BUSINESS EXCELLENCE Issue 5 | www.bus-ex.com
EUROPE EDITION Madrid Metro
100 years as the arteries of Spain’s capital city It’s nearly impossible to imagine the impact that Metro Madrid had on residents
FEATURING: Scottish Water Mina Cobre Las Cruces Prague Airport
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THE TEAM RESEARCH Eurides Lopes e.lopes@bus-ex.com Fernando Ruiz f.ruiz@bus-ex.com Joseph Philips j.philips@bus-ex.com
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CONTENTS
COVER STORY
48 Madrid Metro
100 years as the arteries of Spain’s capital city It’s nearly impossible to imagine the impact that Metro Madrid had on residents of Spain’s capital city when it first arrived one hundred years ago in 1919.
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BE EUROPE [ ISSUE NO.5 ] 6
Mercadona:
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Mina Cobre Las Cruces:
Leading Spain’s Mining Turnaround Andalusia, a region in southern Spain, has a longer heritage than most in mining. As far back as about 3,500 BC, locals were mining copper in the area.
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Retail Excellence on the Iberian Coast Anyone that has ever gone grocery shopping in Spain will know that it’s a food lover’s paradise.
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The backbone of Portugal How Portugal has been investing in long-term infrastructure for as long as the records go back.
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Scottish Water:
Leading Scotland’s H2O evolution In the build up to Scotland’s Independence Referendum in 2014, one thing that the pro-independence side were keen to emphasize was the strength of Scotland’s institutions.
Prague Airport:
Aiming for the skies in Central Europe Only a handful of cities in the world can claim a history as rich and diverse as that of Prague.
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NTA Israel:
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Aeroporti di Roma
A.R.M.
Maintaining Madeira for over a Decade Madeira, the island off Portugal, is regularly voted the best island destination in the world.
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Infraestruturas de Portugal
Tel Aviv’s Transport Dream is Finally Being Realized Tel Aviv is not only Israel’s second city by population and its business capital, it is also globally recognized as one of the world’s most innovative startup hubs.
Made in Italy It is only fitting that Italy’s largest airport is named Leonardo da Vinci Airport, after the man who designed the first helicopter and flying machine in 1480.
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RETAIL
EXCELLENCE ON THE
THE IBERIAN COAST Mercadona Anyone that has ever gone grocery shopping in Spain will know that it’s a food lover’s paradise. RESEARCH BY
Fernando Ruiz
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First Mercadona’s supermarket in Portugal, Canidelo
A
nyone that has ever gone grocery shopping in Spain will know that it’s a food lover’s paradise. Everywhere you turn, there’s something to make the mouth water – the freshest fruit and vegetables, artisan breads, serrano ham, a Rioja red wine. Mercadona, the Spanish food retailer formed founded over 40 years ago, is one such culinary experience. Mercadona now finds itself at an interesting period in its history: it opened its first stores in neighbouring Portugal in July
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2019 and plans to have 10 stores by the end of the year. Could this mark the beginning of a wider internationalization for Spain’s favourite retailer? We were able to catch up with Mercadona Director of Communications, Mr. Toni Martinez and learn more about the company and what underpins its phenomenal growth.
History In 2019, an estimated 5.3 million families pass through the doors of Mercadona every
MERCADONA
“Mercadona decided to implant its SPB business strategy, moving from offers to Always Low Prices”
day, but as recently as the 1970s, it was just a small provincial chain. As Mr, Martinez explains: “Mercadona’s activity started within the Cárnicas Roig group in 1977, through the marriage between Francisco Roig Ballester and Trinidad Alfonso Mocholí, the parents of the current company president, Juan Roig.” The next generation of the family that took over in 1981, which included Mr. Roig, his wife and siblings, effectively formed the management team which gave the company a springboard for growth over the years
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that followed. In 1990, Juan Roig and his wife acquired shares from his sisters, to take control of 80% of the business in time and begin what Mr, Martinez calls “the disruptive model employed by Mercadona.” Mr, Martinez says: “Mercadona decided to implant its SPB business strategy, moving from offers to Always Low Prices. That was how it evolved from using a Traditional Management Model to the Total Quality Model. This disruptive cultural change is completed with the decision to move from the traditional Distributor Model to Totaler, which puts customers at the forefront of the company’s decisions.”
One of the highlights of this plan was to refer to the customer as ‘the boss.’ Reflecting the company’s attitude to every single person that walks through the door of a Mercadona store. This commitment to its “bosses” led Mercadona to 1,636 supermarkets at the end of 2018, 87,000 employees and 15.3% market share of the organized distribution sector in Spain.
87,000 customer-centric employees It’s a management cliché to say that a company’s people are its strength, but Mercadona proves the dictum. Mr,
“This commitment led Mercadona to 1,636 supermarkets at the end of 2018, 87,000 employees and 15.3% market share of the organized distribution sector in Spain”
Francisco, ham slicer in the Santo Ángel supermarket in Murcia
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MERCADONA
Almudena, ‘Boss’ of the supermarket on calle Ayala in Madrid, in the bakery section
Martinez says: “The pillar This is backed up by statistics Did you know? such as €70 million – an average on which the relationship of €815 per person - spent on model of Mercadona with its training in 2018, 860 people employees is based rests on The pillar on which moving up the career ladder the notion of who keeps “The the relationship through promotion in the Boss” (customer) happy and model of company and near gender parity must also be looked after. Mercadona with (47% women) in management Stability, training, promotion, its employees is positions. The company also equal opportunities or the based rests on p rov i d e s b e s t- i n - m a r ket opportunity to reconcile family the notion of who maternity leave, educational and work life are part of the keeps “The Boss” centres for its employees children company’s corporate culture.” (customer) happy and share options programs to He continues: “Therefore, and must also be improve employee morale. all company employees have looked after a stable and quality job since Innovation 1999, the year when the process of making all staff members through collaboration It’s easy to think of modern online retailers as permanent (which began in 1995) was the future of retail but much of the innovation completed. On the other hand, the salaries in retail is coming from firms like Mercadona offered by the company are above the – companies with a history in retail that industry average; and since 1997, the principle allows them to understand customers based of equity of “equal responsibility, equal pay” on face-to-face interaction rather than just is applied transversally.”
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anonymous online transactions. It has 19 co-innovation centres in which more than 100 specialists held 9,000 sessions last year, for example. Mr, Martinez says: “our Innovation Model is based on four concepts: innovations are developed only if they add value for “the boss”; product innovation: in 2018, the company launched 300 new products with an 82% success rate; process innovation: improvements in manufacturing processes, logistics systems and stock management; and finally, technological innovation.” This culture creates opportunity in the burgeoning e-commerce sector for Mercadona. Mr, Martinez says: “We have a new online store. A mobile application, two online Hive warehouses (located in Valencia and Barcelona), and vehicles with 3 different temperatures to make deliveries. This has meant a great mental change and we’re really happy with the evolution of Mercadona Online.”
Supermarkets becoming Super Sustainable
Totaler Supplier Girona Fruits SCCL harvesting Fuji Apples in Bordils, Girona
As one might expect from a company that looks after its customers and employees as well as Mercadona, it has implemented a broad range of CSR and sustainability initiatives which it continues to expand on. Mr, Martinez tells us: “At Mercadona, we are convinced that the best way to contribute to the development of society is to share the wealth we generate. For this purpose, we deploy numerous initiatives in logistics optimization, energy savings, waste management and animal welfare and sustainable fishing.”
“At Mercadona, we are convinced that the best way to contribute to the development of society is to share the wealth we generate” 12
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MERCADONA
New Mercadona plastic bag recycled up to 50-70%�
“The New Efficient Store Model saves up to 40% of energy compared to a conventional store”
In logistics optimization, Mr, Martinez says: “In 2017, Mercadona began to incorporate into its fleet lorries powered by liquefied gas that emit 40% less per litre of fuel and reduce particle emission 10 times. At the end of 2018, the company had 54 lorries powered by liquefied natural gas and the number is expected to increase considerably in the coming years.” Electric vans and diesel hybrids are also the norm for home deliveries, reducing the company’s carbon footprint.
He continues: “The New Efficient Store Model saves up to 40% of energy compared to a conventional store and Mercadona has a monitoring system that measures electricity and water consumption in real time. With this information, the company can adjust store processes and make better use of resources.” And of course, it contributes to better waste management, where for years, company has been committed for years to the circular economy amongst its suppliers.
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Did you know?
Luis, employee of the Totaler supplier Escurís in the bateas de Riveira, A Coruña
Mercadona also collaborates with dozens of food banks and charity canteens around Spain, to which it donated 8,300 tons of food in 2018. Its collaboration also extends to 33 fo u n d ati o n s and tra in in g ce ntre s , which provide the original trencadís murals that decorate the fishmonger and butchery sections of its supermarkets.
“The Total Quality Management (TQM) system which has been implemented at Mercadona clearly pervades every part of the organization” In April 2019, the company completed the phasing out of single-use plastic bags in all its stores, offering three options to customers to carry their purchase: the raffia bag, the cardboard bag and plastic bags recycled up to 50-70% Elsewhere, microplastics have been removed from all cosmetic and personal care products; and tests are being carried out in some stores to incorporate compostable bags and reusable bags in the fruit and vegetables section. Mercadona also collaborates with dozens of food banks and charity canteens around Spain, to which it donated 8,300 tons of food in 2018. Its collaboration also extends to 33 foundations and training centres,
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which provide the original trencadís murals that decorate the fishmonger and butchery sections of its supermarkets. More than 1,000 people with disabilities participate in their construction. Finally, Mercadona has built vertical gardens and landscaped roofs in some supermarkets that improve the integration of the stores in their environment.
Far more than a Market The Total Quality Management (TQM) system which has been implemented at Mercadona clearly pervades every part of the organization. This is illustrated maybe best of all by the reluctance of Mr, Martinez
MERCADONA
Green roof of the calle Ayala supermarket in Madrid
“The company has had to reinvent itself many times in order to become the Mercadona it is today” to accept praise for what it has achieved, telling Business Excellence: “We have much to improve on in order to be more and more socially responsible.” It’s that commitment to improve which has made Mercadona. Mr, Martinez says: “The company has had to reinvent itself many times in order to become the Mercadona it is today. That’s why at Mercadona we say that “change is the most constant thing”. Currently, we are in a process of transforming the company. In the next five years we will invest 10 billion euro to transform Mercadona.” Among other things, the transformation will involve adapting all of its supermarkets
to the New Efficient Store Model, expand and automate the logistics blocks to eliminate employee overexertion. digital transformation, enhance sustainability, and of course, develop in Portugal, where it hopes to open 150 stores within 7-8 years. Mercadona is truly more than just a market. MERCADONA
900 500 103 info@mercadona.es @Mercadona www.mercadona.es
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Mina Cobre
LEADING SPAIN’S MI
Andalusia, a region in southern Spain, ha As far back as about 3,500 BC, loca RESEARCH BY
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Fe
e Las Cruces
INING TURNAROUND
as a longer heritage than most in mining. als were mining copper in the area.
ernando Ruiz BUSINESS EXCELLENCE [ ISSUE NO.5 ]
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Open pit panoramic
A
ndalusia, a region in southern Spain, has a longer heritage than most in mining. As far back as about 3,500 BC, locals were mining copper in the area. Records show that when the Phonecians arrived in Spain in about 1,100 BC, they were taken aback by the abundance of copper that existed in Andalusia. When the Romans arrived, they dug mines as deep as 200 metres to exploit the area’s mineral riches. The mining continues in the region through to the modern day with Mina Cobre Las Cruces, a mining-hydrometallurgical complex located in the municipalities of Gerena, Salteras and
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Guillena in Seville province. Cobre Las Cruces, owned by the Canadian mining firm First Quantum Minerals, is considered a benchmark for international mining today, most notably because its operates an open pit mine on the same site as a hydrometallurgical copper process plant. In 2019, the mine commemorates 10 years of copper production, as well as 25 years since the discovery of its rich copper deposit in 1994. In a recent conversation with the mine’s CEO, Juan Pedro Soler, he told us: “An anniversary like this is always a time to look back and see how far we have come but also
MINA COBRE LAS CRUCES
“An anniversary like this is always a time to look back and see how far we have come but also an opportunity to look to the future”
an opportunity to look to the future, to face the new projects and challenges ahead with optimism and confidence.” The new Las Cruces future project is called PMR (Poly Metallurgical Refinery), with which CLC intends to extend the activity for at least 15 years. A highly innovative project in terms of technology that can open up a new horizon for the mining sector.
Key dates, figures and characteristics Exploration on the area surrounding Cobre Las Cruces began in 1992, but production only began in 2009, giving some idea of the
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Celebrating 60 years as pioneers in the industry Operating in: Sevilla / Jerez / Huelva / Algeciras Almendralejo / Málaga / Granada
Tel: 955 634 500 www.gruaslozano.com Mobile cranes • Mobile lifting platforms for personnel • Special transports
GRUAS LOZANO Gruas Lozano is accompanying to Cobre Las Cruces in its productive development during the last years as one of it main suppliers, covering its needs in all lifting services, cranes, lifting platforms and transport. The effort is focus to achieve greater efficiency and reliability, and it is given as a result an optimal work system in production, based on trust, human capital professionality as well as the effective performance and above all safe of all of us who work there. Our staff perfectly knows the CLC facilities, their production process, the main maintenance tasks and their particular management and organization system. As a client, CLC demand a high commitment level with continuous training and the compliance with its strict regulations which has motivated us to
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go one step further towards business excellence and safety at work. Most of the experiences that we accumulate and the policies adopted in our relationship, are leaving an unmistakable footprint in the way that our productive activity in general is currently developed. In Gruas Lozano we are convinced that an increase in quality always brings a business improvement in all aspects. www.gruaslozano.com
MINA COBRE LAS CRUCES
GRUAS LOZANO
Plant 2 (Electrowinning)
“In 2018 alone, its output was 70,738 tonnes with a turnover of €398 million”
scale of work involved in bringing the mine to reality. Not to mention investment: Mr. Soler says: “The private investment is one of the largest – almost €1,100 Million to date– made in the last 30 year in Andalusia and it is also the largest international capital investment in a single project in the province of Seville.” Cobre Las Cruces’ statistics provide justification for the scale of this investment; in 2018 alone, its output was 70,738 tonnes with a turnover of €398 million. In the ten years since it began production, its accumulated output has been over 586,000 tonnes of metal and nearly 11 million copper cathodes (sheets of 1m2). To give context to these figures, Mr. Soler says: “Lined up, these sheets would allow walking the distance between Andalusia and Beijing by walking on a path made of copper.”
However, perhaps the distinguishing features of Cobre Las Cruces are qualitative rather than quantitative. As Mr. Soler points out: “One of the main characteristics of the mine is its high grade (the percentage of copper per tonne of mineral) of between 5 and 6%. The average in the international copper mining sector does not go above 1%.” Another qualitative feature, Mr. Soler notes, is the hydrometallurgical plant, which he calls: “the heart and key component of the complex.” The only plant of its kind in Europe, it has the ability to convert ore into sheets of copper using a process that has technical, economic and environmental benefits and indeed is considered by the international mining industry as clean technology for obtaining copper.
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www.outotec.com
OUTOTEC For nearly 20 years, First Quantum Minerals – Mina Cobre Las Cruces (CLC) and Outotec have had a strong and productive partnership. Early in the planning stages of the mine, Outotec played an integral role in developing an innovative flowsheet design, producing tailormade technology solutions, and providing equipment for CLC based on comprehensive laboratory testwork. The plant design incorporates an optimized atmospheric leaching process enabling copper to be extracted using hydrometallurgical processes that are cleaner than conventional processing methods. In recent years, both CLC and Outotec have participated as research partners in the EU project, INTMET, to develop a bulk concentrate product using flotation as well as an integrative leaching process which allows for efficient metals recovery from low-grade, complex
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polymetallic ores. Successful laboratory-scale flotation testwork resulted in high recoveries of Pb, Cu, and Zn within one bulk concentrate. Going forward, CLC and Outotec have been developing suitable beneficiation processes to treat primary sulfide resources found at the mine. This comprehensive testwork includes comminution and flotation testwork, as well as plant-scale simulation using Outotec’s HSC Chemistry simulation software. From mine development continuing to planned expansion stages, CLC and Outotec continue to successfully develop innovative metal extraction solutions together. www.outotec.com
MINA COBRE LAS CRUCES
GRUAS LOZANO
“The use of transfer mining permits the open pit to be progressively restored from year 9 and the waste dumps to be replanted from day one” The copper cathodes produced by Cobre Las Cruces have been classed by the London Metal Exchange as grade A with 99.999% pure copper. While this level of purity is remarkable in the industry, even more remarkable is the time it takes to produce - Mr. Soler tells us that the process from mine to metal takes a mere 8 days. This level of efficiency is partly due to the plant’s use of hydrometallurgy rather than pyrometallurgy, eliminating the need to transport ore to offsite smelters and prevening, in turn, SO2 emissions.
Environmental Responsibility The point about SO2 emissions is just one of the innovations that underpin the success of Cobre Las Cruces. From the outset, it has emphasized the importance of conducting its
business in an environmentally progressive manner. For example, Mr. Soler says: “The use of transfer mining permits the open pit to be progressively restored from year 9 and the waste dumps to be replanted from day one. Productive use of the land for agricultural, forestry and social purposes has also been promoted after completion of the mining activity.” The plant also innovates in water management, he tells us: “we manage several types of water and effluents. On the one hand, there is the treated urban wastewater pumped from the San Jeronimo sewage plant in Seville. In this case, a purification technology is used that enables major savings in water and recycling of this resource for industrial usage. On the other hand is the preservation, in quality and quantity, of the Niebla-Posadas
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aquifer that flows over the mineral deposit, guaranteed by means of the DewateringReinjection System (DRS).”
Socioeconomic Impact
Control Room
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In an area where the path to employment was often agriculture or tourism, Cobre Las Cruces has generated new forms of opportunities for the likes of engineers, scientists and technicians. Mr. Soler says that it employs around 800 full-time employees and estimates that around 1,500 jobs are generated indirectly by the plant’s activities. Mr. Soler says: “more than 40% of these employees are from neighbouring municipalities.” The emergence of a landmark project like Cobre Las Cruces has also had the effect of breathing new life into the mining industry in general. Mr. Soler says: “We have contributed to the revival of a strategic industrial sector in Andalusia and for the renovation of the image of mining. This is due to the solutions CLC apply to sensitive issues such as waste treatment, water resource management and progressive restoration.” In total, he estimates that more than 11,000 people are employed across Andalusia now in the mining sector. Elsewhere, the creation of the Cobre Las Cruces Foundation in October 2010 was a decisive boost to involving the company in socioeconomic, cultural, sports participation and environmental actions. To date, the Cobre Las Cruces Foundation’s social investment has been more than 9 million euros. More than 20,000 people have benefited from
“Cobre Las Cruces has a broad portfolio of 88 regular suppliers and contractors”
MINA COBRE LAS CRUCES
only about 5% of the company’s partners and suppliers are foreign. Notable among its partners To date, the are Maxam and Flomay Quimica, Cobre Las Cruces two Spanish chemical industrial Foundation’s firms, Outotec, a Finnish mining social investment technology firm, Gruas Lozano, a has been more local firm specializing in mining than 9 million transport and logistics, Cauchos euros. More than San Diego, a local firm which Partners and Suppliers 20,000 people installed many of the rubber Where partners and suppliers have benefited belts used in the mines, Air are concerned, Mr. Soler notes: from the activities Liquide, a French specialist in “Cobre Las Cruces has a broad promoted by the providing gases to underground portfolio of 88 regular suppliers Foundation. mine operations and finally, and contractors. Each month, EPSA International, the Spanish more than 450 workers from construction conglomerate. these companies pass through Finally, a project of this scale almost CLC’s doors to work on the mining complex, always involves some local government primarily in industrial, energy and service interaction. Of this, Mr. Soler says: “The functions. Half of these companies come from support provided by the Andalusian the area closest to Las Cruces, the province of government to metal mining together with Seville and neighboring municipalities.” In fact, the activities promoted by the Foundation. Among its principal achievements have been the Municipal Development Plan, the CLC Development Plan for training of unemployed people and the “Five Nines” Award to the best local entrepreneurial project in the region.
Did you know?
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CLC Plant
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MINA COBRE LAS CRUCES
“For a country which once lagged behind others in mining innovation, Spain is now a world leader.” the latest technological innovations will confirm and consolidate Andalusia as an international leader in the sector.”
Onwards and Upwards Cobre Las Cruces is in the final stage of its exploitation, with mining activity expected to end in the third quarter of 2020, but this doesn’t spell the end - just a new chapter. Lying underneath are secondary sulphides currently being mined are additional mineral resources of Primary Polymetallic Sulphides containing copper, zinc, lead and silver, opening an avenue for a new generation of mining in the region. Cobre Las Cruces has a project to extend the life of the mine by 10-15 years, called PMR (Polymetallurgical Refinery) and will represent an investment of more than €400 million. The project is based on the most advanced technological concept known, called “From Mine to Metal”. In this sense, it would be a metallurgical refinery of new design, pioneering and unique in the world. Today there is no other industrial plant on a global level that has these capabilities. This project is also strategic for the entire Pyrite Belt, as the technology developed at Las Cruces has the capacity to be replicable anywhere in the Pyrite Belt or even in other locations with similar mineral resources. Given the versatility of the new hydrometallurgical plant, it would be possible to prolong its life indefinitely by feeding it with mineral or concentrates from other mines. In this way, the PMR project would not only shape the future of CLC, but could also open up a new development horizon for the mining sector as a whole.
The project is currently in the phase of obtaining permits from the administrations and represents a unique innovation in the field of mining: a new technology capable of exploiting a type of polymetallic mineral very abundant in the south of the Iberian Peninsula (the Pyrite Belt) but which until now was not profitable to treat due to its technical complexity. The technologies at the new project will increase metal recovery, reduce energy, emissions, water and raw material consumption and optimize waste management. For a country which once lagged behind others in mining innovation, Spain is now a world leader. Cobre Las Cruces in the southern part of the country, is leading the charge in that turnaround. MINA COBRE LAS CRUCES
955 657 950 comunicacionclc@fqml.com @cobrelascruces www.cobrelascruces.com
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Scottish
LEADING SCOTLAND
In the build up to Scotland’s Independence Referen side were keen to emphasize was the RESEARCH BY
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h Water
D’S H2O EVOLUTION
ndum in 2014, one thing that the pro-independence e strength of Scotland’s institutions. Abi Abagun
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n the build up to Scotland’s Independence Referendum in 2014, one thing that the pro-independence side were keen to emphasize was the strength of Scotland’s institutions. These institutions, they argued, would allow Scotland to thrive outside of a Union. One such institution is Scottish Water. Scottish Water is a statutory corporation (100% owned by the Scottish Government) which was founded in 2002 by a merger of the East of Scotland Water Authority, the West of Scotland Water Authority and the North of Scotland Water Authority under the Water Industry (Scotland) Act of 2002.
I
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The company provides vital water and waste water services to around 2.5 million Scottish households and over 150,000 businesses across the country. Among other important tasks, this involves removing close to 1 billion litres of waste water from the system on a daily basis, which it treats before returning it to the environment. In 2015/16, the vast majority (73%) of Scottish Water’s £1.12 billion turnover came from households, with the remaining income coming from wholesale (24%) and other segments (3%). With a surplus of £84.8 million this year alone, the company is able
SCOTTISH WATER
to continuously reinvest and improve the water network, maintaining the company’s outstanding quality of service.
Performance Environment What becomes clear when reading the Annual Report of Scottish Water is the sheer importance that it attaches to water in every regard. Although this may come across as an obvious statement, it is the extent to which it is true which is so impressive. For example, in 2015, the company carried out more than 311,000 quality checks on Scotland’s water – more than 850 checks a day.
In the same year, reported leakages were reduced by over 44 million litres of water. Since its foundation in 2002, the company has invested over £1 billion in environmental quality measures, and intends to invest a further £340 million in the coming five years. It’s a significant investment which should bring the company’s infrastructure to an unprecedented level, improving the services offered for customers. As company CEO Douglas Millican says: “Scottish Water is investing £340 million in this regulatory period (2015-21) to improve drinking water quality. We want to ensure that
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Community relations
all our customers enjoy the look and taste of their tap water. We also want to build resilience and better reliability into our service.”
World leader in modular space and secure storage solutions. Hire or buy.
www.elliottuk.com
0800 454 962
Branches throughout the UK
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Stellar CSR Performance Monopolies are sometimes perceived as being bad for society, but as we’ve seen in the past, as long as a company has good governance, there’s every reason to believe that a monopoly can be of greater benefit to society than the sum of its parts. Scottish Water’s status as a statutory company means that this very much the case, with Scotland’s people reaping the rewards of the company’s strength. In 2015, Scottish Water was named as the Best Large Employer in Scotland at the Business Insider awards, a testament to the satisfaction of all of its 3,800 employees based in Scotland, Australia, Qatar and Canada. These employees benefit from an employee package which the company is always looking to improve, and recently included the GREAT scheme, a leadership program for employees
SCOTTISH WATER
CEO Douglas Millican
“Scottish Water was named as the Best Large Employer in Scotland at the Business Insider awards, a testament to the satisfaction of all of its 3,800 employees”
which helped them develop their leadership and management skills. Outside of the company’s internal structures, Scottish Water also looks to engage the community at large. Its H2O Program works with football clubs and the schools in their areas (number over 1,000 in total) to educate and inform children about the importance of water and its conservation. The company has also teamed up with Triathlon Scotland to inform everyone about the importance of water safety. Elsewhere, the company’s volunteering program goes from strength to strength. Since
launching in 2011, more than 3,000 employees have devoted in excess of 20,000 hours to worthy causes. The company gives each employee 2 paid days a year for voluntary works focused on education, the environment and local communities. In 2015, it introduced skills-based volunteering, whereby employees are encouraged to leverage their commercial skills to benefit good causes. Finally, Scottish Water is also the main contributor to WaterAid Scotland – its “charity of choice.” WaterAid Scotland works with some of the poorest communities in Africa, Asia and the Pacific Region to deliver clean
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Did you know? Since
launching
the
company’s volunteering program
2011,
more
than 3,000 employees have devoted in excess of
20,000
worthy company
hours
to
causes.
The
gives
each
employee 2 paid days a year for voluntary works focused on education, the environment and local communities. In 2015, it introduced skillsbased
volunteering,
whereby employees are encouraged to leverage their commercial skills to benefit good causes.
“It is good news that water quality is at its highest level but we will continue to look at how we can improve our service even further” water and toilets, promote good hygiene and campaign for change. The importance of these efforts cannot be understated at a time when more children in the world die from diarrhea brought on by dirty water than any other cause.
Partners and Contracts Although the management of a country’s water infrastructure creates conditions ideal for a natural monopoly, Scottish Water can draw on the resources of several partners to generate greater efficiencies of scale. On
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the £3.5bn rural framework plan, it signed contracts with 58 separate companies to deliver the project on time and under budget. Each and every one of these companies was a Scottish SME, in turn generating employment in the country. As Geoff Aitkenhead of Scottish Water explained: “The vast majority of these small- to medium-sized firms have bases or locations in and around communities. This will provide us with vital local knowledge with skills honed and retained in the community.” It’s not just SMEs which help Scottish Water in successfully delivering its mandate, either.
SCOTTISH WATER
Larger firms like Morrisson Construction, Fastflow Pipeline Services Ltd, Dustacco Engineering, Id Systems UK Ltd and Coffey Construction Ltd typically help Scottish Water on a range of technical, engineering and maintenance projects. For example, of these firms, Morrison Construction, Coffey Construction and Fastflow Pipeline Services Ltd were involved in the quality and standards IV (Q&SIV) programme, upgrading the drinking water network assets, for the regulatory period 2015-2021 in the centre and North East of Scotland. Other contractors play a part too as new project arise.
that the company is well-positioned to make. As CEO Douglas Millican states: “Our success depends totally on knowing what matters to our customers…It is good news that water quality is at its highest level but we will continue to look at how we can improve our service even further and ensure every one of our customers enjoys the highest quality drinking water available in Scotland.” Whether inside or outside the United Kingdom, Scotland’s people can be assured of at least one thing: their water is in good hands.
SCOTTISH WATER
A sustainable future Few companies could claim to have made the progress that Scottish Water has in less than fifteen years. However, rising sea levels and the reality of climate change will continue to force the company to change. It’s a journey
0800 0778 778 help@scottishwater.co.uk @scottish_water www.scottishwater.co.uk
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MAINTAINING MADEIRA FOR OVER A DECADE A.R.M. Madeira, the island off Portugal, is regularly voted the best island destination in the world. Home to just a quarter of a million people, the island’s population soars each year as over one million people come from around the world to enjoy its unique mountainous geography RESEARCH BY
Eurides Lopes
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A.R.M.
adeira, the island off Portugal, is regularly voted the best island destination in the world. Home to just a quarter of a million people, the island’s population soars each year as over one million people come from around the world to enjoy its unique mountainous geography. In doing so, they generate huge pressure on the island’s infrastructure, not least its water, sanitation and waste disposal infrastructure, most of which are catered for by A.R.M. In 2019, the company celebrates its tenth anniversary, having been founded in 2009, after a restructuring, at a time when Portugal was undergoing one of its most difficult periods in recent history. As Portugal come out of that period even stronger, A.R.M is one of the poster
M
water based on supply and demand and which allowed the authorities to visualize, in real time, water levels, its quality and its consumption, bringing the system to a level considered state-of-the-art for its time. In 2000, the organization transformed into the IGA - Investimentos e Gestão da Água, SA (Water Investment and Management, Inc), with the same mandate as before but increased responsibility in the areas of drainage and urban waste water treatment. This trend of adding increased responsibilities to the mandate of the organization continued until 2009, when the firm that we now know as A.R.M was founded. By 2014, the process of integrating various government-owned water-related subsidies
“By 2014, the process of integrating various government-owned water-related subsidies on the island into A.R.M. was completed” children of the country’s recent recovery. There’s never a bad time to drop in on Madeira, so we decided that the 10th anniversary celebrations of A.R.M. was the only excuse required.
History and Background The story of A.R.M. goes back to 1991, when the Institute of Water Planning was founded for the island of Madeira with the aim of planning, coordinating and managing the water infrastructure required on the island. In its first decade, the Institute made good progress in developing a set of standards for water on Madeira and putting in place everything needed to achieve that standard. Until that time, Madeira had gotten by with a largely antiquated sanitation system, which served its purpose but needed modernizing. The Institute of Water Planning took on this task, putting in place a system for pricing
on the island into A.R.M. was completed. These include the likes of IGA, IGSERV, IGH and Valor Ambiente, various legacy businesses which took care of areas such as sanitation, the environment and water management, employing a total of 700 people. From 2014 onward, everything would be managed under the name of A.R.M., which streamlined management and processes at the company to cater for the evolution. Now, everything water and waste-related would be taken care of under one umbrella.
Vital Statistics Despite a relatively steady permanent population on the island of Madeira, its tourist population grows year on year, creating an additional strain on the water and waste infrastructure. Nevertheless, the figures which A.R.M makes public on its own
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Colilert®-18
for rapid E.coli and coliform testing is now compliant with the new ISO 11133:2014 standard. The Colilert®‐18 test became the ISO 9308‐2 standard for the detection of E.coli and total coliforms in water in 2012, and later as EN ISO 9308‐2 in 2014.
Also available Enterolert-DW®
Accurately detects enterococci in drinking water in 24 hours. Enterolert-DW delivers confidence in enterococci detection: • More accurate and specific compared to ISO 7899-2 • Confirmed enteroccoci results in 24 hours • Same easy-to-use platform as Colilert*-18 Now DWI Approved Distributed by: TECHNOPATH | Unit 1D Fort Henry Business Park, Ballina, Co. Tipperary V94W967, Ireland IRL TEL: (0)61 338544 | UK TEL: (0)28 30833808 Email: info@techno-path.com | Web: www.techno-path.com
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A.R.M.
“The volume of water supplied by A.R.M. to municipal reservoirs exceeded 58 million liters of clean water which would fill about 22,000 Olympic pools” performance, both in terms of drinkable water output, wastewater management and waste treatment, suggest that the company is going above and beyond its remit. For example, in 2018, the volume of water supplied by A.R.M. to municipal reservoirs exceeded 58 million liters of clean water which would fill about 22,000 Olympic pools. In the case of Porto Santo - the smaller of Madeira’s two main islands – the output to the public remained more or less steady at 1.1 billion litres of drinkable water.
During 2018 A.R.M. received approximately 119,178 tons of municipal solid waste for incineration treatment at the Solid Waste Treatment Plant Incineration Facility, which allowed the production of 46.6 GWh of renewable electricity. Of this energy, part is used in the self-consumption of the Solid Waste Treatment Plant, while the rest, about 75%, is directed to the public distribution network, which in enouht to care for the needs of about 38,000 inhabitants, representing circa 15% of the population of the Region.
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In 2018 ARM sent a total of 13,715 tons of waste (4,400 tons of paper, 5,900 tons of glass and 1,600 tons of plastic and metal, among others) for recycling or other recovery mechanisms, which represents an increase of 4,5% compared to the year 2017. In terms of wastewater management, in the year 2018 A.R.M had, under its management, 324 km of wastewater pipes. In the island of Porto Santo, all the wastewater collected is treated and reused for the irrigation of the local golf course.
Environmental Commitment The statistics about the amount of waste sent for recycling in 2018 underline the work that A.R.M. does in the environment at large. For the past few years, the company has run a campaign under the slogan, “Reciclar faz bem ao Planeta� (Recycling is good for the
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Environment). This promotional campaign has the objective of raising awareness for people across both islands of Madeira about the importance of disposing of waste responsibly. This campaign may well have contributed in some part to a 5% increase in requests from residents in Madeira to collect their waste over the past 12 months. A.R.M, like many companies in its position, has committed to supplying more and more recyclable materials bins for the neighborhoods around Madeira to ensure that the message about responsible waste disposal finds its intended target. Environmental Commitment As one might expect, on a small island on the very periphery of Europe, there aren’t many large international companies to call on. No matter - there are a host of local and national firms operating in the same space as A.R.M. - all of them private enterprises
A.R.M.
which employ locally - which it can call on to deliver its services. They include a range of engineering, consulting and environmental waste experts. In engineering, they include NRV Madeira, Consultores de Engenharia, S. A., R. Pereira — Estudos e Projetos de Engenharia, Lda and Socicorreia — Engenharia, S. A.; Opertrans – Equipamentos, Lda and Hidromadeira — Hidráulica e Materiais de Construção, SA provide the waste disposal vehicles that A.R.M disperses around the islands. Elsewhere. A.T.M. — Assistência Total em Manutenção, S. A. assists in the day-today operations of maintaining various parts of Madeira that falls on A.R.M., Lusical — Companhia Lusitana de Cal, SA and Sapec Química, S. A. provide chemicals that are uses in the operation of A.R.M. facilities, mainly its incineration, ensuring that the air and water used is returned to the environment in sustainable and healthy conditions.
A Clean Island Destination Madeira was named the best island destination in the world in 2019 for the second year running. Many of the people that voted cited its crystal blue waters among their motives. Those crystal blue waters don’t just happen when the island is full of tourist visitors. Rather, they’re the product of lots of hard work behind the scenes in cleaning, sanitation, waste disposal and environmental protection - all the tasks of A.R.M - which has been keeping Madeira clean for a decade now. Here’s to many more years with them working behind the scenes. A.R.M.
(+351) 291 201020 geral@aguasdamadeira.pt @aguasdamadeira www.aguasdamadeira.pt
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100 YEARS AS THE ARTERIES OF SPAIN’S CAPITAL CITY Madrid Metro It’s nearly impossible to imagine the impact that Metro Madrid had on residents of Spain’s capital city when it first arrived one hundred years ago in 1919. RESEARCH BY
Fernando Ruiz
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MADRID METRO
t’s nearly impossible to imagine the impact that Metro Madrid had on residents of Spain’s capital city when it first arrived one hundred years ago in 1919. The city’s overground tram system had been in operation for nearly 50 years, having opened in 1872, but the metro was truly a game-changer. The route between the stations Sol and Cuatro Caminos on tram had previously taken more than half an hour; now it is a 10-minute journey. From then until now, Metro Madrid has grown in line with the city. From one short line in its year of construction to a total of 13 (and one branch line) today. Whereas in 1919, the world was about to be transformed by the automobile (less than 5,000 cars were sold in Spain in 1919, compared to over 1.5 million
I
decree was signed by King Alfonso XIII for beginning work on an underground system for Madrid. The metro was funded through a combination of corporate funds (50%), the public (40%) and the Spanish royal family (10%). Its first line, which was just under three and a half kilometres and eight different stops, was delivered on time and on budget in October 1919 - a truly remarkable turnaround time for such an ambitious project. On its delivery, the Spanish king said it was “a miracle.” Evidently, public enthusiasm reflected that of the king. In the metro’s first month, an average of over 40,000 people used it every day. An inevitable consequence of the metro’s popularity was that new lines quickly followed. Within two years, line 1 had been extended
“Metro Madrid was first conceived in the second decade of the 20th century, at a very challenging time across Europe” in 2018), in 2019 we may be reaching the end of cares as we know them. Not so for the metro, this becomes increasingly important and relevant. In this article, we look at some of the highlights of Metro Madrid’s history that brought it to 100 years old, and one of the world’s largest and most well-regarded metro underground systems.
The World’s First Electric Underground System Metro Madrid was first conceived in the second decade of the 20th century, at a very challenging time across Europe. Spain was able to grow its trade links with many countries and invested its resources in public projects, the most significant of these projects being Metro Madrid. In September 1915, a royal
and joined by line 2. By 1936, a third line had been added and a fourth came in 1944. In fact, extension and maintenance on the Metro Madrid was practically a constant throughout the 20th century. This is underlined by the fact that by the end of the 1970s, there were already 10 separate lines in the system. One of the drivers of this was an explosion in Madrid’s urban population from around 1.5 million in 1960 to over 3 million 1980 - faster growth than any European capital city.
Expansion, Improvement and Modernization The transition of the company to a public enterprise in 1990 signaled no reduction in ambition for Metro Madrid. New works included extensive expansion of lines 1, 4, 7
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ADVANCED SOLUTIONS TO ENSURE RAIL AVAILABILITY RAILWAY COMPONENTS AND DEPOT EQUIPMENT
GROUP
P.I. Apatta Erreka, Uzturre Kalea 1, 20400 Ibarra- Spain
T +34 943 028 646 E info@rlcomponents.net rlcomponents.net
RL COMPONENTS
RL Components, leader in railway workshop equipment RL Components, belonging to the CAF Group, is a company that offers advanced solutions for the supply of railway components and workshop equipment throughout the world through its three business areas: components and spare parts, workshop equipment and engineering services. Within its component and spare parts area, RL Components provides a highly efficient supply chain management service, from warehouses, stock management, Lean transport or customized spare parts kits. It also has the “Parts as a service” solution, which includes the supply of spare parts in flat rate formulas. It also covers the management of repairs. This, added to the availability guarantee on the agreed materials, makes that RL Components has become one of the main companies trusted by the big clients of the sector. For its part, through its workshop equipment area, RL Components offers turnkey project services, ranging from the initial design phase of workshop layout and the management of interfaces with rolling stock and civil works, to the Supply of all types of Workshop Equipment. It should be noted that the CAF Group, in which RL Components is integrated, is specialized in the design and manufacture of bogies, being today the reference in the supply of components
such as suspensions, shock absorbers, bearings and elastic wheels. Something that has placed him at the head in railway workshop equipment worldwide. In fact, it is the first manufacturer of railway workshop equipment that also designs, manufactures and maintains rolling components and bogies. Gorka Tamayo, General Director of RL Components states: “This makes our proposals in this field differentiating, covering the needs of the most demanding bogie maintainers, providing the best technical solutions as well as good advice on the best practices that allow to obtain the highest possible efficiency in the overhaul processes.” It also has a maintenance engineering area focused on providing solutions for product management, offering a reverse engineering service, 3D printing and product management and alternative suppliers. Gorka Tamayo, adds: “From RL Components we contribute to the availability through engineering services adapted in a pioneering way to each operator and maintainer of rolling stock”. It should be mentioned that RL Components has become the first manufacturer worldwide in 3D printing manufacturing services, both in series and in large format pieces. This area also works on what RL Components define as “efficient workshops”, providing complete solutions for railway maintenance workshops that adjust
“From RL Components we contribute to the availability through engineering services adapted in a pioneering way to each operator and maintainer of rolling stock”
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GROUP
safely and productively to the real demands of maintenance operations.
RL Components is the first company in the world to develop railway fairings entirely manufactured with 3D technology and has been a pioneer in providing a front fairing of tramway completely m a n u fa c t u re d in additive technology and compatible with the most demanding standards of fire, smoke and impact.
VOCATION BY THE CLIENT If there is something that characterizes RL Components is the vanguard, commitment and capacity, providing customers with future solutions, alternatives, agile, secure and competitive, where personalized advice is a service much appreciated and demanded by them. Among its clients are, for example, Metro Madrid, Helsinki Metro, NS Holland or TfNSW Australia. “We listen and understand the needs of our customers, offering them a high added value consulting service. We work hand in hand
with them, “says Gorka Tamayo, Managing Director of RL Components. “And”, he adds, “all this under the guarantee of CAF, one of the international reference companies in the implementation of integral transport systems. The experience accumulated in its more than 100 years of trajectory allows us to design global and complete solutions of high added value in the field of sustainable mobility”.
+34 943 028 646 info@rlcomponents.net rlcomponents.net
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MADRID METRO
and 11. At the beginning of the 21st century, an unprecedented 50 kilometers of track were added. Importantly, this included a link to Madrid’s Barajas Airport, and an important transport link to the 50 million people that pass through it every year, many of them destined for Madrid city Centre. Between 1996 and 2011, the length of the metro doubled to a total of 294 kilometers of route on 12 lines with just under 300 stations. These statistics meant that Madrid Metro joined the ranks of the largest metro systems (measured by line length and station numbers) in the world, pushing it to sixth - and currently, eighth - largest system in the world. It’s also the third largest in Europe, coming in just behind London and Moscow, but still larger than that of Paris, despite being Madrid being a much smaller city in terms of area and population. It’s also important to note that size isn’t a vanity metric - it’s used by some analysts as a measure of quality of life: In the context of line length of line per capita, which is a proxy for the accessibility and quality of transport in modern cities.
“An inevitable consequence of the metro’s popularity was that new lines quickly followed.”
ACCENTURE Accenture has helped Metro de Madrid develop and implement a self-learning AI-based ventilation system to reduce its energy costs for ventilation by 25 percent and cut CO2 emissions by 1,800 tons annually. On average, 2.3 million commuters use Metro de Madrid’s network of 294 kilometers of track and 301 stations every day. To help passengers stay cool inside stations, particularly during the hot summer months, Metro de Madrid operates 891 ventilation fans, which were consuming as much as 80 gigawatt hours of energy annually. The system deploys an optimization algorithm that leverages vast amounts of data to explore every possible combination of air temperature, station
architecture, train frequency, passenger load and electricity price throughout the day. The algorithm uses both historic and simulated data, factoring in outside and below-ground temperatures over the next 72 hours. Because the algorithm uses machine learning, the system gets better at predicting the optimal balance for each station on the network over time. The system also includes a simulation engine and maintenance module, which allows for, among other things, tracking for failures in the fans’ operation. This enables Metro de Madrid to easily monitor and manage energy consumption, identify and respond to system deficiencies, and proactively conduct equipment maintenance. www.accenture.com
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Menos accidentes. Menos contaminación. Menos tiempo perdido en atascos.
Kapsch TrafficCom
Todo está conectado. La interacción entre las infraestructuras y los vehículos ofrece muchas ventajas: las Soluciones de Movilidad Inteligente simplifican tus traslados y ahorran tiempo en los viajes. Identifican y se anticipan a potenciales riesgos y reducen las emisiones al descongestionar el tránsito en las carreteras. En pocas palabras, protegen la vida y el medio ambiente. www.kapsch.net
METRO MADRID
Continuous expansion was possible through a love for the metro among Madrileños (as the citizens of Madrid are known) which goes right back to 1919. This means that there are seldom any objections when the metro wants to expand in an area, unlike other cities, where objections from various stakeholders can delay projects by years. It’s also a testament to the quality of partner and contractor that Metro Madrid has worked with, ranging from Arcelormittal España, S.A. to Construcciones Auxiliar de Ferrocarriles, S.A. (CAF) and Acciona Construcción, S. A., all of whom are quick to put plans into action once the green light is achieved. One hundred years after the inauguration of the first metro in Madrid, the system’s
KAPSCH Transport is one of the biggest problems facing cities and, in fact, is the main sector that is leading the Smart Cities industry. New technologies have improved the user experience by making public transport more accessible and usable. The future of the transport network must move towards an integrated and sustainable mobility model. Since Metro de Madrid began work on its first line 100 years ago, which linked Sol with Cuatro Caminos, until it became the sixth largest metro network in the world, modernisation actions have been promoted with technology as an ally. Kapsch TrafficCom, an international provider of technology, services and solutions for Intelligent Transport Systems (ITS), joined in 2001 a project that walks towards a metro of the future. Since that first project focused on the implementation of toll equipment for passenger control until now both companies have gone hand in hand and the multinational is proud to have made history together with Metro de Madrid. There are many large metropolises around the world that are circling their urban mobility strategy to make it truly intelligent and sustainable. Rising levels of urban pollution are a reality. Transport is
responsible for 28% of CO2 emissions, and traffic is the main culprit for poor air quality data in Spain’s big cities. No measures have been taken to limit the car fleet and, without new models combining public transport and car-sharing as an alternative to the private vehicle, another subsequent problem arises: congestion. Traffic jams cost more than 140 billion euros a year. Cooperative Intelligent Transport Systems (C-ITS) and multimodality management are the steps towards intelligent mobility that helps cities become “Smart Cities”. In the line of improving mobility, Mobility as a Service (MaaS) will play a fundamental role in providing efficient, economic, accessible and green mobility options. The key elements of this intelligent mobility are intermodality, intelligence, personalisation and loyalty, through a single platform that accesses and allows payment for the different mobility services available in the city. For this purpose, Kapsch TrafficCom offers its customers its Fluid Hub platform that allows the integration of the entire mobility offer in a common marketplace and Fluid Biz and Fluid Go, which allow payment and provide user Apps respectively. www.kapsch.net
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Over 125 years at the service of the best railway infrastructure COMSA Corporación congratulates Metro de Madrid for its 100 years anniversary High-speed Conventional lines Metros and tramways Track renewal Electrification Railway systems Stations Workshops and maintenance centres
Algeria | Andorra | Argentina | Brazil | Cape Verde | Chile | Colombia | Croatia Denmark | France | Latvia | Lithuania | Mexico | Morocco | Paraguay | Peru Poland | Portugal | Romania | Spain | Sweden | Switzerland | Uruguay
Building a sustainable future
www.comsa.com
COMSA With more than 125 years of experience, COMSA specialises in railway projects that cover the areas of construction and maintenance of highspeed lines, trams, as well as metropolitan and regional railways. Its high level of specialisation in this field allows the company to offer valueadded solutions, with a significant technological component, in accordance with quality standards and sustainability principles, to meet the needs of its customers. Prominent among them is Metro de Madrid, with a close link born during the twentieth century. COMSA is pleased to be one of the Metro de Madrid collaborating companies with the greatest presence and relevance in different areas. Thanks to this collaboration, COMSA has executed various projects, including the construction of new sections on the network, such as between the stations of Fuente de La Mora and Virgen del Cortijo, new stations such
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as the Arganzuela station, modernisation of stations such as the Tirso de Molina station until catenary renovations, in addition to leading track maintenance over the last 10 years. For COMSA, the execution of major platform activities have been of special interest, such as those carried out between lines 3, 8, 10 and 12 of high technical complexity and with very tight deadlines, in which logistics and the planning of means and resources have formed the key to success. COMSA’s team of professionals appreciate the confidence that Metro de Madrid has placed in them and would like to send Metro de Madrid their most heartfelt congratulations on their centenary. www.comsa.com
MADRID METRO
“As mentioned above, Metro Madrid was the world’s first fully electric metro system, so in a way, it can be said that sustainability is in the company’s DNA.” statistics speak for themselves; 293 kilometers of line, 522 elevators, 1,698 escalators and 301 stations. About 25% of the local population uses the system, traveling an average distance of 9.5 kilometers. By any measure, the system has made an extraordinary difference to the city it serves in its first century.
Sustainability As mentioned above, Metro Madrid was the world’s first fully electric metro system, so in a way, it can be said that sustainability is
in the company’s DNA. This is exemplified by the fact that it produces an in-depth sustainability report every year, based on the UN’s SDGs (Sustainable Development Goals). Its objectives include being transparent, providing employment opportunities in the community (for example, through the Women in Transport initiative), Improving awareness around sustainability and building social inclusion - for which it has a well-established program called La Linea Social, the Social Line. It’s interesting, for example, how the metro
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is often mentioned in various publications as having more elevators than any other metro system in the world. While this is treated by some as a quirk, in fact it can be seen as a commitment to improving accessibility for the old and immobile. On the environmental side, it could be said that the metro’s mere existence is a contribution to the environment. However, it further commits to improving its waste disposal methods, using renewable materials in the delivery of its stations and various other plans to reduce the emissions. As an example, the many elevators mentioned in the previous paragraph - mostly provided by partner firm Kone Kone Elevadores, S.A.are the most efficient elevators on the market, ensuring the minimum energy input to deliver the service. Naturally, safety is a core component of the sustainability practices of metro systems and Metro Madrid prides itself on its record in this regard. It leverages the resources of various partner firms to deliver on its service promise. This goes for whether the safety in question is getting passengers from A to B with minimum fuss (where its partnership with SGS Tecnos, S. A. ensures there are no glitches in the system) or safety in and around the metro system, where it is assisted by local firms such as Ombuds Compañía de Seguridad, S.A. and Segurisa, Serv. Int. de Seguridad, S.A. Its commitment to community involvement can also be seen in the effort to ensure that each metro station goes above and
INTERNATIONAL TELECOMMUNICATIONS T 91 724 30 00 | E comunicacion@grupoamper.com
www.grupoamper.com
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“On the environmental side, it could be said that the metro’s mere existence is a contribution to the environment.”
MADRID METRO
“Its commitment to community involvement can also be seen in the effort to ensure that each metro station goes above and beyond a simple utilitarian transport hub.” beyond a simple utilitarian transport hub. For example, Carpetana station features archeological deposits which go right back to the foundation of Madrid; Gaya station has a permanent exhibit of over 60 Francisco Goya paintings, one of Madrid’s most beloved artists; finally, other stations such as Paco de Lucía, Hortaleza “Phortaleza” and Argüelles give prominence to the works of local artists through murals and other artworks. It’s a rare week in Madrid, where passengers aren’t greeted by a group of school children being brought by their teachers to some of these
exhibits - not something that can be said of many metro systems.
Innovation There are metro systems which are old and give the feeling of being old by virtue of the fact that they’ve never had the opportunity to modernize. This is simply not the case with Metro Madrid. The station Principe Pío on Line 10 is a case in point. Although it’s one of the oldest train stations in Madrid, it feels entirely modern, through blending new architecture with the old and even housing one of Madrid’s
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“Continuing its commitment to innovation, in 2018, Metro Madrid began a comprehensive digital transformation plan, by opening a Station 4.0 technological Centre.”
most popular shopping malls. This is indicative of how, the metro keeps moving - not just in a literal sense - but a metaphorical sense, too. Looking at the metrics described in the sections above, it’s not difficult to see why Metro Madrid is seen as a benchmark in innovation. For example, when more recently built metro systems like those of Lima, Istanbul and Santiago de Chile were being planned, they all looked to Metro Madrid as their development template. This spirit of innovation in turn might have led to the International Association of Public Transport (UTIP) opening a Innovation and Training Centre in April 2019. Metro Madrid also keeps ahead of the posse through working closely with consulting firm Accenture, which has a specialty in transport innovation research. Continuing its commitment to innovation, in 2018, Metro Madrid began a comprehensive digital transformation plan, by opening a Station 4.0 technological Centre. The aim of this Centre, located at Canillejas, is to research and develop new commercial products before they are released to the general public. It focus on three areas: information for the user, safety and station remote control (the staff are able to control the facilities of a station using an electronic device). It also recently patented a new technology which will significantly speed up the ability of passengers to buy tickets and access transport with less friction.
The Future If 100 years of Metro Madrid teaches us anything, it’s that it will continue to improve, innovate and expand. If this is to become the
century of sustainability that we all hope it will, transport systems like Metro Madrid are more crucial than ever. The recently opened R&D lab will probably contribute not just to Metro Madrid but to metro systems everywhere. And with the increased data being generated through its partnerships with other partner firms like Indra Sistemas, S.A., it can make even more intelligent transport systems for its clients than already exist. In summary then, the future of Metro Madrid, looks bigger, better and more intelligent. Plenty to look forward to for the Madrileños.
MADRID METRO
917 796 399 info@metromadrid.es @metro_madrid www.metromadrid.es
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Rio de Mouro railway station, Sintra Line
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THE BACKBONE OF PORTUGAL Infraestruturas de Portugal The ancient Roman Aqueducts which are scattered around Portugal are testament to the fact that this small European country has been investing in longterm infrastructure for as long as the records go back RESEARCH BY
Eurides Lopes
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he ancient Roman Aqueducts which are scattered around Portugal are testament to the fact that this small European country has been investing in longterm infrastructure for as long as the records go back. These days, all anyone needs to do is travel by car or train from north to south of the country, or cross the magnificent 25 de Abril Bridge in Lisbon to realize the country’s infrastructures are as ambitious as ever. Infraestruturas de Portugal integrates the essential technical know-how to offer
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an excellent performance on road and rail infrastructures networks in different areas, such as of design, construction, business consulting, maintenance, operation, redevelopment, extension and modernization, which also includes, in the railway domain, the command and traffic control. IP currently has a stake in the share capital of three companies: IP Engenharia, IP Património and IP Telecom. In 2018, GIL – Gare Intermodal de Lisboa merged with IP Património into a single Company, which is responsible for
INFRAESTRUTURAS DE PORTUGAL
Bridge over the Guadiana river (South of Portugal)
“IP was founded in 2015 from the merger between two state-owned companies, which were responsible for Portugal’s road and railway”
the entire business of commercial operation of real estate belonging to the road and rail infrastructure. Mr. António Laranjo, CEO of Infraestruturas de Portugal, recently took some time out to speak with Business Excellence about the Companies strategies and future.
Background Mr. António Laranjo begins by telling us about each of Infraestruturas de Portugal’s Companies. The largest Company of the
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neopul
Moving ahead together to achive new goals Road transport - Building - Railways Airports - Hydroelectric - Tunnels
sacyrinfraestructuras.com
INFRAESTRUTURAS DE PORTUGAL
António Laranjo, CEO of Infraestruturas de Portugal
“IP Engenharia, which is responsible for the international activities, develops institutional capacity-building solutions for infrastructure management companies, mainly in Portuguese-speaking Countries”
Group is Infraestruturas de Portugal (IP). Mr. Laranjo tells us: “IP was founded in 2015 from the merger between two stateowned companies, which were responsible for Portugal’s road (Estradas de Portugal, or “EP”) and railway (Rede Ferroviária Nacional, or “REFER”) network. IP Telecom, the telecomunications and IT Company was founded in 2000, and had become an increasingly central part of our infrastructure
responsibilities. It has grown to the extent that it now offers its services to external third parties in areas like cloud, data management and technology consulting”. “IP Engenharia, which is responsible for the international activities, develops institutional capacity-building solutions for infrastructure management companies, mainly in Portuguese-speaking Countries. It has been in operation for more than forty
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How to cybersecure
the trains of the future Thales Portugal SA Rua Calvet Magalhães, Nº 245 2770-153 Paço de Arcos, Lisboa +351 212 484 848 thales.portugal@thalesgroup.com
inspired Data analysts keep trains reliable. And Dads on time. That’s Ingenuity for life. Siemens.com/mobility
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Your weekly digest of business news and views
www.bus-ex.com
INFRAESTRUTURAS DE PORTUGAL
Operational Command Center, in Oporto
“The mandate to manage the transport network infrastructure means that Infraestruturas de Portugal is responsible for a significant amount of Portugal’s sustainability efforts”
years, and provides railway engineering services to the other IP Group companies.” Mr Laranjo continues: “IP Património, our Company that is responsible for the integrated management of road and railway assets, offers expertise in the commercial operation of the network of stations and transport interfaces, ensuring their efficient use, increasing valuation and profitability: those assets are an impressive array of road and rail infrastructure - enough to grace any bigger European state. Consider statistics like 15.000 km of road (plus a further
1.000 km under concession), 2.550 km of railway line of which 1.700 km is electrified, and over 400 passenger stations spread across the country”.
Sustainability The mandate to manage the transport network infrastructure means that Infraestruturas de Portugal is responsible for a significant amount of Portugal’s sustainability efforts. António Laranjo also takes particular pride in the Company’s Greenways, implemented by
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IP Património – a network of routes recovered from old railway lines transformed into pedestrian routes - the Greenways, which are now used for recreation such as pedal biking or trekking. He adds: “Since 2001, we have been rehabilitating old railway lines in the North and Central Portugal regions in partnership with the municipalities, a rewarded work which enabled IP to become a member of the European Association of Greenways.”
In 2018 Infraestruturas de Portugal also gave a special attention to the reforestation of Portuguese forests. Several activities were developed, involving some IP employees, who volunteered for different social actions. For example, following the serious fires that occurred in the country in the Summer of 2017, IP employees planted around 700 native trees (Portuguese ash and oak trees) on a plot of 9.000 m2, located in Pedrogão Grande, in the centre of Portugal, near the IC8.
“Since 2001, we’ve been rejuvenating old railway lines into Greenways in the North and Central Portugal regions”
S. João bridge over the Douro river, in Oporto
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Marão Tunnel (5.625 km length)
Ferrovia 2020’ Program This huge European Union Investment Plan, ‘Ferrovia 2020’ will allow IP to implement the main railway lines across the border with Spain towards Europe, the electrification of more than 400 km of existing railway lines and the initial set-up phase of the European Rail Traffic Management System. With “Ferrovia 2020” IP will increase the capacity for freight trains and promote the interoperability of the rail corridors (track gauge). Portugal, once the world’s leading maritime nation of Europe is now very much on terra firma.
The Future In recent years Portugal has been considered as one of the countries with the best road network in the world. Therefore, on railways,
the future passes through the conclusion of the bold “Ferrovia 2020” EU Investment Plan. The “Ferrovia 2020” project includes a global investment of around 2 billion euros to intervene in over 1.000 km of railway, aiming to achieve three main goals: • To assume international commitments (Spain and the “Atlantic Corridor”) • To promote rail freight transport, supporting export growth • To guarantee links between national ports and main land borders
INFRAESTRUTURAS DE PORTUGAL
info@infraestruturasdeportugal.pt www.infraestruturasdeportugal.pt
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Prague
AIMING FOR THE SKIES
According to TripAdvisor, travellers rank it as the 9th be main international airport in the Czech Republic, Vacl RESEARCH BY
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Airport
IN CENTRAL EUROPE
est location in the world. Many of these come through its lav Havel Airport Prague, which was founded in 1937.
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nly a handful of cities in the world can claim a history as rich and diverse as that of Prague. During the thousand years of its existence, Prague has been home to Holy Roman Emperors, a seat of the AustroHungarian Empire, capital of Bohemia and even one of the most important cities in the eastern bloc after the second world war. These days, Prague is a bustling and cosmopolitan European capital which welcomes nearly 10 million visitors per year. According to TripAdvisor, travellers rank it as the 9th best location in the world. Many of these come through its main international
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airport in the Czech Republic, Vaclav Havel Airport Prague, which was founded in 1937 We recently interviewed Roman Pacvon, spokesperson for the airport, about its progress over the past while and where it plans to be in the years ahead. The impression that emerged from the interview is of an airport with a vision which extends 20 years into the future, and ever-growing passenger numbers.
Overview We began by asking Mr. Pacvon about the airport’s recent growth, and how that affects
PRAGUE AIRPORT
“Passenger numbers have been growing yearon-year since 2013. In 2018, as per the latest operating results, Prague Airport handled approx. 17 million passengers”
the airport. He told us: “Passenger numbers have been growing year-on-year since 2013. In 2018, as per the latest operating results, Prague Airport handled approx. 17 million passengers, which represents a 9% year-to-year growth. In 2019, we expect to handle more than 17.5 million, which will represent another record.” The growth has come through a good mix of European and long-haul flights, he says: “In summer season 2019, our airport offers direct connections with 162 destinations all around the world operated by 69 airline companies. Our network also includes 16 long haul destinations (the most in recent history of
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Reliable partner for value-added logistic process automation
Vanderlande is the global market leader for value-added logistic process automation at airports. Its systems are active in 600 airports including 13 of the world’s top 20. Vanderlande’s extensive portfolio of integrated solutions – innovative systems, intelligent software and life-cycle services – results in the realisation of fast, reliable and efficient automation technology. > vanderlande.com
VANDERLANDE
Reliable partner for logistic proces
Vanderlande is grateful to been awarded with Václav Havel Airport Prague’s trust for the Reconstruction of the Baggage Handling Systems in Terminal 1 and 2 and replacing the EDS devices, whilst airport operations continue growing. The works comprise an extension of the existing BHS in T2 with an additional sorter and EDS equipment to enable the airport’s growth. Subsequently the T1 baggage hall will be completely refurbished and have a new sorter and EDS equipment to comply with latest security standards. The final stage comprises Republic and abroad, that enable us now to is the for value-added logisticproject processwith automation at airpo jointlyleader execute this challenging the refurbishment of Vanderlande the existing T2 global and market in 600 airports including 13 of the world’s top 20. Vanderlande’s extensive portfolio of integra proper risk mitigation measures in place. It is upgrade of EDS equipment to make it ready for systems, intelligent software and life-cycle services – results in the realisation of fast, reliable our pride that drives the ambition to make this future operations. technology. Our partnership with the airport dates back project to a joint success for all our partners. over 20 years and has always been warm and Therefore, we place great emphasis on the > vanderlande.com successful enabling both companies to develop integrator role bridging gaps and crossing in the industry. In this history of cooperation, borders and we look forward to demonstrate Vanderlande came to know various very everybody’s competences in Prague. competent specialist companies in Czech www.Vanderlande.com
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PRAGUE AIRPORT
“In total, more than the airport facilitated over 155,000 take-offs and landings in 2018, representing 5% growth on the year before. On average in 2018, 46 thousand passengers passed through the airport each day” the airport). This summer two new significant services are commencing: direct service to Newark in New York operated by United Airlines and direct connection to Shenzhen in China operated by Sichuan Airlines.” In total, more than the airport facilitated over 155,000 take-offs and landings in 2018, representing 5% growth on the year before. On average in 2018, 46 thousand passengers passed through the airport each day. In 2018, total of 69 carriers operated their flights from Prague, connecting the airport with 171 destinations all around the world and that annual figure also continues to swell. This growth, it should be pointed out, hasn’t come at the expense of providing a high-quality service. For example, in 2017,
Václav Havel Airport Prague was achieved the status of Highly Commended Airport at the ACI Europe Best Airport Awards while in 2018, it was among the best European airports in category of 15 – 25 million handled passengers at Airport Service Quality Awards 2018 (ASQ).
Socio-Economic Benefits Prague Airport is also a major socio-economic contributor to the Prague Area both within and outside the aviation related business. Of this, Mr. Pacvon says: “We have recently begun closely cooperating with our partners also active in tourist industry, such as Czech Tourism, Prague City Tourism and Central Bohemian Region.” Together they established a program called Touchpoint which targets visitors from further
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flung destinations such as the United States, Japan, China, India, Thailand etc. Mr. Pacvon says: “Our target is also motivate tourists to stay longer as well as encourage them to visit also other regions in the Czech Republic besides Prague.” The socio-economic impact of the airport is further underlined by the figures provided by the airport’s spokesperson: “Prague Airport is a significant contributor to regional employment rate. Currently, the airport itself has more than 2,500 employees and the
Prague Airport Group as a whole employs more than 4,500 people, with about 300 new positions opening up every year.”
Future Developments The airport’s promotional video, ‘Prague Airport - Future Vision’ is a peep into the future of travel. The final decision on how to proceed with the construction of the parallel runway and expanded Terminal 2 will conclude later this year. The airport authority expects that implementing this phase of its development
“ The final decision on how to proceed with the construction of the parallel runway and expanded Terminal 2 will conclude later this year”
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PRAGUE AIRPORT
plan will allow Prague Airport to cater for up to 21 million passengers annually. In the more immediate future, the airport is keen to continue advancing its technological development. Mr. Pacvon points out that the airport has recently launched the PRGAirportLab initiative, which aims to monitor the latest trends in new technologies with regard to the airport’s development and to implement selected projects. Examples of such technologies include biometrics, virtual reality, smart parking, virtual taxi, holograms, autonomous cars and robots.
Environment and Sustainability Prague Airport is proactive in minimizing its environmental impact, and has been certified pursuant to the CSN EN ISO 14001:2005 technical norm of Environmental Management System (EMS) since 2002. This means that it must undergo a thorough (and increasingly strict) examination process by the certification
body every three years. For its part, the airport conducts a monitoring audit every year. Its commitment to the environment and sustainability can be seen in its efforts to reduce noise for the surrounding area, monitoring air quality and reducing carbon emissions on an ongoing basis, water protection, responsible waste management of all of the waste produced at within the airport’s confines and extensive environmental monitoring, which takes in soil, air, water and flora in the airport environment. The airport has also conducted an innovative air quality biomonitoring project since 2011. This involves maintaining five beehives in the airport’s south area, and analyzing the honey produced by the bees to monitor the amount of foreign objects present. Not only does this ensure that the airport is complying with the highest environmental standards, it also allows it to produce its own range of honey, which it can then be used as a quirky (and of course, delicious) promotional gift from Prague Airport.
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“Our target is to be the airport of the choice not just for passengers in our region but also for people from the entire catchment area” Partners and Suppliers The continuing modernization of Prague Airport requires buy-in from its partners and the airport is lucky to be able to call on a number of partners. Miss Katerina Pavlikova, spokesperson of Prague Airport’s daugher companies, is keen to name-check many of these companies which help it deliver the high standards of quality that vistitors to the airport have come to expect. First and foremost among these is Czech Airlines Handling - a daughter company of the airport. “Czech Airlines Handling provides high quality ground handling services at Václav Havel Airport Prague, which include passenger, aircraft, cargo and mail handling. Its service portfolio also includes ticket sales, ticketing and call centre operations, and aircraft cleaning. In co-operation with PKN Orlen, CSAH also arranges the supply of fuel for air carriers and provides quality handling services to nearly forty clients,” she says. “Czech Airlines Technics, another daughter company, focuses primarily on aircraft repair and maintenance and aircraft equipment within the scope of base maintenance, line maintenance, component maintenance, engineering and landing gear maintenance. Last year, the company processed over 120 base maintenance jobs on B737, A320 Family and ATR aircraft, primarily on foreign customers’ aircraft.” On the airport services side, many companies works at Prague Airport, for example Menzies Aviation (Czech Republic), ground handling provider, MaidPro Service s.r.o. , which provides assistance, sanitary and
cleaning services, Atalian CZ s.r.o., or Alpha Flight, a.s. (dnata), the international catering company. For the ongoing developments at the airport, various construction and logistics works are provided by different firms choosed in the transparent tenders.
Big Milestone Ahead Some big milestones await Prague Airport in the years ahead. For one, it’s likely to reach 20 million passengers within the next decade (and possibly even within the next half-decade). Beyond that, in 2037, it will celebrate 100 years of existence, making it one of the first airports in the world to reach that milestone. The airport is likely to play an even more integral role in the city’s and region‘s development in its second century. Mr. Roman Pacvon notes: “Our target is to be the airport of the choice not just for passengers in our region but also for people from the entire catchment area, which covers the Bohemian region, eastern Germany (the Dresden area) and parts of northern Poland. We want to attract passengers from this area by easy and seamless accessibility, quality of services and extensive network of direct services to the destinations with the highest demand.” PRAGUE AIRPORT TWITTER @pragueairport LINKEDIN Prague Airport youtube-square Václav Havel Airport
Prague
+420 220 111 888 komunikace@prg.aero www.prg.aero
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Aeroporti
MADE IN
It is only fitting that Italy’s largest airpo after the man who designed the first h RESEARCH BY
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i di Roma
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ort is named Leonardo da Vinci Airport, helicopter and flying machine in 1480.
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t is only fitting that Italy’s largest airport is named Leonardo da Vinci Airport, after the man who designed the first helicopter and flying machine in 1480. Also known as Rome Fiumicino, the airport was initially used during the 1960 Olympics to cope with the additional traffic congestion from Rome Ciampino airport. It officially started operating in 1961, and since then has undergone modernisation over the years, currently operating four runways. The airport is one of Europe’s busiest airports, serving 41.7 million passengers in 2016. Privatisation took place in 1997 and Aeroporti di Roma controls both Rome Fiumicino and Ciampino airports. Aeroporti di Roma S.p.A. is controlled by Atlantia S.p.A. which owns 96.7% of the shares. The
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the Master Plan is completed, the overall capacity of the system will exceed 100 million passengers per year.
Piazza del Made in Italy Visitors to airport’s new commercial offering at Leonardi da Vinci airport can experience the quintessential Italian love for fashion, art, food and wine. It is located in Pier E and has been developed at a cost of €390 million. Called the ‘Piazza del Made in Italy’, it consists of a 10,000sqm shopping mall with tenanted by major luxury fashion brands like Valentino and Bulgari. There are over 40 fashion outlets which provide luxury Italian and international brands. Italy’s love of good food can be experienced at the airport with 3,000sqm of food stores.
“The airport is one of Europe’s busiest airports, serving 41.7 million passengers in 2016”
remaining share capital is owned by the local authorities and some minor shareholders. The 204 4 masterplan of Rome Fiumicino Airport aims to provide capacity for the expected increase of over 80 million passengers per annum. The plan concentrates on developing the area to the north of the existing airport and provides an additional two runways, new road and railway access, a larger passenger terminal, and an airport city and commercial development. The terminal has been designed in a figure H configuration and comprises four piers, two reserved for Schengen traffic and one for non- Schengen traffic and the other will be flexible. This development will mean a further increase in total capacity of an additional 50 million passengers per year. When
Shoppers can experience authentic Italian pizza at Farinella and Autogrill Bistrot. The Michelangelo Roman Bistrot offers a fullservice restaurant and they stock a wide variety of prestigious wines from all the Italian regions. Heinz Beck, a star rated chef has chosen Fiumicino to open his first airportbased restaurant, which is called Attimi. Italian national cultural and artistic heritage is showcased through live shows and musical performances at the airport. Visitors to the international boarding area E this year will be surprised to find that it has been transformed into a museum thanks to a partnership between Aeroporti di Roma and the Ostia Antica Archaeological Park. Three original statues dating back to the 2nd century A.D. and found during the 1939 excavations are on display at the airport,
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“The Piazza del Made in Italy has become a worldwide benchmark for comfort, convenience and quality shopping and for its food and wine range”
representing Apollo, Aphrodite and the river god of the Tiber. Other initiatives have been implemented by Aeroporti di Roma to promote Rome and its environs and provide top-quality entertainment services to passengers and this is done through a collaboration with Ostia Antica Park. The latest initiative currently under way is “Navigare il Territorio” (Navigating the Area), a project that enables the public and passengers to visit the Imperial Ports of Claudius and Trajan free of charge. These are directly linked with the airport by means of a free shuttle service. The architectural concept of the shopping area was created with reference to the historic and artistic heritage of the City of Rome. The design is infused with classic shapes, transparency and maximum use of natural light and large windows, providing an outdoor experience.
Rated number 1 in Europe by ACI The ACI- Airports Council International has rated Leonardo da Vinci first out of 300 airports after surveying travellers about the quality of service that was offered to them. This award came even though the airport had to cope with increased passenger flow for the year. The features most appreciated by tourists are staff reception and airport comfort. Security controls was rated well for
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staff courtesy, precision and speed. Passport controls were also rated high, primarily due to the speed of the control and the installation of a 32 eGates, for the digital reading of European passports. “The Piazza del Made in Italy has become a worldwide benchmark for comfort, convenience and quality shopping and for its food and wine range, in addition to enterprising cultural initiatives, and contributed significantly towards the airport winning the top ranking” said Aeroporti di Roma CEO, Ugo de Carolis. Carolis explained that Fiumicino began its climb towards efficiency in 2013, when it ranked bottom place among all major
AEROPORTI DI ROMA
airports. This new customer experience is because of the “Atlantia care”, which has seen the company increase investments in infrastructure and quality services, focusing attention on passengers and their needs.
Welfare and quality of life of employees are central to work- life balance The group cares about the welfare and quality of life of its employees and have a number of initiatives in place to improve each person’s work-life balance. They have set up tools for listening to the needs and expectations of employees, for managing any personal difficulties and/or problems. They believe
that the welfare of the company is based on the ability of the organisation to promote and maintain a high degree of physical, psychological and social well-being of workers at all levels and roles. The corporate welfare initiative includes health care, family care and people care initiatives and Aeroporti di Roma is committed to the development and enhancement of people who work at Fiumicino and Ciampino.
Improving the management of air traffic control Airport Collaborative Decision Making (A-CDM) is an operational procedure aimed at improving the management of air traffic. This
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CASSIOLI The effective management of transfers and baggage screening is a priority for airports around the world. The baggage must be moved, manipulated and controlled with accuracy, speed and security. CASSIOLI Airport Division is the answer to this challenge. The full range of products BHS and aptitude for innovation, quality and improved production processes, enable solutions CASSIOLI Airport Division to meet the needs of modern airports. www.cassioli.com
is done through an exchange of information between all stakeholders like airport operators, handlers, airlines, air traffic controllers, and CFMU - Central Flow Management Unit. This new process allows for high levels of efficiency and punctuality through the optimization of traffic flow and management of airport capacity, reducing delays, better forecasting events and optimizing the utilization of resources. The A-CDM procedure starts with the transmission of the ATC flight plan 3 hours before the EOBT (Estimated Off Block Time) and continues through 16 milestones that describe the progress of the flight in all its phases until take-off of the aircraft (ATOT Actual Take Off Time). The benefits of A-CDM is that airlines adhere to slots reducing taxing times.
AUTOMATED PASSENGER CHECKPOINT
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AEROPORTI DI ROMA
“ 50% of passengers will reach the new airport using public transport, integrated and connected through an innovative Ground Transportation Centre� Ground Handlers practise better planning and use of resources. Airport operators benefit from a reduced environmental impact; improvement in punctuality, better planning and management of gates and stands; and maximum utilization of capacity.
Intermodality and sustainability The terminals system is being extended as per the Master Plan and a feature of the airport facilities planned is the flexibility and the high degree of intermodality of the links with the territory and the city. 50% of passengers will reach the new airport using public transport, integrated and
connected through an innovative Ground Transportation Centre. To improve connectivity with the airport, passengers are provided with many services, from Easy Parking car parks to the free carpooling services, which allows the airport community to provide and/or request journeys to and from their workplace, using private cars and thus helping to reduce traffic and carbon dioxide emissions. There is a high level of environmental sustainability flowing from the development, making Fiumicino a virtuous example thanks to self-generation of energy and use of renewable energy resources. Aeroporti
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AEROPORTI DI ROMA
“The new development features a technological power plant to ensure the self-production of 85% of the airports overall power requirements”
di Roma has adopted local area values in the new facilities, providing integrated management of the recycling of waste and the realization of appropriate environmental compensation works. The new development features a technological power plant to ensure the selfproduction of 85% of the airports overall power requirements. Production of 30% of electricity requirements will be from renewable sources and the production of 50% of thermal power requirements will also come from renewable sources. There will be a reduction of emissions equal to approximately 15,000 tonnes of CO2 per year. Aeroporti di Roma has put in place an efficient management system to effectively respond to the increases in traffic volume, while having regard to the quality standards of the service provided, safe conditions for aerodrome operations, health protection and safety in the workplace, environmental safeguards, and efficient use of energy resources. The system ensures environmental safeguards and energy efficiency: to deal effectively with any issues of water, noise and air pollution, and sustainable waste management. Aeroporti di Roma has committed towards sustainability through the certification by third parties of its management systems, according to international standards (QualityISO9001/Environment-ISO14001/Energy-ISO 50001/Safety-OHSAS18001). They took a decision to reward and select suppliers that adopt quality, health, workplace safety and environmental management systems, defined
and certified according to internationally renowned standards: ISO 9001, ISO 14001 and OHSAS 18001. Open communications with stakeholders is impor tant within ADR Group’s sustainability strategy. The projects that they have launched with their stakeholders relate to aspects linked to limiting impact on the land, protecting the environment, energy efficiency and communicating with institutional entities regarding programming and planning activities. The group has also supported initiatives aimed at the community, such as Italian Foundations and Non-Profit Organisations, by funding and sponsoring charity and cultural projects.
Airport linked to Italy’s economic growth and competitiveness The airport is directly linked to Italy’s economy and is a key contributor to its growth and competitiveness. By its presence the airport is capable of producing a significant benefit to a country in terms of employment, added value and GDP. The economic impact of the European airport network on the GDP is estimated at 4.1%, while the impact of the Italian airport network on the GDP amounts to 3.6%. AEROPORTI DI ROMA
+39 06 65951 info@adr.it @aeroportideroma www.adr.it
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NTA I
TEL AVIV’S TRAN IS FINALLY BEI
NTA - Metropolitan Mass Transit System Ltd. is an I design, construction and implementation of the ma for full delivery in the n RESEARCH BY
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Israel
NSPORT DREAM ING REALIZED
Israeli government-owned company in charge of the ass transit system in Tel Aviv metropolitan area, set next six to seven years.
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el Aviv is not only Israel’s second city by population and its business capital, it is also globally recognized as one of the world’s most innovative startup hubs. In addition, according to one 2018 report, more than 300 large multinational firms have set up research and development centers in Israel – mostly in Tel Aviv – to take advantage of its young, tech-savvy population. It’s befitting then, that a vibrant and confident young city should have a transport system fit for the 21st century. Thanks to
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NTA, that’s finally becoming a reality. NTA - Metropolitan Mass Transit System Ltd. is an Israeli government-owned company in charge of the design, construction and implementation of the mass transit system in Tel Aviv metropolitan area, set for full delivery in the next six to seven years. For the past five years, NTA has been led by its CEO, Yehuda Bar-On. Mr. Bar-On was responsible for the commencement of works on the Red Line in August 2015 and the works are moving forward on schedule for the Line’s
NTA ISRAEL
“The Red Line is budgeted for $4.5 billion by government funding. The next two lines – Green and Purple – have been budgeted at $8 billion.”
opening in October 2021. At the end of 2018, preparation works began for the construction of two additional lines – the Purple Line and the Green Line. We thought it was the ideal time to take a look at its progress.
Plans Coming to Fruition The people of Tel Aviv have seen many incarnations of plans for subways, tramlines and other urban transportation systems. The earliest plan came at the end of the 19th century, and a light railway was eventually
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ENGINEERING TO IMPROVE LIFE
NAMA Consulting Engineers and Planners SA was founded in Athens at the beginning of 1990. We undertake the design, the planning and provide consultancy services for a wide range of infrastructure projects at the sectors of Water & Environment, Transport Engineering, Surveying & GIS, Structural Engineering, Geology & Geotechnical Engineering. The company has completed such projects in Greece and abroad.
NAMA SA
Sustainable development NAMA SA is a consulting engineering company, providing consultancy services for a wide range of largescale infrastructure projects at the sectors of: Water & Environment, Transport Engineering, Surveying, Cadastre & GIS, Structural Engineering, Geology & Geotechnical Engineering. We understand that modern integrated design requires a multidisciplinary approach to face problems and adopt high capacity systems and we encourage the application of the principle of “sustainable development”. Over 28 years of experience NAMA, has completed more than 850 projects in Greece and abroad; indicatively referring to: Israel, Cyprus, Bosnia and Herzegovina, Romania, Montenegro,
“Over 28 years of experience NAMA, has completed more than 850 projects in Greece and abroad” United Kingdom, Spain, Dubai, Botswana, cities in India, as well as cross-border projects (TAP, EuroAsia Interconnector); achieving advanced, holistic solutions from conceptual design and planning up to construction and management. NAMA has been the Technical Advisor for Lines 3 and 4 of the Athens Metro on all aspects related to: • Assisting in design coordination with structural & architectural designs of stations • Assisting in preparation of specifications for the signaling – train control systems & formulation of signaling systems architecture
• A ssisting in development of concept architectures for all LV systems (DTS, CCTV, PA, radio, etc.) • Preparation of traction power simulation for extensions • Design review and specifications compliance of the Detailed Designs for Construction of works under construction and new works (civil works & E/M Systems) • Participation in testing and commissioning in all tests (Factory Acceptance Tests (FAT), Stand Alone Tests (SAT), System Integration Tests (SIT), System Performance Tests (SPT), commissioning of operation of depot and operation control center On April 2018 NAMA was appointed as NTA’s Consultant for the strategic project of the Design Checking of Railways Systems. Currently NAMA’s team is working on the Tel Aviv Red Line. NAMA values the trust provided from NTA on this prestigious appointment and is excited to contribute to the development of Tel Aviv’s first LRT network that will affect the everyday life of the city and its people. NAMA Consulting Engineers and Planners SA 32 Perrikou Str., GR-11524 Athens, Greece phone-square Tel: (+30) 210 6974600 Print Fax: (+30) 210 6983657 envelope nama@namanet.gr DESKTOP www.namanet.gr
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Photo: Dagan avs.
Israel's leading real estate and infrastructure group. Creating sustainable living environments around the world for us and for generations to come
www.shikunbinui.co.il
NTA ISRAEL
“The Line will run through 5 municipalities, along one of the most crowded routes in the metropolitan area”
built at the end of the first world war, only to be dismantled within a decade. Several more plans came and went, including one for a subway in the 1960s, until the light rail concept was developed nearly 20 years ago. With all preparations in place, Tel Aviv will finally get the transport system it deserves. As NTA CEO Yehuda Bar-On tells us: “The first line of the mass transit system, the Red Line, is currently under construction. It is expected to begin commercial operation in October 2021. The Line will run through 5 municipalities, along one of the most crowded routes in the metropolitan area.” Mr Bar-On continues: “The Red Line is budgeted for $4.5 billion by government funding. The next two lines – Green and Purple – have been budgeted at $8 billion and will be executed through a PPP model by contractors who will be selected at the end of a current tender process. Together, they will connect
the eastern, western, southern and northern parts of the Tel Aviv metropolitan area to the Tel Aviv city center.”
Expanding the Initial Concept In December 2018, the Israeli Government delivered further good news to the citizens of Tel Aviv, already buoyed by the news of a forthcoming state-of-the-art light rail system. Plans for three metro lines which will join the LRT lines network were initiated a couple of years back. NTA has already finished the feasibility study and preliminary design of the 3 Metro lines and is beginning the statutory design which is estimated to take two years. Mr. Bar-On tells us: “The network has an estimated cost of around 100-150 billion Shekels (US$26.5bn - US$40bn) and will serve 23 municipalities: M1 – from north to south, M2 – from east to west, and M3 – a half ring line connecting all the network lines.”
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Proud to be a part of the NTA National Project In the construction of the light rail of Tel Aviv Ben Gurion Train
Bridge 6 / Latrun
In total, this will encompass over 140km of underground lines and more than 100 stations – a remarkable achievement for the city. The estimated ridership for the metro is 1.5 million passengers per day, although as Bar-On explains, there are challenges in delivering the project: “Alongside the engineering challenges of working in conditions of soft soil saturated in groundwater, the main challenge of the project is working in a crowded urban area, in proximity to residential and businesses buildings along main traffic arteries.”
For the Community and With the Community
Ben Gurion International Airport
MINRAV
MINRAV ENGINEERING & BUILDING LTD
972-88516265 www.minrav.co.il
In addition to hiring over 170 direct employees, there are almost 10 thousand workers involved in the project – as consultants and employees of the contractors. In addition, NTA invests significant resources into community relations, providing implementing continuous contact with residents and business owners in Tel Aviv. This has numerous benefits – not
THE MINRAV HOLDINGS GROUP The Minrav Holdings Group was founded in 1969 by Avraham Kuznitzky, who serves as chairman of the company, and focuses mainly on the real estate sector, including: initiating residential construction projects (through the public subsidiary of Minrav Projects); BOT franchising; contracting work for construction and infrastructure in the public, business and private sectors as well as rental and management of yielding properties. Among other things, the company established the IDF Training Base in the Negev, Israel’s newest and most advanced military base, Bridge 6, which is one of the longest bridges in Israel, tunnels for the Jerusalem express train, etc. In the past year, the subsidiary, Minrav Engineering and Building began to carry out the construction of the Turkish Railway Portal for the Red Line of the
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NTA Light Railway. The project includes, inter alia, construction of the section from Koifman Street in West Tel Aviv to Pines Street in East Tel Aviv, about a kilometer long, including the construction of the Eliflet station and the tunnel using the Hafur and Kasa method. From the station to the entrance to Herzl Street. Minrav Engineering, which won the tender to carry out the work several months ago for a total consideration estimated at NIS 224 million plus VAT, is expected to build the project within 36 months. www.minrav.co.il
NTA ISRAEL
just outlining the complexities authorities, infrastructure Did you know? involved with the project, but companies, emergency and rescue bodies and more. NTA also keeping everyone updated cooperates with each of these about the project timeline and In addition to bodies in order to promote the the benefits that will accrue to hiring over 170 project. Furthermore, meetings them as they progress. direct employees, and outreach activities are held Of this, Mr. Bar-On says: “NTA’s there are almost for urban and environmental public relations team provides 10 thousand organizations and information is ongoing information about the workers involved distributed in the media and on projects to the public through in the project – as social networks.” a 24/6 hotline, conferences, consultants and individual meetings, distribution employees of the Environmental of brochures in mailboxes, contractors. advertisements in newspapers Considerations With Tel Aviv being an important and more. In addition, a natural beauty spot in its own representative of the public right, NTA is keen play its part in maintaining relations team is available at every work site that beauty, even with such significant to respond to inquiries and questions and construction works in progress. Mr. Bar-On provide solutions to problems arising during tells us: “we attribute real importance to execution of works.” issues of sustainability and the environment He continues: “The project also requires throughout all phases of the project. Starting coordination with dozens of different bodies, from the tender phase, all suppliers are among them government ministries, local
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required to meet NTA’s environmental standards and sustainability policy.” He goes on to say: “The construction and development plans include an analysis of environmental influences and environmental guidelines for implementation, while prioritizing not interrupting the lives of local residents during works. The development and landscape plans encourage the creation of green streets, conservation of “green lungs” and upgrading of urban landscapes and street facades.” Perhaps most interestingly of all, the NTA is developing its own set of environmental
indicators and targets that guide the company in the long term and include, among other things, measuring effects such as greenhouse gas emissions, air pollution, noise, energy efficiency and waste treatment. These surpass the minimum standards set by international guidelines and will provide a reference for all the work undertaken by the company in the future.
Partners and Suppliers Mr. Bar-On is keen to emphasize the important role played by government agencies such as the Ministry of Transportation, the Ministry
“The construction project is a complex project, the likes of which has yet to be implemented in Israel”
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of Finance and of course, the Tel AvivJaffa Municipality, all of whom have been invaluable in helping to bring the project to its current stage and will continue to be important partners. In the private sector too, the NTA is lucky to count on trusted partners and suppliers. The main contractors are WSP as project managers, D’Appolonia for QA, CRRC for rolling stock, CRTG and EEB for systems and tracks. Kone won the tender for elevators and escalators. Other suppliers and contractors include LDK Consultants, Nama Consulting Engineers, Motorola Solutions, Alston Transport and Int-Trans. A 21st century system for a 21st century line No one would bet against Tel Aviv, a city of less than a million people, but all of the world’s top companies clamoring to hire its graduates. Its metro says everything about its intentions – 130km of track. To give some context, Buenos Aires has 55km of track to transport nearly 10 million people. It’s not a
sign of being over-ambitious for Tel Aviv; it’s another sign that the city always has one eye on the future. As Mr. Bar-On says: “The construction project is a complex project, the likes of which has yet to be implemented in Israel. The collaboration between Israeli and foreign companies contributes to local learning and experience in such projects, both in terms of developing specializations and in learning from past experience and in creating business partnerships for future activities.” The best R&D engineers in the world will soon be transported to and from work by one of the best transport systems.
NTA ISRAEL
+972-3-7243000 info@nta.co.il www.nta.co.il
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