An adaptable, scalable and sustainable transformation FEBRUARY 2019 chiefsustainablityofficer.com
Sustainability on a global scale Shannon T. Carroll on driving environmental change at the telco giant
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WELCOME
W
eelcome to the launch issue of CSO Magazine!
The world is undergoing dramatic change and sustainability is at the forefront of this global shift as it influences and defines business operations across virtually every industrial sector. As a result, the role of the Chief Sustainability Officer (CSO) is taking on an even greater prominence, as companies strive to find greener energy solutions, more ethical business practices and increased engagement with local communities. Packed with exclusive insights from those at the centre of this dramatically changing landscape, CSO Magazine is an innovative digital platform that keeps industry leaders and key decision makers right up-to-date with all the cutting-edge insight and trends affecting sustainability in all its forms.
This month we talk to Shannon T. Carroll Director of Global Environmental Sustainability at telco giant and multiconglomerate AT&T regarding its wideranging environmental initiatives played across its enormous global operations. We also talk to representatives from Pod Point and FreeWire regarding the growth of EV infrastructure. 05 Elsewhere, we have exclusive insights from AB InBev, Aligned Energy and Level Crossings Authority, Plus, we list the world’s top ten largest solar parks and detail the biggest events and conferences from across the globe. We are always excited to hear from our readers and companies who would like to discuss any core events or projects with us. If you want to become part of the story, get in touch with me at andrew.woods@bizclikmedia.com
w w w. e n e r g y d i g i t a l . c o m
CONTENTS
The rise of the adaptive data center
10 42 ENERGY 2.0: THE RISE OF THE EMPOWERED CONSUMER
Sustainability on a massive scale
28
WHY TRAVEL SHOULDN’T DAMAGE THE EARTH
52
74 DRIVING SUSTAINABILITY THROUGH MINIMISATION OF EV INFRASTRUCTURE
62 74 88 Events
Top 10
biggest solar parks in the world
108 A sustainable pioneer in the wind energy market
92 124 Back to the future: The Caulfield to Dandenong Level Crossing Removal Project
MARKET LEADERS IN THE EVOLVING ENERGY SPACE
Asustainable
telco
142
LOGO HERE
10
The rise of the adaptive data center WRIT TEN BY
SE AN GA LE A-PACE PRODUCED BY
TOM VENTURO
FEBRUARY 2019
USA
11
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ALIGNED ENERGY
Chief Executive Officer of Aligned Energy, Andrew Schaap, discusses the importance of remaining adaptable, scalable and sustainable in the industry amid technological change
W
ith companies worldwide understanding the importance of embracing technology in order to stay ahead
of their competitors, it has become increasingly significant for firms to undergo a digital 12
transformation in order to achieve and sustain success. For leading data center provider, Aligned Energy, the mission of innovation and the launch of new facilities has become vital to the company’s progression.
ESTABLISHING CORE PRINCIPLES After 20 years of complex transactional experience and multi-disciplinary senior leadership, Chief Executive Officer of Aligned Energy, Andrew Schaap, understands how key it was to form and maintain core principles when he first joined the company in 2017. “One of the first things I did when I came on board was to try and focus the organization on what our core mission and vision actually were. I felt there had been some great FEBRUARY 2019
USA
13
Aligned Salt Lake City w w w.c hi e fsust a i na bi l i t yo f f i cer. com
USA
innovation before I arrived, providing a
and focus that we were going to pursue
solid foundation for growth and further
moving forward. As a result of this, we’ve
performance improvements,” explains
enjoyed some significant success in the
Schaap. “As a rule of thumb, I believe
last 18 months, growing the company
that if you have more than three tasks
by more than 1000%.”
per day, then you usually fail at them. The
Such success has been achieved with
human brain works just like a computer
the company paying close attention to
because you’re always switching to
how it conducts its business on the
different tasks. I made sure that when
infrastructure side, as well as choosing
I joined that I really focused the entire
to operate in an alternative way to its
organization on a key vision, mission,
competitors in a bid to stay ahead. “We
E X E C U T I V E P R OF IL E
Andrew Schaap A data center, IT, private equity and real estate executive with over 20 years of complex transactional experience and multidisciplinary senior leadership, Chief Executive Officer Andrew Schaap, is dedicated to accelerating the development of Aligned Energy’s business objectives as demand for its adaptive data center approach continues to exceed expectations. Andrew is responsible for business growth and promoting the availability of Aligned Energy’s data center and build-to-scale solutions to cloud, telecom, enterprise and managed service providers. With a thorough understanding of the evolving data center market, Andrew is responsible for cultivating an ecosystem of innovation that advances Aligned Energy’s commitment to reducing the social, economic and environmental impact of the digital era.
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Aligned Ashburn Site Render Entrance
17
really looked at what we were doing on
very important to us in delivering against
the infrastructure side, and fine-tuned
the exacting expectations of our clients.”
our supply chain to enable us to work with our partners,” says Schaap. “We’ve
LAUNCHING NEW FACILITIES
adapted some of the best practices
Through the unveiling of a new 180-meg-
that some of the giants use, such as GE,
awatt data center campus in Ashburn,
to ensure that our partners can help us
Virginia in September 2018, Aligned
to stay nimble and ahead of the curve.
Energy has demonstrated a determina-
We’re doing something in our supply
tion to expand its data campuses in order
chain that’s completely different. We’ve
to address the needs of cloud providers
spent a lot of time and energy choos-
and hyperscalers that demand a highly
ing the right partners and honing our
dynamic, scalable and future-proof data
logistics model. Timely and fiscally
center solution. The 26-acre master-
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approximately 880,000 square feet of expandable space, drawing power from two on-site substations, as well as access to over 50 carriers in the immediate area. Schaap believes the new facility has allowed his company to be different. “We have the ability to connect with multiple carriers and diverse routes, as well as a power silo connecting to multiple hub stations upstream of us into Dominion Energy,” says Schaap. “What makes us different is our innovative cooling technology, which allows us to sense when we should use water or when we should switch to lower or zero water utilization based on what’s actually happening with the weather in real time. I believe we’re the only ones that have that unique technology.” With Aligned Energy’s clients firmly
“ On the innovation side, our focus is on removing any potential concerns that our customers may have in five or 10 years from now. No one else can really do that apart from Aligned” — Andrew Schaap, Chief Executive Officer, Aligned Energy
in mind, Schaap’s the decision to choose Virginia was primarily based on its location central to the biggest networks. “We decided on our particular location in Virginia because it’s in proximity to one of the highest networked pathways in the nation. We’re in the middle of all the biggest networks,” says Schaap. “It’s been fantastic for us because our w w w.c hi e fsust a i na bi l i t yo f f i cer. com
19
USA
CLICK TO WATCH : ‘ALIGNED ENERGY — DELTA CUBE’ 21 existing clients can’t wait for us to get
dictable usage and growth models
there and we’re already active with lots
that are becoming table stakes in
of discussions that are quite advanced
today’s deployments.
on our first chunk of capacity. We expect
Technologies such as cloud, IoT,
the site to be live, with active customers
AI/ML, blockchain, and more are
late in summer 2019.”
generating exponentially more heat in the same cubic area. This is why
SUSTAINABILITY IN THE DATA CENTER SPACE
to accommodate exponential platform
With the importance of remaining
growth are becoming increasingly
sustainable a key priority for Aligned
important. Schaap believes that
Energy, the company’s data center
implementing technology that is
platform and dynamic infrastructure
adaptable, efficient and dynamic
have been designed with the future in
allows the company to give its clients
mind in order to address the unpre-
peace of mind about the future ahead.
access to green energy and the ability
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Aligned Dallas Entrance “If you’re in a climate like Virginia,
about what lies around the corner in
water shouldn’t really be a problem.
two years, five years, 10 years, even
However, these assets are long-term,
15 years from now. Clients want
and no one has any idea if in 10 years’
stability, predictability and a partner
time Virginia may go into a drought
that provides them with a path to the
season. We actually have the ability
future as well as peace of mind. Our
to turn off our water usage and still
continued growth and solid capital
run a dry solution. There are no other
foundation have enabled us to be that
companies that we know of that have
stable partner for our customers.
anything like that,” he affirms. “I believe
On the innovation side, our focus is
it’s very innovative and clients love it
on removing any potential concerns
because they don’t ever want to move
that our customers may have in five
out of a data center. They can literally
or 10 years from now. No one else can
come in today and not have to worry
really do that apart from Aligned.” w w w.c hi e fsust a i na bi l i t yo f f i cer. com
ALIGNED ENERGY
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FUTURE PLANS With the future in mind, Schaap affirms Aligned Energy remains on the lookout for potential expansion opportunities outside of its existing U.S. locations in Dallas, TX, Phoenix, AZ, and Salt Lake City, UT, as well as abroad. “We’re actively looking for the next opportunity all the time and we’re really interested in what our clients are doing so we ensure we spend a lot of time talking to them directly,” says Schaap. “We will also use our great capital and infrastructure to go a little bit further and be more
“ The team here is so important. We’re attracting and retaining great talent and the culture is focused on innovation, inclusion and customercentric support” — Andrew Schaap, Chief Executive Officer, Aligned Energy
responsive to our core elements. I believe you’ll see us continue to grow and continue to land into new markets.
that they did right by the clients,” explains
As we move forward, expanding
Schaap. “We empower teams to execute
internationally is absolutely on our radar
and perform on behalf of the clients.
and we’re ensuring that we pay close
You don’t have to ask for permission
attention to the latest trends worldwide.”
or forgiveness as long as you’re taking
Schaap believes that the company’s
care of the customer. Through our
success is largely due to the great
empowerment program, we’ve embold-
teamwork and drive within Aligned
ened a lot of our operations and site
Energy, which have enabled customers’
teams to make sure that they’re serving
needs to be met. “The team here is
the clients’ needs immediately.”
so important. We’re attracting and retaining great talent and the culture is focused on innovation, inclusion and customer-centric support. Everybody wants to go to sleep at night knowing w w w.c hi e fsust a i na bi l i t yo f f i cer. com
25
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S U S TA I N A B I L I T Y
sustainability on a massive scale 28
We speak to Shannon Thomas Carroll, Director of Global Environmental Sustainability at AT&T, to see how the telco giant is harnessing sustainability across its massive operations‌ WRITTEN BY
ANDRE W WOODS
FEBRUARY 2019
29
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S U S TA I N A B I L I T Y
A
ligning the notion and practice of sustainability within the biggest companies on the planet is no small
undertaking and AT&T – founded by Alexander Graham Bell – is no exception. The world’s largest telecommunications company and ranked number nine on the Fortune 500, this
giant multinational conglomerate has just over 270,000 employees and posted a 2017 revenue of $190.5bn. This is a holding company whose operations spread out over numerous sectors and territories and to seek a sustainable road map at such a business 30
is as complex as it is integral. Shannon Thomas Carroll is Director of Global Environmental Sustainability at AT&T and possesses a rich knowledge of both the company’s operations and its sustainable practices as he works to reduce the environmental impact of the telco’s operations. His key accomplishments include “being the internal driver for large scale renewable energy, zero-waste, and supply chain human rights audits”. Carroll has been with the company for almost 20 years, having served in several different capacities across the 133-year-old conglomerate. “I’ve worked on a consumer side, the business side of the house and on the network side,” he explains. “So I’ve had lots of different FEBRUARY 2019
31
“ AT&T has an energy intensity goal, relative to its network, to be 60% more efficient” — Shannon Thomas Carroll, Director of Global Environmental Sustainability at AT&T
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S U S TA I N A B I L I T Y
roles. I spent a lot of time in project
mental sustainability while I was still
management, as well as with a couple
in supply chain and was lucky enough
different business units. I did project
to transition that into a full-time role
management and compliance for our
over on the corporate side. I took that
supply chain; that’s one of the things
supply chain focus and expanded it
that transitioned me into my current
to a corporate view. Now my responsi-
role. On the compliance side, you have
bilities are specific to environmental
things like environmental health and
sustainability within our operations.
safety and that was one of the transi-
So, anything that has an environmen-
tional topics that really got me interest-
tal impact within our four walls is, gen-
ed in this work. Then I just started
erally speaking, something I would
asking for more work around environ-
look at.�
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FEBRUARY 2019
CLICK TO WATCH : ‘AT&T HELPS RESTORE COMMUNICATIONS AFTER HURRICANE MATTHEW’ 33 AT&T has had a long history of corporate social responsibility, even if it wasn’t always labelled as CSR. “We
also seeing how we can have the most sustainable business practices possible.” One of the first things Carroll explored
have an extensive history of strong
when he stepped into his current role
energy management and corporate
was AT&T’s greenhouse gas footprint.
real estate management,” Carrol
Carroll monitored all the different
explains. “We looked at things like
aspects of scope 1, scope 2 and scope
waste water, and obviously there
3 through an inventory to gather the
are natural financial incentives to use
required information. “Once we had
those resources, but you also want to
that information, we had it verified by
look at being a good corporate citizen.
an independent third party,” he explains.
What are the positive environmental
“That was a great introduction to the
impacts of doing that? I see my role,
job because I got to touch all parts of
first and foremost, as looking into what’s
the business when undertaking a cor-
going to be best for the company, while
porate greenhouse gas footprint. From w w w.c hi e fsust a i na bi l i t yo f f i cer. com
S U S TA I N A B I L I T Y
34
there you then start looking at some of
important. You’re looking internally, but
the larger responsibilities, such as waste
you’re also looking externally. You’re
and how you dematerialise. What
trying to think strategically while you
projects have been done? What was
still have the practical responsibilities
successful? What wasn’t successful?
to get the job done.”
What maybe didn’t happen in terms of
As the scale of operations at AT&T
timing and can you pick up the ball again
is so vast, Carroll liaises with Chief Sust-
and start trying to work with what hasn’t
ainability Officer, Charlene Lake. They
been done? You have to be strategic in
operate at what Carroll describes as
your thinking. You’ve got to read the tea
the ‘inc. level’ or the corporate side of
leaves and see how the wind’s blowing
operations. “The advantage that gives
externally as well. There’s obviously an
us is we can go into all parts of the
importance to the business and what
business, essentially representing the
our stakeholders are asking of us is
company. What’s really important
FEBRUARY 2019
though is that we don’t just walk into
With support from AT&T’s corporate
the different business units and say,
level, Carroll and his team launched
‘This is what you’re gonna do!’ We have
10X Goals. AT&T’s renewable energy
to be good business partners, whether
investments are a part of this carbon
it’s internal or external. We’re very lucky
reduction goal, helping to enable
that sustainability really is at the core
carbon savings 10 times the footprint
of a lot of our work. So, as we go in to
of AT&T’s operations by 2025. “We
talk to our network folks or our corpo-
have somebody who works full-time
rate real-estate folks, or our supply
on that making sure the methodology
chain folks, they’re already doing a lot
is sound,” says Carroll. “We have some-
of this work. What we try to do is help
body who’s working on the numerator
frame that work and see what we can
part of that, making sure that our pro-
amplify; see what we can do better. We
ducts and services can deliver that.
just try to partner with them.”
You have me, I’m on more the denomi-
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S U S TA I N A B I L I T Y
nator side. I’m trying to shrink our own operational footprint so it makes it easier to achieve it. We’re very lucky. We are a large company, but we have the right amount of resources addressing sustainability here.” One of the challenges Carrol cites as specific to large-scale renewable energy is that first time you put the practice into action. Thus, off-site research is essential in getting these methods right. “We’ve obviously been looking at renewable energy options 36
for years and years and years. We did have some onsite solar and we just knew, because of our scale, that if we’re going to have a significant impact we needed to look offsite at the largescale renewable energies. We look at what others are doing and then try to
FACTS
• AT&T’s renewable energy website, provides an overview of the deals the company announced this year and their impact: Click here for website • AT&T’s 10x website, which outlines the 10x goal and includes case studies of the company working with customers to reduce their environmental footprint: Click here for website • AT&T’s sustainability reporting website, which includes the information from the company’s annual CSR report: Click here for website • The Energy Management issue brief: Click here for website
figure out if that’s something that could potentially work for us. You do a lot of
go from a relatively small renewable
research and then bring that research
energy concern to one of the largest
and those findings home. We would
corporate buyers in the United States?
then start stakeholdering those. I’d say
A lot of education has to be done,
the biggest challenge is because you’ve
in getting people familiar with new
never done it before, you have to edu-
terminology. I’d say that’s the biggest
cate a lot of folks on what it is and how
challenge; the newness of it all.”
it works and how the mechanics of it
In reference to large scale renew-
work. What does it mean for AT&T to
able energy, AT&T is one of the top five
FEBRUARY 2019
37
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S U S TA I N A B I L I T Y
corporate renewable energy buyers in
even if people don’t know it by name,
the US. “The fact that we were able to
they’re doing the work. These are folks
scale up so quickly is a credit to the
who do sustainability for a living. We
professionalism we have on our energy
already have folks who are trying to
management team. I would say the
save as much water as they can. They’re
thing I’m most proud of is just the scale
already trying to remove as many kilo-
’cause what you’re really looking for is
watts as they can from the business.
impact. We’re proud of the 820 mega-
They’re already trying to be as efficient
watts we’ve done so far. We’re the
as they can.”
evangelists. We’re going around talking
AT&T has an energy intensity goal,
about all the benefits. The interesting
relative to its network, to be 60% more
thing is when you go into the different
efficient. Carroll wants to push more
business units, my experience is that
data through the network using the same,
38
FEBRUARY 2019
or less energy. “We have a public goal around that. We have a public goal to
“A few years ago, we worked with EDF on our water footprint. We’re always looking at every aspect of our operations” — Shannon Thomas Carroll, Director of Global Environmental Sustainability at AT&T
reduce our fleet emissions by 30%. We have lots of public goals that are already tagged at this work and within the business units. They just have their heads down and are doing the really hard work to achieve this. When we come into departments and explain it’s really about the work that they’re already doing, the light bulbs go off and they become really good business partners. We’re constantly looking at the landscape in terms of the environment. A few years ago, we worked with EDF on our water footprint for example. We’re always looking at every aspect of our operations.” Technology is driving sustainability and AT&T is largely a technology company thus possessing a read edge when it comes to finding solutions. “I would say just about everything we do has a technology component,” Carroll explains. “For example, we’ve got a project called Icon. It’s basically our internal IoT solution, where we’ve put sensors on all types of internal equipment, including network equipment, w w w.c hi e fsust a i na bi l i t yo f f i cer. com
39
S U S TA I N A B I L I T Y
“ We’re proud of the 820 megawatts we’ve done so far. We’re the evangelists. We’re going around talking about all the benefits”
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— Shannon Thomas Carroll, Director of Global Environmental Sustainability at AT&T
FEBRUARY 2019
HVACS, water towers, everything you can think of. We then actively monitor that through our Icon dashboard and are able to look at predictive and preventative maintenance. Are things running as efficiently as they should? If they aren’t, how can we maximise their efficiency? There’s a lot of data out there, so the key is not just having accessibility to data, but being able to do something smart and good with it. We need to make good, smart decisions around that data.” “I think it’s important when you’re a company our size that you’re comprehensive. You need to have a short-term plan, a mid-term plan and a longterm plan. You have to think strategically, you have to look far down the line. You just can’t say you’re going to do this and that. You have to be transparent in the way that you do it. And you have actually have to do it.”
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SMART CITIES
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FEBRUARY 2019
ENERGY 2.0: THE RISE OF THE EMPOWERED CONSUMER Keith Harrison, Research Director at Gartner, details the changing relationship between the supplier and its consumer… WRITTEN BY
K EITH HARRISON
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SMART CITIES
T
he business of producing and supplying electrical power has evolved considerably during the past 30
years. During this period, utilities have undergone many disruptive developments.
Throughout these changes, one thing remained the same, power flowed from the utility to the consumer. However, the convergence of a number of different technology trends is ushering in the largest disruption in the energy market since national grids arrived on the scene — the ability for power to flow in multiple directions. 44
ADVANCES IN TECHNOLOGY The Internet of Things (IoT) and 4/5G networks enable many new devices to connect to the electricity network. These devices range from smart meters to electric vehicles, and from rooftop photovoltaic (PV) solar panels — typically in the range of 2 to 10 kilowatts (kW) —to energy storage battery solutions. Additionally, artificial intelligence (AI) and digital twins — a digital representation of a real-world entity or system — will make real-time models of generation and network assets possible. This will help network operators cope with a rise in the number of connected devices and the need to maintain a reliable supply. FEBRUARY 2019
45
RISE OF THE EMPOWERED CONSUMER Technology has empowered consumers across a number of industries and the energy sector is no exception to this. Now, electric vehicles provide a ready-made mechanism for the storage of energy; IoT-enabled devices can measure and track the flow of energy more closely and efficiently; and the cost of homebased renewable energy has fallen significantly. In Germany for instance, the deployment of PV rooftop systems is the highest in the European Union (EU), with the installation price dropping from approximately â‚Ź4,700 per kW in 2006 to around â‚Ź1200 per kW in 2016. w w w.c hi e fsust a i na bi l i t yo f f i cer. com
SMART CITIES
The blend of domestic power gen-
about who owns and pays for the
eration and energy storage technolo-
power grid of the future. Decentralisa-
gies, such as rooftop PV and battery-
tion of the energy sector is becoming
based storage units (the size of a small
a very real possibility — as a single
fridge, but half as deep) in the garage,
household, or small business, can be
provides energy consumers with
a player in the energy market, and as
a degree of independence from the
many consumers become producers
grid. It also provides them with the ability
of energy.
to trade the power they generate.
RISE OF THE PROSUMER DECENTRALISATION
In this scenario, utilities will no longer
However, this change brings big
be at the centre of the relationship
questions to the table. Questions
between the producer, the consumer
46
“ TECHNOLOGY HAS EMPOWERED CONSUMERS ACROSS A NUMBER OF INDUSTRIES AND THE ENERGY SECTOR IS NO EXCEPTION TO THIS” — Keith Harrison, Research Director at Gartner
FEBRUARY 2019
CLICK TO WATCH : ‘ARE YOU READY FOR GARTNER SUPPLY CHAIN EXECUTIVE CONFERENCE?’ 47 and the regulator of electricity. In practice, these energy “prosumers” will work with an aggregator — an intermediary that brings together the generation, storage assets and capabilities for many prosumers — to store and sell energy to others.
POLITICAL IMPACT This growing number of prosumers could have political implications in the coming years. Utilities may experience a drop in traditional commodity sale revenue, as less of the energy they produce is consumed by prosumers. w w w.c hi e fsust a i na bi l i t yo f f i cer. com
SMART CITIES
48
The normal consumer, without access to
structure in certain regions, in order
generation facilities of their own, could
to drive the investment required to
find their utility bills intensifying consid-
upgrade networks.
erably in order to meet the utilities’ operating costs and national subsidies.
HOW SHOULD UTILITIES RESPOND?
Undeniably, this could lead to new
In these changing circumstances,
regulations, as well as to the renationali-
utilities should respond with a new
sation of the electricity distribution infra-
operating model: one that effectively
FEBRUARY 2019
49
integrates and orchestrates the
reliability, to buffer renewable intermit-
contribution of prosumer-owned
tency and to enable prosumer market
distributed energy sources into
arbitration.
new energy markets. In terms of energy technology,
NEW ENTRANTS
utilities need to recognise the opera-
Over the years, a moderate number
tional benefits of energy storage to
of large power producers and buyers
improve network performance and
have participated in wholesale power w w w.c hi e fsust a i na bi l i t yo f f i cer. com
SMART CITIES
50
“ WHILE IT’S UNLIKELY THAT A SINGLE HOUSEHOLD WILL PARTICIPATE DIRECTLY IN THE ESTABLISHED CENTRALISED POWER MARKETS, THEY MAY DO SO INDIRECTLY THROUGH A THIRD PARTY OR AGGREGATOR” — Keith Harrison, Research Director at Gartner
FEBRUARY 2019
markets. While it’s unlikely that a single household will participate directly in the established centralised power markets, they may do so indirectly through a third party or aggregator. This aggregator could be a utility, or a new entrant. In the longer term, this process could be managed and optimised by AI. Certain regions are also already utilising blockchain technology to create and operate new local energy trading markets, on top of existing physical networks. For example, Brooklyn Microgrid is developing a community-powered microgrid where participants can engage in a sustainable energy network and choose their preferred energy sources, locally. And in the Netherlands, Powerpeers, launched by Vattenfall, is a marketplace where customers can decide who they receive their energy from, and who they supply with their self-generated energy. This disruption is currently in its early stages, but the impact on the existing traditional and centralised electricity markets could be significant in the coming years.
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TECHNOLOGY
52
FEBRUARY 2019
WHY TRAVEL SHOULDN’T DAMAGE THE EARTH With the company having recently hit 60,000 charging points shipped, Pod Point’s CEO talks to CSO Magazine about future goals for the forward-thinking firm WRITTEN BY
SOPHIE CHAPM AN
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TECHNOLOGY
P
od Point was founded on the belief that travel should not damage the Earth. With that in mind, Erik Fairbairn
created the firm to reduce carbon emissions
and air pollution within the industry. In 2008, the company’s Chief Executive Officer assessed his options for reducing environmental damage, and concluded a business strategy. “I felt very strongly that the obvious choice for me was electric vehicles (EVs), and I saw three things which needed to be solved in order to enable the technology,” 54
Fairbairn reveals. The CEO found business potential in either manufacturing vehicles, working to renewably source the energy used to power EVs, or developing the technology used to charge them. Finding a gap in the charging point market, Fairbairn used his experience in the automotive sector to launch the company, which later became the largest EV charging company in the UK. Having previously worked in the product development side of cars, Fairbairn’s engineering skills translated to the new project. “I’m an engineer at heart. I think engineering is a thought process, whereby you look at something and measure it, then tweak it and measure it again. It’s a process I’ve found quite applicable to FEBRUARY 2019
55
business generally, so I often come at problems from an engineering process perspective, having found parallels in a whole range of forms of business. It results in me being a slightly data-driven CEO.” The business aims to deliver a Pod Point to every place you can park, which the company has assigned into four categories: at home, at work, at a destination, and on route. Fairbairn, noting his aspirations sound ambitious, compared his strategy to Microsoft. “It’s a little like when Microsoft said, ‘We’re w w w.c hi e fsust a i na bi l i t yo f f i cer. com
TECHNOLOGY
going to put a computer on every desk.’”
Pod Point’s operations currently run
The company recently reached its
in the UK and Norway; Fairbairn targ-
60,000 charging bays shipped mark,
eted the Nordic nation due to its sus-
which the CEO remarked as a substan-
tainable advances. Around 60% of new
tial metric to motivate staff. However,
vehicles sold each month in Norway
in order to achieve its goal of connect-
have an electric plug on them, com-
ing all of the UK, Pod Point would need
pared to the UK’s 4%, the CEO revealed.
to install a total of 10mn stations across
“I feel that we’re really dealing with
the country – this would reach a ratio
a market which the UK is going to feel
of one station per three vehicles.
like in five years’ time,” Fairbairn states.
56
“ POD POINT WAS FOUNDED ON THE BELIEF THAT TRAVEL SHOULD NOT DAMAGE THE EARTH” — Erik Fairbairn, Chief Executive Officer & Founder of Pod Point
FEBRUARY 2019
CLICK TO WATCH : ‘POD POINT INSTALLATION VIDEO’ 57 The company’s vision is far wider than
to 600 of its stores. The scale of the
two nations in Europe, with plans for
agreement will see the retailer install
more than just domestic expansion.
an additional 15% of the total public
“Our motto is “Travel should not dam-
charging points across the country.
age the Earth” not “Travel should not
Pod Point referred to the “landmark
damage the UK.” In time we’d like to
deal” as “democratising” to the industry,
expand our operations outside of our
with advanced and environmentally-
two markets, but we really see the UK
friendly technology being integrated
marketplace expanding very quickly,
into the mainstream. Tesco annou-
and to an extent we’ve got our hands
nced in 2017 that it would run off entirely
full with the two markets that we’re
renewable energy, aligning the two
dealing with currently,” he continues.
with the firms’ values and making the
Fairbairn’s company recently signed
deal a perfect fit. Pod Point uses ren-
a deal with the UK-based supermarket
ewable power wherever possible
chain, Tesco, to supply 2,400 bays
in its own operations, as well as actively w w w.c hi e fsust a i na bi l i t yo f f i cer. com
TECHNOLOGY
influencing its customers to initiate and link their own green energy projects to their chargers. Despite previous limitations surrounding the variety of EVs on the market, Pod Point’s CEO argues that the coming year will see a rise in EV variety entering the mass market. “Up until now, EVs have been limited by the range of different cars you can buy. I really think 2019 is going to be the year where, all of a sudden, there’s an EV that’s right for everybody, and that’s 58
really going to move the market up.” Fairbairn calls this the “second wave of the EV” and with it he hopes will be attached a growing population that use renewable power and green advances. “There is a very strong correlation between people who buy green energy, have solar panels on their houses, and have EVs. The more people that incorporate these sustainable technologies in their lives, the more that becomes the norm,” the CEO claims. As well as the external hardware used to power vehicles, the firm has developed software in the form of an app that is incorporated into the process. “Software is equally a part FEBRUARY 2019
of the product experience, in the same way that the hardware is. The concept that we should think about the two separately is outdated – for us the whole thing is a hardware-software amalgamation,� the CEO says. Pod Point is also working with data to gain a greater understanding of how the UK is using EVs. Data is enabling the firm to better understand how and when to manage its energy flow, as well as gauge the best locations to target for new charging stations. Pod Point sees a future that is simultaneously environmentally conscious and equally technologically unaware, in regards to its charging
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TECHNOLOGY
“ THE MORE PEOPLE THAT INCORPORATE THESE SUSTAINABLE TECHNOLOGIES IN THEIR LIVES, THE MORE THAT BECOMES THE NORM” — Erik Fairbairn, Chief Executive Officer & Founder of Pod Point
60
FEBRUARY 2019
points. The company forecasts a growing population that deems environmental damage as unacceptable, with an awareness surrounding both the tangible aspects of the damage, such as visible air pollution from combustion engines, and less tangible aspects, such as global warming. In the same expectations, the firm aims to continue developing an infrastructure that continues to be used without revealing the high levels of technology incorporated within it. “We ensure the extent of technology we use is hidden from the majority of consumers. We hide how smart our chargers are so they feel like an entirely simple-to-use, easy interface,” Fairbairn notes. In the coming years, Pod Points aims to keep up with a forecasted “astronomic technology adoption curve,” in which EV adoption grows at unprecedented rates. As well as the its upcoming milestones, Pod Point has aspirations on a much wider scale, making it a company of the future.
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S U S TA I N A B I L I T Y
62
DRIVING SUSTAINABILITY THROUGH MINIMISATION OF EV INFRASTRUCTURE FreeWire CEO Arcady Sosinov discusses the company’s success as a developer of mobile EV charging solutions and how its technology circumvents the challenges of installing EV charging infrastructure WRITTEN BY
M ARCUS L AWRENCE
FEBRUARY 2019
63
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S U S TA I N A B I L I T Y
A
s the uptake of electric vehicles continues to grow exponentially around the developed world, the question
of infrastructure still looms large. For EVs to
truly enter the mainstream, consumers need the peace of mind that they will find a charging point as easily as a petrol station, and that a low charge far from home is not cause for alarm. Installing a fixed infrastructure at the scale required throws up a number of challenges which are ultimately unified under the common denominators of significant cost, time consumption, and even sheer impossi64
bility in some locations. FreeWire, based in San Leandro, California, has devised a particularly ingenious solution to these issues with its Mobi devices. The rolling charger units plug into wall sockets and incorporate integrated batteries as a buffer between the grid and EV, boosting the charge rate without causing a sudden spike in demand from the grid. The result is a product that is mobile, can be used practically anywhere with a power source, and offers faster charging than the trickle charge stations currently found in many inner cities. Arcady Sosinov, co-Founder and CEO of FreeWire, says that Mobi’s manoeuvrability is not in itself its biggest draw. “It’s unique, and it’s not simply mobile charging. It’s easy to look at a product FEBRUARY 2019
“ WE’RE GROWING FROM BEING THAT INNOVATIVE, YOUNG, FAST MOVING TECHNOLOGY STARTUP, AND SETTING UP THE PROCESSES AND OPERATIONS INTERNALLY TO START SUPPORTING OUR MAJOR CLIENTS” — Arcady Sosinov, CEO, FreeWire
65
and think mobile charging, that’s really the catch there, but it’s more than that. Everything we do is to minimise infrastructure, and that’s the thesis under which we work. The technology that’s inside that mobile charger is going to have an important place in the EV charging world, and that’s integrated charging and fast charging.” Born around 80km outside Chernobyl a month and a half after the Soviet power plant’s explosion, Sosinov’s family moved to the US shortly after and he says that this personal history spurred an interest in energy and the ramifications of emerw w w.c hi e fsust a i na bi l i t yo f f i cer. com
S U S TA I N A B I L I T Y
“ THE KEY THING THAT WE WANTED TO SHOW WAS THAT THEY CAN PROVIDE FAST CHARGING AT A GAS STATION WITHOUT NEW INFRASTRUCTURE, AND WE DID THAT. THAT WAS A BIG ONE” 66
— Arcady Sosinov, CEO, FreeWire
gent energy needs from a young age.
others, behind them. “The biggest chall-
Leaving the world of finance to pursue
enge, and the reason we raised this
a resolution to the EV infrastructure
Series A round, is to go from pilot to
issue, Sosinov founded FreeWire along-
programme,” Sosinov says. “A startup
side CIO Jawann Swislow and Director
like ours, which worked previously at
of Engineering, Rich Steele. In January
a very small scale, needs capital to
2018, FreeWire secured a US$5mn
build up internal operations, to build up
investment from BP Ventures, closing
our support structure. We’re growing
its $15mn Series A financing in Decem-
from being that innovative, young, fast
ber with both BP and Volvo, among
moving technology startup, and setting
FEBRUARY 2019
67
up the processes and operations intern-
ers, panels, power distribution units,
ally to start supporting our major clients.”
and the exorbitant costs and labour
In BP, FreeWire has a partner that
that each of these require. BP offers
offers a wealth of opportunities and
FreeWire an entry point to an estab-
symbiotic benefits. Where BP wants to
lished, ubiquitous network of outlets
deploy fast EV charging at its outlets,
around the world. “These guys have
FreeWire has the potential to circumvent
a lot of sites, a huge amount of reach,
the need for infrastructure, the boosted
and if they want to distribute FreeWire
wattage needed for fast charging, the
technology it would be in dozens of
necessity for new conduits, transform-
countries instantly,” Sosinov explains. w w w.c hi e fsust a i na bi l i t yo f f i cer. com
S U S TA I N A B I L I T Y
Last year, the partnership saw the
Chad Bown, Venture Principal at BP
release of two pilot Mobis at a BP
Ventures and Board Member at Free-
outlet in Hammersmith, London for
Wire, shares this positivity. “FreeWire
a hugely successful three-month trial
units are very mobile. If you remove the
that concluded in October. “We checked
wheels, you can pick the units up with
off all of our success metrics,” Sosinov
a machine and move them about very
says. “Everything worked out great and
quickly so that, as demand changes at
now we’re planning for future develop-
certain sites, we can move very quickly
ments across all of Europe. The key
to provide an offer nearby,” he says.
thing that we wanted to show was that
“FreeWire units save you the time of
they can provide fast charging at a gas
getting regulations to dig up ground, and
station without new infrastructure, and
the costs of actually installing the copper.
we did that. That was a big one.”
We’ve shown that EV charging at gas
68
FEBRUARY 2019
CLICK TO WATCH : ‘CONCIERGE CHARGING BY FREEWIRE TECHNOLOGIES’ 69 stations works. I think we’ve got the right flow, the logistics, the location, and enough real estate to fully integrate an EV capability and charging capability at our retail stations.” In tandem with an extremely positive response from consumers, the trial also successfully demonstrated the safety of the equipment itself in the setting of a BP outlet. Indeed, the firms seem exceptionally well matched. Consumers around the world know what to expect from a BP station, says Bown, and the firm wants to both leverage and continue this familiarity as w w w.c hi e fsust a i na bi l i t yo f f i cer. com
S U S TA I N A B I L I T Y
motorists transition from petrol and diesel to electric vehicles. The challenge for BP, and for many others, is to establish the best commercial model for the provision of EV charging. “You’ve got the cost of the input of electricity, and then the question of how you can effectively provide that to a customer in a manner that is economic and also timely,� Bown says, highlighting the challenge posed by consumers who want to be able to charge their EVs as quickly as they 70
have historically refuelled their petrol or diesel vehicles. While the technology
FEBRUARY 2019
capable of such rapid speeds remains in the future, FreeWire itself has established a successful concierge platform that provides a means for customers to provide on-demand charging in myriad ways. “We sell customers the hardware and a subscription to our software platform, an app where users can drop a pin where they’re parked and schedule a charging session. The customer then operates the service themselves or hires a service company to operate it,” Sosinov explains. An example of this solution in action in the UK is with utility firm Centrica, who will be operating FreeWire units on the ground in London to provide on-demand charging services. “On demand can mean a couple of different things. It could mean scheduled charges, so you live in Westminster and you need a charge every Thursday in the middle of the night. The system would roll around and charge your car and, when you wake up in the morning, you’re good to go for the next few days.” The potential for this mode of EV charging is matched by the potential benefits to employers whose workforce includes EV drivers. Freew w w.c hi e fsust a i na bi l i t yo f f i cer. com
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S U S TA I N A B I L I T Y
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“ I THINK WE’VE GOT THE RIGHT FLOW, THE LOGISTICS, THE LOCATION, AND ENOUGH REAL ESTATE TO FULLY INTEGRATE AN EV CAPABILITY AND CHARGING CAPABILITY AT OUR RETAIL STATIONS” — Chad Bown, Venture Principal at BP Ventures & Board Member at FreeWire
FEBRUARY 2019
Wire’s website notes that EV drivers spend an average 30 minutes per day moving their vehicles to fixed charging ports and that this loss of productivity can amount to $1mn every year for workplaces with 200 EVs amongst its employees, or $5000 per head. In the context of vehicle-centric businesses moving towards fully-electric fleets, such as taxi firms and courier companies, the draw speaks for itself. The potential is not limited to employers who wish to provide this convenience to its employees or to firms with fleets of EVs at their disposal, but to companies who seize the opportunity to provide this service to the public. Utility firms, Sosinov says, are a great example of this in practice. Centrica, as previously mentioned, is an example of a firm utilising its labour force and expertise in mobile service operations to provide on demand EV charging as part of its business model. FreeWire’s technology is not only poised to answer one of the biggest questions posed by the EV future, but it has the capacity to open doors for a variety of industries and demographics. With the weight of BP and Volvo behind them at such an early stage in this emergent and competitive industry, FreeWire is certainly one to watch.
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T O P 10
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FEBRUARY 2019
Top 10
biggest solar parks in the world In 2018, there has been a notable surge in the number of solar photovoltaic parks. We share the 10 largest... WRITTEN BY
AMBER DONOVAN-STEVENS
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T O P 10
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10
Copper Mountain Solar Facility, USA Copper Mountain Solar Facility covers 10 km2 in Boulder City, Nevada, and was developed by Sempra Generation. Copper Mountain powers 18,000 homes with 552MW of power. It might seem surprising to see the US ranking lower in 2018 when it had been the leader of solar energy in 2016 and this is likely the result of President Trump’s imposed tariff on the importation of solar panels in the US in January 2018, which froze some US$2.5bn in projects.
www.power-technology.com FEBRUARY 2019
77
09
Solar Star, USA Solar Star was originally the largest solar project in the world when it was completed in 2015, and its displacement is a testament to the speed at which solar power is growing internationally. Solar Star has a 579MW capacity, and powers over 250,000 homes near Rosamund, California. The power station is spread over 13 km2.
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08
Pavagada Solar Park, India Pavagada Solar Park is one of the newest additions to this list, as 600MW became operational in March 2018. The park is one of many contending for the title of largest solar park in the world with its goal of reaching 2000MW by December 2019. It has yet to update its number of operational units.
www.power-technology.com
FEBRUARY 2019
79
07
Kamuthi Solar Power Project, India Kamuthi Solar Power Project is spread over 10 km2 in Kamuthi, Ramanathapuram district, about 90 km from Madurai, in the state of Tamil Nadu, India. The site is the largest single-location solar in the world, and has the capacity of 648MW. The photovoltaic panels are cleaned each day by self-charging robots.
www.wikiwand.com
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06
Villanueva Solar Park, Mexico Villanueva Solar Park covers 24km2.The park has increased its output to 828MW from 754MW in 2018. Enel, the company responsible for the operation of Villanueva, also has a secondary solar project: The Don JosĂŠ facility. The Don JosĂŠ facility generates 260 MW, making Enel the largest producer of photovoltaic energy in Mexico.
www.enelgreenpower.com
FEBRUARY 2019
81
05
Longyangxia Dam Solar Park, China China is becoming a solar superpower and Longyangxia Dam Solar Park is located next to a hydropower station on the Yellow River in China’s Qinghai province. The solar power station is integrated with the hydroelectric power station, allowing for the regulation of output to balance the variable generation from solar before it is connected to the grid. This helps to conserve water. The park now has expanded to 850MW, keeping it high in the ranks.
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04
Kurnool Ultra Mega Solar Park, India Kurnool Ultra Mega Solar Park is situated the province of Andhra Pradesh. The plant is 24km2, and currently has 2,500 employees. The park was the first to send 1GW of electricity into the public grid in December 2017. The government plans to open two more parks, increasing the the output to the state grid to 2.75 GW by 2022.
www.nrdc.org/experts/anjali-jaiswal
FEBRUARY 2019
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03
Datong Solar Power Top Runner Base, China Datong Solar Power Top Runner Base completed its first stage or three with 1GW. The Base has plans in motion to expand it to the largest solar plant in the world once completed. Each phase is expected to generate 1GW. The powerbase features solar panels that are organised to look like pandas from an aerial view, in order to inspire interest in solar power from the general public.
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T O P 10
02
Bhadla Solar Park, India Though Bhadla is physically larger than Tengger Desert (40km2), its output remains lower with 1,365 MW. On a visit to the plant by The Indian Express, Amitabh Sinha described the area as “almost unlivable� with temperatures 84
of 46 and 48 degrees Celsius. 40% of the technicians are from local villages, and work to keep the solar panels functioning. The plant plans to extend its operations up to 2,25GW.
www.indianexpress.com/article
FEBRUARY 2019
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T O P 10
01
Tengger Desert Solar Park, China The largest solar park in the world is Tengger Desert Solar Park. Tengger Desert is located in Zhongwei, Ningxia, and covers 36,700 km2, and has been the largest park in the world since 2016. In China, the park is known as “The Great 86
Wall of Solar�, generating over 1.5GW of power. While it has held this position for the last three years, it could very soon be outranked by the expansions planned by other parks such as Kurnool, Detong and Bhadla.
FEBRUARY 2019
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EVENTS & A S S O C I AT I O N S
The biggest industry events and conferences WRITTEN BY ANDREW WOODS from around the world
06TH–08TH MARCH
Middle East Electricity 2019
[ DUBAI WORLD TRADE CENTRE, UAE ] Middle East Electricity is the largest 88
meeting place for energy industry professionals from over 100 countries
23RD–25TH APRIL
worldwide, involved in sourcing, install-
SEPA Utility Conference
ing or purchasing products/services
[ RANCHO MIRAGE, CA, USA ]
for the power, lighting, renewable or
This isn’t a trade show as such, but an
nuclear sectors. ‘Put your company at
event where ‘utilities go to share with
the forefront of this rapidly developing
other utilities on how they get things
market and expose your brand to over
done in a confidential, intimate environ-
20,000 senior-level decision makers.’
ment’. From issues like how to speed
With its carefully focused profile and
up your solar interconnection queues
highly targeted audience, Middle East
or how to best determine the locational
Electricity allows you to direct your
value of your DER assets, there’s a util-
sales and marketing effort accurately
ity expert at this conference who has
and cost-effectively.
the answer.
www.middleeastelectricity.com
www.sepapower.org
FEBRUARY 2019
20TH–22ND JUNE
Intersolar Europe 2019 06TH–09TH JUNE
[ MESSE MÜNCHEN, MUNICH, GERMANY ]
ASEAN Sustainable Energy Week (ASE)
Intersolar Europe is the world’s leading
[ BITEC, BANGKOK, THAILAND ]
partners and takes place annually at
This massive show expects 27,000
the Messe München exhibition center
visitors, over 1,500 brands and over
in Munich, Germany. The event’s exhi
80 seminars tackling renewable energy
bition and conference both focus on
sources and the latest technology in
the areas of photovoltaics, solar ther-
this area. Wind and solar power are
mal technologies, solar plants, as well
among the many systems and programs
as grid infrastructure and solutions for
featured and discussed along with
the integration of renewable energy.
thermal and waste-to-energy, hydro-
Since being founded 26 years ago, Inter-
powered programs, bio-mass and other
solar has become the most important
green technology. Renewable energy
industry platform for manufacturers,
and energy efficiency clinics staffed by
suppliers, distributors, service provid-
experts are also conducted at the show.
ers and partners of the solar industry.
www.renewableenergy-asia.com
www.intersolar.de
exhibition for the solar industry and its
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89
EVENTS & A S S O C I AT I O N S
28TH–30TH AUG
10–12TH JULY
Ees North America 2019
Intersolar South America 2019
[ CA, UNITED STATES ]
[ SÃO PAULO, BRAZIL ]
Celebrating its tenth
With 11,500+ visitors,
anniversary, Ees will wel-
1,500+ conference att-
come hundreds of 530
endees and 180 exh-
exhibitors and 15,000+
ibitors, Intersolar has
trade visitors. The con-
become the most imp-
shops with more than
POWER-GEN & DistribuTECH Africa
200 speakers. With over
[ SOUTH AFRICA ]
viders, investors and
20 years of experience,
With 3,000 attendees,
partners of the solar
Intersolar brings together
100+ speakers and 70+
industry. Intersolar South
members of the solar
exhibitors, POWER-GEN
America takes place at
industry from across the
is Africa’s premier elec-
the Expo Center Norte
world’s most influential
tricity industry forum that
in São Paulo, Brazil on
markets. Intersolar exhi-
brings together interna-
August 22-24, 2017 and
bitions and conferences
tional business leaders
has a focus on the areas
are also held in Munich,
and technical experts
of photovoltaics, PV
San Francisco, Mumbai,
committed to powering
production technologies,
Beijing and São Paulo.
up a continent.
energy storage and solar
Click her for info
Click here for info
thermal technologies.
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With events spanning four continents,
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many of the same technologies – design,
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ences bring businesses, technologies
skilled workforce –the Offshore Wind
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92
A sustainable pioneer in the wind energy market WRIT TEN BY
L AUR A MULL AN PRODUCED BY
TOM VENTURO
FEBRUARY 2019
USA
93
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THE NORDEX GROUP
Following a pivotal merger between Nordex and Acciona Windpower in 2016, the Nordex Group is disrupting the sustainable energy market with its customer-centric approach
W
ind power has proven to be big business. According to the American Wind Energy Association (AWEA), US wind power produc-
tion has tripled over the past decade and there are now more than 54,000 wind turbines operating in 41 states 94
as well as Guam and Puerto Rico. Following a pivotal merger, Nordex Group has profited from this tailwind and today, it stands as the fourth largest wind turbine provider in the marketplace. By bringing together the expertise of both Nordex and Acciona Windpower, Head of Project Management, John McComas, says that this union has been critical to positioning itself as a wind energy front runner. The advantages have been tenfold. “One of the immediate benefits is size,” McComas explains. “Acciona Windpower and Nordex on their own were smaller organizations and were not reaching all markets. By merging, we’ve created the fourth largest wind turbine supplier in the marketplace. Since the marketplace itself is competitive and volume driven, this merger really helped us increase our offering to large-scale clients.” By blending two FEBRUARY 2019
USA
95
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THE NORDEX GROUP
96 digitally-savvy companies, the merger has also helped to foster innovation. The Nordex Group has launched and installed one of its highest yielding and quietest onshore turbines. “In 2019, we will be installing our first commercial 4.5 MW wind turbines in international markets that will incorporate the best elements from the Acciona Windpower turbine with the original Nordex turbine,” notes McComas. The Nordex Group not only competes with the wind sector but also has to go head to head with the solar, nuclear, hydropower among other sectors. FEBRUARY 2019
“ We’re a very flexible and customer-oriented organisation. We adapt according to feedback in order to provide the best solution from a project to project basis” — John McComas, Head of Project Management
USA
CLICK TO WATCH : ‘WIND TURBINE 3D ANIMATION – NORDEX’ 97 What distinguishes the firm from the rest,
Keeping a vigilant eye on market
argues McComas, is how it collaborates
dynamics, the Nordex Group under-
closely with its clients from start to finish.
stands that the cost of energy is one
“These are projects that are incredibly
of the most important key performance
complex with millions of dollars of invest-
indicators (KPIs) facing the sector
ment, so collaboration is absolutely key,”
today. “The cost of energy reduction
he explains. “No one benefits if people
initiative has become culturally ingrained
are pointing fingers at each other and
in the organization. We actively ask
making excuses. Ultimately, it’s much
ourselves if we can do our tasks more
more positive for the project and every-
efficiently without sacrificing safety
one involved that we work hand in hand
and quality. I think it’s been a success.”
and keep our eye on what the goal really
One way that the wind turbine provider
is: to safely get turbines in the ground
reduces costs is by working closely
and to have them producing clean and
with clients to streamline their opera-
cost-effective power.”
tions. “As soon as the agreements are w w w.c hi e fsust a i na bi l i t yo f f i cer. com
THE NORDEX GROUP
inked we have meetings about cost whereby we talk with clients and their selected contractors to see if there’s anything that can be done to cut unnecessary costs out, while still maintaining the positive elements of each party’s relationship,” McComas says. “We have meetings to teach them about how best to install the turbine, what best practices are, what they need to be watchful of, some of the lessons learned that others have encountered. We invite them to our facility to take a look at the manufacturing process. We invite them to audit that process.” 98
Offering powerful wind turbines across the globe, the joint company has more than 30 years’ experience harnessing wind energy. Through its trailblazing turbines the company has delivered more than 23 GW of sustainable energy, but despite its impressive reach it has always ensured that its projects are tailored to the specific client in mind. “We specialize and focus on specific constraints that each developer may have,” explains McComas. “There may be a sound requirement; there may be some greater electrical requirements.” “We’re a very flexible organization” he adds. “We’re not mechanical in what we offer from one project to the next. We listen to our clients, we listen to our partner contractors, FEBRUARY 2019
USA
“ These are projects that are incredibly complex and could be worth millions, so collaboration is absolutely key” — John McComas, Head of Project Management
99
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THE NORDEX GROUP
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FEBRUARY 2019
USA
C OMPA N Y FA C T S
and we adapt according to feedback in order to provide the best solution from a project-to-project basis.” To meet the ever-changing demands of its clients, the Nordex Group has kept its finger on the pulse of the latest innovations in the sector and it has significantly invested in R&D. “There’s a lot of generation technologies in the marketplace and we need to be able to demonstrate that we can offer the best, most sustainable, most cost-effective technology there is,” observes McComas.
• According to the American Wind Energy Association, US wind power has tripled over the past decade and now, there are now more than 54,000 wind turbines operating in 41 states, Guam and Puerto Rico • The joint company has more than 30 years’ experience harnessing wind energy and has delivered more than 23GW of sustainable energy
“Additionally, regulations are becoming stricter, testing requirements for the equipment are becoming more robust, w w w.c hi e fsust a i na bi l i t yo f f i cer. com
101
Gemini Energy Services is an Independent Service Provider for Wind and Solar Projects across North America, built on a foundation of military backgrounds.
Gemini Energy Services
OPERATIONS & MAINTENENCE TECHNICAL SUPPORT SERVICES CONSTRUCTION & COMMISSIONING WARRANTY & INSPECTION SERVICES our website Contact us
and I would say it’s important for all wind turbine and renewables manufacturers to understand what these requirements are, incorporate them into existing technologies – and to do so quickly.” At the Nordex Group, this has involved forging strong partnerships with industry leaders. “We can’t do these projects on our own,” McComas adds. “Over the years, we’ve developed strong partnerships with companies, even though we may not have contractual relationships with them. The names that stand out the most are RES America and IEA, FEBRUARY 2019
USA
in terms of construction. When it comes
employees – people that have truly
to transportation, we’ve worked closely
gone up the ranks and are now in lead-
with DSV, Coli, Oldendorff, Totrans,
ership positions.” With offices and
BNSFL and ATS and we’ve also had
subsidiaries in more than 20 countries,
a very good manpower partnership with
the wind turbine provider has a truly
One Wind, Run Energy, and Gemini.”
global reach and this expansion is only
With around 5,000 employees under
set to continue. This has proven to be
its wing, the workforce undoubtedly
a key tool for retaining top expertise
has an important role to play in fostering
and talent.
continuous improvement. “The people
“Retention is a key issue for every
who work on these projects every day
manager in the marketplace,” McCo-
are the most important asset we have,”
mas says. “I think we stand out because
notes McComas. “One of the competi-
we provide opportunities to our employ-
tive advantages we have as an organi-
ees. If they work hard and are open to
zation is that we have a lot of seasoned
it, then the company will find them an
Merger occurred in
2016
5,000
Approximate number of employees
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103
THE NORDEX GROUP
104
opportunity around the globe. We also
and center of everything it does. From
have a very personal relationship with
hazardous weather to working at heights
our employees. The people on site
or near high voltages, workers face
know that they can contact the leader-
a series of risks and therefore a strong
ship team directly and the fact that they
safety culture has been embedded into
have a voice and can project that voice
the organization. “In project manage-
to leadership is important.�
ment, for instance, we demonstrate
Recognizing the importance of its
that safety is important to us by being
employees, the company has also
involved in safety walks and safety
worked hard to ensure safety is front
audits when we go and visit sites. This
FEBRUARY 2019
USA
“ Listening to the people that are actually conducting the work is key and trying to reflect that in actual change is very important to the overall culture of the firm” — John McComas, Head of Project Management
105
ensures that our safety culture is well
that in actual change is very important
observed,” McComas explains. “We
to the overall culture of the firm.”
also have weekly discussions with site
Today, the Nordex Group has several
managers and safety personnel to hear
projects underway and is nearing
what they’re seeing, what is being
completion on a 95 turbine project in
changed and what they think would be
Kansas, a 101 turbine project in Nebras-
good to incorporate from a safety
ka, and a 16 turbine project in North
standpoint moving forward. Listening
Dakota. Elsewhere, the firm is set to
to the people that are actually conduct-
build its ninth wind farm in Texas.
ing the work is key and trying to reflect
Looking forward, McComas is optimistic w w w.c hi e fsust a i na bi l i t yo f f i cer. com
THE NORDEX GROUP
“ The people who work on these projects every day are the most important asset we have” — John McComas, Head of Project Management
106
FEBRUARY 2019
USA
that this upward trajectory will continue in the years to come. “I think most of the globe is starting to flip the switch on what is necessary for the future of energy production,” he reflects. “More regions, particularly industrial countries, are starting to realize the need for greater levels of social and environmental responsibility. I think that the renewable market is going to stay strong and I see a lot of positive things for the Nordex Group moving forward. We have just released our new Delta 4000 wind turbine with a 4.0-4.5 MW generator with a 149m rotor. The first turbines have been installed in Germany and further ones will be installed internationally in 2019 and we expect to see the first installations in the US in 2020, which is very exciting. Ultimately, we don’t just supply a product that is competitive; we also provide a service that suits everyone’s specific needs. I think that’s what will propel us forward and make us successful.”
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108
MARKET LEADERS IN THE EVOLVING ENERGY SPACE WRIT TEN BY
DA LE BENTON PRODUCED BY
TOM VENTURO
USA
109
TERRACON
110
PARTNERING WITH SOME OF THE BIGGEST INDUSTRY PLAYERS, TERRACON LOOKS SET TO DEFINE THE FUTURE OF WIND POWER GENERATION OCTOBER 2018
T
erracon has been delivering consulting engineering services to clients for more
than 50 years. The company, based in Olathe, Kansas, is an employee-owned engineering consulting firm that provides environmental, facilities, geotechnical and materials services across a number of strategic business sectors, including power generation, oil and gas, transportation and facilities.
USA
111
It is this power generation market, particularly wind power generation, that is currently experiencing significant growth like never before. For Blair Loftis, vice president and National Director, Power Generation & Transmission at Terracon, key to this growth has been the impending expiration of the production tax credit in 2019. This means that companies constructing wind facilities from 2019 onwards will receive a lower tax incentive than in previous years.
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TERRACON
Vision, Innovation, Development
Wind Stone Constructions works as an ambitious company and with a great work spirit, we are specialists in civil works/engineering and P&H foundations for wind turbines. Our commitment is to develop projects promoting the transformation of our environment and fostering the economic, social and environmental development. LEARN MORE
HEADQUARTERS: Avenida Las Cumbres 171 Colonia Colinas del Vergel, 98085. Zacatecas, Zacatecas Mexico. MEXICO CITY: Avenida Paseo de la Reforma 296 Colonia Juarez, 06600. Mexico City, Mexico.
www.wsc.mx/en | wsconstructionsmex@gmail.com |
OCTOBER 2018
USA
“ That’s what we are doing at Terracon, we are working with these large companies and we are providing innovative solutions that help reduce those costs” — Blair Loftis, VP and National Director, Power Generation & Transmission, Terracon
“The existing production tax credit
Lowering the corrugated metal pipe into the foundation excavation
cycle of a wind farm goes into the
(PTC) expires in 2019 and this is forcing
turbines themselves, with the remain-
a number of companies to find ways to
ing 50% going into ‘balance of plant’
fill the incentive gap,” says Loftis. “In
(BOP): roadways, conductor systems
losing those tax incentives, more and
and other infrastructure elements and
more companies are now seeking out
half of the BOP cost is the foundations.
ways to reduce capital costs. “That’s what we are doing at Terra-
The key then for Terracon is finding where it can add value into that con-
con, we are working with these large
struction cycle, and it has located it in
companies and we are providing
the wind turbine foundations.
innovative solutions that helps reduce those costs.”
As the wind energy market grows and the PTC expiration date draws
Loftis notes that 50%of the capital
near, these developers are looking for
expenditure within the construction
bigger returns on each wind turbine w w w.c hi e fsust a i na bi l i t yo f f i cer. com
113
TERRACON
Williams Form Engineering Corporation has been providing threaded steel bars and accessories for in the construction industry for over 95 years. Each wind tower supported by a Williams foundation anchor bolt can be relied upon to perform flawlessly throughout the life of the turbine. www.williamsform.com info@www.website.com LEARN MORE 8165 Graphic Dr. Belmont, MI 49306 Phone: (616) 866-0815 Fax: (616) 866-1890
“BUILDING STRONGER FOUNDATIONS” jbsenergysolutionsllc.com
P&H “Anchor Foundation”
P&H “Tensionless Pier Foundation”
JBS Energy Solutions is fast becoming the go to company to provide scalable design and build solutions specifically for the Patrick & Henderson wind turbine foundations and existing foundation upgrades. We provide a complete foundation package, from initial engineering through final construction.
OCTOBER 2018
USA
they construct. Technological advance-
have been constructed with a gravity
ments in wind turbine generators has
spread foundation design, but with the
afforded an opportunity for larger
additional mass at the top of the tower
machines. This equates to a signifi-
from these larger machines the industry
cant increase in the turbine size, tower
was ripe for a paradigm shift.
height and blade length. In turn, the
That shift was brought about by the
foundation system grows larger and
Patrick & Henderson (P&H) Tension-
more expensive.
less Pier Foundation: a design that
The market is moving towards larger
requires less than a third of the amount
turbines for land-based applications;
of concrete and steel and 25% less
from a typical size in the 2-megawatt
excavation and backfill when construct-
family to turbines rated at 3-3.5
ing the larger wind turbines. Accord-
megawatts. Traditionally, the turbines
ing to Loftis, an experienced crew can 115
1965
Year founded
4,000+ Number of employees
140+
Offices nationwide
w w w.c hi e fsust a i na bi l i t yo f f i cer. com
TERRACON
“ What we are doing with our foundation systems is making the typical gravity spread foot foundation functionally redundant in the marketplace” — Blair Loftis, VP and National Director, Power Generation & Transmission, Terracon
Blount Contracting is a full service civil construction company specializing in mass excavation, shoring, renewable energy – civil grading and P & H foundation installation.
blountco.com 1353 S Vista Rd Apache Junction AZ 85119 • 480-985-2112 • info@blountco.com
USA
The inner corrugated metal pipe is ready for backfill 117 complete at least five foundations per
to conventional standards of modelling
week under favourable site conditions.
so we could get that in front of the
“We work with specialty foundation
independent engineering community.
contractors like JBS Energy Solutions,
Once we started doing that, we got
Blount Contracting, and Wind Stone
the industry and market comfortable
Construction who have honed their skills
with Terracon assuming this role as the
for installing our foundation design.
engineer of record.
Some engineer, procure, construction
“It has been a team effort. We have
(EPC) contractors, such as Blattner
a tight group including Allan Henderson,
Energy have resourced so that they can
the inventor of the foundation, two
construct our foundations on multiple
preferred materials suppliers (Contech
projects simultaneously,” says Loftis.
Engineering Solutions and Williams
“Terracon has spent the last few years bringing the P&H Foundation up
Form Engineering) and a quality assurance firm (Structural Observation
w w w.c hi e fsust a i na bi l i t yo f f i cer. com
TERRACON
Services), and we all work together with a shared strategic platform.” One of the key ways in which Terracon has and continues to establish itself as an industry expert in foundation design is through partnering with key industry players. Through this, Terracon is able to work with and demonstrate first-hand the true value of the P&H Tensionless Pier Foundation which in turn highlights its value in terms of, at least in part, helping to fill in the tax incentive gap. Terracon has partnered with NextEra Energy Resources, one of the largest independent 118
operators of power generating assets in North America. Terracon has been able to realise as much as 40% savings in construction capital costs of NextEra’s wind turbine foundations through the P&H Tensionless Pier Foundation. “For NextEra it was an easy win,” says Loftis. “NextEra, like many companies, is faced with increased capital pressures as it deals with the expiration of the PTC. If Terracon can save one of the largest industry players 40% on 25% of their capital it is sort of a no-brainer.” Terracon’s foundation is deep and cylindrical, as opposed to the gravity foundation which is typically flat and octagonal. The standard P&H Tensionless Pier Foundation requires
OCTOBER 2018
USA
only 110 cubic yards of concrete which translates to as much as 40% less concrete and 40% less steel as opposed to a gravity spread for the same size wind turbine. “It’s a significant cost saving in the industry. Especially when we’re looking down the barrel of an administration with a trigger finger on tariffs, which effects the cost of the steel and other construction materials used in the foundations. Since the pier requires substantially less steel than the spread we reduce the amplitude of this kind of market volatility,” says Loftis. Through the success of working with NextEra, Terracon was introduced to a number of engineering, procurement and construction (EPC) firms including market leaders like Blattner Energy. NextEra solicited the largest tender of wind projects in North American wind history last year. Blattner Energy won all of the projects and decided to build the majority of them using Terracon’s P&H Tensionless Pier Foundation. Terracon was retained to design more than 550 foundations for that round of projects. For Loftis, this is the clearest representation of the paradigm shift that the market was craving. “There has been a paradigm shift, moving from the gravity spread foundation
Securing the rebar hoops which maintain anchor bolt spacing w w w.c hi e fsust a i na bi l i t yo f f i cer. com
119
TERRACON
120
to the tensionless pier foundation
the foundation is compatible with site
because it saves cost,” he says.
conditions. As Loftis notes, it’s in both
“Blattner Energy has invested heavily
parties’ interests to ensure that the
into the foundation and to me this is a
foundation is in fact suitable for each
message of industry disruption. What
specific project. “That is how we set up
we are doing with our foundation
each engagement, making sure at the
systems is making the typical gravity
earliest stages of project planning that
spread foot foundation functionally
our foundation is the optimal design
redundant in the marketplace.”
choice for project success,” he says.
Relationships are only as strong as
To this end, Terracon does things
the effort put into them and Terracon
a little differently. They look at success
recognises this, conducting rigorous
from project conception through project
compatibility reviews to ensure that
completion. “We meet with project
OCTOBER 2018
USA
Securing the anchor bolts to the upper template ring
121
“ There has been a paradigm shift, moving from the gravity spread foundation to the tensionless pier foundation because it saves cost” — Blair Loftis, VP and National Director, Power Generation & Transmission, Terracon
managers, superintendents, foremen, and team leaders to conduct constructability reviews and spend a day or two discussing what portions of our design give the construction folk troubles in the field,” says Loftis. “I want to know every complaint that every craftsman, supervisor, project manager and foreman has about these foundations.” “We then take that back and see if we can implement a design solution to enhance constructability efficiency. If we can revise the design to make the w w w.c hi e fsust a i na bi l i t yo f f i cer. com
TERRACON
construction process easier, while still preserving the integrity of the design, then we can provide even more value to the industry. “This level of constructability design review with NextEra, Blattner and Terracon involved is something that is rarely ever done across the industry.” Over the last two years, the company has experienced significant growth in one particular sector – power generation and transmission – recording a growth rate of 20% year-on-year. With the growth of the market and Terracon’s role in defining that 122
future market, Loftis has begun work on a strategic growth plan for the next 24 months. He believes that, given Terracon’s market position, it provides him with a key understanding of where the market is heading and enables him to ensure the company is “fully equipped” for it. Looking beyond the next two years, Terracon aspires to be the industry leader in wind turbine foundation design in the United States. The company has already begun to attract attention from around the world but Loftis will ensure that whatever direction the company grows in, it will be direction of growth that benefits the wind industry. “There really is an opportunity for our
OCTOBER 2018
USA
CLICK TO WATCH : ‘TERRACON – GREAT PEOPLE’ 123 foundation to support the economics of wind growth globally,” he says. “We’re going to focus on North America. We’re optimistic looking at the Latin America market, especially in Mexico, with the energy reform that’s taking place. But I would say our goal is to capture the market, get the majority of the market share in the United States and Canada, and then move into foreign markets.”
Completed foundation ready for tower construction w w w.c hi e fsust a i na bi l i t yo f f i cer. com
124
JANUARY 2019
ANZ
Back to the future: The Caulfield to Dandenong Level Crossing Removal Project WRIT TEN BY
NIKI WA LDEGR AVE PRODUCED BY
GLEN WHITE
w w w.c hi e fsust a i na bi l i t yo f f i cer. com
125
LEVEL CROSSINGS AUTHORITY
The Caulfield to Dandenong Level Crossing Removal Project has changed the face of Victorian suburbs. Its project director, Brett Summers, tells Niki Waldegrave how blending the old with the new has made city living and commuting easier for future generations.
126
T
he train line from Melbourne CBD to Cranbourne and Pakenham is Melbourne’s busiest rail corridor, crossed by some of
Australia’s most congested roads, where boom gates were down for up to 82 minutes during the morning peak. With a number of fatalities recorded at level crossings on both that corridor and others, in 2015 the Victorian Government tasked the Victoriabased Level Crossings Removal Project with removing 50 dangerous level crossings by 2022 in addition to other infrastructure upgrades across section of Melbourne’s rail network. One of its showpieces was the $1.6 billion Caulfield to Dandenong Level Crossing Removal Project, an intensive logistical exercise led by project director Brett Summers. One of Australian’s biggest construction plans, the Level Crossing Removal Project delivered the FEBRUARY 2019
ANZ
127
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LEVEL CROSSINGS AUTHORITY
project with an alliance in conjunction
ment, the Level Crossing Removal
with the likes of Lendlease, CPB
Project has already seen 29 level
Contractors, WSP, Aurecon and Metro
crossings removed out of the original
Trains Melbourne.
50 and following the result of the
They removed nine level crossings between Caulfield and Dandenong in
crossings were prioritised for removal,”
Melbourne’s southeast by elevating the
says Summers.
Cranbourne/Pakenham line over the road in three distinct sections.
128
recent election, an additional 25 level
The Caulfield to Dandenong Level Crossing Removal Project saw the build
Due to the program’s success, the
of five new stations and 321 piers, each
government has expanded on the rem-
up to nine metres high. Its 40,000 ton-
oval of 50 crossings to now eradicating
nes of steel and 588 concrete beams
75 by 2022.
weighed more than 85,000 tonnes,
“A flagship program for the govern-
This was always seen as a relatively controversial project because we put the train line up in the air — Brett Summers Project Director, Caulfield to Dandenong at Level Crossing Removal Authority
FEBRUARY 2019
and opened up 22.5 hectares of space
ANZ
CLICK TO WATCH : ‘CAULFIELD TO DANDENONG: CONSTRUCTION AT MURRUMBEENA’ 129 – the open space is 11 times bigger than
metres in some areas such as between
the Melbourne Cricket Ground (MCG)
Caulfield and Hughesdale. Many of the
thanks to building six kilometres of new
locations had residential properties that
elevated bridges.
backed right up against the corridor –
But the stakes were high. “It is the
of the 113 houses that were eligible
busiest rail corridor in Melbourne,”
for purchase by the government under
explains Summers, “so it has the most
a Voluntary Purchase Scheme, 74 have
amount of people moving backwards
settled to date, meaning the construction
and forwards, and we had to keep them
was very often right next to people’s
moving pretty much the whole time
homes and back fences. As a result, they
getting them from point A to B, while
pulled in the big guns by deploying a blue
we built this job in and around a live
straddle carrier, which allowed the 2000-
train environment.”
strong workforce to build above the exist-
The biggest challenge was that it’s a very tight rail corridor – less than 20
ing train line, while the trains continued to run underneath. w w w.c hi e fsust a i na bi l i t yo f f i cer. com
LEVEL CROSSINGS AUTHORITY
130
FEBRUARY 2019
ANZ
C OMPA N Y FA C T S
• In 2015 the Victorian Government tasked the Victoria-based Level Crossings Removal Project with removing 50 dangerous level crossings by 2022 in addition to other infrastructure upgrades across sections of Melbourne’s rail network. • One of its showpieces was the $1.6 billion Caulfield to Dandenong Level Crossing Removal Projects. • The last of the major works were completed around about October 2018 and the 17-kilometre-long shared user path and the linear park is now open to the public.
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131
LEVEL CROSSINGS AUTHORITY
9
level crossings removed
2,000 jobs created
10mn worker hours 132
Instead of lifting beams in a tradition-
is used throughout Asia, usually to launch
al method using cranes, needing lots of
big road structures, and it’s something
open space to truck the beams in, they
the team saw and thought they would
were instead lifted and transported long-
adopt to the rail environment. The project
itudinally down the corridor for installation
also used a track-laying machine. An
between Caulfield and Hughesdale.
Australian first, these machines move
“It’s the first time that has been done
up and down the new elevated rail line
in Melbourne but it meant that we didn’t
to place pieces of track, using hydr-
need to use adjacent land,” he explains.
aulic technology built for efficiency
“It was, obviously a huge logistical and
and precision.
safety challenge – but safety is at the
While the main benefits of the track-
forefront of everything we do, and lots
laying machine are speed and safety, it
of planning went into it.”
also played a key part in installing noise-
The technology for the straddle carrier FEBRUARY 2019
reducing features of the design, including
ANZ
concrete ‘plinths’ – a quieter, smoother
open to the public for a few months
alternative to the traditional sleepers
and it’s well-used by the community.
laid over stony ballast.
We have people using the basketball
The last of the major works were
courts, the table tennis tables, the
completed around October 2018 and
playground equipment, joggers and
all the space underneath the train line
cyclists, families riding their pushbikes
– the 17-kilometre long shared user path
along the entire length of the park.
and the linear park – is now open to the public.
“I’ve been out there myself for a jog and a run along the linear park. What has
“This was always seen as a relatively
really been probably one of the proudest
controversial project because we put
moments for the project team and myself
the train line up in the air,” he reveals.
is that it has really changed the face of
“So, in the early days, there was a bit of
these suburbs and the way that these
trepidation in the community about what
people interact around the train line.
it would look like at the end. But it’s been
“It’s opened up the entire suburb and
E X E C U T I V E P R OF IL E
Brett Summers With more than 20 years’ experience as an engineer, Brett Summers took up the role of Project Director at the Level Crossing Removal Project in April 2015, overseeing an unprecedented overhaul of the Cranbourne/Pakenham line with the Caulfield to Dandenong Level Crossing Removal Project. Brett is no stranger to working on major rail projects across Melbourne, having held previous managerial roles for a number of years withthe Regional Rail Link Authority and Department of Transport.
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LEVEL CROSSINGS AUTHORITY
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made their lives easier to get from point A to point B.” Social inclusion is a very strong policy at the Level Crossing Removal Project, and something the
“We’re very conscious that, whilst we were building new infrastructure, we wanted to recognise and look back and reflect on the past that’d come 135 before us” — Brett Summers Project Director, Caulfield to Dandenong at Level Crossing Removal Authority
program is extremely proud of. Whether it’s consulting train drivers and the end operators on the line about
tice is also something that was at the
signal designs, helping veterans out
forefront of everything the project did.
with a job in the construction industry,
From installing solar panels to using
or helping local underprivileged families,
the wood from original stations to make
Summers says: “With every dollar that
seats and playgrounds scattering the
we spent on this project, we tried to
corridor, to restoring station buildings
always find a way that we could return
– it worked with the Chisholm Institute
some benefit to the community.”
of TAFE to restore the original heritage-
Sustainability and world’s best-prac-
listed Clayton station building – Summers w w w.c hi e fsust a i na bi l i t yo f f i cer. com
LEVEL CROSSINGS AUTHORITY
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FEBRUARY 2019
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“With every dollar spent on this project, we tried to always find a way that we could return some benefit to the community” — Brett Summers Project Director, Caulfield to Dandenong at Level Crossing Removal Authority
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LEVEL CROSSINGS AUTHORITY
22.5
Hectares of open space created
6km
Of new elevated bridge
Memorial plaques and monuments honouring soldiers who served in armed conflict along the corridor, including at Clayton and St Albans are also a nice touch, and the project works with Veterans in Construction, which helps secure veterans a pathway in to the construction industry. There used to be an Avenue of Honour where trees had been planted
30,000 138
New trees and shrubs planted
explains it was important to retain the history. “It’s marrying the new with the old,” he says. “In the seating backs we’ve installed at all these stations, we recognise the history of each of the individual places. So, whilst it looks like a brand new station you can catch the train from, there’s actually old historical images and photos so you get a sense of what that area used to look like. “Again, we’re very conscious that, whilst we were building new infrastructure, we wanted to recognise and look back and reflect on the past that’d come before us.” JANUARY 2019
for veterans. The project took the seeds from those original trees and planted them early on to grow saplings, “and we
ANZ
recreated that original Avenue of Honour
project planted more than 30,000
in this remembrance space,” he adds.
trees and shrubs.
“The feedback was hugely positive
On the rail lines, both the train
and we had our first Remembrance Day
passengers and the drivers have been
ceremony there on the 11th of November.”
complimentary about the new tracks,
The team also needed to remove some very old river red gums during the project
replacing ones that were up to 100 years old.
and again, they took the seeds from
“You don’t get the clickety-clack and
those and planted them back the rail
bouncing backwards and forwards of
corridor. “It was something we were very
an old train,” he explains. “And when
conscious of and hold as a badge of
they hit these new sections, there is
honour – the fact that we have repopu-
a significant change in the look, the feel,
lated with some of the original species
the sound of how the train behaves. It’s
of plants,” he smiles, revealing the
very, very smooth.” 139 C OMPA N Y FA C T S
• The Level Crossings Removal Project have removed nine level crossings between Caulfield and Dandenong in Melbourne’s southeast by elevating the Cranbourne/Pakenham line over the road in three distinct sections • Due to the program’s success, the government has expanded on the removal of 50 crossings to now eradicating 75 by 2022 w w w.c hi e fsust a i na bi l i t yo f f i cer. com
LEVEL CROSSINGS AUTHORITY
“ The proudest moments for the project team and myself is that it has really changed the face of these suburbs and the way that these people interact around the train line”
140
— Brett Summers Project Director, Caulfield to Dandenong at Level Crossing Removal Authority
FEBRUARY 2019
ANZ
Although the level crossings have been removed between Caulfield and Dandenong, the same Alliance is also undertaking work to upgrade signalling and power infrastructure along the entire Cranbourne and Pakenham lines, in preparation for the introduction of High Capacity Metro Trains. Victoria is investing $2.3 billion in 65 next-generation High Capacity Metro Trains, which are a fleet of electric multiple unit trains on order for use by Metro Trains Melbourne on the Melbourne rail network. They will eventually become the primary rollingstock used in the Metro Tunnel when it opens in 2025 and are due to enter service in mid-2019.
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JANUARY 2019
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Asustainable
telco WRIT TEN BY
ANDRE W WOODS PRODUCED BY
GLEN WHITE
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T- M O B I L E
We speak to Chad Wilkerson, Director, Sustainability & Infrastructure Sourcing at T-Mobile, regarding the telecommunications giant’s ambition to use 100% renewable energy for all its operations in three years’ time…
T 144
-Mobile has an ambition: the
that are doing things differently in
telco giant aims to be using
energy sustainability across T-Mobile,”
100% renewable energy for
he explains. “With RE100 and our
all its operations by 2021. As sustain-
commitment to be powered by 100%
ability dominates the thoughts of many
green energy by 2021, we’re not just
industry leaders as well as their clients
buying green energy, but taking a whole
and customers, for a company as large
systems approach to sustainability. For
and expansive as T-Mobile, which
example, we’re working to make sure
covers manufacturing, IT, construction
our operations are as energy efficient
and much more, ambitions as bold as
as possible, we’re working to decrease
these require an agile and strategic
our carbon footprint and we’re support-
approach that will cause as little
ing third parties like the Nature Conserv-
disruption to its day-to-day operations
ancy to promote a low-carbon, clean
as possible. Chad Wilkerson, Director,
energy future. Our goal is to make an
Sustainability & Infrastructure Sourc-
impact on the whole sustainability realm
ing at T-Mobile, is the man entrusted
– and lead the wireless industry in this
with delivering this program – we
area. At T-Mobile we want to make the
caught up with Wilkerson at his Dallas
biggest impact we can, not just in the
office to find out more.
environmental space but really, in every–
“I get to lead a great team of people JANUARY 2019
thing we do – that is the Un-carrier way.”
USA
“ We’ve been relying more on electronic communications with our customers and about 70% of our clients have signed up for paperless billing” — Chad Wilkerson, Director, Sustainability & Infrastructure Sourcing, T-Mobile
145
Telcos can seem rather amorphous when it comes to internal processes and infrastructure, but of course there is a physical architecture that feeds T-Mobile’s processes and products. “Telcos do have an interesting model that you might not have in your normal retail or manufacturing footprint. Not only do we have retail stores, corpow w w.c hi e fsust a i na bi l i t yo f f i cer. com
Building DAS Central Office Macrocell Small Cell
Mobile Switching Center Small Cell
Data Center
Delta’s comprehensive solutions to support future needs in Telecom infrastructure Delta’s misson is to provide innovative, clean, and energy-efficient solutions for a better tomorrow. Delta is proud to support T-Mobile’s commitment to sustainability with it’s high efficiency DC power systems, complete portfolio of 5G telecom enclosures, and low-emission stand-by generators.
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T- M O B I L E
rate offices, call centers and data
governance (ESG) model – we went
centers, we also have a massive
beyond that and took an Un-carrier
network infrastructure and antennae
approach, like we do with everything
network – and that’s where the bulk of
else. In this case, we focused on three
the green energy we’re acquiring is
key pillars - protecting the planet,
being utilized – to sustainably power
inspiring our customers and employees,
that infrastructure.”
and leading responsibly. Our Un-carrier culture is really rooted in the belief
SUSTAINABILITY IN ACTION
that business success is measured not
So, what exactly does T-Mobile’s
just with financial results, but in our
sustainability strategy look like? “At
commitment to delivering a positive
a high-level, we didn’t just look at
and sustained impact on the economy,
the standard environmental, social,
community and the planet as a whole.”
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CLICK TO WATCH : ‘T-MOBILE GOES GREEN: JOHN LEGERE CHALLENGES AT&T AND VERIZON TO CHOOSE RENEWABLE ENERGY’ 149
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PROVEN LEADERS IN RENEWABLE ENERGY Longroad Energy is a renewable energy developer focused on the development and operation of wind, solar and energy storage projects throughout the United States.
LEARN MORE
A KEY STRATEGIC PARTNER T-Mobile selected Longroad as a partner following a competitive process that drew the interest of dozens of renewable energy developers from around the globe. T-Mobile valued Longroad’s wind and solar development expertise, experience working with corporate customers, its in-house operations and asset management capabilities, financial strength and competitively priced clean energy.
energy projects. The core team began developing renewable energy projects together over a decade ago at Longroad’s predecessor company, First Wind. During their time together, the Longroad team has successfully developed 35 utility-scale wind and solar projects across the United States totaling approximately 3,800 MW.
In addition to partnering with T-Mobile, Longroad is actively developing renewable energy projects across the United States. Longroad has a greenfield development pipeline of over 8,000 MW and recently completed the development of two utility-scale wind and solar projects in Texas. Both projects, which include a 315 MWdc solar project (the largest solar project in Texas), will sell their renewable energy to corporate customers. The Longroad team is comprised of long-time energy industry veterans with a proven track record of successfully developing renewable
Longroad is an industry leader in operating and managing operating wind, solar and energy storage projects. The Longroad Energy Services (“LES”) team is comprised of experienced Operations & Maintenance and Asset Management professionals. LES staffs a 24x7 Remote Operations Center (“ROC”) to continuously monitor, troubleshoot and proactively oversee the 1,236 MW of operating wind and solar projects currently under LES management. Through its commercial, technical and data-driven approach, LES has helped financial investors and corporate customers achieve their investment objectives.
www.longroadenergy.com
T- M O B I L E
T-Mobile is growing, and Wilkerson and his team are tasked with ensuring that with this expansion the green energy programs keep up with the new power needs. “We frequently evaluate our environmental impacts to determine how we can make significant improvements or offset the impacts of our operations. We first aim to decrease our carbon footprint through 152
energy efficiency, sourcing renewable energy and utilizing innovative techniques to reduce our greenhouse gases. The greenest, most economic energy you can get is the energy you don’t use, right? So, that’s a big focus for us. We aim to mitigate the impacts that our operations have on the environment to help ensure the long-term viability of our communities and our business.” Of course, by tackling climate change, there is also a vested interest in protecting the T-Mobile supply chain. “As far as how the environment affects the supply chain... if there’s flooding in an area where our supply base is located, or even in areas where, like us in Texas, our network is located, it affects our operations. If a network or a store can’t open, or an employee can’t get to work, it affects our staff and the communities they live in. So, JANUARY 2019
USA
focusing on minimizing our impact on the environment is good for customers, employees and the community alike.� T-Mobile, a green power partner with the EPA, is expanding its commitment to operating sustainably in partnership with our supply chain. “The suppliers we have the best relationships with are those that echo our values and our thinking – and are focused on implementing new, innovative solutions and structures for the future. With suppliers like Ericsson for example, we can together have a much bigger impact 153
w w w.c hi e fsust a i na bi l i t yo f f i cer. com
The Power of Partnership At Enel Green Power, we believe it makes good business sense to match renewables and sustainability goals with underlying corporate values. Each company has unique requirements, so it’s critical to find a partner who understands your needs, and has the ability to deliver a customized solution. Enel Green Power has a track record of delivering tailor-made sustainability solutions to our partners world-wide.
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enelgreenpower.com
R
Sustainable Energy Powers this Partnership Ahead of Earth Day 2017, T-Mobile announced magenta was going green with Enel Green Power (EGP). The Un-carrier made the largest wind power investment ever by a U.S. wireless company, purchasing the clean energy produced by EGP’s Red Dirt Wind Farm in Oklahoma. This partnership will enable T-Mobile to meet its progressive sustainability targets which call for using 100% renewable energy for their entire business by 2021, including the company’s operations across U.S. retail stores, call centers and network operations. Corporations continue to see the value of supporting renewable energy, and wind power is among the cleanest available sources of renewable energy, according to the EPA. T-Mobile, the only major wireless company to commit to 100% renewable electricity, is recognized by the EPA and Green America for leading the way to #CleanUpWireless. T-Mobile’s sustainable practices don’t end there. From LEED certification and composting at their main campus, to device recycling and paperless billing, they’ve claimed a clear leadership position in environmental stewardship within the wireless industry. Sustainability runs deep in EGP’s value chain as well, from how we construct our wind farms to the power that our energy facilities produce, we are committed to delivering long-term sustainability for the local communities that we call home. Red Dirt Wind Farm is part of EGP’s sustainable construction program which includes activities like recycling reclaimed materials for community projects, wood-recycling
programs, conducting repair and maintenance on local roads, and investing in critical community operations and initiatives such as local fire departments and community centers. Enel Green Power North America, part of the Renewable Energies division of the Enel Group, is a leading owner and operator of renewable energy plants in North America with projects operating and under development in 24 U.S. states and two Canadian provinces. EGP operates over 100 plants with a managed capacity exceeding 4.2 GW powered by renewable hydropower, wind, geothermal, and solar energy. In 2017, EGP added more capacity than any company in the U.S. with a record-breaking 1.2 GW and currently in the U.S. and globally, EGP has the second largest amount of contracted capacity with commercial and industrial customers. We have seen a growing number of enterprises contracting for renewable energy to secure cost savings and provide long-term cost certainty. Our Power Purchase Agreements and partnerships with our customers serve as an industry example of how corporations can leverage renewable energy to reduce costs and operate more efficiently. When companies like T-Mobile choose to invest in renewable energy through EGP’s projects, they are signaling to the market that sustainability is a core value and essential to remaining competitive in the future.
Red Dirt Wind Farm - Kingfisher & Logan Counties - Oklahoma, USA
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USA
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both for the planet and the economy!
in northwest Kansas, which is going
T-Mobile is also currently working
to be T-Mobile’s second wind farm.
with Tradewind Energy and Enel
T-Mobile is also working with Puget
Green Power on a number of initia-
Sound Energy to power it’s Bellevue,
tives including one, Red Dirt Wind
WA HQ with 100% green energy that
Farm. “That’s a large project. We’re
is locally sourced through PSE’s
utilizing partners that are in alignment
Green Direct Program.”
with us, and have proven they can
T-Mobile’s sustainability strategy is
deliver results that pave the way for
part of the company’s broader CSR
our future renewable progress. We
program which aims to leverage its
are also working with Engie North
brand, technology and people to posit-
America on Solomon Forks, located in
ively impact the community and planet.
Thomas County, near the city of Colby
“In addition to sustainability T-Mobile w w w.c hi e fsust a i na bi l i t yo f f i cer. com
T- MOBIL E C OMPA N Y FA C T S
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evice Recycling Program D In 2017, T-Mobile USA collected over 4 million used cell phones. Of the over 4 million used devices and accessories we collected in 2017, we reuse or resell a 86% of that hardware—which is by far the most eco-friendly approach. The rest are responsibly recycled by providers we select. Since we launched our recycling program back in 2008, over 14.4 million T-Mobile customer devices (and counting) have been reused or resold. Because cell phones contain precious metals, recycling not only conserves these materials, but also helps prevent pollution and greenhouse gas emissions. Renewable Energy Savings T-Mobile utilizes about 2.7 million megawatt hours (MWh) of energy across our headquarters, stores, cell towers, call centers and other locations. To address this energy use, T-Mobile has taken the initiative to enter the renewable energy space. Through our renewable energy use we plan to cut our energy costs by around $100 million dollars in the next 15 years. Renewable Energy Leader T-Mobile has quickly established itself as the benchmark for the telecommunications industry in renewable energy performance.
In April 2017, we made the largest ever wind power investment to date by a US wireless company, signing a long-term agreement of up to 160MW from the new Red Dirt wind project in Oklahoma. The project, operational as of January 2018, is expected to provide T-Mobile with over 625 GWh of renewable energy annually, or approximately 27% of our overall power use. Not satisfied to stop there, in January 2018, T-Mobile unveiled a 2nd major wind farm project, an agreement for 160MW with Infinity Renewables' Solomon Forks Wind Project in Kansas. This project, expected to be operational in early 2019, combined with Red Dirt, will generate 320 MWs for T-Mobile or enough to meet an estimated 60% of our total energy needs nationwide. Growing our Network Efficiency T-Mobile calculates its Co2e emissions in proportion to its transmitted data volume [in TByte]. Data volume is an important indicator for T-Mobile to create a direct link for the performance of its networks. T-Mobile’s data volume transported by its Networks increased significantly for 2017 while its carbon emission intensity figure decreased for that year by 29.3%
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Towards a sustainable future
Integrating sustainability and responsible business practices into our operations is vital to our long-term success. Our vision is empowering an intelligent, sustainable and connected world through relentlessly innovating technologies that are easy to adopt, use and scale.
Our contribution to climate action
Our product performance
Our company impact
ericsson.com/sustainability Facebook @technologyforgood | Twitter @EricssonSustain
We are committed to the Paris Climate Agreement by joining the Science Based Targets initiative, with the target to
reduce our carbon footprint by
35%
in 2022.
We strive to ensure that the
5G
product portfolio shall be 10x more
energy efficient than current 4G by 2022.
We innovate ICT solutions that have
the power to help reduce global greenhouse emissions by up to
15%.
USA
has a strong focus on supporting
inclusion and overall ethical business
veterans, youth development, assisting
practices. “T-Mobile is one of Fortune’s
communities impacted by disasters
Best Places to Work for Diversity, and
and enabling our employees to give
one of Forbes Best Employers for
back to their communities and favorite
Diversity, and for five years in a row
non-profit partners. So far, in 2018,
has received a perfect 100 from the
T-Mobile has given more than US$8mn
Human Rights Campaign’s annual
and employees have volunteered over
Equality Index, earning the “Best Place
34,000 hours – and this is all before
to Work for LGBT Employees” for
Giving Tuesday which kicks off the
2017. We also received a top score
busiest giving season of the year.
from the Disability Equality Index for
T-Mobile plans to give up to $2mn for
“Best Places to Work for Disability
Giving Tuesday alone.”
Inclusion” for 2017. And finally, for
T-Mobile has also been recognized for its commitment to diversity and
the past 10 years T-Mobile has been voted Most Ethical Company by the Ethisphere Institute.
“ We frequently evaluate our environmental impacts to determine how we can make significant improvements or offset the impacts of our operations” —
Chad Wilkerson, Director, Sustainability & Infrastructure Sourcing, T-Mobile
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T- M O B I L E
GREEN OPERATIONS T-Mobile has a number of LEED certified facilities including its Bellevue campus which achieved LEED Certification from the US Green Building Council. T-Mobile just announced a $160mn renovation that – over the next three years – will transform its Northwest headquarters into a modern, inclusive, connected and flexible workplace to better support innovation and collaboration among employees. The new offices will earn a LEED certification with sustainable green building design, 162
construction and ongoing maintenance and operations. In addition, the redesigned HQ will be the first corporate campus in the US to achieve a Fitwel certification, a wellness standard that promotes a comprehensive approach to a healthier workplace through increased physical activity, accessible design, access to healthy food options, natural lighting and outdoor spaces. Also, the T-Mobile Arena is a LEED Gold certified facility and first LEEDcertified sports and entertainment facility in Las Vegas. Some of the key initiatives T-Mobile has introduced include waste reduction programs such as paperless billing, JANUARY 2019
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USA
“ We’ve also recycled over 25,000 technology items from our offices… it’s about 300,000 pounds of IT equipment that would have gone to a landfill” —
Chad Wilkerson, Director, Sustainability & Infrastructure Sourcing, T-Mobile minimizing product packaging and increased use of FSC certified recycled and post-consumer materials. “We’re
165
really cutting back on the amount of
ing plastic insert trays, labeling all
paper receipts we’re using in our stores,”
packaging with internationally recog-
Wilkerson explains. “Reducing collateral
nized symbols to encourage recycling,
– like direct mail advertising and customer
and reducing volatile organic com-
billing. We’ve been relying more on
pounds to less than 10%. We’ve also
electronic communications with our
recycled over 25,000 technology items
customers and about 70% of our clients
from our offices including computers,
have signed up for paperless billing.”
servers and monitors. It’s about 300,000
“We work closely with the CTIA
pounds of IT equipment that would
Green Working Group to efficiently and
have gone to a landfill. In addition to
effectively protect the products we sell,
internal electronics and battery recycling,
like phones and accessories, while
we have a consumer device recycling
minimizing the impact, footprint and
program and since we started that,
waste associated with our packaging
we’ve had over 18mm devices reused
as much as possible. The results have
or recycled, and that continues to grow.
been pretty good, and include eliminat-
Just having the incentives in place for w w w.c hi e fsust a i na bi l i t yo f f i cer. com
T- M O B I L E
JANUARY 2019
T- MOBIL E C OMPA N Y FA C T S Energy Efficiency on our Network In select markets, T-Mobile removed HVAC equipment from existing telecom shelters at cell sites, and replaced them with a direct air cooling system by installing new cabinet doors designed with variable speed, high efficiency fans to optimize airflow. This investment resulted in decreased energy consumption at the sites and reduced energy costs by 30%. Setting Ambitious Emissions Targets We have set a number of goals to decrease our carbon footprint, including sourcing 100% of our electricity from renewable energy by 2021. Our goals are driven by our interest in reducing our dependence on fossil fuels, improving the cost and security of our fuel supply and reducing the harmful impacts of greenhouse gas emissions on the planet. With the RCP 2.6 scenario, T-Mobile has committed to reduce combined absolute scope 1 and scope 2 GHG emissions 95% by 2025 from a 2016 base-year. Additionally, T-Mobile also commits to reduce scope 3 GHG emissions by 15% per customer by 2025 from a 2016 base-year.
LED Lighting at Retail Stores ENERGY STAR certified LED Lighting was installed at approximately 1,500 new corporate and dealer stores constructed in 2017. We also completed additional lighting retrofits across the T-Mobile commercial real estate portfolio. The upgrades were completed in T-Mobile Call Centers, Switch Sites, Regional Business Offices, and its corporate headquarters. We now require all new construction and upgrades to lighting across the company to be LED. Through these upgrades, in 2017, we saved over 5,742,000 KWh of electricity while avoiding the release of nearly 3,000 metric tons of Carbon Dioxide. LEED Certification of Service Center Partnered with our landlord to achieve LEED Certification from the US Green Building Council at our Field Service Center in Bellevue, WA. The operational changes made to achieve the certification include implementing composting throughout the campus that significantly reduces waste to landfill.
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FZSONICK, born from the Italian passion of the Dolcetta family, produces and sells batteries with the innovative Sodium Nickel Chloride Technology, commonly called Salt Batteries. FZSONICK serves 3 vertical markets: Energy Storage: solutions for network optimization and energy self-sufficiency thanks to innovative systems and products for energy storage. Energy Backup: solutions in telecommunications applications (telephone exchanges, repeaters, etc.) and industrial applications (utility, oil and gas) to guarantee the continuous functioning of emergency, security and alarm systems to compensate for the interruption of electricity. Sustainable Mobility: solutions for mobility with particular regard to industrial vehicles, fleets for urban public transport, delivery vehicles, school buses, vehicles for street sweeping and mines. Technology Advantages:
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USA
our customers to encourage them to recycle and trade in their devices is vital. We have efficient LED lights in the stores and offices, and smart thermostats that significantly reduce energy use as well. We sit down with our partners on the construction team and help them make decisions and design things with sustainability in mind. We’re not just considering what the upfront cost is, but the total long-term costs of ownership when we look at our facilities. Obviously, if you’re able to reduce your energy use to become more efficient, then you’re lowering your operational expenses over the life of that facility and having a better impact on the environment
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at the same time.”
GREEN DATA As a telco, T-Mobile is no stranger to data,
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T-MOBILE COMPANY FACTS Printer Optimization and Paper Reduction Instituted a printer optimization project that has eliminated over 1,000 printers enterprise-wide. More than 75% of our customers now opt for online billing, which gives us one of the best records in the industry and saves thousands of pounds of waste every year. The T-Mobile Arena in Las Vegas, Nevada The T-Mobile Arena is a LEED Gold certified facility and the first LEED-certified sports and entertainment facility in Las Vegas. 170
Green Commuting We promote energy-efficient commuting and carpooling by providing location-specific benefits to our employees. Commitment to Combating Climate Change Beyond our strong partnerships with groups like RE100 and GeSI, we also make our public position known through our aggressive brand marketing. Our CEO, John Legere, has been an outspoken voice on #CleanUpWireless and has issued a $1.5M challenge to AT&T and Verizon to follow suit on our commitment to 100% renewable energy by 2021.
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We build solar projects with high brand value at competitive prices for a brighter, more sustainable future for your business and your customers. Community Energy has a twenty-year track record of developing and delivering reliable renewable energy at scale.
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JANUARY 2019
USA
but it’s now utilizing metadata to drive its sustainability strategy. “We believe in the old adage ‘you can’t manage what you can’t measure’. So, we regularly assess our energy
“ T-Mobile is one of Fortune’s Best Places to Work for Diversity, and one of Forbes’ Best Employers for Diversity” —
Chad Wilkerson, Director, Sustainability & Infrastructure Sourcing, T-Mobile
footprint to track the progress we are making toward our goals and identify
expect that to just keep getting
other areas of opportunity.
better over time! We are well on our
“Obviously, we’re looking at how IoT
way to RE100 and a sustainable
and 5G will impact our sustainability
future for T-Mobile, but there is still
efforts as 5G is the future. However, as
more to do and – we won’t stop!”
our ability to get more and better data increases and we have better information we can more quickly identify where the inefficiencies are and make the changes that will have the biggest impacts. That’s pretty cool and we w w w.c hi e fsust a i na bi l i t yo f f i cer. com
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