, to identify underground facilities and structural details of road beds. GPR is a nondestructive geophysical method that uses radar pulses to image the subsurface. In this process, electromagnetic radiation in the microwave band of the radio spectrum detects reflected signals from subsurface structures.

Additionally, Utility Solutions has taken steps to increase the accuracy of the data it collects.

“Years ago, we were collecting data at 3 – 5 meter accuracy levels; now, we’re collecting decimeter accuracy data which allows us to precisely pinpoint where our clients’ assets are actually located in the real world. Similarly, Utility Solutions keeps abreast of the latest developments in GIS technologies to ensure that its clients are receiving the best service possible.

It’s those innovative tools that we are using to help our clients get better and better data all the time.”

Recent projects The company recently carried out a street lighting system audit in the City of Hamilton. The project involved an inspection of 40,000 streetlight poles in a record three month period. In addition to identifying light standard details, the data collection project required the company to identify who owned the electrical and civil structure apparatus supplying each street light. All third-party attachments such as telecommunication or cable w w w. u t i l i t y s o l u t i o n s . c a

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wires were also identified and recorded for the client. A summary report of all of the data collected was provided to the client, which allowed them to adjust billing based on audit counts and asset ownership details collected in the field.

Utility Solutions is currently involved in a project in the GTA (Greater Toronto Area) area that includes the physical inspection of 21,000 wooden and concrete utility poles. Wooden poles are being inspected for decay, and concrete poles are being inspected for signs of stress such as cracks, concrete spalling and re-bar exposure. “From an asset management point of view, it’s their job to see that their infrastructure is sound and safe,” Brian said. Again, the data to be provided to the asset owner will serve as vital information in their short and longer-term asset management plans and will no doubt impact refurbishment and budget plans on a go-forward basis.

Expertise and professionalism Brian believes that one thing that sets Utility Solutions apart from

CANADA

other companies in the industry is that Utility Solutions was founded by former utility managers and professionals. Brian himself has both public and private experience and has been in the business for thirty years. To Brian, one of the key elements of the company’s success is that “We really understand how the utilities and municipalities work. We know the importance of good information and how it is used.” Additionally, the company hires individuals whose expertise is guaranteed. “We bring in people that are trained in the industry and educated in power systems technology who specifically have a background to do this kind of work,” Brian said.

Utility Solutions focuses a large part of its employee training on safety. Employees frequently work in or around roadways and energized equipment, and it is imperative that they be trained in the hazards associated with their work and wear the appropriate personal protective equipment specific to their work situation. Another major area of Utility Solution Corporation’s w w w. u t i l i t y s o l u t i o n s . c a

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training involves customer service.

“Oftentimes, we’re out there working on behalf of the local utility or a local municipality, and it’s imperative that employees treat anyone that they come across as if they were our own customers, even though we are under contract to a utility” Brian said.

The company does a large amount of repeat business and maintains a solid reputation for both the quality of their work and their professionalism. Brian attributes this to their emphasis on follow 160

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through, saying “We adopt bestpractice project management methodologies. This involves ensuring that there is a clear and shared understanding of the business need and scope of work, and that potential issues and real issues are identified and dealt with as quickly as possible. Regular communications with our customers in the form of face-to-face meetings and regular update reports is an essential part of managing large and complex projects. One of the

CANADA

Company Information Industry

Utilities and Municipalities h ea d q u a r t e r s

Toronto ON founded

1998 e m p l o y ee s

20 - 40 r e v en u e

factors that leads to repeat business is that when we do a project, we aim to make sure that our customers are satisfied with both our technical know-how and expertise and that our project management is top notch. I think that a lot of our clients appreciate and understand that.�

Utility Solutions believes it plays an important role in helping clients achieve their customer, financial and safety goals as they apply to public infrastructure. The relationship between USC and its clients is a true public- private partnership that works well. Utility Solutions looks forward to continuing its role in helping asset owners successfully manage their infrastructure challenges.

< 5.0 M

Brian Gilligan - President

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Iberdrola USA and CMPâ&#x20AC;&#x2122;s MPRP success

Iberdrola USA and CMP Inve in Reliability and Technology

Iberdrola USA transforms Maine with the stateâ&#x20AC;&#x2122;s largest en infrastructure project in history, totaling $1.4 billion upon co Written by: Alyssa Clark

Produced by: Tom Venturo

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Iberdrola

The Iberdrola USA companies are committed to safely and reliably delivering natural gas and electricity to its customers as well as providing the public with renewable energy solutions.

The company operates under three divisions: Iberdrola USA Networks, Inc., Iberdrola Energy Holdings, and Iberdrola Renewables. Through its operating companies in New York and Maine, Iberdrola USA Networks, Inc. delivers natural gas and electricity to nearly three million customers.

With 130 billion cubic feet of gas storage and energy services trading 164

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floors in Houston and Salt Lake City, Iberdrola Energy Holdings is one of the top independent gas storage operators and gas traders in the country. Iberdrola Renewables has more than 60 projects in 24 states and the largest renewable asset base of any company in the world.

Central Maine Power Iberdrola USAâ&#x20AC;&#x2122;s subsidiary iin Maine, Central Maine Power (CMP) is the Stateâ&#x20AC;&#x2122;s largest electric utility, serving over 600,000 customers.

CMP has a proven track record of providing reliable power to its customers. Nowhere is this dedication to customers and reliable

USA

service more evident than in the company’s Maine Power Reliability Program.

John Carroll, Director of Corporate Communications for Iberdrola USA comments on the genesis of the project and the CMP’s history: “Central Maine Power was founded in Maine in the 1890’s, and as it grew over the years, it became the state’s largest vertically integrated electric utility. In 2000, the State of Maine restructured the industry, creating an unregulated generation industry and regulated

transmission and distribution utilities. Central Maine Power, from that point on, was just a T&D utility.

About ten years ago we began evaluating the reliability of our bulk power system, which, at that point, was already thirty-five years old.

We recognized that the system had not kept pace with growth, changes in population patterns, and increasing standards for reliability.

We determined that the bulk power grid was in significant need of an upgrad to make sure that CMP could continue to provide reliable power;

A frame construction in yard w w w. i b e r d r o l a r e n e w a b l e s . u s

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The demand for the Maine Power Reliability Program (MPRP) Iberdrola USA’s $1.4 billion Maine Power Reliability Program (MPRP) is the largest energy infrastructure project in the state’s history and the first upgrade of its electricity grid in 40 years; it is also now Iberdrola USA’s largest project to date.

Iberdrola USA and CMP launched the MPRP to have a major longterm impact on Maine’s electricity delivery system, as well as provide other benefits throughout New England.

Doug Herling, Vice President of

supplier profile

Special Projects for Central Maine Power, commented on the goal of the program stating, “the MPRP is made up of many, many projects that, on their own, would stand alone as significant projects, but they are closely linked, so we felt that needed to be managed together if we were to succeed.”

The MPRP project includes the construction of five new 345-kilovolt substations and related facilities linked by approximately 450 miles of new or rebuilt transmission lines.

The southern end of the line ties into the rest of the New England grid near the New Hampshire border. It

Cianbro

Founded in 1949 by the Cianchette Brothers, Cianbro is one of the East Coast’s largest, most diverse, open shop, 100% employee-owned construction companies. Operating in more than 40 states, 12 markets, with over 4,000 team members, Cianbro self-performs civil, structural, mechanical, electrical, instrumentation, fabrication, and coating.

Throughout 65 years, Cianbro has safely planned, managed, and constructed many complex projects for a variety of clients. Cianbro and Irby Construction are currently upgrading 230 miles of transmission line, known as the Central Loop, as part of the Maine Power Reliability Program (MPRP) for Central Maine Power Company’s bulk transmission system. Additionally, Cianbro is performing site development and construction for five new and 17 existing electrical substations.

For live project webcams and news feeds, Cianbro is on Twitter, Facebook, YouTube, LinkedIn, and Cianbro.com.

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passes through 75 cities and towns and the northern end interconnects with transmission lines in the central Maine town of Orrington.

a large undertaking.

“By his estimation, using econometric models such as the REMI model, he predicted that given the level and type of spending that Supporting economic growth was associated with the project, the The project, which will be completed MPRP would create roughly 3,300 in 2015, will has employed as many jobs in Maine during the peak of the as 2,500 people the five-year construction.” construction phase and contribute Carroll notes just how timely significantly to indirect and induced the project’s launch was: “The employment as a result of the project began during 2010, at the spending in the Maine economy. time of a very deep recession, and When planning for the program, there was a tremendous amount CMP hired University of Southern of unemployment in Maine. Our Maine economist Charlie Colgan to economy was in freefall, so it was a study the economic impact of such real economic shot in the arm for the

supplier profile

Irby Construction Company

Employees: 750 Established: IRBY was originally established in 1946 and became a wholly owned subsidiary of Quanta Services, Inc. in July 2000.

Industry: Transmission, distribution and substation construction and maintenance .

Services: IRBY provides the construction and maintenance of transmission, distribution and substation, as well as the installation of fiber optics.

Website: www.irbyconst.com

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people that worked here.”

Relying on a network of safe, reliable industry partners, the MPRR project has cultivated its relationship with its contractors. The importance of great working relationships can be seen in the success of contractors like Asplundh Tree Expert Co., who has been a partner to the CMP in Maine for numerous years and played a pivotal role in the corridor clearing aspect of the project. In addition, CMP has built lasting relationships with contractors in the state and beyond including Program

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Manager Burns & McDonnell, major contractors MYR, Irby, Willbros, Cianbro and many more.

Protecting our environment As a company that prioritizes renewable energy and sustainable business practices, Iberdrola USA has a strong commitment to the environment.

Herling Is proud of the program’s track record when it comes to the environment. “We had a significant environmental application for this project: 8,000 pages of data

Con s t r u c t i on

that we sent to the Department of Environmental Protection. It was the biggest application in the state’s history, and we’re following all of the requirements of that application. We work very closely with the contractors and hold them accountable and that has been very successful. Thus far, we have not had any violations.”

This lack of violations is due in part to the fact that CMP has had three inspectors working for the Department of Environmental Protection at their jobsite every day of the project. Their presence

ensures that all work done is in compliance with the applicable permits and laws.

According to Herling, “It’s something that I personally am very proud of because it’s not only good for our company, it’s good for the State of Maine as well.”

Iberdrola USA and CMP remain committed to providing only the best to all of the areas they serve. With nearly 1,000 structures set each year since construction started on the project in the fall of 2010, the project is already 90 percent complete and continues to be on budget and on

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Iberdrola

deployed in Maine. This $190 schedule. By the time construction is completed in 2015, nearly 5,200 million project, covered in part by structures will have been set in total. a grant from the U.S. Department of Energy (DOE), will enable CMP Investments in technology also customers to access pricing and benefit consumers and the usage information through a web environment portal so they can better manage Iberdrola USAâ&#x20AC;&#x2122;s commitment to energy use and cost. It will provide reliability and its customers does not the company with the best possible stop with large scale infrastructure information on outages to help projects. In the past few years, CMP speed the companyâ&#x20AC;&#x2122;s response. has installed 620,000 advanced Additionally, it will mean operational electricity meters as part of a efficiencies and cost reductions new smart grid program being related to billing, account opening 172

July 2014

USA

Company Information Industry

Energy h ea d q u a r t e r s

New Gloucester, Maine founded

Construction project e m p l o y ee s

3,000 r e v en u e

$30 billion

and closings, and credit and collections as well as instantaneous meter reading.

The advanced meters will provide customers with continuous, real-time information on electrical usage and enable suppliers to offer consumers new options for variable pricing or time-of-use rates. Studies have shown that consumers will use electricity more efficiently when they have real-time information about usage and price. The new meters will be will also help the company reduce costs, enhance system planning, and pinpoint problems more quickly during outages.

products/ services

Construction project

https://www.facebook. com/IberdrolaRen https://twitter.com/ IberdrolaRen http://www.linkedin. com/company/iberdrolarenewables?trk=cp_ followed_name_ iberdrola-renewables

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Beasley Forest Products

Beasley Forest Products rea providing excellent service an

Grant Beasley, Vice President of Operations, explains how establishment and what techniques are employed to maint Written by: Lindsey Ryan

Produced by: Alex Hortaridis

s

aches success by nd quality products

w the company has grown since its tain the companyâ&#x20AC;&#x2122;s continued success.

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Beasley forest Products started as a small logging company in the 1960s with only two employees, and since its establishment, the company has grown drastically.

Grant Beasley, Vice-President of Operations, explains that the company really began to grow in the 1990s when the company saw opportunity in the sawmill business and decided to switch gears from a logging company to the sawmill business. Now, Beasley Forest Products is known to be the largest sawmill in the United States. The company currently has four locations, the original mill 176

July 2014

being the largest sawmill in North America. Beasley graduated from Charlestown Southern University with a degree in finance and got an MBA from the University of Georgia and following in the family footsteps, he started working for Beasley Forest Products straight out of college, running the crane mat division.

Strategic Investments So how does Beasley Forest Products stay ahead of the competition? The company strives to stay modern and embraces new technology as it becomes available.

USA

â&#x20AC;&#x153;We have state of the art equipment and every year we invest a couple million dollars into each facility, modernizing the equipment. We stay on the forefront of technology with the different equipment in the mills,â&#x20AC;? states Beasley. The company has achieved success by focusing on the products that are doing well and learning to jump from market to market as they see fit so that they are working toward the highest profit. Beasley expresses that the crane mats have been a big item for the past three or four years that has allowed the company to shift any volume

it needs into that market when the time calls. The company has such a high production level compared to the other manufacturers in the industry because they are able to consistently provide a quality product to every customer in a timely manner.

Quality Products and Service Beasley Forest Products produces crane mats, hardwood mats, timber mats, laminated mates, dragline mats, digging mats, logging mats and skids from hardwood that is harvested throughout the states of Georgia, South Carolina, Florida and

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With Cooper equipment, your ďŹ nancial future couldâ&#x20AC;&#x2122;t be greener.

Whether you manufacture hardwoods or softwoods, crossties, mat timbers, lumber or pallet stock, Cooper Machine has the custom equipment solution to work for your sawmill.

www.coopermachine.com

Bea s l e y F o r e s t P r o d u c t s parts of Alabama. The company can produce over 500 high quality mats per day and on average has about 5,000 mats of various sizes in stock every day. Though mats are a primary production item, Beasley Forest products also produces many other products as well which helps lower the cost of the mat production, thus saving the client money when it comes time for ordering. Also, because they can handle very large orders and small orders alike, they have an advantage over the competition who can only deliver small quantities of mats per order.

In addition, because Beasley

supplier profile

USA

Forest Products is a manufacturer, they save time for their clients because they remove the middle man from the equation by efficiently building and delivering products themselves. “Our ability to deliver on orders is really what we’ve made our name on”, Beasley is proud to explain. He continues, “in most industries, we provide the product at a reasonable price and we handle any volume of product. In the case of crane mats, we can deliver on larger orders, which is a big deal in the oil and gas industries. It’s the ability to deliver large orders so they don’t have to break it up and deal

Cooper Machine Company, Inc.

Cooper Machine utilizes proven technology with the latest innovations to design and manufacture quality custom sawmill equipment to fit our customer’s needs. Our latest innovation, the Skewing Overhead combines the durability of the original Overhead Scragg with new computer and mechanical options to provide our customers with even more production and yield.

Cooper Machine has been working with Beasley Forest Products, the largest manufacturer of hardwoods, for over a quarter of a century. We are the North American representative for Incomac dry kilns as well as MIT S.A.’s band saws, stackers and carriages. And we offer a full line of sawmill equipment, and you can expect to get quality equipment for your mill, when you buy from Cooper Machine. www.coopermachine.com

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Bea s l e y F o r e s t P r o d u c t s

with multiple suppliers. That is one of our big selling points, and our quality of product is as high as any.

We definitely are the standard.â&#x20AC;?

The company offers reliable and timely delivery and promises to ship any order in the continental US with 48 hours of receiving the purchase order. This reliability allows customers to focus on their own operations while they let Beasley Forest Products manage the 180

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production of the needed materials.

The company guarantees the satisfaction of all its customers and values the customer relationships by providing â&#x20AC;&#x153;Quality Service from Quality People for Quality People.â&#x20AC;?

This makes them stand apart from the other companies in the industry.

Sustainability Despite the fact that many people may believe harvesting trees is

USA

harmful to the environment, Beasley Forest Products takes sustainability very seriously and works hard to enforce proper forestry practices.

All of the loggers employed by the company are required to be certified in the Sustainable Forestry Initiative and the Master Timber Harvesting program. In efforts to make sure no wood product is wasted, the company is always looking for new ways to utilize green technology.

Beasley states, “We’re working to develop new mat technology that allows us to make mats out of smaller pieces of wood, make us more efficient users of our raw material.” The company uses the wood material all the way down to the bark and sawdust so that nothing ends up going to the landfill. Beasley Forest Products is committed to implementing and achieving green initiatives and strives for the Sustainable Forestry Initiative (SFI) Standard. It also maintains associate memberships with PLCA (Pipe Line Contractors Association), APCA (American Pipeline Contactors) and the Houston Pipelines Association to support their positive relationship with the pipeline industry.

In the coming years, Beasley states that the company goal is to continue its growth and success in the crane mat business and become the largest mat supplier available. He explains that there are potentials for new technology that may assist in the production of the crane mats and he hopes that they may discover something that will give them a technological advantage.

Company Information Industry

USA h ea d q u a r t e r s

Georgia founded

1960s e m p l o y ee s

700 products/ services

Crane Mats

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Aaron Oil Leading by Example

Through a unique company culture, collaboration of partne technology, Aaron Oil is setting the stage to become a pred the used oil recycling and petroleum reclamation industry Written by: Robert Spence

Produced by: Alex Hortaridis

ers and dominate leader in

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Beakers

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or over 33 years Aaron Oil has served thousands of customers across the United States. The company operates a used oil recycling facility providing services including used oil collection, used oil processing, pipeline and petroleum terminal reclamation, and recycled/ finished product distribution. Specializing in research and development, Aaron Oil works closely with the International used Oil Research Institute to develop new technologies and

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research pertaining to the oil industry.

Headquartered in Mobile, AL., Aaron Oil has locations spanning across the U.S., including Texas, Louisiana, Mississippi and Florida.

The company has posted a 15-year annual growth rate, becoming one of the fastest growing privately owned corporations in the nation. In the last

six years alone the company has been named to Inc. 5000â&#x20AC;&#x2122;s Fastest Growing Companies, signifying outstanding growth in their industry. But itâ&#x20AC;&#x2122;s only the beginning.

Through a unique company culture, collaboration of partners and technology, Aaron Oil is setting the stage to become a predominate leader in the used oil recycling and w w w. a a r o n o i l . c o m

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industrial - marine

Gulf City Body & Trailer Works, Inc. was built on quality service and equipment. Sixty-eight years later, it still remains our teams’ number one goal. We are a full line service, trailer and truck equipment dealer for only quality brands providing sales, service and repairs throughout the Southeast since 1945.

601 S. Conception Street • Mobile, AL 36603 • 251-438-5521 fax: 251-433-7910 • gulfcity.com

Sullivan Insulation is a full-service mechanical systems insulation contractor specializing in commercial, industrial, marine, and refrigeration projects.

Sullivan expertise covers a wide range of applications for the pulp and paper industry, power industry, marine industry and the plastics industry, and many others.

Burt E Sullivan i Office 251-679-0911 i Burtsullivansi@yahoo.com

A a r o n Oi l petroleum reclamation industry.

Company culture One of the many reasons Aaron Oil has been so successful is the culture behind its business.

Through problem solving and entrepreneurship, the company continues to grow organically without any acquisitions. The company has accumulated over 125 employees since its inception, helping Aaron Oil carve out a niche for itself in the oil industry.

“We have one of the most experienced teams in the industry,” says Dan Cowart, CEO of Aaron Oil. “It allows us to operate by the highest standards in the world.”

According to Cowart, the company actively stands behind its employees, doing everything possible to attract and retain great employees. “Most of the people that work for us stay for a very long. I believe one of the biggest reasons why is because we value experience.”

The company’s rigid hiring process is a benefit to the company as well as helping employees finds their fit.

USA

“Once we’ve hired new employees, we assist in helping them find where they fit in our operations. Cross-training has been very beneficial for us,” says Cowart.

Safety also plays a vital role in the success of Aaron Oil. The company maintains strict guidelines for its operations, complying with all safety and health standards of the International Organization of Standardization (ISO). Aaron Oil is one of the only oil recycler certified under ISO 14001 standards, which measure environmental management, and ISO 18001 standards, which measure health and safety practices.

“These standards are the highest operating standards in the world and they surpass what is need by the EPA,” says Cowart.

Implementing new ideas Aaron Oil is truly working to become a company of the future.

In addition to investing in over $2 million for in-house technology, the company has automated almost all of its operations, including its entire processing plant.

“We’ve recently implemented a lot w w w. a a r o n o i l . c o m

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Buffalo New Barge

of new technology into our trucks and environmentalizers such as GPD and video,” says Cowart. “This allows us to document and track our trucks as well as ensure all incidents are recognized.”

By developing its own software and technology programs in-house, Aaron Oil is able to streamline its operations, allowing automation to take the wheel and provide an immense increase in productivity.

“We have one of the only fully automated protected lines in the industry,” says Cowart. “We are 188

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investing a lot of money into automation, including in our trucks, facilities, dispatch and accounting.

A large portion of the company’s technology focuses on waste water processing and more effective oil processing methods. Aaron Oil is concentrating on becoming as ecofriendly as possible, providing a wealth of sustainable solutions for the oil industry.

Continuous improvements As one of the fastest growing

USA

companies in the nation, Aaron Oil is constantly working on improving itself. The company doesn’t hold back when it comes to quality.

“We are known as the quality company for our industry,” says Cowart. “It’s who we are as a company and it’s become our signature.”

Aaron Oil has also hired an outside company, ERM Group, to conduct in-depth audits for its environment programs, ensuring the company is compliant on all of its operations.

“We believe bringing in ERM Group to look over our shoulder is extremely beneficial to ensure we’re on point environmentally,” says Cowart.

“The auditors give us a roadmap to improvement.”

Aaron Oil is also a founding member of the International Used Oil Research Institute.

The company works hard to collaborate with major universities to find new ways of improving operations.

In 2012 while working with BP to clean up their oil spill, the company opened a maritime facility to service vessels and offshore oil rigs.

“We built the plant in three weeks after the BP spill and got it in place to mitigate the incident effectively,” says Cowart.

As for the future, Aaron Oil is focusing on following green technology. In doing so, the company can prove upon its procedures, becoming more economical and sustainable.

“We’re not trying to be the biggest company out there, just the best in everything we do,” says Cowart.

Company Information Primarily, Aaron Oil is a Research and Development Company that works very closely with the International Used Oil Research Institute, The National Oil Recycler’s Association, EPA as well as state regulators, and technology manufacturers to identify and develop best available technologies, management practices, and management software. We are also developing an educational arm working in partnership https://www. with scientific facebook.com/ organizations and major AaronOilto train our universities next generation.

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Copperhead Pipeline an Construction Approaching their 10th anniv is more important than ever t Pipeline and Construction

Luke Rawlings, president of Copperhead Pipeline and Con importance of safety and how safety measures are employ project production.

Written by: Lindsey Ryan

Produced by: Alex Hortaridis

and

versary, safety to Copperhead

nstruction, discusses the yed in the operations throughout

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I

n 2004, Luke Rawlings and Mickey Clark formed Copperhead Pipeline and Construction and since its establishment, the company has accomplished projects such as pipeline construction, pipeline repairs, pipeline coatings, fabrication, pressure testing and casings. The company started in Oklahoma and due to it’s continual success, the company now has offices in Texas, Oklahoma and Mississippi.

Copperhead Pipeline and Construction is a company whose primary focus is on safety excellence, quality performance and timely service. The company produces a quality product and service by employing a management team of highly experienced project managers, superintendents and laborers. Because the team members have spent their lives in the Oil and Gas industries, Copperhead Pipeline is able to deliver their quality product within budget and on time.

The company understands that there is always room for improvement and is constantly striving to improve its daily capabilities to expand its customer base. The company employs its core

“The more production you get the more likely you are to have the risk of getting someone hurt or killed. When we bid these projects we take that into account” – Luke Rawlings, President

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values to meet the expectations of the customer and Luke Rawlings, president, expresses the importance of safety and explains what a key factor it is to the company success as Copperhead Pipeline and Construction approaches its tenth year anniversary.

The importance of safety The pipeline industry can be a very dangerous one and employers have to take care in ensuring that their work site, equipment and employees are all properly prepared for what the projects entail. What makes Copperhead Pipeline stand

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Dolan Directional Drilling, Inc. Dolan Directional Drilling, Inc. established in 2000, specializes in HDD Crossings for the oil and gas industries. We are capable of installing product sizes from 4" to 42" with drill lengths up to 6000'. We have experience in all types of ground conditions. We also have a variety of rig sizes and can accommodate projects of all sizes.

Feel free to contact us at 817-482-1680 to discuss your next project.

Visit our website: www.dolandirectional.com

USA

apart from the competitors is one of its core values to “Never do a job if it cannot be done safely”. Rawlings believes that safety defines the company and he stresses the importance of a safe workplace environment and is committed to providing the employees, clients and the public to a safe place to live and work. Employees are required to obtain safety certifications as necessary and are encouraged to stop a job if it puts anyone in an unsafe position. Rawlings states, “the more production you try to push, the more likely you are to have the risk of getting someone hurt or killed. When we bid to projects we take that into account”. Rawlings stays involved throughout the production of each project to be sure the safety procedures and operational expectations are up to par from start to finish.

In addition to doing OSHA testing, First Aid and CPR certifications, the company has obtained two Master Trainers with NCCER and Veriforce, maintains programs with ISNetworld and has two clock spring installation trainers to keep up their impressive safety track record. As an additional effort to promote safety, the company spends around seven million dollars every year on equipment upgrades to ensure the employees are working with equipment that is top notch and will not put the work environment in any danger.

Operations and values Copperhead Pipeline works hard to keep every w w w. c o p p e r h e a d p i p e l i n e . c o m

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project within the budget and on time. This integrity and dedication to the customer has led Copperhead Pipeline to build strong relationships with their clients and subcontractors that the company works with. This leaves clients happy and returning to Copperhead Pipeline for future projects again and again. The company vision is to â&#x20AC;&#x153;build a solid 196

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company that is supported through quality employees, sound business ethics, and a focus on safety.â&#x20AC;? It prides itself on its uncompromised integrity and level of service.

Rawlings explains that Copperhead Pipeline has a subsidy sister company that works in the refinery and plant division.

To ensure that operations run

USA

Company Information Industry

Pipeline h ea d q u a r t e r s

Oklahoma founded

2004 e m p l o y ee s

175-550

smoothly, the company carries the “U”, “S” and “R” code stamps. This permits the company to take action for any repair, modification and fabrication that may be required to do its job in keeping the production on schedule and within the approved budget. This integrity and use of safety operations contributes to attaining overall success in the business and assists the company to be the leader in the pipeline construction industry. w w w. c o p p e r h e a d p i p e l i n e . c o m

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Precision Pipeline Striving for Excellence

VP of Project Management Ryan McKone discusses Precis strategies in health and safety, strong work ethic, and conti Written by: Sasha Orman Produced by: Alex Hortaridis

sion Pipelineâ&#x20AC;&#x2122;s improvement inued trajectory of growth

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en years ago, Precision Pipeline opened its doors as a small regional pipeline contractor. But times have changed, with successful work in Pennsylvaniaâ&#x20AC;&#x2122;s Marcellus Shale region propelling Precision Pipeline toward growth in step with the natural gas pipeline industry boom.

Today Precision Pipeline operates 200

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as a subsidiary of MasTec, a multinational leader in engineering and construction for the oil, gas, and electricity sectors. Through it all, Precision Pipeline has stayed true to its core values high standards of safety, environmental stewardship, quality, and efficiency.

s e c to r

Improvements in Health and Safety An important key to growth is not being afraid to reevaluate your operations, identifying your own weaknesses and therein the places where you can improve. At Precision Pipeline, this means taking another look at safety standards in an effort to do better by their employees and clients.

“Was our safety good because we were lucky, or was our safety good because of what we were doing?” asks McKone. “So we reevaluated our whole program.” Through this reevaluation strategy, Precision Pipeline has been able to take a keen look at its daily operations and make significant improvements, addressing issues like equipment

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Corrigan Oil Company dedicates itself to serving our customers by providing the greatest value in services for the industrial, residential and commercial marketplaces.

Corrigan Oil Company is headquartered in Brighton, MI and serves Michigan, Illinois, Indiana and Ohio. Corrigan supplies and distributes fuels, propane, lubricants and provides heavy hauling services.

Mike Corrigan

mike@corriganoil.com

www.corriganoil.com

Congratulations!

Precision Pipeline on 10 years of excellence in the industry!

from your partners

www.plmcat.com

P r e c i s i o n P ipe l ine

USA

safety and team leadership while enacting precautionary measures like visiting job sites before project start dates in order to assess and plan for any potential hazards ahead of time.

This increased emphasis on safety and the adoption of a “no tolerance” position for hazardous situations is also encouraged among Precision Pipeline’s network of suppliers and partners. “We know what our values are, and we try to push those down to others,” says McKone. “Subcontractors have to make the same commitment to us that we make to all of our project leaders – a commitment to zero injuries and zero incidents.” Through this broad spanning commitment, Precision Pipeline has been able to drastically reduce incidents throughout its projects.

Better Training and Collaboration for Better Results Strong training has been vital to Precision Pipeline’s growth. As a proud hirer of union workers, Precision Pipeline is able to hire skilled welders and other craftsmen – but for those who are working a pipeline for the first time, there can be a learning curve. Because of this, good training is vital and at Precision it starts with on-the-job guidance on the field.

“We’re able to provide on the job training,” says McKone. “We really value those new workers, because they’re a fresh set of eyes. But pipeline work is new to them, so we have what we call a w w w. p r e c i s i o n p i p e l i n e l l c . c o m

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‘green hand,’ which means they’re new. They’ll actually wear a green hand on their hard hat, so other workers are aware that they’re new to this and will look out for them.”

An especially beneficial aspect of the training and learning process at Precision Pipeline is its position within the MasTec family, giving the company a unique opportunity to learn from and share knowledge with others in the industry. “Being that we are a part of a larger group, we’re able to bounce ideas and lessons learned off of other 204

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companies that are owned by the same parent company,” says McKone.

Training is also a crucial part of leadership, with field workers being prepped for every project in regards to issues like health and safety so that everyone is on the same page in understanding each project’s goals and standard expectations.

“Some of these guys go through it every time a new job starts – but while the message is always similar, it’s always improving,” says McKone.

“We’re always adding things, always trying to make it better.”

Company Information Industry

Oil & Gas Pipeline Construction h ea d q u a r t e r s

Eau Claire, WI founded

2004

Ten Years and Running This year marks Precision Pipeline’s tenth in operation, and the company is looking ahead toward further growth potential in regions like Marcellus Shale, Utica Shale in Ohio, in the Dakotas and even Texas. What it isn’t doing, on the other hand, is stopping to pat itself on the back.

“We don’t beat our chests – we put our heads down, work hard, and try to do the best we can with the resources we have and try to improve, so that we’re a leader without standing up and shouting that we’re a leader,” he says. “That’s how our company was built, and that’s how it continues. It’s a good company, and we’ll continue to grow and get better – it’s an exciting time to be here.”

e m p l o y ee s

50 corporate, 20003000 field r e v en u e

Traded publically under Mastec Inc (MTZ) products/ services

Pipeline Construction

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Magnetic Analysis Corporation:

Scaling Up for the Energy S

MAC VP of Sales Dudley Boden discusses entering the O market for oil and gas and how the company has met the challenges of this fast growing industry Written by: Sasha Orman

Produced by: Alex Hortaridis

Sector

OCTG e

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The Ultrasonic Test Head Mechanism was then adapted to be used for the inspection of spinning tubular and bar product. As demonstrated, there are 2 test heads at the bottom of the tube. Bellow the head is a water tank. System 2014

Ten years ago, Magnetic Analysis Corporation (MAC) was in the business of nondestructive testing for the metals industry, running eddy current and flux leakage testing and analysis on pipes and structures for a variety of sectors. The energy sector was not a major part the business – but when the need for oil and natural gas pipelines began to expand over the last decade, MAC saw an opportunity.

“Ten years ago, we started to get much more active in the oil country tubular goods (OCTG) market, and that was good timing for us because that was when that market was 208

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really starting to take off all over the world,” says Dudley Boden, VP of Operations at MAC. “It was really where the opportunities were at that point, and we had the right technology – in some cases all we had to do was make larger versions of the testers we were making, make more integrated systems with multiple types of testers in one line, in order to meet the requirements of that market. We just needed to adapt a little bit to go into that market. Now that’s become a big part of our business both here in the US and overseas.”

Today MAC stands as a major

USA

A pre-acceptance test at the MAC plant of a Longitudinal Flux Leakage Rotary system for automotive tubular products of varying wall thicknesses. 2011 System

force in oil and gas, using an array of testing capabilities to ensure that the pipelines the industry relies on are strong and ready to perform.

Shifting Gears and a Unique Advantage for a New Market Years of experience in nondestructive metals testing has given Magnetic Analysis Corporation the unique advantage of having a range of testing equipment meant for various applications that can now be applied to the pipeline industry.

“Not many of our competitors, in the OCTG market or anywhere else, have all the different types of technology that we offer,” says Boden.

“Either they focus more on ultrasonic testing or eddy current or flux leakage testing – but almost none of them have all of it. We’re one

“Probably our biggest investments in last few years are in scaling up our products” – says Boden

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Synarsky T-4

of the only manufacturers who have all of that, so we can put a complete package together without subcontracting out to someone else or going through separate vendors. That’s a huge advantage for us in this market.”

Still, every new sector brings its own unique set of challenges and oil and gas has been no different. Since entering this market, MAC has invested significantly in retooling its equipment and testing capabilities to take on these challenges.

“Probably our biggest investments in last few years are in scaling up our products,” says Boden.

“Ten years ago, our largest ultrasonic rotary tester

R.G. SMITH TOOL & MFG.CO. Precision Machine Work, CNC Machining Fabrication, Machine Repair High quality products for the metallurgical, food, plastics, chemical, transportation, and pharmaceutical industries since 1922.

Phone: (973) 344-1395 Fax: (973)344-1387 info@rgsmithtool.com

USA

could test 5-inch (127mm) material as a maximum – now we’ve produced an ultrasonic rotary that can test up to 20-inch (500mm) material. That’s a much bigger product, which is required for OCTG. It’s the same with our flux leakage tester – our largest flux leakage tester was (15.75-inch) 400mm, and now we’re up to 500mm. A lot of our product development has been scaling up our mechanics, our drive systems, and our conveyors to handle these larger products.”

Beyond scaling up, MAC has also invested in the development of altogether new technologies to test more accurately for the industries it serves.

“The infrared testing system we’re just starting to introduce is a unique technology for doing surface defects, totally noncontact, and offer some unique advantages,” Boden adds. “We’re doing that with a partner, and we continue to develop and come out with new versions of our electronics that support each of these kinds of testers.”

Driving Customer Service One guarantee that Magnetic Analysis Corp makes to its customers is that, wherever its products are sold, it has the local capacity to provide comprehensive service and support.

As Boden explains, this service is crucial for manufacturers with their own tight schedules.

“Sometimes our products are in the production line itself, sometimes they’re in an offline test system – but in either case, they’re unable to ship product if it hasn’t been tested,” he says.

“Either they focus more on ultrasonic testing or eddy current or flux leakage testing – but almost none of them have all of it. We’re one of the only manufacturers who have all of that, so we can put a complete package together without subcontracting out to someone else or going through separate vendors.

That’s a huge advantage for us in this market.”

– Dudley Boden President & CEO

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In this instance, we have a system installed in India for inspecting OCTG. Longitudinal & Transverse Flux leakage Rotaries on MAC’s “V” Roll Pinch 2008 System “We shut down the factory if our equipment isn’t operating. So it’s very important to be able to respond quickly and get people with the proper skills on site in a hurry, to get equipment back up and running if there’s any kind of problem. We then also have somebody who can go there and spend time with the customer at initial delivery, learning about their operation and making sure we provide the right equipment in the first place.”

This responsiveness is part of MAC’s commitment to customer service. The company’s most important asset beyond its comprehensive testing capabilities, it has turned MAC’s relative 212

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Company Information Industry

Manufacturing, Heavy Machinery, NDT, Metals h ea d q u a r t e r s

Elmsford NY USA founded

1928 e m p l o y ee s

144

Ultrasonic Rotary, Demagnetizer, Stand Test Bench.

r e v en u e

30+ Million

size in the industry into agility and an asset. “In this day and age every customer wants things a little bit different, whether it’s the paperwork side of things or actual equipment requirements,” says Boden. “They are looking for levels of customization, or to fit a product into a space that may not be ideal. What we find is, while virtually all of our competitors make standard offerings, we customize down to the level of wanting something painted a different color. If it comes to reengineering your product to fit very specific parameters, we will. That’s a big advantage of us being small and responsive.”

products/ services

www.mac-ndt.com

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is one o NDT com

Applus RTD

Applus RTD:

of the largest and most respected mpanies in the oil and gas sectors

D offers an unique approach that helps maintain optimal productivity and profitability for every installation Written by: Andrew Rossillo Produced by: Dan Story

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global leader in Non- Destructive Testing and Inspection (NDT&I) that supports clientsâ&#x20AC;&#x2122; search for optimal asset integrity in industries like oil and gas, as well as conventional and nuclear power plants. By constantly striving to achieve the ideal balance between highly qualified personnel and fresh ideas coupled with new and innovative solutions, Applus RTD offers a unique approach that helps maintain optimal productivity and profitability for every installation.

The individually tailored solutions from Applus RTD are developed against a background of global knowledge and expertise, but delivered locally through trained specialists who know and respect clientsâ&#x20AC;&#x2122; particular situations and needs.

Applus RTD has been operating in Australia since 1981, initially as Pilbara NDT and since 2007 operating under Applus RTD after the merger with RTD Steeltest. It serves both the maintenance and construction markets.

The construction division focuses predominantly on providing NDT services on pipe line and LNG construction projects according to Herman

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Applus RTD Rayscan Tankscan for Asia LNG project 1 (RTR)

J. Quakkelsteijn, Manager Major Construction Projects - Asia Pacific.

Leadership through service and innovation The Applus RTD Group is an independent operating division of the international Applus+ organization - a concern that is active in the fields of inspection and certification services for a diverse range of industries - from food and construction to automotive and climate technology. Today’s Applus RTD Group, with its headquarters in The Netherlands, started life in 1937 under the name of RTD (Röntgen Technische Dienst). From its early beginnings, RTD embarked on pioneering work in industrial x-ray testing. Over the years, the company has developed new and innovative concepts and

“Because Applus RTD has all established NDT&I technologies at its fingertips, it also means that solutions can be found in the shortest possible time”

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Applus RTD Rayscan (RTR) in offshore operation 2

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support services that have grown and diversified to become the backbone of establishing Applus RTD as a leading global energy service provider: A client-focused approach that provides a pro-active response to changing needs while taking advantage of new technologies for construction, maintenance and inspection. With new developments in predictive and preventive technologies plus tailored solutions that ensure plants are fit for service, safe and reliable, it means clients’ asset performance can effectively be optimized... whatever the challenge.

Four cornerstones for optimized asset performance To optimally support its clients’ needs for maximum productivity and profitability, their assets must be managed and maintained in a way that delivers the greatest potential for a successful operation. Applus RTD’s technical assurance through non-destructive testing, inspection, and certification in Australia enable this aim to be achieved. Based upon four key ‘cornerstones’ which can individually or together be applied to deliver a precisely tailored solution they enable the essential back-up needed to optimize all aspects of construction, maintenance and inspection projects on a worldwide basis.

Project Management in New Construction is available without compromise to the functionality of existing concepts. Based on specialist knowledge and a flexible approach, new technologies can be seamlessly implemented which coupled with highly qualified personnel mean that solutions can be achieved that prevent downtime, reduce waiting times and remove testing and quality control from the project’s critical path.

“Throughout the organization, quality is a byword. Stringent norms for example, are taken to the limits and then often still further, in the pursuit of the optimum for processes, people and the environment” w w w. A p p l u s R T D . c o m

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Strengthen the bond between you and your employees when your people feel valued, they can accomplish anything.

caip.com.au © Copyright CAIP Services Pty Ltd AFSL No. 432297

supplier profile

Caip Services Pty Ltd

Together we can accomplish anything.

Across Australia, innovative companies rely on CAIP Services to design and administer customised Income Protection Schemes for thousands of their employees. CAIP is an industry innovator and is changing the paradigm of how Insurance, Group Income Protection and Employee Benefits schemes are delivered.

Our purpose is to assist corporations by providing customised Income Protection Schemes which provide practical benefits and support you and your employees when needed most.

One of CAIP’s core founding principles is the delivery of meaningful communication that counts & you can count on. Over the past 12 years, we have worked with pioneering companies in the Oil and Gas, Mining, Construction, Infrastructure and Resource Fields. Silently and steadily we have continued to build and strengthen the bond between employer and employee. We’ve developed a hands-on understanding of the unique challenges faced on the ground, through working with people at every level of your organisation. At CAIP we spend the time to understand your company’s values.

Meaningful relationships build great companies, and great companies are built by people who feel valued.

CAIP can help you construct an enduring solution that firmly balances bottom line realities with human needs.

No two organisations are the same. No two people are the same. Therefore no product can be the same.

We don’t offer off-the-shelf products. We work with you to customise a solution that fits your unique needs and reflects the respect, compassion and care you have for all your employees.

By working together we ensure that CAIP’s unwavering commitment to meaningful communication, builds enduring relationships. The most enduring relationships are forged through the hard times. We would like to share our experience with you and your employees.

CAIP, it’s not just another product, it’s a way of thinking.

Website: www.caip.com.au

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Process Integrity Management in Maintenance involves a practical approach to process management using a balanced combination of experience and techniques such as Risk Based Inspection (RBI) and Fitness For Service (FFS). The ultimate aim is to minimize disruption during key inspection operations and thus ensure process continuity and uninterrupted productivity.

Supporting Services and Consultancy are vital aspects in the optimization of an assetâ&#x20AC;&#x2122;s lifecycle. Knowledge-intensive support is available and is provided by teams of dedicated specialists for disciplines such as Turnaround Planning and NDT Process Optimization. HSQE Audits and Training complete the Supporting Services package.

At the heart of Applus RTD are its people Highly trained, experienced and motivated specialists: People with a strong sense of responsibility who thrive on the challenge of working independently, and that thanks to on-going in-house training programs, never stop learning and improving their skills. Their inherent knowledge and flexibility mean they can operate in a variety of locations and situations thus supporting the organizationâ&#x20AC;&#x2122;s objectives. Within Applus RTD, personal development opportunities are presented that are based on individual development plans. Special programs for management development and high level technical development for promising employees are also available.

Qualified Approach A key area of Applus RTD policy is HSQE â&#x20AC;&#x201C; to such an extent that all employees and the company itself are qualified to handle a wide range of projects and assignments in this area, in many different sectors. All procedures are tailored to the specifications of clients, government bodies and certifying authorities all over the world. The company also works in close collaboration with those authorities in order to remain abreast of the latest requirements and knowledge, wherever in the world they may apply. w w w. A p p l u s R T D . c o m

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Applus RTD At the heart of Applus RTD activities lies the reporting of testing results.

The services provided may typically begin by the selection or development of the optimal testing method. Measurements are then taken â&#x20AC;&#x2DC;in the fieldâ&#x20AC;&#x2122; and a report compiled. For new constructions, this can lead to approval or rejection of a single weld or even a whole installation. In situations involving maintenance, a report highlights the degradation of specific installations or objects, and recommendations are made for suitable remedial action.

Applus RTD aims at the provision of immediate reports, without the traditional waiting times of days or even weeks. In this way, efficiency can be enhanced and costs reduced... but never at the expense of safety to people or the environment.

Strong in technology From its earliest days back in 1937, Applus RTD has always maintained a

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Applus RTD Rayscan Tankscan for Asia LNG project 2 (RTR)

commitment to innovation and development. As a result, many well-known technologies have been created within the company. Today, many of these concepts are now combined to enable specific testing to be carried out in the most optimal way, thus enabling dedicated solutions that will meet the many and varied challenges that clients put before the Applus RTD specialist. Because Applus RTD has all established NDT&I technologies at its fingertips, it also means that solutions can be found in the shortest possible time. If that is not enough, thanks to a strong technological base and many years of experience, it also means specialized and successful solutions can also be developed to respond to specialized requirements.

Testing Technologies that Guarantee Integrity Applus RTD can provide an exceptionally wide range of testing technologies â&#x20AC;&#x201C; both conventional and advanced techniques, and also tailor-made solutions. In the field of NDT and Inspection technologies employed include radiographic, ultrasound, penetrant, magnetic and visual examinations. Technically advanced methods of NDT can also be w w w. A p p l u s R T D . c o m

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provided which have been developed from conventional techniques. A key factor for the success of Applus RTD recommendations is the expertise of inspectors. They determine exactly what is examined and where, how frequently, and the best method to use. They then interpret the data obtained and from this, make conclusions and recommendations.

With Technology advancing as rapidly as it does, Applus RTD readily perceives the importance of frequently assessing new technology.

How often? “Every day,” says Quakkelsteijn. “In our Technology and Applications Centres we have academics and engineers visiting trade shows, technology conferences, and meeting with universities; Applus RTD partner with universities with whom we carry out research to ensure we are continuously ahead of the game.”

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Very recently Applus RTD developed a Real Time Digital Radiography system to inspect cryogenic welds in LNG tanks for a project in Brunei. The core technology was already developed for pipe line girth weld inspection, however it was never applied on a large scale LNG tank. The development resulted in a dynamic inspection system which is a first in the industry considering all Radiography alternatives are static inspections.

Another example of Applus RTD’s commitment to continuously improve their technology is their AUT equipment which was developed in the early 50’s for pipe line girth weld inspection; first commercial use was back in 1986. “Over the last 30 to 40 years Applus RTD has been the leader in AUT inspection initially with our multi-probe AUT system and then Phased Array AUT,” says Quakkelsteijn. w w w. A p p l u s R T D . c o m

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Applus RTD Rotoscan IWEX detail scanner

“And in the very near future the latest technology we’ll be introducing is our RTD IWEX AUT system which is currently being tested in the field.

Some key points about the RTD IWEX technology that would help the Company’s clients are that it would “increase accuracy on sizing of defects,” says Quakkelsteijn. “And potentially we’re also looking at avoiding the qualification or validation of systems prior to a project. The standard protocol with AUT is that, in most cases, you need to validate or qualify your system. The client sets up a number of test blocks and you have to prove your sizing accuracy; this can possibly be avoided with our RTD IWEX technology, and is something that we hope to achieve. It would be a revolution in the industry.”

“This revolution would be a competitive advantage in the market because competitors would be required to do a validation of the system which is time consuming, first of all, which means we have an advantage over our competitors in that we don’t need months and months of prequalifying 228

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our systems. Secondly, we’ll see decreased costs associated with that — equipment rental, personnel operating the system, etc. — the client will see a great advantage,” says Quakkelsteijn.

The World of APPLUS RTD Applus RTD is a global leader in all aspects of NDT&I. A leader that is committed to a policy of delivering a comprehensive range of Asset Integrity Services that help ensure that clients’ assets are optimally maintained, safe, productive and profitable. With more than 75 years’ experience in all aspects of NDT&I operations, Applus RTD has gained an ability to develop customized solutions to enhance clients’ process performance and installation integrity regardless of the challenge or working environment.

Thanks to a policy of growth and expansion plus its global information networks, today Applus RTD can deliver these services locally; whenever and wherever they are needed. This commitment to optimizing clients’ asset opportunities is supported by a commitment to innovation and the application of the latest technologies, plus highly motivated and trained specialists who treat today’s toughest demands as an experience that can help with the challenges of tomorrow.

Throughout the organization, quality is a byword. Stringent norms for example, are taken to the limits and then often still further, in the pursuit of the optimum for processes, people and the environment. Quality is also a key factor in the way new technologies and testing procedures are developed, to help keep shutdowns to a minimum and clients’ assets productive and profitable.

Strategy for the future “There’s a world-wide scenario, but for us here in Asia-Pacific in the construction market, the RTD IWEX technology will allow us to dominate the market in the offshore sector where more exotic materials are required, w w w. A p p l u s R T D . c o m

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GAVIN SMITH (GT and L Smith Pty Ltd)

AICIP and NDT Inspection Services CONTACT US quam TODAYaspero et modite Itaque consed

FOR ALL YOUR INSPECTION SERVICE NEEDS Mobile: +61 0410 338 060 Email: gavlau@optusnet.com.au

Applus RTD Rotoscan IWEX field t

such as CRA or Duplex, those sort of welds are more difficult to inspect with conventional methods so we can dominate the market more -- that’s on the pipe line side.

On the LNG side, both technologies, AUT PA and Real Time Digital Radiography will mean reduction of project time and are unique to Applus RTD. Basically we can reduce the duration in construction due to improved technologies,” says Quakkelsteijn.“More on the LNG tanks, that’s where we can save hours, if not shifts on just one horizontal or vertical weld, by using this new Real time Digital Radiography technology. Hence, that is where our future focus will be. This will initially be in Brunei where were currently doing our first project with this technology, and then hopefully roll out in the entire Asia-Pacific region where there is an large amount of LNG projects on the radar where we are hoping to get a share of the market 230

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Company Information I n d u s tr y

Oil, gas and energy h e ad q u art e r s

Rotterdam, Netherlands founded

1981 (Australian operations) employees

340 revenue

approximately $80 million

trials

once we get a technology edge over the current cheap, local companies there.”

With over 150 systems worldwide, Applus RTD truly is a leader in this market and their continuous commitment to invest in new technology and improve keeps them in that position. “Australia is becoming one of the world’s largest LNG exporters. In general, for any energy company in Australia, there is a very exciting future ahead. Based on our technology advantage, we have a very good opportunity to improve our market position, both in the construction and maintenance market.”

products/ services

NDT on pipe line girth weld and LNG assets, inspections, testing, pipeline, subsea Key People/ T it l e s

Herman Quakkelsteijn, Manager of Major Construction Projects

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As a foc

Safety and technology: Synergy at SapuraAcergy

an offshore leader in the Asia Pacific region, SapuraAcergy cuses their efforts on their employees and clients to deliver quality technology to the sector.

Written by: Laura Close Produced by: Wayne Masciotro

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The WROV performed the diagonal brace cuttng in parallel with topside removal for

S

apuraAcergy is a 50/50 joint venture between SapuraKencana Petroleum Bhd, one of the worldâ&#x20AC;&#x2122;s largest integrated oil and gas service providers, and Subsea 7, a global leader in seabed-tosurface engineering and construction.

SapuraAcergy is based in Kuala Lumpur, Malaysia, with a regional office in Perth, Australia. They are active throughout the whole of the Asia Pacific region and specialize in deep-water installation, decommissioning as well as more conventional activities for the oil and gas industry. They have a team of over 350 highly skilled engineers, project managers and support personnel.

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Iwaki Decommissioning Project.

clients expectations and are committed to set best-in-class for quality and assured delivery.

They also consider the safety of their personnel one of their highest priorities, and have an enviable safety record.

Their vessel, the Sapura 3000 – a dynamically positioned heavy lift and pipe lay construction vessel dedicated for Asia Pacific region – is a key asset. One of the strengths of the vessel is its flexibility: not only is it suitable for deep and shallow water pipe lay, it is equally suited for

“The company takes pride in their ability to deliver and execute to our clients expectations and are committed to set best-in-class for quality.”

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Sapura 3000 mast crane lift topside for the Devil Creek Development Project, Australia

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heavy lift (3000T), large surf developments and decommissioning.

Health, Safety and Security In every aspect of their business, whether it is executing a large project or running a team building event, SapuraAcergy assesses the risks and establishes measures and targets such that the company can ensure the safety and wellbeing of their personnel. A company doctor has also been engaged to provide continuous support and to develop a structured health monitoring programme. In addition, the company also holds regular security briefings and seminars for all their personnel.

Their efforts were recognized with the prestigious HSE Excellence Award in year 2013 by Shell for the Gumusut-Kakap Project for zero LTI. They have also recently achieved the significant milestone of going one year without any recordable incidents.

Their HSEQ system is certified by ABS in accordance with International Standards of OSHAS 18001:2007 for Occupational Health and

Iwaki Platform Decommissioning Project, Japan. Sapura 3000 performed of removal of 16 modular topside lifts ranging from 10MT to 1100MT w w w. s a p u r a a c e r g y. c o m / i n d e x . p h p

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FRANKLIN OFFSHORE HOLDINGS PTE LTD

Franklin Offshore’s largest facility is located in Rotterdam, comprising an area of over 70,000m2 and a 228m long quay.

A world class company with a global reach

The Franklin Offshore Group of companies is a leading provider of steel wire rope, rigging and mooring equipment. Our expertise includes cable laid & Flemish-Lock® slings, load testing, certification and inspection services. We provide, on a global basis, high quality integrated solutions in temporary and permanent mooring projects including the provision of comprehensive OIC services.

Flemish-Lock® Slings Franklin Offshore manufactures Flemish–Lock® heavy duty lifting slings as used in the lifting of offshore modules up to a massive 12,000 tonnes in weight. Flemish-Lock® cable laid slings are produced using a patented process, complete with a unique termination method. Flemish–Lock® slings achieve 100% termination efficiency as compared to any other heavy duty lifting slings.

Mooring Services Franklin Offshore mooring services involve turnkey management & execution of temporary and permanent mooring projects for the offshore oilfield exploration and production activities.

Fabrication & Oilfield Equipment The Franklin Offshore Group provides structural fabrication services that encompass project management, engineering design, procurement, steel work, piping, E&I, testing and commissioning. Our waterfront fabrication facility gives us the competitive edge to undertake large scale projects in terms of mass and size without any technical limitation on the delivery of the finished product.

We also stock a comprehensive range of high-quality marine and oilfield equipment from Europe and USA which is available for immediate distribution across the Asia-Pacific region.

Address Reg No Telephone Fax Website Email

11 Pandan Road, Singapore 609259 200404478M +65 6264 3451 +65 6264 1130 www.franklin.com.sg general@franklin.com.sg

Flemish-Lock® slings used during Oleg Strashnov lifting operations

Temporary mooring

Permanent mooring

Fabricated suction piles

Fabricated semi-submersible rig engine block

B u s i ne s s Rev i ew A u s t r a l i a

Safety, ISO 14001:2004 for Environmental Management System and ISO 9001:2008 for Quality Management. In addition, their vessel is in compliance with the International Safety Management Code (ISM) and International Ship and Port Security Code (ISPS). As a corporate initiative in 2012, all certifications were merged into one system – Integrated Management System or IMS – allowing for a seamless application, monitoring and management of all standards.

People Management There are two specific areas SapuraAcergy focuses on, being talent attraction and talent retention. The company has rolled out several programs and campaigns which are aimed at

supplier profile

Pipe laying activities

Franklin Offshore Group

The Franklin Offshore Group is a leading integrated provider of quality rigging and mooring equipment and services primarily to the offshore oil and gas industry.

Headquartered in Singapore, operations are strategically located worldwide to provide its customers with the fastest, most efficient and most economical service possible. The Group’s geographical footprint, which also includes Australia, Indonesia, Malaysia, South Korea, Azerbaijan, Qatar, the United States of America and the Netherlands, enables it to provide specific regional infrastructure and personnel support, forming an integrated Franklin Offshore global network.

The Group has a well-trained, competent and dedicated workforce and a corporate culture that is solidly based on the principles of professionalism, innovation and service. It manufactures excellent products and provides a full spectrum of value-added services. Such products or services developed by the Group are branded with the “FRANKLIN” name.

Franklin Offshore believes that its unique blend of capabilities, skills and extensive experience are unparalleled in the industry.

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SapuraAcergy addressing talent retention, including a Long Term Incentive Retention (LTIR) Plan, a Long Service Awards (LSA) program and a transparent performance bonus scheme. In addition an Employee Climate Survey (ECS) program provides an avenue for employees to comment and provide feedback to the company and Town Hall sessions provide further information regarding the companyâ&#x20AC;&#x2122;s performance and plans.

SapuraAcergy has several key learning and development programs, which are aimed at accelerating the development potential of employees.

The programs are derived from a Training Needs Analysis (TNA) which is conducted annually.

Typical modulated training programs include: Professional Development Programs (PDP), Management Leadership Programs (MDP) and Leadership Coaching Programs. In addition, there are several soft skills and technical training programs, including Business English

Custom Load HandLing EquipmEnt struCturaL & mECHaniCaL dEsign/anaLysis HydrauLiCs/ControL systEms subsEa instaLLation aids

Cobia offshore Pte Ltd 18 Boon Lay Way | #07-115 Tradehub 21 Singapore 609966

iso 9001

Tel: +65 6570 1028 | Fax: +65 6515 9310 info@cobiaoffshore.com COBIAOFFSHORE.COM

B u s i ne s s Rev i ew A u s t r a l i a

Subsea installation for Lando Block 06.1 Phase III Development Project, Vietnam

Communication, Finance for Non-Finance Managers, Business and Office etiquette, and Introduction to Oil and Gas Moving forward, the company aspires to roll-out more advanced competency based training and development programs to cope with the ever-changing business environment and technologies.

Sapura 3000 The capabilities of this purpose-built combination vessel continue to be enhanced. Recent investments include; a J lay System â&#x20AC;&#x201C; allowing them to install pipelines in up to 2,000 metres of water, an articular gangway system w w w. s a p u r a a c e r g y. c o m / i n d e x . p h p

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SapuraAcergy

Sapura 3000 lifiting topside for Montara Field Development Project, Australia

â&#x20AC;&#x153;Their efforts were recognized with the prestigious HSE Excellence Award in year 2013 by Shell for the Gumusut-Kakap Project for zero LTIâ&#x20AC;?

Richard Leetham Chief Executve Officer, SapuraAcergy 242

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for the safe transfer of personnel from the Sapura 3000 to barges and an initiative to enhance the lifeboat capability.

Current projects There are four major projects running concurrently, based in their KL and Perth offices.

Gumusut-Kakap Development Project (Shell) in Malaysia – the region’s first deep-water (1200m) field utilizing a moored Semi-submersible Floating Production System (SEMI-FPS). Project nearing completion.

Maharaja Lela South Project (Total) in Brunei.

The scope includes offshore transportation and installation of offshore facilities (CRA pipeline, Jacket, umbilical, pre-comm). The project is expected to complete by late 2015.

Gorgon Heavy Lift and Tie Ins (Chevron) in Australia. SapuraAcergy’s scope includes the transportation and installation of large structures and spool pieces. In total, they shall install 20 subsea structures (manifolds and foundations) weighing up to 1300tons and 21 off spools in 1300m water depth. The site works shall be completed this year Julimar Development (Subsea7) in Australia.

The scope includes the transport and installation of large structures. The offshore activities shall be complete in 2015.

The company has also recently completed other offshore projects in Australia, China, Vietnam, Mexico, Malaysia and India.

Company Information Industry

Construction h ea d q u a r t e r s

Malaysia Key People/ Ti t l e s

Richard Leetham, CEO e m p l o y ee s

350+ r e v en u e

Typical revenue $500m products/ services

Offshore vessels, technology

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Jebsen & Jessen Offsho

From Acquisition to Global P Jebsen & Jessen Offshoret

With new offices in Malaysia, Perth and Dubai, and other lo Jessen Offshore is closer to their clients than ever before.

Written by: Laura Close

Produced by: Wayne Masciotro

ore

Presence:

ocations on the way, Jebsen &

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c o m pan y na m e

Services

Jebsen & Jessen Offshore was created through the acquisition of Halcyon Offshore by parent company Jebsen & Jessen (SEA) two years ago. Jebsen & Jessen (SEA), which also has companies in the cable technology, chemicals, communication, life sciences, material handling, package and technology industries, was 246

July 2014

investing in M&A as part of a growth strategy and saw this Singapore-based company as its opportunity to gain a global presence in the offshore sector.

Currently, Jebsen & Jessen Offshore is focused on growth and forming the company into a major global player in the offshore sector.

s e c to r

Expansion As a young but well-established company, Jebsen & Jessen Offshore is already looking towards global expansion. One of the reasons they are able to do so is their lean manufacturing strategy. Their strong partnership with China – which includes a factory in the country – contributes to their ability to operate efficiently.

In the future, Offshore is looking to also move some manufacturing out of Singapore because

“The goal of the company since the acquisition has been to break into the niche market on the high-technology side, to set it apart from others in the sector.

With the implementation of the fibre rope in deep sea cranes in 2015, we look forward to achieving our ambitions – Ronald Wong, General Manager

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www.pvsgroup.com.sg

Specialized in Marine Electrical Installation, Carpentry Works & Outfitting Works, Piping Fabrication, Supply of Marine Spares & Materials.

“We serve you on 24 hours basis” T. Pani - Business Development Manager HP: +65 9072 4626 Email: pani@pvsgroup.com.sg Address: 1, Soon Lee Street 04-55 Pioneer Centre, Singapore 627605

Hong Hua Guan Marine & Engineering Pte Ltd

One of the leading and dependable grit blasting, painting & engineering companies providing both turnkey as well as standard grit & painting work with many years experience to meet the changing and growing demands of our customers around Asia.

Hong Hua Guan Marine & Engineering Pte Ltd No. 10 Tuas Basin Link, Singapore 638779 Tel: +65 6861 3208 Fax: +65 6863 4301 Email: hhgme@singnet.com.sg

R. Raja Kumar - Operations Manager HP: +65 9152 7116 Tel: +65 6465 9846 Email: rajakumar@pvsgroup.com.sg Email: admin@pvsgroup.com.sg

of the challenges of hiring staff in the manufacturing sector.

Since joining Jebsen & Jessen (SEA) the company has expanded beyond Asia Pacific opening operations in Malaysia and Dubai, they are now looking to expand to the Gulf of Mexico and West Africa in the near future.

“In the offshore business, it’s important that you are close to your customers,” said Torben Christensen, managing director.

“These areas are where the actual oil exploration and oil refinement

J e b s en & J e s s en O f f s h o r e

E ne r g y

are taking place, so we’ve got a heightened interest in establishing our company there.”

“Innovation in crane technology is also driving the company’s ability to expand. Soft ropetype cranes, specifically fibre rope have been in the works for over two years”, Ronald Wong, general manager – sales, shared. He continued: “The fibre rope cranes feature the ability to lift 100 percent of loads with no extra weight on the crane (compared to steel rope). Jebsen & Jessen Offshore is the only company of its kind to use this technology, and the rope is the first of its kind in the world to be used with deep sea AC cranes.

The technology will be delivered in the first quarter of 2015 for more widespread use.”

Redefining the workplace With the acquisition came the restructuring of the company, including a complete turnover of the health and safety requirements. Beyond new processes and refocused leadership, the goal has been to shift the culture and create a more safety conscious workplace. New processes and quality management controls are helping transform the way member of staff operate on a daily basis.

To ensure they have the right people, Jebsen & Jessen Offshore continues to offer competitive compensation and benefit packages. All staff are supported by added investment in training and educational programs to ensure their development and allow them new opportunities within the organisation. w w w. o f f s h o r e . j j s e a . c o m

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J e b s en & J e s s en O f f s h o r e

What sets Jebsen & Jessen Offshore apart Mr Wong shared: â&#x20AC;&#x153;The goal of the company since the acquisition has been to break into the niche market on the high-technology side, to set it 250

July 2014

apart from others in the sector. With the implementation of the fibre rope in deep sea cranes in 2015, we look forward to achieving our ambitions.â&#x20AC;?

With the major players in the industry operating within a very

E ne r g y

Company Information Industry

Marine & offshore (preference) h ea d q u a r t e r s

Singapore founded

20 year history, renamed in 2012 e m p l o y ee s

450 r e v en u e

$240m products/ services

offshore & marine cranes &deck equipment

rigid corporate structure, clients can occasionally be left wanting in regards to response times.

With Jebsen & Jessen Offshoreâ&#x20AC;&#x2122;s lean corporate setup, they can offer their clients the time and personalised attention that these large offshore jobs require. w w w. o f f s h o r e . j j s e a . c o m

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Goldwind Australia: Gull Range Wind Farm

Gullen Range Wind Farm Re Trophy Project

Innovative technology, cost-efficient manufacturing takes t energy player to the next level Written by: Andrew Rossillo Produced by: Wayne Masciotro

len

epresents

this integrated

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G o l d win d A u s t r a l ia : G u l l en Range W in d Fa r m

Goldwind Australia is a subsidiary of Xinjiang Goldwind Science & Technology Co., Ltd.; the largest manufacturer of wind turbines in China, and the second largest globally. The Company brings to the market innovative technology in their permanent magnet direct drive for wind turbines. Goldwind Australia combines that with a cost-effective manufacturing base in China to produce a highly sophisticated, lowcost wind turbine that is suitable for the international market.

Goldwind Australia’s Commercial Manager William Ives details the culmination of their technology and 254

July 2014

competitive advantage which has brought them to the international market. “Our technical advantage being magnet, we have very few moving parts in our wind turbine in that we have our direct drive as well.

Our turbines feature a converter which enables us to be highly green code compliant, so we achieve a high level of sophistication with that green code advantage compliance,” says Ives.

“We are a technology company with a diverse manufacturing base in China. Furthermore, we are an integrated wind energy player in that we develop and construct and

E ne r g y

Tower Delivery

operate wind farms that use our own technology. So not only do we supply the market with wind turbines but we also own and operate our own wind farms.”

Project Management Project management is a necessity to facilitate Goldwind’s activities.

It is a tool that the Company has and uses in order to deliver their business. Goldwind has varying levels of engagement with their clients, offering full investment where they build, operate and transfer the project to a customer.

The Company is equally capable of

operating the next level down, which is to completely engineer, procure and construct, where Goldwind takes a controlling position of project management and delivers a project for their customer. Or, they can step down and do the wind turbine supply component where Goldwind will provide turbines and commission them for the customer who would build the rest of the infrastructure. This is necessary to connect the wind turbines to the grid. “We execute varying levels of involvement -- Goldwind’s capabilities cover all those areas,” says Ives. w w w. g o l d w i n d g l o b a l . c o m

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Leaders in Wind Turbine Erection www.windhoist.com.au

Windhoist Australia are leading wind turbine installation contractors offering heavy cranage and mechanical / electrical services to the principal wind turbine suppliers in the market including Goldwind Australia, Vestas Celtic, Repower, Siemens, Nordex, Acciona, Enercon and Gamesa.

By utilising our in-house multi-disciplinary erection teams, we can ensure our customers achieve their targets and gain maximum return on their investment.

Windhoist Australia Pty. Ltd. 222 Browning Street Portland, Vic 3305, Australia

Energy

Tel: +61 355 217 648 Fax: +61 355 233 579 Email: peter.christie@windhoist.com.au

Innovative products for a dynamic industry World leading fasteners and technology for the wind energy industry from PEINER Umformtechnik

Avanti Wind Systems your full line supplier for Tower Internals.

Please contact Avanti Wind Systems for more information: Avanti Wind Systems PTY LTD • Unit 15 / 160 Lytton Road Morningside 4170 • Queensland • Australia P: (+61) (0) 7 39021445 • F: (+61) (0) 7 3902 1252

www.avanti-online.com FEATURES

• CE Certified according to EN 14399 and DASt Guideline 021 • Optional features such as Intellifast® Sensors and Barcoding for fast, accurate inspection and documentation

www.relayinternational.com.au • 1800 300 141

G o l d win d A u s t r a l ia

“We do supply infrastructure which goes along with the wind turbines. We project manage subcontractors that will carry out the work, so we have a civil engineering company that will come out and build the roads and the foundations for the wind turbines. We also have an electrical engineering company that we contract,” says Ives. “We then subcontract to them and take the management responsibility on the side as a principle contractor.

Goldwind doesn’t own these

E ne r g y

companies but retains the essentially on-demand capabilities of top subcontractors that allow the Company to efficiently and proficiently execute virtually any wind energy project from start to finish. Meanwhile, Goldwind exercises comprehensive communication on every level and with every subcontractor, which allows the Company to subcontract any element of a project and still maintain powerful project management capabilities. w w w. g o l d w i n d g l o b a l . c o m

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G o l d win d A u s t r a l ia : G u l l en Range W in d Fa r m

Successful Challenges While based on the solid principle of providing clean and renewable energy, companies in the wind energy market face steep challenges and intense scrutiny.

Among the areas that require an extra degree of focus on behalf of the Company is developing wind farms compliant with local planning requirements. “I’d say a point of significant focus required by our Company was green code compliance regarding the commercialization of our 2.5 megawatt platform. Bringing 258

July 2014

our turbines over to Australia and making sure they operated successfully in accordance to green compliance was a significant milestone for us,” says Ives.

One of the brilliant ways in which Goldwind ensured compliance was tapping into the expertise and experience of local manufacturers, which proved to make the difference in meeting the necessary standards of their Australia projects.

Continuous Improvement “There’s always room for

E ne r g y

Company Information Industry

Energy founded

Beijing, China e m p l o y ee s

40 fulltime r e v en u e

$310 million

improvement, but I think we’ve managed to deliver a very nice solution at the Gullen Range project. It’s definitely a stamp to say Goldwind is here and we’re capable of delivering a large infrastructure project in Australia. It also speaks of our capability to manage the many stakeholders that are involved, including the department of planning, the local councils, and the local community. Our Company endeavors to not only have the go-ahead to carry out the construction but also that we have a social license to operate in the area, ensuring that we’re a positively contributing part of the community,” says Ives.

products/ services

wind turbines, wind farms, energy consulting and services

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Modex Energy Se

Modex Energy Services Con Their Offshore Oil and Gas M

Modex Energy Services build on stellar reputation through and service offerings.

Written by: Andrew Rossillo

Produced by: Wayne Masciotro

ervices

ntinue to Expand Market Reach

h their offshore oil and gas product

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Modex Accomodation Cabin

and rental markets efficiently and cost effectively, while consistently delivering products of the highest North Sea standards. Furthermore, Modex Energy is currently working MODEX is a leading manufacturer on expanding its operation centers and provider of DNV certified CCUâ&#x20AC;&#x2122;s, into Trinidad & Tobago, Nigeria, Ghana and Saudi Arabia. cabins and well service equipment for offshore oil and gas operations.

The company was founded by The company has offices in Norway, Norwegian management members Singapore, Indonesia, Brunei, with an average of 10 years Malaysia, Australia, UAE and Brazil. experience in the container and In addition, the Company also has module industry. Management has manufacturing centre located near run manufacturing operations in Shanghai, China. The Companyâ&#x20AC;&#x2122;s China since 2003 and has learned widespread points of operation through front-line experiences allow it to service global sales the most effective methods of Modex Energy Services Continue to Expand Their Offshore Oil and Gas Market Reach

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E ne r g y

consistently producing stable quality and timely delivery. Modex Energy’s main client base consists of international oil service, exploration and production companies.

QHSE Modex is committed to running

its operations in accordance with strict health and safety regulations.

The Company’s goal is to create and maintain a safe and healthy work environment with the goal to eliminate all accidents, illnesses and injuries. Everyone is responsible for their own and each other’s safety. w w w. m o d e x e n e r g y. c o m

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Modex has found that promoting this sense of responsibility for one’s colleagues has proven to have far reaching positive results.

Modex is committed to operating a business which values international QHSE Management System Standards. Each Modex company is responsible for establishing its own objectives in order to live up to the Modex group’s overall policies, including implementation of initial and ongoing QHSE training for all employees. In addition, PPE is mandatory for all personnel (visitors

included) in any Modex workshop area.

Support Services and Maintenance Modex Energy offers fixed price rental programs which cover maintenance, refurbishment and regular servicing. One of the top factors that contribute to the Company’s growing business referrals is the Company’s strict adherence to ongoing compliance with regulatory codes and certifications.

Modex Energy Services’ clients

M o d e x E ne r g y Se r v i c e s

E ne r g y

gain a competitive advantage through their ability to rely on timely service from Modex.

These services include Maintenance and Repair Work, Inspections and Testing, Upgrades and Modifications and Refurbishing.

Modex’s service options include lifetime spare part support, ISO-connectors and hook up cables, provisions of personalized support and assistance with logistics. All of these service offerings combine to create a one-stop solution in this segment of the market.

Quality Policy Modex is dedicated to providing its customers with first-class quality in all their products.

Stringent quality controls are employed throughout production and all work is carried out under controlled procedures and protocols.

The Company cooperates closely with DNV and Lloyds Register for design and testing of their offshore products.

All work carried out by Modex is in accordance with recognized international standards and procedures. Modex acts on their diverse experience and consistently exercises a genuine passion to help their customers receive a quality system that is guaranteed to work within their individual requirements and specifications.

Company Information MODEX is a leading manufacturer and provider of DNV certified CCU’s, cabins and well service equipments for offshore oil & gas operations. The company’s offices in Norway Singapore, Indonesia, Brunei, Malaysia, Australia, UAE, Brazil – in addition to its manufacturing centre located near Shanghai, China — allows the company to service the global sales and rental markets efficiently and cost-effectively, while consistently delivering products of the highest North Sea standards.

The company was founded by Norwegian management with an average of 10 years experience in the container and module industry.

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Mammoet Australia perpetually pushing towards smarter and safer solutions

Mammoet faces the challenges of their industry head on with the power of their talented Human Capital.

Written by: Andrew Rossillo Produced by: Dan Story

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Ma m m o e t A u s t r a l ia

M

ammoet helps clients improve construction efficiency and optimize the uptime of plants and installations. For that purpose, the Company provides solutions for lifting, transporting, installing and decommissioning large and heavy structures.

“All our actions are focused on differentiating ourselves with Safety, Smart Solutions and Sustainability as the three pillars. ‘Building the foundations’ is a metaphor for the continuous efforts in reshaping the organization from an asset based company to a solution focused company with a strong asset base,” says the Company.

The Company’s services are focused on the petrochemical and mining industries, civil engineering, power generation and offshore projects. The logistic challenges in these industries are growing daily. For Mammoet, challenging factors such as remote locations, harsh climates and a strong emphasis on the environment are drivers that push them towards smarter and safer solutions. The most important driver, however, is time; uptime, turnaround time and time to market. The Company focuses on bringing

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Gantry lift

TRANSPORT FOR CONSTRUCTION, MINING, OIL AND GAS At Northlink Transport we pride ourselves on our integrity and guarantee to provide personalised, dependable service to our valued customers.

Northlink Transport is proud to partner with Mammoet.

Northlink Transport Services Provide the Following Services: General Freight Drop Deck Extendables with Ramps Hot Shots Heavy Haulage / Specialised Projects

Long/Short Term Hire of Water Carts, Trucks & Trailers Long/Short Term Hire of Materials Handling Equipment Secured Storage of Plant and Equipment Storage and Distribution

Northlink Transport Services WA Pty Ltd 5-7 Jade Street, Maddington WA 6109, Australia

14T Tilt Tray Oversize Escorts Door-to-Door Service Port Logistics

Ph: 08 9493 5005 Fax: 08 9493 5006 Email: admin@northlinktransport.com.au www.northlinktransport.com.au

Proudly WA Owned and Operated

deadlines forward through careful planning, innovative engineering and safe delivery.

Mammoetâ&#x20AC;&#x2122;s services in Engineered Heavy Lifting and Transport include: heavy lifting services, heavy transport services, plant turnaround / shutdown management, site-wide construction services, modular construction, factory-to-foundation / logistics, emergency response & wreck removal, decommissioning of onshore and offshore installations and trading in new and used equipment worldwide.

New Generation PTCs Mammoetâ&#x20AC;&#x2122;s investment in the new generation of PTC super heavy lift cranes, the most powerful cranes in the world, underline the direction in which Mammoet intends to grow. All cranes could be used directly after delivery and are meeting a definite demand. They are an illustration of solution-driven thinking and innovative leadership. The added value that Mammoet can offer as a specialist lies chiefly in the quality, effectiveness, 270

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efficiency and timely realization of its solutions.

Another in-house developed solution is the new MTC â&#x20AC;&#x201C; Mammoet terminal crane. The MTC 15 is a versatile, mobile and containerized loading and offloading crane that can easily be shipped to the most remote locations in the world. With its clever, yet simple ballast system and very low ground bearing pressure, the crane is able to turn any small port into a temporary heavy lift terminal.

Due to popular demand Mammoet is currently developing a skid track, making it possible to move the MTC15 parallel to the quay.

Solution-driven Organization To fulfill Mammoetâ&#x20AC;&#x2122;s vision of service excellence, thinking in terms of solutions is paramount. â&#x20AC;&#x153;Mammoet is steadily evolving into a knowledgedriven organization in combination with more efficient equipment sourcing.

MTC

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PTC lifting 1400mT amine absorber

B u s i ne s s Rev i ew A u s t r a l i a

This development was reinforced already in 2012 with the establishment of Mammoet Solutions, a separate autonomous engineering department that also works for external customers,” says the Company. Mammoet Solutions includes the Project Engineering division for complex jobs, an Innovation division to develop new concepts and a Fabrication division to develop and build new hardware.

It’s the People that Make Mammoet People make the difference in a solution-driven organization. “The quality of the people determines how the equipment is used and whether we can generate added value,” says the Company. Therefore Mammoet decided to place far greater emphasis on Human Resources and to symbolize that, they refer to the HR function as Human Capital. Mammoet has developed an intensive program to strengthen its Human Capital organization in all regions so that they can translate the company’s requirements into specific and effective recruitment, development and retention tools. Mammoet’s Human Capital aim is to contribute to the building of a global world class company that is capable of sustaining long-term profitable growth and creating an environment that attracts and develops the best and the brightest people. To develop the knowledge base further, Mammoet will continue to step up its investments in people in the years ahead.

Safe Solutions - SHE-Q Mammoet treats health and safety issues as integral aspects of its business processes and operations, incorporating the Safety, Health,

“All our actions are focused on differentiating ourselves with Safety, Smart Solutions and Sustainability as the three pillars. ‘Building the foundations’ is a metaphor for the continuous efforts in reshaping the organization from an asset based company to a solution focused company with a strong asset base.” w w w. m a m m o e t . c o m

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Mammoet Australia beats clock, transport liebherr

Piperack transportation, SPMT

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â&#x20AC;&#x153;Needless to say that our first pillar, safety, will remain our daily devotion and attention. We will make sure that all our employees are trained to the highest possible standards. This will ensure excellent execution of our work with a prime focus on safety, health and the environment.â&#x20AC;?

B u s i ne s s Rev i ew A u s t r a l i a

Environment and Quality (SHE-Q) Department throughout its growth. “Needless to say that our first pillar, safety, will remain our daily devotion and attention,” says Mammoet. “We will make sure that all our employees are trained to the highest possible standards. This will ensure excellent execution of our work with a prime focus on safety, health and the environment.”

Throughout the Company’s growth, the SHE-Q Department assisted in the development and implementation of the various safety programs and initiatives that are used today including a Safety, Health & Incident Management System (SHIMS). The system provides the best possible information about the causes and impact of incidents. Anyone in the company can use the system to submit proposals for improvement.

Consequently it benefits both the safety of Mammoet’s operational processes and the quality of its services. The system also increases the staff’s sense of involvement and responsibility and encourages them to play an active part in Mammoet’s safety and quality policy. As a result of this safety effort, both the severity and frequency of injuries has been reduced. In 2013 the TRCF*-VCA and the TRCF*-OSHA were 2.95 and 0.59 respectively in 2013, versus 3.65 and 0.73 in 2012. (*Total Recordable Case Frequency)

Company Information Industry

Logistics, Supply Chain, Construction e m p l o y ee s

4800 Hea d q u a r t e r s

Global: Utrecht, Netherlands.

Australia: Perth founded

1807 Key People/ Ti t l e s

Ben Schulte, Managing Director; Philia Lijdsman, Marketing, communication and business development Re v en u e :

$1.74 million products/ services

Solutions for lifting, transporting, installing and decommissioning large and heavy structures

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