July 2017 • www.energydigital.com
MAKING SPARKS FLY WITH OUR TOP 10 ELECTRIC CARS
DISPLACING PETROLEUM:
Why Ethanol is the future
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FOREWORD WELCOME TO THE July issue of Energy Digital. With oil prices beginning to recover slowly after two years of uncertainty, Mihir Kapadia, CEO and Founder of Sun Global Investments looks to see how (or if) the main players have stuck with their pledge to reduce production worldwide. With the UAE in mind, our exclusive interview with VTTI highlights how the company’s Fujairah terminals facility has become a hotbed for growth, with 1.6 million cubic metres of storage capacity available. The facility also has access to nine flexible jetties, so any size of vessel can be accommodated up to a partly laden VLCC. Also featured this month is our focus on the use of ethanol. The substance has been left in the shadows for decades, whilst petroleum has reigned supreme. However, this is set to change with the rise of new technologies and implementation of renewable energy sources. Also take a look at our top 10 electric cars, an area which continually intrigues worldwide. As always, please tweet your feedback to @EnergyDigital
Enjoy the issue!
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PROFILE
WHY OIL IS THE
COMMODITY OF THE YEAR With prices beginning to recover, we take a look at the main oil players and evaluate who has been sticking to the promises to cut back production Writ ten by M I H I R K A PA DIA , CEO A N D FOUNDER OF SUN GLOBAL INVESTMENTS
PROFILE THE NEW YEAR holds exciting prospects for the commodity industry as oil is pitched to recoup and recover towards $60 per barrel within the first half of the year. The last two years have been extremely difficult for oil as it battled against the steep glut which pushed the prices to as low as under $28 a barrel last February, leading OPEC to rethink their strategy. The agreement from OPEC along with a few of the non-members for a production cutback last December was the biggest news of 2016. While the consortium of oil producers agreed to take on 1.8 million barrels per day reduction, the feasibility of the deal was questioned well until the beginning of 2017. Given such scepticism, it was understandable that oil was restrained around USD $54. So far, producers are honouring their commitment. Prices are seeing a recovery but a wait-and-watch approach is required for us to coordinate and match the actions of the main players. A sustained price above say USD 55 would be likely to encourage a significant increase in supply from shale price. The prospect of such supply 10
July 2017
is likely to cap the potential for the price to increase significantly. Saudi Arabia The current plan of action by OPEC is a major shift of strategy from the last two years (when Saudis tried to use low prices to drive out the US shale producers) to an output reduction strategy. The combined intervention of both OPEC and 11 non-members should see the glut slowly clear, and if everything goes according
to plan, these actions could drain 50 percent of the estimated 300 million barrel excess stockpile over the next six months. This would also lead to a more stabilised market which might push prices much higher. That intervention, combined with falling costs and efficiency gains, means 2017 could be one of the best years to invest in oil stocks in quite some time. This is at a time when the flotation of the Saudi Aramco is in preparation.Â
Iran While the OPEC collective has agreed for 1.8 million barrels per day (bpd) production cutback, the commitment of the individual members has to be closely monitored. For instance, even though Iran has agreed to reduce its output by 210,000 bpd, the country has struck new deals with Asian customers including China and India to increase its sales. Once the production cut comes into deeper effect, we have to watch how the different 11
PROFILE producers reorganise and if there is a supply-demand deficit in sectors. In this case, Iran may face excess demand if it sticks to the targets it has agreed. Such instances can potentially instigate market poaching and fierce competition within, which may threaten to break the deal and/or force prices lower until we get further evidence on the feasibility of the deal, oil is unlikely to go above the USD 55 level. ME Vs. US Oil has currently found a temporary anchor around the $54 a barrel mark. While OPEC members are complying with production, the increase in US drilling rigs is likely to be adding to supply. Investors are worried that the increase in US production figures may threaten the OPEC deal, as members from the cartel may worry over the loss of market share. The significant showdown this year could be between the industry heavyweights – the Middle East oil producers and the US shale and gas industries. Whoever emerges victorious would determine the path of prices in 2017. An important mention Saudi Arabia truly deserves to be given another mention for its influential role last year. The OPEC heavyweight not only gathered the cartel but also stepped up to take the bigger production cutback itself so Iran could maintain pre-sanction levels of production. The exceptional and unprecedented move by Saudi in setting aside differences with Iran for the greater good is commendable. The commodity of the year 2017 is most certainly going to be oil, and without doubt the producer and star of the great show will be OPEC. Time itself would be the ultimate judge.
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‘The commodity of the year 2017 is most certainly going to be oil, and without doubt the producer and star of the great show will be OPEC’
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Companies attending:
Agenda at-a-glance DAY 1 SOLAR FINANCE & INVESTMENT • • • •
Mongolia
Depth of the ASEAN market: Building up your regional strategy Equity perspective Debt: Between local and international banks Multilaterals involvement Lunch
Japan
• PPA’s providers • Private PPAs market
China Pakistan
COUNTRY ROUNDTABLES: Indonesia Malaysia Philippines Singapore
Myanmar Thailand
Bangladesh Myanmar
Laos
India
Drinks Reception
Thailand
DAY 2
Cambodia
Vietnam
Philippines
ENERGY STORAGE • • • •
Singapore: Front of the meter market Philippines: Behind-the-meter energy storage Australia: Renewables developer’s perspective Australia large scale: TSO’s and DSO’s perspective
Sri Lanka Malaysia
Singapore
Indonesia
Lunch • How do we attract finance into the mini grid sector? • Islands off grid market COUNTRY ROUNDTABLES: Australia Bangladesh India Japan Sri Lanka Vietnam
Country focus
Cambodia Mongolia Australia
Conference Adjourns
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Speakers
INFRACO ASIA Allard Nooy, CEO
BLUEJAY ENERGY Andre Susanto, Clean Energy Consultant
ARMSTRONG ASSET MANAGEMENT Andrew Affleck, CEO
SUNSEAP Bence Szegedi, Head of International Business
MRC ALLIED, INC. Carlos Gatmaiten, Chairman
NORD LB Christian Krebs, Head of Structured Finance Origination
CONSTANT ENERGY Senior Representative
BRIGHT GREEN ENERGY FOUNDATION Dipal Chaudra, Founder
NEXTPV Eduard Talman, Managing Director
SERA Gero Farruggio, Managing Director
ADL INFRA CAPITAL Han Meng Chang, Director
ACO INVESTMENT GROUP Hari Achuthan, Chairman
SINDACATUM Hubert Lui, Director
SINDACATUM Jay Mariyappan, Senior Vice President, Solar
BARYON ENERGY Jeffrey Premer, Managing Director
BERKELEY ENERGY Joost Van Acht, Director
BIRD & BIRD Ken Cheung, Partner
SENA DEVELOPMENT Kessara Thanyalakpark, CEO
FUMASE Kiran Metha, Managing Director
CGIF Kiyoshi Nishimura, CEO
SUNSEAP GROUP Lawrence Wu, Founder & Director
SOLAR PHILIPPINES Leandro Leviste, CEO
MAHINDRA SUSTEN PVT. LTD. Manish Singhal, Head of Business Development
SOCIETE GENERALE Marc-Henry Lebrun, Managing Director
INFUNDE CAPITAL Mason Wallick, Co-Founder
JLANKA TECHNOLOGIES Mayura Jayasoma, CEO
SUNGROW Micheal Zhang, Sales Director
NV VOGT Nikesh Sinha, International Business Director & Group CEO
KASIKORNBANK Obboon Vongsuriya, VP
8MINUTENERGY RENEWABLES Pablo Otin, VP
NORTIS ENERGY Prapharat Tangkawattana, CEO
DEXLER ENERGY Ravi Kumar, CEO
REIDS Roch DrozdowskiStrehl, Deputy Director
SOLAR HORIZON Samridh Goyal, CEO
BIRD & BIRD Sophie Dingeley, Partner
FUMASE Terri Chan, Director
SMBC Zia Azeez, Project Finance (Asia), Investment Banking Department
WOLFSON CAPITAL Zula Luvsandorj, Managing Director
Partners
MERALCO Anna Marie Reodicia, Programme Manager & Specialist Renewables
ASIA CLEAN INNOVATIONS Anthony Watanabe, Managing Director
CLEAN ENERGY JCS BANCO DE ORO Do Van Ha, CAPITAL & INVESTMENT Managing Director Ed Francisco, President
TECHNOLOGY
DISPLACING PETROLEUM: WHY ETHANOL IS THE FUTURE Our love affair with petroleum has resulted in the potential of ethanol being widely ignored. With new technology on the block, it is time the world woke up Written by: TO M WA D LOW
TECHNOLOGY
AS A FUEL source, ethanol has been lying in petroleum’s shadow for decades, arguably centuries. Despite its modern use (blending with gasoline) becoming more widespread since the 1970s, amid rising oil prices and concerns around burning carbon, ethanol has still played second fiddle to its mainstream counterpart. This is not to suggest it doesn’t carry any historical prestige, however, for great pioneers of industry have used ethanol to power their inventions. In the 1820s, Nicholas Otto, the inventor 18
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of the four-stroke internal combustion engine, used it exclusively in his early designs. Henry Ford used it to fuel his Model T in 1908, with blended ethanolgasoline becoming the go-to for high performance engines of the 1920s. By contrast, petroleum had a much larger public relations machine in the form of multinational conglomerates like Texaco and Standard Oil. In the 1800’s, oil and kerosene began replacing whalebased lamp oil, putting it in the homes of almost everyone, thus began the love affair with petroleum.
ETHANOL IS THE FUTURE
The CTS pilot process being carried out at Alliance BioEnergy
Time to move on It is commonly accepted that this love affair must eventually end if climate change and energy security concerns are going to be meaningfully addressed. Huge chunks of the debate have been dedicated to renewable and nuclear forms of electrification, with little attention paid to the role that ethanol could have in this fuel mix. The solution to powering cars, trucks, planes, ships and industrial applications might be closer than we think. This is where up and coming
companies such as Alliance BioProducts (ABP), subsidiary of Alliance BioEnergy, come in. Using its sublicense to the patented celluloseto-sugar (CTS) cellulose conversion technology, ABP plans to own and operate bioethanol plants, powered by waste, throughout the US. Initially targeting closed or struggling facilities for acquisition and conversion to the CTS process, ABP will eventually partner with existing corn-based ethanol plants to add the CTS process and ween them off of corn food. 19
TECHNOLOGY
“Ethanol is cheap to make from waste products and is higher in octane and produces on average 85 to 90 percent fewer greenhouse gasses” – DANIEL DE LIEGE Chairman, Alliance Bio-Products
Daniel de Liege is the company’s Chairman and, not surprisingly, a vocal champion of ethanol. “Ethanol is cheap to make from waste products and is higher in octane and produces on average 85 to 90 percent fewer greenhouse gasses,” he explains. “It can be made and used locally without the need for refinement or large distribution networks. It’s less 20
July 2017
volatile, and has very low fumes. It can be further processed into varying types of fuel; aviation or jet, diesel, and industrial grade alcohols.” A new sweetener Key to making ethanol is sugar, so any method that can produce this vital ingredient cheaply could prove to be a genuine game changer.
ETHANOL IS THE FUTURE
Prototype CTS commercial reactor
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TECHNOLOGY De Liege describes the CTS process and how it can help reduce the cost of producing high quality ethanol fuel: “The CTS process converts virtually any cellulose material (plant, paper, agricultural and lawn waste, tree and sawdust, etc.) into its base components of sugar and lignin in minutes, without using expensive enzymes, liquid acids, applied heat or pressure. “Instead of using food-sourced feedstocks such as corn and sugar cane, the CTS process uses virtually any plant residue, from agricultural wastes to specially grown grasses, and this yields high amounts of
sugar in a very low footprint.” ABP is claiming to be able to produce a gallon of cellulosic ethanol for $1, a marked saving on the $1.30$1.60 cost of traditional corn-based methods. Other cellulose processes (using various enzymes) can cost between $2.80 and $4.50 depending on corn waste availability and pricing. Theory aside, commercial deployment of CTS technology is imminent. “We’re through all of the testing, and are currently designing and engineering our first commercial plant to be located in East Central Florida using municipal yard waste as a feedstock,” de Liege confirms. “The
The Alliance team testing CTS
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ETHANOL IS THE FUTURE
plant should be online and producing cellulosic ethanol by early 2018.”
“Earth has enough green waste to replace all petroleumbased products in under 20 years, if we’re willing to do it” –D ANIEL DE LIEGE Chairman, Alliance Bio-Products
Displacement While a strong case can be made for ethanol over petroleum, especially if technology such as CST takes off, does de Liege believe a displacement will happen? “Earth has enough green waste to replace all petroleum-based products in under 20 years, if we’re willing to do it,” he says. “Unlike its competition, the CTS process can be used to make fine chemicals, pharmaceuticals, nutraceuticals, carbon-fiber nanotubes and much more. It’s modular, so it can be put on a truck or in the hull of a ship and taken to remote locations, or it can be built into a massive industrial refinery complex for widespread distribution. “It can be used to run generators in Africa or Haiti for hospitals or water treatment, for the first time or it can be located on island nations and used to power a country. The CTS process is Mechanocatalytic, a new science. It’s a means of doing chemistry dryly, greenly and safely.”
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T O P 10
MAKING SPARKS FLY WITH OUR TOP 10 ELECTRIC CARS Not all electric cars are created equal. With long battery charges and more powerful engines, some rise above the rest. Here are our top 10 electric car models of 2017 W r i t t e n b y : S TA F F W R I T E R
T O P 10
09 FORD FOCUS ELECTRIC 2017 CHARGE RANGE: 115 miles PRICE: $29,000 ENGINE: 143 horsepower
10 SMART FORTWO ED 2017
CHARGE RANGE: 68 miles PRICE: $25,000 ENGINE: 80 horsepower
This vehicle made the cut based on its price. While other electric vehicles still struggle to cut costs due to the price of batteries, this $25,000 option is a nice go-to when in need of a commuter car. It also only comes in a convertible package. However, when price points begin to come down on electric vehicles, the Smart car company may suffer.
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The Ford Focus Electric is a prime example as to why it is often beneficial to wait a year or two before buying an electric car. This vehicle saw a drive range boost from 76 miles in the 2016 model to 115 in the 2017 equivalent. It also costs less than last year’s model, as battery technology has become less expensive. Plus, the 143 horsepower engine is just as powerful as its fuel model sibling.
ELECTRIC CARS
07 FIAT 500E 2017 CHARGE RANGE: 87 miles PRICE: $31,800 ENGINE: 111 horsepower
08 VW E-GOLF 2017 CHARGE RANGE: 124 miles PRICE: $29,000 ENGINE: 134 horsepower
There’s nothing overtly special about the way this car appears. On first glance, it won’t turn heads or titillate the senses. However, it is a well-built electric vehicle with top trim models offering 124 miles per charge. The price point is attractive and engine performance is solid for the car.
Since Fiat’s acquisition of Chrysler, the auto company has slowly started to push the classic Fiat back into North America. With a selection of 500 options, this is a modern take on the undersized compact. One variation is the 500e, which shares the same bubble appearance as its model sibling - perfect for lovers of this Italian classic.
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T O P 10
05 BMW I3 2016 CHARGE RANGE: 81 miles PRICE: $42,400 ENGINE: 170 horsepower
The BMW i3 is classified as a compact crossover. It gives a bit more height than a standarwd car, but it’s a two door, with two suicide half doors, that help give it a bit more size. The driving range is admittedly average, but its 170 horsepower is impressive.
06 NISSAN LEAF 2016
CHARGE RANGE: 107 miles PRICE: $29,000 ENGINE: 107 horsepower
The Nissan LEAF is one of the more affordable options with an acceptable driving range. It’s enough to handle when you live in the suburbs but work in a major city, and need extra juice to make it in between locations. Just make sure to go with the SV or the SL trim packages, as the standard offering has a reduced driving range of 84 miles. 28
July 2017
ELECTRIC CARS
03 TESLA MODEL X 2017
CHARGE RANGE: 250 miles PRICE: $80,000 ENGINE: 762 horsepower
For those drivers who have cash and also time to spare (there is a waiting list for the vehicle), this is the vehicle to go with. There is no other electric vehicle out there that can compete with Tesla. This crossover even has a 5,000 pound towing capacity. With 0 to 60 mph in less than three seconds, the electric crossover outperforms nearly every fuel crossover out there.
04 HYUNDAI IONIQ 2017
CHARGE RANGE: 155 miles PRICE: $29,500 ENGINE: 118 horsepower
Hyundai offers a solid-looking vehicle that doesn’t yell “I’m electric” like most other models. It has substantial charge range and horsepower, with a price that is far less than any other option in the top five. The bottom line - more car for your cash. 29
T O P 10
02 CHEVROLET BOLT EV 2017
CHARGE RANGE: 238 miles PRICE: $36,600 ENGINE: 200 horsepower
It might surprise some to see the 2017 Chevrolet Bolt listed above the Tesla crossover. While Tesla stands out with its exceptional design and technology (both under the hood
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and behind the wheel). The 2017 Chevrolet Bolt is a more realistic option for drivers. The charge range is nearly identical and yet it costs less than half of the Tesla Model X. The horsepower is impressive, and while it can’t compete with Tesla, for anyone who wants a solid electric vehicle at a more affordable price, this is an excellent option.
ELECTRIC CARS
01 TESLA MODEL S 2017
CHARGE RANGE: 315 miles PRICE: $68,000 ENGINE: 691 (382 base) horsepower
The Tesla sedan receives the trophy for the top electric vehicle of 2017 based on its charge range and incredible engine performance. It
is important to note the $68,000 price tag comes with the base 382 horsepower engine. However, critics such as the US News and World Reports have the Tesla S rated as the top large luxury sedan in its class. Stylish, safe and stress-free; Tesla Model S is our undisputed top pick for 2017.
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LEADING THE INDUSTRY IN FUJAIRAH Written by Nell Walker Produced by Robert Gray
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V T T I F U J A I R A H T E R M I N A L S LT D
MD OF VTTI FUJAIRAH TERMINALS LTD, SIAVASH ALISHAHPOUR, EXPLAINS THE REASONS WHY THIS FACILITY IS AMONG THE MOST TRUSTED IN THE INDUSTRY ACROSS THE UAE
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MIDDLE EAST
V
TTI is a forerunner in the energy storage industry. With 15 terminals existing already and one under construction and commissioning, the company has established itself as a trusted choice for its high storage capacity and flexible options. Its Fujairah terminals facility has one of the largest capacities VTTI offers, and has become a hub of growth and stability for the business. Located at the entry and exit point of the Straits of Hormuz, more than 1.6 million cubic metres of storage capacity is available, with access to nine flexible jetties meaning that any size of vessel can be accommodated up to a partly laden VLCC. Siavash Alishahpour is the Managing Director of VTTI Fujairah Terminals Ltd, and discusses with us the many advantages of this particular facility. “This terminal is the pioneer of all the industry facilities here in Fujairah,” he says. “It was the first one here, and is renowned for that reason, plus it’s located on a very prime plot of land. VTTI is known by everyone in the energy and utilities industry.”
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Head Office 21 Shipyard Road, Singapore 628144 T +65 6268 9788 F +65 6268 9488 E info@peceng.com Audex Pte Ltd (Dubai Branch) Office No. 215 The Binar y Tower Al Abraj Street, Business Bay, P.O. Box 117477, Dubai, UAE T +971 4 3682901 F +971 4 3682305 E infoUAE@audex.com.sg
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MIDDLE EAST
An industry leader As a terminal group, VTTI designs, builds, operates, and owns tank storage as the core service of its business. While this is standard practice for the industry, Alishahpour believes there are small but essential elements of VTTI which differentiate it from others. “When you go into great detail, you see the differences,” he explains. “Customers look at how well equipped a facility is, how health, safety and environment is managed, how flexible the team and operations can be, what types of different products you can handle, what KPIs you have as a company, and how you deliver those KPIs. All of those things set businesses apart from one another.” The main strength of VTTI, specifically in this case,
Number of countries VTTI operates in
11
is its dedication to safety, reliability and customer satisfaction. Alishahpour believes the success in this area can be attributed to smart management and intelligent thinking, which culminates in a streamlined business model where all staff work to maintain the image the business is so proud of. “We strive to be the best we can be when it comes to health, safety, environment, quality, and security,” he states. “This is very important. We try our own best to make sure the
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V T T I F U J A I R A H T E R M I N A L S LT D
highest level of all of these matters can be defined and implemented, and we have a track record to prove our success which is visible to everybody with facts and figures. But history isn’t enough – you have to focus on present and future as well. It’s about how you can further improve what you’ve got, and how you can keep that up.” Safety as a service VTTI Fujairah Terminals uses
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HSEQ (Health, Safety, Environment, and Quality) guidelines to ensure a properly defined system of health and safety management, enabling the organisation to focus on targets and key performance indicators – a top priority for Alishahpour as a leader with so much responsibility over potentially high risk operations. “It’s very important for the customer to see that we have a very safe, secure site,” he says. “How do we prove
MIDDLE EAST
we are a good operator? How can we show that we’re competent and can deliver targets while handling multiple complex operations? That comes down to the quality of the people we have in our organisation, and how we are investing in their training, developing them in their positions, and making sure they are always major part of the business. “Then you come to the hardware factor, which is about flexibility, and customers know that very well
“It’s very important for the customer to see that we have a very safe, secure site”
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V T T I F U J A I R A H T E R M I N A L S LT D
when they work with us. We put ourselves in their shoes and can see exactly what they desire when it comes to their business requirements. If you show all of that as one global picture to them, the trust follows.” The company’s dedication to its staff is blatant and admirable. “The most valuable asset any organisation has is the people,” Alishahpour says, “because everything else is going
Our Speciality Services:
to be run by those smart, skilled, qualified people.” VTTI’s need to show its credentials as HSEQ-compliant and secure is for the benefit of employees, customers, and stakeholders alike, to prove that while this industry holds specific risks, that doesn’t make it perilous. “I believe when you’re managing correctly and making sure the check list is ticked properly, it’s not dangerous,” Alishahpour says. “It’s very important how we manage
Design & Manufacture of Heat Exchangers Shell & Tube Type and Air Cooled Fin Fan Coolers
Dry Docking Services Offshore & Onshore Marine Services Refinery Shutdown/Turnaround Maintenance Hydro Jetting Cleaning Chemical Cleaning onsite & in house Refurbishment of Heat Exchangers Re-Tubing of Heat Exchangers UltraSonic Cleaning Industrial Coatings HVAC Annual Maintenance Contracts Industrial Plant Maintainance Plate Heat Exchangers & Cooling Towers Custom Design & Engineering Industrial & Remote Radiators
: dolcool@eim.ae
P.O. Box 1424, Sharjah, U.A.E
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ASME - ‘U’, ‘U2’ & ‘S’, NATIONAL BOARD ‘R’ & ‘NB’, ISO 9001, ISO 14001, OHSAS 18001 Certified Company
9.1
MIDDLE EAST
MILLION CUBIC METRES VTTI’s storage capacity
risk, and how we make sure risk is totally in our control. That way we give comfort to everyone and they know they have our support. When it comes to HSEQ, it’s not the job of one individual or department – it’s the duty of everyone to make sure we are updating activity, otherwise it’s very difficult to deliver the service.” Customer relations Another vital element of the VTTI is the customer relationship: customers are treated as partners. Rather than simply following customer instructions, VTTI Fujairah Terminals work closely with them in order to develop more efficient plans together. “That’s what your customer needs,” Alishahpour explains.
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“An advantage of being ahead of our time with our facilities is the main drive to make changes�
V T T I F U J A I R A H T E R M I N A L S LT D
The future The future for VTTI and its Fujairah facility looks bright. The Crude Tank Terminal Project commissioned in April last year fully displays the breadth of VTTI’s flexibility and range of offerings. A sophisticated facility, in the year since its inception it has already shown high levels of efficiency and performance, and has gone above and beyond its mission and defined targets. Like the Fujairah terminal – and every other one of VTTI’s top-of-the-range facilities – flexibility truly is key. “An advantage of being ahead of our time with our facilities is the main drive to make changes,” Alishahpour says. “We are ready to change if and when necessary. “We have always strived to be
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flexible, and looking back at the last 10 years and the expansion and modifications we’ve done, we prove that we are. We have a standard to make sure we are keeping ourselves on top of the market and making sure our customers are satisfied.” The Fujairah terminal specifically is sitting in a very competitive market, but thanks to its dedication to expansion and the highest quality, it ensures VTTI remains the most popular choice for the customers. Alishahpour concludes: “We at VTTI Fujairah Terminals Ltd always try to make sure we keep ourselves at the height of performance, meaning that when it comes down to it, we remain the preferred location for traders, trading companies, and customers alike.”
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Inma Steel: Steeling for success Written by Catherine Rowell Produced by Robert Gray
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We speak with Managing Director Ibrahim Almubarak regarding the company’s long history, investment in new technologies and increased drive to remain a key player in the market
F
rom a desert landscape, to one which has grown substantially, the Middle-East has gone from strength to strength. Aligned with this growth is manufacturing company, Inma Steel, which has been behind a large number of megaprojects in the region. Actively working with clients such as Saudi Aramco and SABIC (with all its subsidiaries), the company is responsible for the production and utilisation of custom-built process equipment. Services the company undertakes include mechanical repairs, equipment installation and maintenance works, alongside shutdown, turnarounds and outages. Incorporating a long history and significant expertise, Managing
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Director Ibrahim Almubarak explains, “We have been quite successful in business of this scope and have worked on a number of shutdowns, which are now taking approximately 50 percent of our focus. We’re still actively pursuing fabrication, but we’re equally focusing on shutdowns and turnarounds.” Although Inma Steel has a large client base, an increased competitive market has persuaded the company to rebrand. A curious move for a business of such long standing, yet Almubarak explains, “We chose not to be in a price war, but to hold fast and provide value.” Ensuring the company remains a key player, he says, “we decided to actively engage in working
MIDDLE EAST
with clients that appreciate working with a company who focus on quality, expertise and professionalism in repairing the equipment which we build. “There tends to be more problematic issues with older plants, so companies need a good contractor or partner to work with and ensure that they are around to operate in the next few years.” Increased investments With this in mind, Inma Steel is investing in a new facility, alongside new technologies which will provide value to clients and provide the ability for increased fabrication. The company’s investment in heat exchanger repair, automated welding machines and related manufacturing equipment is a result of its expanding business growth. “We’re also looking at working on the licensing for repairing high profile or high value equipment, such as valves,” comments Almubarak. “We’re working with European and American manufacturers in order to be a licensed contractor; maintaining, replacing and repairing equipment.” To support this further, Almubarak is aware that there are a large number of valves incorporated into traditional plants, which Inma Steel is fully taking advantage of. The company is currently building a ‘state of the art’ valve repair shop, which will be situated in the company’s new facility. This technology will be placed alongside a mobile valve repair shop, which can be taken onsite to support the recondition,
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I N M A S T E E L FA B R I C AT O R S C O LT D
repair or replacement of valves. “We’re actively working with German manufacturer EFCO to build the valve repair shop,” adds Almubarak. Embedding a Zero Defects Policy, the company undertakes extensive testing and inspections of all welding and fabrication to ensure world-class results and provide value to clients. Staff safety The subject of health and safety is paramount to any business. Inma Steel provides staff with the confidence and necessary tools to complete work to a high standard, and all are encouraged
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to stop a job if there are any concerns. Almubarak explains that whilst the company is comfortable with a loss of investment or time on occasion to ensure exceptional levels of security and safety standards, he adds that this perspective and culture is also shared by their clients. “We have invested not only in the safety of when workers are outside repairing a column or pressure vessel, but also provide training when it comes to safety in their homes and everyday lives,” he says. “We even teach people how to drive. We teach them how to be safe at home, at work, on
MIDDLE EAST
the road, on the go and through their travels. It is our culture to be safety aware.” Strong partnerships A focus on quality and commitment to staff development and quality products has enabled the Inma Steel to develop strong partnerships, which has become embedded within the company culture. “We believe in partnerships and not to take advantage of our clients when they are in need,” Almubarak explains. “Clients know us, the quality of the services which we provide, and clients know the ethics, professionalism and standards of which we hold ourselves to. I believe, and our clients believe that we approach our relationship in a two-partnership way.” His passion even filters down to the Inma Steel’s
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Number of satf at Inma Steel Fabricators Co Ltd
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investment in staff development and training. With a strong belief in the value of human capital, staff have been sent to prestigious educational centres and schools, such as London Business School, with investment placed in all levels of the company. “We train people, because if you don’t train them, they will not be engaged, performance will decrease and they will take these experiences with them,” Almubarak says. The future Despite the current situation in the economy, Inma Steel has not turned away any ventures it was considering prior to the market shift, but is looking at current cost structures in order to drive efficiencies and provide the same quality to clients. “We are here to stay,” comments Almubarak. “This is a new reality, but one in which we are doing well. We are not in the position of waiting for the cloud to pass - we are ready to work in this new reality and remain successful.” Whilst local competitors compare themselves to other businesses, Almubarak concludes that to drive further future progress, Inma Steel compares itself to its previous self. “Hemingway said, ‘There is nothing noble in being superior to your fellow man; true nobility is being superior to your former self.’ That is something I strongly believe in.” “We also want to become better. We’re not just waiting for others to catch up and be better than them - we continually want to get better than even our previous selves.” w w w. i n m a s t e e l . c o m . s a
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ENERGISING
AFRICA
WITH SEAN MARITZ,
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How is South Africa’s largest energy company surging forward to turn the country into a technological hub?
E
skom enjoys a captive market in South Africa, generating and supplying 95 percent of the electricity across the country and 45 percent in the entire African continent. Technology is the most vital component of the business, and as such, IT and its evolution is a huge focus; Sean Maritz, Chief Information Officer of Eskom, explains how and why in greater detail. “From a CIO point of view, at Eskom we’re responsible for the delivery of the IT systems, including the
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technology and the infrastructure,” he says. “In the past we had many different roles and different verticals within IT, but now it’s one streamlined organisation. We actually have a seat at the table, so we’re all directly influencing the business direction.” Being CIO of a utilities business comes with its own unique set of differentiators and challenges. One such focus of the energy sector has to be corporate responsibility, and balancing that with the necessary
ENERGY
development of Eskom’s economic growth. As such a large company, it takes its duties seriously. “For a company like us, we have to manage the energy mix that we supply to ensure that we are creating a valuable planet for the future, so that’s a responsibility on our side,” Maritz states. “We have a continuously evolving business model and we are currently focussed on ethics and the environment. We look at the way we use power at data centres, how we use water at power stations, and whether we can reduce coal burning emissions, as well as smaller things like capturing endangered snakes on-site and releasing them in the wild. We want to be a responsible organisation.” Technology and the economy Keeping up with technological innovations is a challenge in all countries and every sector, so for Maritz and his team, a key priority is consultation with the rest of the industry. Being involved in every part of the business – not just the portion any one worker is a part of – is paramount, to ensure that
42k
Number of staff working for Eskom
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Our Mission: Empower every person and every organization on the planet to achieve more Microsoft South Africa is a subsidiary of the world’s largest independent productivity and platform company. As a proudly South African company with a Level 2 B-BBEE rating, Microsoft SA strives to providing services, solutions and devices that assist governmental organisations, people and local businesses in getting more done in less time by using technology.
www.microsoft.com/en-za/
ENERGY
“What makes us unique is the full value chain we offer, right from generating the energy to delivering it to the customer” SEAN MARITZ CIO of Eskom
everybody is equipped with the ability to understand the landscape around them. Eskom has an advantage as such a pervasive presence in Africa, “but the fact is that carries a lot of responsibility to ensure the right value of the product that we deliver to people,” Maritz says. “Eskom has been a sound organisation for so many years because of our strong engineering capability. This company uses a mix of coal, hydro, and nuclear energy, and not a lot of companies can say that. This is why we’re one of the top 10 utilities in the world. “Of course we have strong knowledge content, but we should not sit back and relax because we have to grow the economy in Africa. We have a big influence on it, and we aim to rectify some problems of the past. We are trying to play a huge role in changing the economy of South Africa by improving things and creating jobs – things that have made Eskom what it is today.” All of this effort is slowly being funnelled towards the ultimate goal of making Eskom a key player in a South African equivalent of Silicon Valley. The main focus for Maritz is on peoples’ skills and their ability to innovate, as this is what will push the company ever closer to being able to compete technologically on a global scale. “The challenge lies in creating the capabilities
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of people,” he explains. “We can overcome challenges by using what we have. We need to think outside the box and be a little more innovative, create innovation maps and hone our industry. This really is just the start for Eskom. We are creating IT technologists and industry experts to take the work forward, and there’s no reason our people can’t continue to innovate. They just need confidence and we need to give that to them.” To work its way towards the advancements required for Eskom to make a sizeable impact, the business needs to adopt cloud “at a speed of knots,” in Maritz’s words. “Our big focus this year is the IT organisation, and by next year we want to turn our landscape into an infrastructure service landscape. That means lots of cloud adoption for us, and a lot of organisational initiatives that the business is undergoing and driving. For now, in the early stages, we must deliver a lot of foundational components soon for use in the future.” Beyond the competition This dedication to being as strong
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a force as possible is part of what differentiates Eskom from competitors. It extends beyond a desire to simply be the biggest, as it strives to prove itself as a positive force within South Africa. “We need to keep on saying to our customers that we are dedicated to the country and its economy first of all,” Maritz states. “Whatever we do is actually to deliver value to the citizens of South Africa.” Eskom works hard to prove this via its campaigns and initiatives in the market, and aims to create the kind of talent in its people that will further enrich the nation. This brings further value to South Africa, and the more innovative the business can be, the more savings it can offer to customers. The more money customers save, the more confidence they will have in Eskom.
1923 The year that Eskom was founded
ENERGY
“What makes us unique is the full value chain we offer, right from generating the energy to delivering it to the customer,” concludes Maritz. “Unlike a lot of utilities companies who need to keep things cheap, we have the ability to innovate. We are in a country that is still developing, but we can do great things because we have a captive market. “We’re currently thinking about electric vehicles, on energy storage,
and looking at what the competition is doing. We have such a lot of knowledge and expertise, and we will provide services worldwide if we can get it right. Africa is going to experience a lot of changes in the future, and that too will open a lot of opportunities for Eskom. We can always make a change, because we have great partners, and they will help us to deliver these things. In two or three years, it will be a different picture for Eskom and for Africa.”
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Making refuelling mobile 4Refuel provides on-site refuelling for ships, construction plants, and railways among many other industries. But what makes it unique is that it was one of the very first refuelling companies to adopt mobile technology for its drivers.
Written by Leila Hawkins Produced by David Kulowitch
4REFUEL
4Refuel
provides onsite refuelling for ships, construction plants, and railways among many other industries. But what makes it unique is that it was one of the very first refuelling companies to adopt mobile technology for its drivers. Since it was founded in 1995, 4Refuel has transitioned seamlessly from having drivers deliver fuel using paper tickets to using electronic data. It was one of the first companies in its industry to start doing this. As well as telling drivers the order in which they must deliver fuel, this mobile technology eliminates the need to search for client names as well as human error, such as potentially getting the wrong address. New on-board cellular technology gives real-time monitoring in terms of things like fuel levels and if a driver is running late, which means 4Refuel can be notified immediately to re-route trucks and make up the time difference. While handheld devices have existed for a number of years, up until 2017 drivers had to take them out of their trucks to connect to the network. Advances in mobile technology have made it possible to get information directly from the vehicles. The expectation is that very soon these devices will tell the drivers the best routes to take
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CANADA
4refuel.com
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4REFUEL
Larry Rodo President & CEO
Larry Rodo is the President and CEO of 4Refuel. Over the last 32 years Larry has served in many operating and sales positions throughout all modes of transportation, including executive leadership with large global organizations. He has been a lead consultant on Wall Street for cash logistics and travelled the world working on complex supply chains addressing globalism, security, military, high value, currency, precious metals and pharmaceutical.
The biggest thing I’m seeing right now is data coming in, into the hands of the right people on their phones and tablets at the right time – Larry Rodo, President & CEO by analyzing traffic conditions. James Cameron Lee, Chief Information Officer, explains how this has benefited the business massively. “Back in the day people didn’t have any visibility as to where the fuel was going. With the implementation of technology on our trucks we’re able to show whether it be construction equipment or where the fuel is going.” The company does around five million transactions per year, so if a business had to do this manually it wouldn’t be able to function effectively. “It’s just this ability to capture the data in the field via cellular network to our head office.
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Mike McGee Chief Financial Officer
Mike McGee is 4Refuel’s Chief Financial Officer. As CFO, Mike is responsible for the financial management of the company, and plays a leadership role in developing and executing the company’s growth strategy. Most recently, Mike was CFO of Brookfield Global Relocation Services and Brookfield Residential Property Services, both portfolio companies of the Private Equity group of Brookfield Asset Management. Previously, Mike spent ten years as CFO of Sonoco Plastics (previously Matrix Packaging). Mike started his career with Ernst & Young in the audit and corporate finance practices.
4REFUEL
It provides data in a timely fashion. I don’t think any business of any size, if you had to do all that manually, it would just be a barrier because of the sheer number of transactions. “The biggest thing I’m seeing right now is data coming in, into the hands of the right people on their phones and tablets at the right time” he says, “and being powered by mobility, if you have the right data you can do something with it quicker.
Jared Prentiss Vice President – 4Refuel US
Jared joined 4Refuel in January, 2014 and currently holds the role of Vice President, 4Refuel US. Jared supported the launch of 4Refuel in the United States and oversees the strategic, commercial, and organizational structure. Prior to joining 4Refuel, Jared spent 13 years with Penske Truck Leasing in various roles overseeing field operations.
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“Companies that don’t adopt technology, whether being fuel delivery or any other companies, technology continues to drive business forward. If you’re not an adopter of technology I think you’ll have a tough time making it in the long haul.” New initiatives Lee is currently working on a system to evaluate the work of the drivers. “Historically there has been a view
that drivers, you tell them what to do and they go and do it and finish their day. There’s this idea in my head we’re planning to work on that people actually want to know how they did that day,” he explains. “I’m looking at creating a scorecard system where, based on the days and on how much volume they pumped on the road, were they late for any stops, how productive they were on site
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The TouchStar FleetAtlas Framework A fully integrated platform to automate fleet logistics.
Telematics Dispatch Planning Compliance Mobility Apps Business Intelligence
touchstargroup.com info@touchstargroup.com
CANADA
Lynne Harkness Director, Human Resources
4Refuel believes that the employees are the backbone of the Organization. Lynne leads a team of human resources and payroll professionals who strive to provide first-rate programs and support to all levels of the business, ensuring the most efficient tools are in place for the utmost achievement of success. Lynne currently serves as Chair of the Peel Branch of the Canadian Payroll Association, a position she has held since 2011. Lynne lives her life ensuring personal health and wellness are a non-negotiable priority and enjoys spending time skiing, camping, canoeing, and kayaking.
versus internal targets we set – they get this feedback mechanism daily. “Then a supervisor who may have 10 drivers under them will get the scorecard and see the same info,” he says. “It would be more timely. Whereas in the past, because we were batching it in shifts and running a bunch of slower processes, we weren’t really getting that real feedback, so we’d be telling drivers days later about the next day. It’s all about just being able to get more timely data and being able to have the wherewithal for the technology to automatically email it out to the right people at the right time. “ Lee says this will make things vastly more efficient. “Also understanding issues quicker so we can take corrective actions. If we didn’t have that visibility, new managers and supervisors trying to look for things can be difficult, whereas every morning getting a report about your drivers and how to decipher that report, you make them better managers by giving them the right info in a timely format.”
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4REFUEL
“The key
is differentiating yourself from being a commodity” – James Lee, Chief Information Officer
James Lee Chief Information Officer
James joined 4Refuel in 2003 and currently holds the role of Chief Information Officer. James has held multiple roles in the organization during his tenure at 4Refuel including VP Operations, VP Strategic Initiatives and VP Systems Development & Integration. Prior to joining 4Refuel James spent eight years in the forestry sector across a variety of disciplines including planning, operations, engineering & silviculture.
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Hiring the best Ensuring drivers are fully trained in these systems is a top priority. “There are so many things you have to worry about,” Lee explains. “When you’re on a fuel truck and carrying dangerous substances, we want to really make sure the technology is easy to use, so it’s very important that computers are responsive and simplistic.” Just as challenging is driver retention. In December 2016 stricter legislation was enforced for long haul drivers, and it became a requirement for electronic log books to be kept for safety.
CANADA
Joe Valeriote Chief Commercial Officer
Joe joined 4Refuel in 1997 and is currently Chief Commercial Officer. His primary responsibilities include overseeing sales, marketing and strategic development. Having joined the organization shortly after its foundation in 1995, Joe is one of 4Refuel’s longest-tenured employees and was instrumental in growing the company from a family business to North America’s largest mobile onsite refueller.
Competition 4Refuel operates throughout Canada and in the last few years it’s expanded to Dallas, San Antonio, and Austin. Depending on market conditions there are plans to expand into further US states, but the company has taken the decision to focus operations on Texas for now. It’s a highly competitive industry. “The key is differentiating yourself from being a commodity” Lee says. Competition is usually down to price, but 4Refuel sets itself apart from its rivals by having drivers go out to refuel company’s vehicles in the middle of the night and in all elements when they’re not active, enabling them to maximize their day. “4Refuel does the jobs nobody else will.”
BOND:
Into a new century of relationships Bond Brothers, Inc. (BOND) is a full-service construction management and general contracting company. One of its recently added business units is the provision of district energy projects. Written by John O’Hanlon Produced by Tom Venturo
Tim Peer, P.E. Vice President of District Energy (left) and Dennis Keough, P.E. Vice President of Power Generation (right)
BOND BROTHERS, INC. (BOND)
I
n 1907, the company’s founding, Thomas J. Bond borrowed $500 from his mother to set up a business building sidewalks in Everett, Massachusetts. The company is still headquartered there and today BOND is run by its fourth-generation CEO, Edward Bond, Jr.
A family culture is desired by large corporations, although it often eludes them. However, BOND has a commitment to its people that has attracted top construction professionals and engineers over the decades and has built a commanding presence throughout New England. A strong dedication to partnership and longterm relationships with clients, alongside an established niche in academic and healthcare sectors, persuaded Tim Peer, P.E. to join the company as Vice President of District Energy in 2016. The company saw an opportunity to expand its power and energy related services work with this strategic hire. A licensed professional engineer with more than 25 years’ experience in the evolving power and energy industry, with a specialization in campus district heating and cooling, Peer’s background is a great fit for BOND. “This is highly technical work and it meshes well with the core quality of BOND,” says Tim Peer, P.E. “It requires the ability to work effectively in logistically challenging sites, such as tightly built urban environments that are hard to access.
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Massachusetts Institute of Technology Central Utility Plant Expansion / Boiler & Deaerator
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Harvard University, Allston District Energy Facility & Energy Distribution Systems
Tim Peer, P.E. Vice President of District Energy Tim is responsible for leading BOND’s District Energy market sector, with a focus on developing new strategies and integrated solutions that exceed client expectations. A licensed professional engineer, Tim has over 25 years’ experience in the evolving power and energy industry, specializing in campus district heating, cooling and micro grids. He has a unique and diverse skill set leading the construction of many complex projects. These include not only central utility plants and distribution systems, but also natural gas delivery systems and substations. Tim comes to BOND from CHA Consulting, where he led the company’s district energy, power and thermal generation business unit. Prior to that, Tim spent 22 years at Cornell University, holding positions such as chilled water plant operator, utilities engineer, project manager and eventually energy plant manager. During his tenure, he led the operations and maintenance of several multi-million-dollar central plant projects. These included the Lake Source Cooling Facility and the Cornell Combined Heat and Power Project. After an enlistment in the United States Marine Corps, Tim graduated from Cornell University with a Bachelor of Science in Agricultural and Biological Engineering. He has professional engineering licenses in the states of NY, NJ, MA and VA along with OSHA 10-hour certification. He is an active member of the International District Energy Association (IDEA) and the Cornell Society of Engineers (CSE). In 2010, he was presented the Keystone Award by Cornell University for his exemplary work in facilities management.
USA
New Medford, MA Office
Typically, we are working within an operating, mission-critical facility. For instance, when renewing a central heating plant, one plant may be providing all the thermal requirements of the entire university. If it is a research university, or they have a large medical facility on the campus, the reliability of that facility is critical to the operation of the entire institution.� BOND has a strong track record in delivering energy projects with a team of experienced people.
Examples are the combined heat and power (CHP) plant developed for Lahey Health at its Burlington, Mass. campus and the upgrade of Brown University’s Central Utility Plant (CUP) and utility networks, both completed in 2015. “Over the last 15 years, BOND has completed more than $1 billion in energy-related
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THE POWER OF STEAM Our mid-range HRSG solutions are built on more than 40 years of power generation experience. We can provide a full range of custom-designed co-generation solutions that will reduce the cost of electricity, boost performance and increase the reliability of your facility. And with hundreds of HRSGs installed worldwide, Deltak is an industry leader in supplying HRSGs for the most demanding applications and operating conditions. Learn more at www.deltak.com
USA
Edward Bond, Jr.
Robert Murray
Francis X. Hayes
CEO
President
Chief Operating Officer
work. For some of this work, BOND served as construction manager but many of these projects were self-performed. BOND is one of the few New England construction managers with a self-performing workforce on its payroll. The long-term relationships that have been cultivated over the history of the company with several major institutions directly led to the development of a dedicated District Energy Division. Leading the Division, Tim Peer has extended the company’s footprint along the East
It’s important to get involved before a project is out for bid. WE HAVE TO ENGAGE WITH THE CLIENT EARLY AND UNDERSTAND the processes established to do the work successfully w w w. b o n d b ro t h e r s . c o m
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BOND BROTHERS, INC. (BOND)
READY FOR THE
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USA
Lahey Hospital & Medical Center Combined Heat & Power Facility Plant
670+ Number of employees at Bond Brothers, Inc. Coast including New York City and throughout the Mid-Atlantic Region. The team has been strengthened, he says, by recruiting professional and licensed engineers not only on the construction side, but also in the areas of operation and maintenance of district energy plants. “It gives us deeper insight into how these plants can be integrated into operating facilities. We know how
to operate and maintain these plants, train staff and commission them without disruption.� The human element, understanding the challenge and the client, are key strengths of the company. Nothing is left to chance and staff have access to the best technology platforms to deliver consistent and top-quality results. Peer explains, “For example, we perform 3D laser scanning services so we can go in and reality-capture the entire facility and create our own 3D models to facilitate planning and trades coordination. We have several platforms to manage site safety, quality and financials,
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This is highly technical work and it meshes
well with the core quality of BOND. IT REQUIRES
THE ABILITY TO WORK EFFECTIVELY IN LOGISTICALLY CHALLENGING SITES, such as tightly built urban environments that are hard to access
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and staff managing the job with handheld tablets.” This eliminates paperwork, while giving people the ability to access the latest drawings, information and the 3D coordination model without leaving the site. The estimating stage is made transparent using the established Winest program. Project scheduling is managed through Oracle’s Primavera software. Modeling is achieved using Navisworks and Revit from Autodesk, and document exchange transmitted through Newforma. On site platforms
USA
Thomas Baillie, P.E.
David Shrestinian
Richard Small
Executive Vice President
Sr. Vice President, Building Division
Chief Financial Officer
include BIM 360 for safety and field management, and all of this is integrated with the company’s financials. Technology is a portfolio of tools, and Tim places long-term relationships at the center of the company’s thinking. “Over time we have been able to create a pool of knowledge in the company about how these clients want work done and how they operate. This allows us to be more cost effective for them.” The business model of BOND’s District Energy Division is to engage at an early stage. “It’s important
to get involved before a project is out for bid. We have to engage with the client early and understand the processes established to do
$536 MILLION Bond Brothers, Inc. Annual revenue
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BOND BROTHERS, INC. (BOND)
Paul James Sr. Vice President, Risk Management
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the work successfully.� BOND has developed many new services for its clients, including consulting services. Project planning and constructability reviews are of value to a client when deciding how to meet future energy needs. The company can provide the initial feasibility assessment before proceeding to a full investment grade feasibility study and an accompanying full cost proposal. At this point, the client can decide
USA
as to whether to proceed. “We are a contractor and much more,” he says. “You can perhaps call us a project integrator based on our ability to design and execute systems into existing operations.”
Kathy Freitas Director of People Strategies
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enter THE 2017
banksia sustainability awards!
our awards BANKSIA SUSTAINABLE CITIES AWARD
BANKSIA SMART AWARD
The Banksia Sustainable Cities Award recognises those who are planning, designing, implementing, retrofitting and/ or building the necessary infrastructure, technology and/or solutions for their city to adapt, grow and thrive sustainably in a changing environment.
The Banksia Smart Award recognises both potential and realised applications which are exceptionally ground breaking and transformative. The applications will have the ability to interrupt systems and make a profound impact on Australia’s sustainable development.
BANKSIA SMALL TO MEDIUM BUSINESS SUSTAINABILITY LEADERSHIP AWARD
MINISTER’S AWARD FOR THE ENVIRONMENT
The Banksia Small to Medium Business Sustainability Leadership Award recognises a business that demonstrates leadership by integrating sustainability principles and practices into its operational business activities.
The Minister’s Award for the Environment recognises Australians for their work to protect and care for our unique natural environment. The Award recognises innovative projects with national significance that will inspire others to take action.
BANKSIA FOOD FOR SUSTAINABLE THOUGHT AWARD
BANKSIA LARGE BUSINESS SUSTAINABILITY LEADERSHIP AWARD
The Banksia Food for Sustainable Thought Award recognises demonstrated leadership, innovation and achievement in addressing matters of food security, beyond production, through sustainable food practices.
The Banksia Large Business Sustainability Leadership Award recognises a large business that has demonstrated leadership by fully integrating environmental, social and economically sustainable principles and practices into the business’ operational activities. (This Award calls for whole-ofbusiness approaches to sustainability and not individual projects).
The foundation The Banksia Foundation is a nationally renowned, not-for-profit dedicated to working with industry, academia, government and community on excellence in sustainability across Australia and internationally. The Banksia brand is 29 years strong, representing resilience, longevity, prestige and innovation. Our Sustainability Awards are well-known across Australia for rewarding and promoting the nation’s businesses, individuals, communities, not-for-profits, government and academia for their innovation, achievement and commitment to sustainability.
The dates Call for entries: March 15th - August 1st Judging: August 2nd - September 20th Finalists announced: October 9th Awards presentation: November 1st
ENTRIES
NOW OPEN!
The Banksia Indigenous Leadership for Sustainability Award recognises demonstrated leadership and innovation in the care of land and waterways, capacity building of the local community and enhancing long-term economic growth.
The Banksia Leadership in the Circular Economy Award recognises approaches that allow the Australian economy to develop within natural limits; preserving and enhancing natural capital, optimising resource yields and eliminating waste.
BANKSIA SUSTAINABLE & RESILIENT COMMUNITIES AWARD
BANKSIA COMMUNICATION FOR CHANGE AWARD
The Banksia Sustainable & Resilient Communities Award recognises a group that has demonstrated strong local capacity building and implementation of locally relevant solutions, measurably enhancing the long term social, economic and environmental status of the community.
The Banksia Communication for Change Award recognises leadership and achievement in raising awareness and understanding of sustainability issues, as well as promoting tangible change in values and behaviours that support a greater uptake of sustainable practices.
BANKSIA NATURAL CAPITAL AWARD The Banksia Natural Capital Award recognises demonstrated leadership and excellence in valuing, measuring, managing and investing in Australia’s natural capital with the same rigor that we manage all of society’s capital. (Natural Capital refers to all living things and the biological, chemical and physical systems that support them).
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BANKSIA LEADERSHIP IN THE CIRCULAR ECONOMY AWARD
Connect with us:
BANKSIA INDIGENOUS LEADERSHIP FOR SUSTAINABILITY AWARD
@banksiafdn
Download your entry kits and access more information at www.banksiafdn.com
futureenergy andfinance AUSTRALIA 31 October – 2 November 2017
Melbourne Convention & Exhibition Centre