Energy Digital - June 2017

June 2017 • www.energydigital.com

How to manage NORM during a DECOMMISSION

SHIF TING FOCUS: AXI International moves into intelligent fuel management consultancy

ENGIE: Providing clean

energy to those in need

Deliver an enhanced customer experience We can support your business to simplify its IT infrastructure and achieve its strategic objectives on its digital transformation journey. More than 8 million businesses across 170 countries trust us to keep their business ahead of the curve. www.business-solutions.telefonica.com

EDITOR’S COMMENT

HELLO AND WELCOME to the June issue of Energy Digital. This month, our lead feature focuses on French business success story ENGIE. Nell Walker chatted with Managing Director Laure Vinçotte, quizzing her about ENGIE’s initiative to provide even the most resource-poor parts of the world with clean, reliable energy. Andrew Smith from oil and gas firm Tracero also provides an in-depth analysis of the energy industry. In a contributed piece, Smith writes about how Naturally Occurring Radioactive Matter (NORM) can cause financial and procedural issues for oil and gas facility operators. We then move on to energy-saving in our top 10 apps. Which apps can help you control your energy consumption habits at home, work and your commute?

Also, be sure to browse our exclusive company reports. For an in-depth insight into global energy developments, read our interviews with AXI International, Lake Turkana Wind Power and TNB REMACO. Enjoy your read, and tweet us your feedback @EnergyDigital

Wedaeli Chibelushi Editor wedaeli.chibelushi@bizclikmedia.com

F E AT U R E S

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PROFILE

ENGIE: ENERGY FOR ALL TECHNOLOGY

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How to manage NORM during a DECOMMISSION 4

June 2017

LIST

TOP 10:

ENERGY -SAVING APPS

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C O M PA N Y P R O F I L ES

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Lake Turkana Wind Power

Africa

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AXI International USA & Canada

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TNB REMACO Asia

TNB REMACO Asia

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PROFILE

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June 2017

ONE OF THE most notable French business success stories, ENGIE – known as GDF Suez until April 2015 – is a giant in the energy industry.

As a multinational electric utility business, ENGIE utilises natural gas, nuclear, and renewable energy to create and distribute electricity, all controlled from the company’s Courbevoie headquarters.

ENGIE is well known for having developed the first pressurised water reactor, built in Belgium, which cemented its status as a pioneer and an innovator.

Also, the business is an expert in both upstream and downstream activities, making it stand out yet further from competitors, and highlighting the high levels of expertise it encapsulates. The new name of ‘ENGIE’ was itself crafted to draw focus towards a fresh, friendlier, and admirable image.

ENGIE now pours effort into making positive world changes, and with the discovery that 20 percent of the world’s population has no access to electricity, as well as over 25 percent of people facing fuel poverty in Europe, a new project – ENGIE Rassembleurs d’Energies – was born.

The initiative (the title of which translates to ‘Gatherers of Energy’ in English) has been working on improving this global situation since 2011.

Laure Vinçotte, Managing Director of ENGIE Rassembleurs d’Energies, tells us more about what the scheme is for and what is has achieved.

“As the world’s leading utility and energy services provider, ENGIE is committed to providing sustainable and reliable energy for all clients,” she explains.

“ENGIE Rassembleurs d’Energies’s mission is 9

PROFILE to develop energy access for impoverished population groups in the less developed countries and to combat fuel poverty in developed countries. Globally, more than 1.2 billion people have no access to electricity and more than 2.7 billion people have no access to clean cooking solutions. Access to energy – an essential service – is at the heart of the fight against poverty and the driver for sustainable economic growth, and also impacts education, healthcare, and livelihoods.”

“AS THE WORLD’S LEADING UTILITY AND ENERGY SERVICES PROVIDER, ENGIE IS COMMITTED TO PROVIDING SUSTAINABLE AND RELIABLE ENERGY FOR ALL CLIENTS” 10

June 2017

HOW DOES ENGIE ACHIEVE THIS? “ENGIE’s contribution to sustainable energy access for all is organised on three levels: investments, donations and technical assistance,” says Vinçotte. “Donations are coordinated through the ENGIE corporate foundation and technical assistance is provided by employee NGOs under the ENGIE Volunteer Program.

Through the Rassembleurs d’Energies Corporate Impact Investment Fund, ENGIE invests in local entrepreneurs to scale up innovative business models and adapted solutions which provide clean energy access to impoverished communities.”

The Rassembleurs d’Energies initiative was a dream long before it became a reality. It took five years to increase the funding from 10 million euros to 50 million euros, and it now spans a portfolio of 18 enterprises offering their products and services towards the goal of bringing sustainable energy to all.

This expansion of the initiative has led to it providing 1.2 million people with clean electricity solutions, which is just the tip of the iceberg for ENGIE. The projects Rassembleurs d’Energies has undertaken recently

ENGIE: ENERGY FOR ALL

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PROFILE

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June 2017

Laure Vinรงotte

ENGIE: ENERGY FOR ALL

are indicative of its enormous and ever-increasing impact on the world; Vinçotte tells us about a few of these key focus points and how they are improving the world’s energy issues.

“Some of the key investments that Rassembleurs d’Energies has led in Asia specifically include replacing fossil fuels with smart solar powered devices in India – in the states of Bihar and Uttar Pradesh – through three innovative enterprises in which the fund invested: Mera Gao Power, Simpa Network, Rural Spark and Green Village Ventures,” she explains. “Mera Gao Power builds, owns, and operates the world’s most affordable microgrids, and meets the essential energy needs of off-grid communities at a competitive cost. MGP’s customers mostly live in isolated rural hamlets with less than 100 homes, where income is around $50-$80 per family and there is no main grid connection.

The MGP business model is easily reproducible and with the support of ENGIE Rassembleurs d’Energies, this promising company is able to scale up.

“MGP is now serving over 130,000 people in over 1,700 villages with clean reliable power. It has delivered results that are in line with its projections and

has been successful enough to attract new investors to support its growth.”

Having partners like MGP is vital to ENGIE’s operations, Vinçotte says. “One of the beauties of impact investing activities is that people combine and coordinate their efforts to promote enterprises rather than compete against each other. Having partners is important so as to mitigate the risks and optimise the efficiency in closing deals. ENGIE Rassembleurs d’Energies will make the most of its experience gained in the energy access industry and will leverage the technical expertise and local knowledge of the ENGIE Group, while other partners are co-investors or Development Finance Institutions that will contribute through their knowledge of the sector and of the markets.”

While economies worldwide are steadily growing, people are living longer, and living conditions have improved everywhere, this does not necessarily translate to all people receiving their basic requirements.

However, thanks to a combination of an increase in technological breakthroughs and the advanced levels of innovation in finance, clean energies such as solar are plummeting 13

PROFILE

in cost and becoming ever more accessible even to those in the most difficult environments.

“Among the solutions that are now available, pay-asyou-go solar home systems and renewable micro grids are very promising solutions,” says Vinçotte. “Not only do they provide reliable clean energy but they can also provide credit services and mobile banking that enable users to afford these solutions. After seed investors, impact investors such as Rassembleurs d’Energies have been acting as catalysts to unleash capital either on their own or with DFIs. Additionally, on top of existing programs that are deployed locally to provide reliable and affordable energy solutions, governments can spur private initiatives and enterprises in complementing their action by providing a conducive environment for investing and doing business.”

For Rassembleurs d’Energies, after building a solid portfolio last year, the focus is on “managing that portfolio efficiently by accompanying the enterprises in their growth as they expand in new geographies – such as Southeast Asia – and in specific technologies such as renewable micro grids and clean cooking solutions,” Vinçotte concludes. ENGIE’s dedication to the world’s energy requirements is one that will only increase in size and impact, until the dream of sustainable energy for all becomes reality.

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ENGIE: ENERGY FOR ALL

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TECHNOLOGY

How to manage NORM during a DECOMMISSION W r i t t e n b y : A n d r e w S m i t h , Tr a c e r c o E d i t e d b y : To m Wa d l o w

Naturally Occurring Radioactive Matter (NORM) can cause financial and procedural headaches for oil and gas facility operators, not least during a decommission 17

TECHNOLOGY DURING A PHASE of decommissioning, anyone working within an oil or gas facility knows the extensive problems caused by NORM, short for Naturally Occurring Radioactive Material. NORMs can be costly, time consuming and ultimately damaging for the industry, so it is important that they are managed properly wherever possible.

NORMS ARE PARTICULARLY DAMAGING BECAUSE OF THREE DIFFERENT FACTORS: • NORM waste is made even more dangerous when it is inevitably mixed with other hazardous substances.

• NORM waste cannot be easily identified and can remain undetected.

• NORM can remain even after cleaning procedures have been carried out.

Anyone maintaining an oil or gas facility needs to be aware of the fact that even if NORM is not detected during or after the shutdown of a plant, it should still be regarded as a long-term recurring issue that could be identified at any point during operational practices. If this mind-set is adhered to, then this 18

June 2017

will save any facility time and money, leaving management prepared for any set-backs NORMs may incur.

Surveying processes need to be issued on a regular basis so that the adverse effects of NORMs is limited and kept to a minimum with the facility.

Working in this way will ensure that management has peace of mind when the acceptance criteria for transporting materials is so important within any oil or gas operation.

Continual consultation with Radiation Protection Advisers (otherwise known as RPAs) and Radiation Waste Advisers (also referred to as RWAs) is also crucial when understanding the importance of dealing with NORMs. Not only is this a legal requirement for anyone working with these waste materials, but it is a steadfast way of understanding these materials at the planning stages of any shutdown or project.

This blog post is a helpful source in understanding more about NORM during decommissioning for any gas or oil facility. It is published by Tracerco, a firm that hosts an array of certified RPAs who understand the problems they incur more than anyone in the business.

HEADLINE

“In terms of oil and gas production, the extent of NORM depends largely on the radioactivity of the reservoir rock and salinity of water co-produced from the wells”

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HOW TO MANAGE NORM DURING A DECOMMISSION

WHAT IS NORM? Every mineral and raw material contain what are called radionuclides of natural origin. While the vast majority of human activity involving these minerals and raw materials is of no cause for radiative concern, some activities do increase the exposure to ionising radiation. This is known by the acronym NORM. Burning coal, making and using fertilisers and oil and gas production are all common cases which result in NORM, meaning processes must be in place to deal with the heightened exposure. The term NORM also exists to distinguish ‘natural radioactive material’ from anthropogenic sources of radioactive material, such as those produced by nuclear power, where the radioactive properties of a material is the reason for human interest.

As more NORM hazards have been identified over time, industries have become increasingly subject to monitoring and regulation, although the World Nuclear Association says there is little consistency among these regulations, meaning what is considered as radioactive waste in one country may not be in another.

“Anyone maintaining an oil or gas facility needs to be aware of the fact that even if NORM is not detected during or after the shutdown of a plant, it should still be regarded as a long-term recurring issue” In terms of oil and gas production, the extent of NORM depends largely on the radioactivity of the reservoir rock and salinity of water co-produced from the wells. The more saline in the water, the more NORM is likely to be found.

This means that older wells tend to exhibit higher degrees of NORM than their younger counterparts.

Fracking is a gas extraction technique which can lead to significant release of NORM in some geological environments. Generally, however, external exposure to NORM in the oil and gas industry is low enough not to require protective measures to make sure workers stay under their annual limits.

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TOP 10: ENERGY

-SAVING APPS

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TRYING TO CONTROL YOUR DAY-TO-DAY ENERGY CONSUMPTION HABITS? WE’VE ROUNDED UP OUR FAVOURITE 10 ENERGY-SAVING MOBILE APPLICATIONS HERE Writ ten by: WEDAELI CHIBELUSHI

T O P 10

09 LOTUS GREEN

CARBON CALCULA

APP LINK: GOOGLE PLAY S

How big is your carbon fo app calculates it, then bre straightforward info bites input your daily activities you your footprint figure. provide tips on how to red extra motivation, the app your progress on Facebo

10 ENERGY COST CALCULATOR

APP LINK: GOOGLE PLAY STORE

Energy Cost Calculator is fairly simple to use. All you need to do is enter an estimated energy user per hour, and hours per day. Then, the app uses several equations to calculate the cost of an electronic item. The app show users their energy usage per day, week, month and year as well as the carbon emission per year. Best of all, it’s available for free on iTunes.

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T O P 1 0 E N E R G Y- S A V I N G A P P S

NS ATOR

STORE

ootprint? This Android eaks it down to you in s. All you have to do is and the app will give The calculator will also duce your number. For p enables you to share ook.

08 POWERCOST MONITOR – ENERGY CLOUD

APP LINK: GOOGLE PLAY STORE

You will need to install sensors in your house in order to help this app collate relevant information. However, all products are fairly easy to use. Resultant information can be accessed online or via the mobile app. Additionally, data is available in real-time.

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06 Meter Reading APP LINK: APPLE STORE

This app pretty much doe tin. It allows the user to m utility meters including el Additionally, the app disp for the latest period, and your average consumptio and export readings ad C

07 IRECYCLE

APP LINK: APPLE STORE

This US-only app will help you find local recycling collection points. Using your current location, the app will provide vital details for collection points, such as website, phone number, directions, hours of operation and other materials collected. iRecycle is also highly recommended by iTunes – it has been featured as the app store’s “App of the Week” over five times.

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T O P 1 0 E N E R G Y- S A V I N G A P P S

gs

es what it says on the monitor up to 9 separate lectricity, gas and solar. plays usage and costs compares the results to on. You can also import CSV file’s.

05 Commute Greener APP LINK: APPLE STORE

This free app gives you tailored tips for making your daily commute as low emission as possible, from energy-saving routes to local carpooling opportunities.

Commute Greener also offers badges, rewards and communing challenges as incentives to become more energy efficient.

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04 JOULEBUG

APP LINK: APPLE STORE

Climate change isn’t a game. Except with JouleBug, it sort of is. The iPhone app turns energy efficiency into an enjoyable challenge. Through the app, energy-saving tips are arranged into achievements, allowing you to scale leader boards and accumulate trophies. At the same time, you’re living more sustainably and saving money.

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T O P 1 0 E N E R G Y- S A V I N G A P P S

03 Project Sunroof APP LINK: WEBSITE

First and foremost, Project Sunroof is a Google app. Launched two years ago in Google’s home state California, the app allows you to estimate how solar might work on your roof. All you have to do is enter your zip code. Yes, that’s right - zip code. Unfortunately, the app is only available in the US, but as it’s Google, it may internationalise soon.

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02 GoodGuide

APP LINK: APPLE STORE

With GoodGuide, you can check an items environmental impact before buying it. The app does this via a bar code scanner. It has a database of more than 70,000 rating in categories ranging from toys to personal care. If you like a product, you can add it a shopping list within the app, and if it you think it’s not sustainable enough, you can note that too.

T O P 1 0 E N E R G Y- S A V I N G A P P S

01 Green Outlet

APP LINK: APPLE STORE

Our final favourite is highly recommended by review magazines like ecogadger. com, treehugger.com and dailytekk.com. It is designed to allow users to determine which home appliances use the most energy.

Additionally, the app includes an alert to let users know if they are exceeding the government’s recommended carbon usage.

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SHIFTING FOCUS: A XI International moves into intelligent fuel management consultancy

After more than 20 years as a market leading manufacturer of fuel maintenance and polishing services, AXI International turns to a future of consulting Written by Dale Benton Produced by Tom Venturo

A X I I N T E R N AT I O N A L

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s a manufacturer of Intelligent Fuel Management™ solutions, AXI International is known worldwide as the industry leader.

For over 20 years the company has established a reputation for innovation and high quality fuel management products, but over recent years AXI International has transformed its practice, not only by manufacturing fuel management solutions, but also by taking on a consulting role and entering the booming data center industry.

“The mission of the company has always been to optimize the quality of fuel,” says Jeffrey Poirier, Chief Operating Officer at AXI International.

“AXI International provides a complete integrated solution within a niche market of fuel filtration and optimization. Mission critical projects such as data centers include not only filtration systems but, fuel tanks, transfer systems, pump sets and gen-sets.”

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Finding focus

Poirier has spent his career in engineering, through the railroad industry and working in aerospace before working his way up through AXI from engineer to COO. His progression has coincided with the transformation of the company focus, with Poirier and AXI spotting certain gaps in the market. Gaps, that AXI could fill.

“AXI excels in designing and engineering complex, custom engineered fuel system solutions that set an industry standard. We invest a considerable amount of time and money in research and development to create innovative products and services every year,” he says.

“The company started to see other items in the market that we could pull into our repertoire. We knew the competitors in the market and how they are perceived and thought there was some serious ground to be taken. AXI has certainly made up a lot of that ground since.”

“Data center projects are very

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extensive. They include a large number of engines, tanks, and fuel system components. Our goal as an Original Equipment Manufacturer (OEM) is to provide our customers with high quality fuel management solutions to ensure their facilities maintain reliable standby power,” he says.

Throughout its 20 years, AXI International has developed a broad portfolio of major international and national clients as well as smaller local customers. Industry leading turnaround times, innovative and environmentally sustainable technologies and customer support and training, represents the key to future success of the business for Poirier.

Setting an industry standard

AXI is unique in that it provides custom engineered solutions for its customers. We offer more than a “one size fits all” approach. Data centers are not the only projects that fall within the multitude of markets that AXI serves. As an Original Equipment Manufacturer (OEM), AXI International has worked with customers in many industries, including: healthcare, agriculture, perishable storage and distribution, marine, power generation, transportation, mining, and other mission critical facilities.

From providing custom engineered solutions for large mission critical projects to offering fuel additives in the transportation industry,

AXI INTERNATIONAL OFFERS TOTAL FUEL MAINTENANCE SOLUTIONS.

axi-international.com

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WESSEL VAN TONDER, A X I I N T E R N AT I O N A L C EO

W e s s e l V a n To n d e r i s a performance-driven, forwardthinking, multi-lingual business operations executive with a market focus on global fuel economics.

Wes sel’s cur rent vision is geared towards environmentally sustainable fuel optimization technologies and innovative clean fuel engineering.

As a graduate of the University of S o u t h A f r i c a , V a n To n d e r u t i l i z e s h i s unique international exper tise to br oaden A X I Inter national’s global market outreach.

Prior to acquiring A XI International, Wes sel’s previous ex per ience includes a proven track record of developing companies in the oil and e n e r g y i n d u s t r y. H i s s u c c e s s s t e m s from holding a senior level position wit h one of A f r ic a’s larges t f uel distributors.

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AXI’s product offering helps maintain fuel at an optimal standard in any application.

“The primary driving force behind AXI’s entrepreneurism is our unique ability to improve the way fuel is used or stored in a way that is sustainable and environmentally responsible. Most importantly, our company’s main goal and entrepreneurial motivation is ensuring safe, reliable fuel for diesel powered engines world-wide,” says Poirier.

Looking back, moving forward

In 1994, AXI International, then known as Algae-X, had a heavy focus on addressing the needs of marinerelated fuel issues. With just the fuel conditioner and the flagship fuel additive, AFC-705, AXI began making waves in the marine industry.

As time progressed, AXI saw an opportunity to expand its product offering beyond fuel maintenance, and far beyond the marine industry. As the needs of the world changed, so did AXI. Today, the company prides itself on staying ahead of the curve

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by introducing new and unique technologies that offer complete fuel management for companies around the globe, regardless of the industry.

“The company has had great products for well over 20 years, so while we are expanding into new markets and product offerings, we wanted to build on the core of our success”, says Poirier.

One major factor in the recent success of the business has been the role change towards consultation and engineering support, building key relationships at the ground level

AXI INTERNATIONAL PERFORMS A VISUAL DEMONSTRATION OF THE COMBUSTION ENHANCING PROPERTIES OF AFC 710.

A X I’S F T S-2000 SERIES AUTOMATIC FUEL TRANSFER SYSTEM IS A HE AV Y-DUT Y FUEL TR ANSFER SYSTEM THAT MOV ES FUEL BET WEEN THE SOURCE TANK AND THE DEMANDING TANK.

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A X I I N T E R N AT I O N A L

A XI INTERNATIONAL PRODUCT OFFERING

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Number of employees at AXI International

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of data center project development.

One of AXI’s goals is to advise both end users and data center professionals of the potential pit falls caused by fuel degradation on a mission critical facility. A rapidly growing industry, like data storage, with exponential growth can often succumb to unforeseen issues due to project time constraints and insufficient planning. “We feel it is our responsibility

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to educate on the issues we see, give background as to why those problems exist, and provide solutions for fixing problems, not treating symptoms,” says Poirier.

Learning and growing

This culture of learning and educating comes from extensive market research. Poirier and AXI invest heavily in understanding the market, the technology trends, and more importantly – the problems across the industry.

“It’s about following up on existing problems in the industry, properly analysing the issues and generating the best solutions, or stepping outside the box and creating a new way of looking at an old problem,” he says.

The educational approach taken by AXI is propagated from upper management down through the business. This allows the engineers and the sales team to understand the service, products, and the components of a project in order to meet the needs and

JEFF POIRIER,

A X I I N T E R N AT I O N A L C OO

Since joining A XI International in April of 2 0 14 , J e f f P o i r i e r h a s d e v e l o p e d a m y r i a d of new products and systems to facilitate Intelligent Fuel Management™ solutions. A graduate from the University of Maine with a M a s ter ’s in M echanic al E ngineer ing, J ef f als o h o l d s a n M B A f r o m D ave n p o r t U n i ve r s i t y. A s the Chief Operating Officer of the Fort Myersb a s e d g l o b a l c o m p a n y, J e f f s p e c i a l i z e s i n t h e following engineering topics: optimization techniques, numerical methods, fluid flow control, finite element method, 3D CAD Development, and robotic controls. From new green technology to complete fuel management solutions, Jeff has led his team to many s i g n i f i c a n t a d v a n c e m e n t s i n t h e f u e l i n d u s t r y.

Jeff Poirier designed the concepts for: •Spill prevention filter draining •Continuous filtration during filter changing •Multipoint flow path •Development of automated day trading algorithm •Published: “Multi-objective Optimization o f L a s e r- w e l d e d S t e e l S a n d w i c h P a n e l s Using a Genetic A lgorithm” in Engineering S t r u c t u r e s , 2 0 13

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A X I I N T E R N AT I O N A L

THE A X I RE ADY-USE FUEL TANK IS A FUEL STORAGE TANKCONSTRUCTED TO CUSTOMER SPECIFICATIONS WITH VARIOUSDESIGNS RANGING FROM SINGLE WALL OR DOUBLE WALL CONSTRUCTION, PER UL142 SPECIFICATIONS, TO FIRE SAFET Y TANKS, PER UL-2085 SPECIFICATIONS.

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requirements of the customer.

“If you imagine your business model as an onion, each layer representing a step between the internal organization, from the engineering team to the sales network, and finally the customer, you want the company message and knowledge to properly transition between layers with minimal loss of message content,” he says.

Technology innovation

Changes in engine technology, fuel production, the introduction of bioblends, along with questionable delivery methods, have created a number of challenges regarding the stability and reliability of fuel.

A FC-705 IS A UNIQUE AND POWERFUL BROADSPECTRUM FUEL ADDITIVE

A X I IN T ERN AT ION A L’ S COO, JEF F POIRIER EXPLAINS HOW OUR TOTAL FUEL MAINTENANCE SOLUTION CAN BE INCORP OR AT E D IN T O YOUR F A CIL I T Y.

It is AXI’s responsibility to educate and inform the public and its customers of the ongoing changes in fuel production and the impact these changes have on the engines they depend on every day.

Some of AXI’s more notable innovative products include a first ever solar powered automated multi-stage fuel filtration system, an optical fuel particle counter, and a fully automated additive injection system. AXI has created novel approaches to spill prevention filter draining, continuous filtration during filter changing, and the creation of multiple flow path systems for difficult tanks.

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A X I I N T E R N AT I O N A L

MICHAEL CAMPBELL, A X I I N T E R N AT I O N A L C F O

Michael Campbell, hands-on Finance and Accounting E xecutive with ex tensive leadership and exper tise driving and creating scalable revenue and financial improvement strategies for global leaders throughout multiple industries Tr u s t e d a d v i s o r a n d t r u e b u s i n e s s par tner to executive leadership, leading the performance of financial strategic planning, operational restructuring, and motivational leadership, coupled with an innate ability to build strong relationships For ward-thinking leadership with strength in audits, compliance issues, corporate f i n a n c e , I n f o r m a t i o n Te c h n o l o g y , a n d b e s t practices policy development.

Graduate of National University of Ireland G a l w ay.

Michael has worked with many large Fortune 500 companies over the span of his career such as Schneider Electric, N u t r icia- D a no ne a nd H einz, t o name a few.

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Over the last decade, Poirier has seen a major shift in the engine technologies towards sustainability and environmental responsibility, stemming from increasingly stringent governmental and industry standards. From reducing harmful emissions to providing solutions for modern diesel engines, AXI remains at the forefront of these changes.

“Technology has improved engines, but fuel itself has almost regressed. For these reasons, fuel filtration technology is crucial to sustaining the life of engines and reducing operational downtime,” he says.

Consulting: AXI’s competitive advantage

AXI’s impact in the fuel storage industry has extended far beyond its doors. AXI provides an education and training platform for its

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worldwide reseller network, in the form of green screen webinars, onsite lectures, and interactive web hosted presentation tools. In order to be a successful manufacturing business, the company stresses the importance of properly training the industry and its trusted partners.

CHRISTIAN SMITH, AXI International provides a A X I I N T E R N AT I O N A L V P O F S A L E S series of educational lectures and presentations on fuel degradation and proper fuel system design for both internal employees and its channel sales network. The goal of As vice president of sales for A XI, Christian this program is to create awareness Smith is responsible for sales, growth initiatives, development of strategic within the market and propagate A X I ’ S F T S - 2 0 0 0 S EpRaI rE tSn Ae U r sT Oa M n dA TcIhCaFnUnEeLl TsRaAl eNsS Fr Ee Rl aSt iYoSnTsEhMi pIsS A H E A V Y - D U T Y F U E L TwRoArNl dS w F Ei dR eS. Y SSTi nE M E T, W E E N c eT jHoAi nT i M n gO VAEXSI Fi Un E2L 0B11 optimal fuel system design THE SOURCE TANK AND THE DEMANDING TANK. Christian has played an instrumental role in practices throughout the industry. the development and success of A XI on an inter national level. C hr is tian’s educ ational “AXI International will continue background includes degrees in Electrical Engineering and Business Administration. to build off of its successful educational platform and expand Prior to joining A XI, Christian has held multiple sales and leadership positions in by pioneering new methods and telecommunications, systems integration and construction. With over 20 years of technology that will benefit our experience in sales, business development customers, partners, and the and management, Christian has worked with many large Fortune 500 companies over the enviornment in the years to come.” s p a n o f h i s c a r e e r. S o m e o f t h e m o s t r e c e n t companies include Amazon, Microsoft, Google and Facebook. He has also worked with key influential clients in the government and military sectors.

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LAKE TURKANA AND THE FUTURE OF

KENYA’S ENERGY

LANDSCAPE W R I T T E N B Y DALE BENTON P R O D U C E D B Y KIRON CHAVDA

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Construction of the 310 MW Lake Turkana Wind Farm nears completion.

However, there will be no time for celebration as Lake Turkana Wind Power plans to provide clean, low cost energy to Kenya for the next 20 years

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fter nine long years of negotiation and preparation, 2.5 years of construction (including the installation of 365 wind turbines), the end of the incredible Lake Turkana Wind farm journey is just over the horizon.

In June 2017, the 310 MW capacity Lake Turkana Wind farm will be ready for full commercial production. The goal? Providing the whole of Kenya with low cost wind power (to the national grid equivalent) to around 16 percent of the country’s current installed electricity generating capacity. All over the next 20 years.

A moment of celebration surely, as the single largest private investment in Kenya’s history, but for Phylip Leferink, General Manager, and everyone involved in the project, the end of this

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journey is really only the beginning.

“When we finish and Lake Turkana is online of course there will be some celebration, but we enter a new phase. Construction work may be over, but the work really is just beginning as we need to operate it over the next 20 years.”

Everything has a beginning Leferink has been involved in the project from the very start, working in a sales director role with Vestas, the turbine manufacturer that has provided all of the turbines for the project, as well as operating in a joint venture (JV) capacity.

“When construction started in late 2014, it soon became apparent that Lake Turkana Wind Power needed some additional experience, someone

“When we finish and Lake Turkana is online of course there will be some celebration, but we enter a new phase�

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AFRICA

who knows the various elements in the construction of wind farms.

They felt I was the right person to help bring the project over the finish line and into operations,” he says.

Leferink became General Manager in 2015, and through his work with Vestas he was best placed to fully understand the challenges that faced the company and more importantly, how to mitigate them.

The location of Lake Turkana Wind Project is no coincidence.

The area has been known for many years for its incredibly strong winds that swoop through the Kenyan Rift Valley, a “fantastic wind resource”.

“The Lake Turkana Wind Power project is in a truly unique environment, with a unique wind resource. This whole process is the culmination of a project on a scale that has not been done anywhere else in the world,” says Leferink.

But a fantastic wind resource is only one small element of the project.

Lake Turkana is an isolated lake in northern Kenya. This presented a major challenge that needed to be overcome in order to push forward with the project - accessibility.

2014 THE YEAR WHEN CONSTRUCTION OF LAKE TURKANA WIND POWER BEGAN The lack of solid infrastructure pushed the project back into what Leferink describes as akin to an “offshore operation”. The assets required for the construction of the project, including some 360+ wind turbines, were shipped in to the port of Mombasa – the closest port. These assets, some 1,600 components, were then transported 1,200 km to Lake Turkana.

“The existing roads quite simply were not good enough, so we upgraded some 208km of road in order to make it accessible,” he says.

This lack of infrastructure created a real sense of risk with Leferink understanding that without a smooth supply chain, the project would not be delivered on time, if at all.

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LAKE TURKANA WIND POWER

“The value in identifying the logistical risks, mitigating them and planning for them accordingly, proved to be instrumental�

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Smoothing out the supply chain Fast forward to 2017 and Leferink can proudly point to a zero loss in time throughout the construction of the project. The secret to this success? Identifying the supply chain risk from the very beginning.

“The value in identifying the logistical risks, mitigating them and planning for them accordingly, proved to be instrumental,” he says.

“Taking the time out at the very beginning in the minutiae of detail has really allowed us to get to where we are today so successfully” A project of the size and scale of Lake Turkana Wind Farm can only come together through the successful collaboration of a number of key partners and contractors, each working on specific elements of the construction of the wind farm.

The power of partnerships The final project, switched on and operating, could be considered the biggest achievement, but for Leferink, the successful and smooth interfacing of all the separate contractors and elements have

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been the key success criteria.

Lake Turkana Wind Power invested in the services of Worley Parsons to act as the employer representative and manages the construction contracts.

“The interface management has really been exceptional in scheduling and planning of work, so if a contractor were to fall behind, which is inevitable in this field, you can look at how we can bring it back on track,” he says.

“You keep a daily watch on

the scheduling to ensure that nothing goes by without noticing, even if the smallest of changes happen you are on top of it almost before it happens.”

The partners involved in the project have been influential, from Vestas as the turbine manufacturer, Physical building the local access roads, Siemens facilitating the substation and collection grid, RXPE supplying the STATCOM system and SECO, which built accommodation to house all of the contractors on site.

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LAKE TURKANA WIND POWER

The power of the people There is one partner in particular that Leferink feels is significant – the local community. Lake Turkana Wind Power has strived since the very beginning of the process to prioritise local employment in every aspect of the construction. Prior to Lake Turkana Wind Power’s investment in the local area, it was scarcely populated with little to no economic development whatsoever.

“We are very committed to supporting local development of the area to make is as sustainable as we can,” he says.

“The local employees we have employed will benefit from liveable pay, training and development so that when the construction is complete and they move on, they do so with the skills and capabilities to attain future work.”

To date, Lake Turkana Wind Power (directly and through its contractors) has employed around 800-900 local employees out of the 1,700 people working on the project.

Local employment is not the only visible benefit brought upon by the project. Through a commitment

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to sustainable development of the region, the company invests in a 20-year programme to provide infrastructure to the local area through the building of schools, health facilities and water provision.

The importance of being a good corporate citizen is something that Leferink does not take for granted. The project represents an opportunity not only to benefit Kenya through clean low cost energy, but also to change the lives of the people in the local community.

“A lot of the positive local developments happening in the area are largely incentivised by Lake Turkana Wind Power,” he says.

“We believe a harmonious relationship with the communities around us not only benefits them but it helps in the development of the project.”

One true vision As a private investment, Lake Turkana Wind Power does not rely on any governmental funding, but Leferink is keen to highlight the important role that the government has played and will continue to play

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LAKE TURKANA WIND POWER

in the success of the project.

“The Kenyan government has been so supportive of this project from the start, the appeal of the project and the size of it makes it such an attractive development,” he says.

This is evident in the significant role of Lake Turkana in the wider Kenya Vision 2030. Launched in 2006, the Kenya Vision 2030 is a vision of transforming Kenya into a ‘newly industrialising, middle-income country providing a high quality of life to all its citizens by 2030 in a clean and secure environment’.

The vision is built upon three pillars: economic, social and political. The vision looks at large infrastructural developments in order to achieve its ambition – and Lake Turkana was well placed within that vision.

“Kenya has a large energy landscape, which is quite unique both in Africa and on a global scale. You are looking at a 40-50 percent generation that is purely renewable energy,” Leferink explains.

“In the bigger landscape, Turkana is

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quite fitting with what the government is trying to achieve in the long term – cheaper, cleaner energy,” To the future With construction nearing completion, all eyes are firmly set on the future.

Working closely with its partners, Lake Turkana will closely monitor the performance of the wind farm over the initial 8-12 months.

This will allow the company to overcome any teething problems from an operational perspective, enabling a smooth functioning facility for the remaining years.

“It’s been a great journey,” says Leferink.

“There will be a certain sense of emptiness when construction is over as the people will change and new teams will come in. We’ve had a strong relationship with all our contractors and we will feel sorry for when the end is there. But at the same time, we have accomplished what we set out to do and the next stage is upon us.”

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MAINTAINING

POWER Written by Wedaeli Chibelushi Produced by Vince Kielty

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TNB REMACO

WE INTERVIEWED TNB REMACO’S MANAGING DIRECTOR ANUAR YUSOFF ABOUT THE COMPANY’S DIVERSIFICATION PLANS

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NB Repair and Maintenance Sdn. Bhd. (TNB REMACO) is constantly diversif ying itself and riding the changing landscape of the industr .yLeveraging on technological development and clienteles’ ever -changing expectations, TNB REMACO is set to become a premier brand with holistic solutions in delivering customer’s trust in its ser vices.

TNB REMACO is wholly-owned by T enaga Nasional Berhad (TNB,) of which is the largest electricity utility in Malaysia and one of the largest in the region with an asset base totaling $30 bilion and customer base of more than three milion users. TNB REMACO was first incorporated as a subsidiar y of TNB in 1 995. The company is managed independently as a business organization within the corporate structure of the TNB group. While it shares the groups’ core vision, values and culture, TNB REMACO nonetheless remains steadfast in the realization of its own corporate destiny .

Managing Director Anuar Yusoff explains the transformation in structure: “TNB REMACO used to be a small depar tment suppor ting a bigger business. We did repair , maintenance and overhaul for their generating plants - their gas, steam and

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ANUAR YUSOFF

MANAGING DIRECTOR TNB REPAIR AND MAINTENANCE SDN. BHD. (TNB REMACO)

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TNB REMACO

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hydro turbines. It was in 1 995 when we became a wholly owned subsidiar y of TNB that we diligently geared our resources and exper tise in realization of the vision and mission of the company ”.

How does TNB REMACO balance diversification with loyalty to its parent power plants? “Previously , we were exclusively ser vicing TNB’s existing fleet of power plants but have expanded our ser vices for newly developed power plants and are also actively providing ser vices to independent power producers (IPP’s) such as Malakoff and Power tek, as well as oil and gas (O&G) secto”,rYusoff explains. Among the O&G clients ser viced by TNB REMACO are Petronas Gas Berhad (PGB,) Petronas MLNG and GE Power .

Not only is TNB REMACO diversif ying from the traditional energy market, it’s also exploring different geographical spaces. “In the middle of 2004, we star ted going into international markets”, Yusoff explains. The company has business presence within the South-East Asia and MENA (Middle East and Nor th Africa) region, such as in Myanmar , Singapore, Brunei, Indonesia, Y emen, Kingdom of Saudi Arabia and Vietnam. Yusoff explains that TNB REMACO’s goal is to achieve 10 to 20 percent grow th from overseas businesses: “I have to look at ever y oppor tunity to grow business locally as well as internationall.yFor the last three years, we star ted going aggressively into the Middle East”, he says. Currently , TNB REMACO has three operations

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Where Track Record Matters: Unlocking the Key to Siemens’ Long-Term Partnerships Rising human population, burgeoning urbanization and effects of climate change have emerged as pressing challenges that necessitate for a more sustainable set-up to reduce carbon emissions and improve our quality of life. At Siemens Malaysia, the continuous push in digitalization with ‘big data’ to create new technologies are transforming the way businesses, organizations, power plants and industries operate, charting new efficiency standards for buildings, and drastically reducing costs; undertakings that all contribute towards greater economic goals and national development.

Over the years, Power Generation Services of Siemens Malaysia has had the opportunity to score major contracts with key

clients and local service providers that eventually evolved into meaningful partnerships, mutually attuned to each other’s business needs. A flagship project comes in the form of the TNB Prai Combined Cycle Power Plant - dubbed as the most powerful and efficient gas-fired power plant today in South East Asia - for which Siemens Power Generation supplied two H-class gas turbines that achieved a generating capacity of more than one gigawatt and efficiency rating of over 60%. With more than 20 years experience in local field service, Siemens Power Generation Services closed a long-term service contract, including the placement of two onsite experts at the Prai Power Plant; bolstering customer

relationship whilst rendering immediate service to TNB. In March this year, Siemens Malaysia Power Generation Services unveiled its brand new tool depot in Kapar, Selangor, making it the flagship tooling facility for the organization in Malaysia in supplying tools and carrying out local repairs and refurbishment of high-complex gas turbine components in Asia Pacific.

The Field Service Team of Siemens Power Generation Services in Malaysia is the Regional Centre of Competence for Asia Pacific.

In ensuring that good talents are hired by Siemens, the organization sustainably expands employment and provides constant up-skilling programmes for employees to succeed in their job and stay relevant in the workplace.

Siemens Malaysia’s competitive compensation plans and flexi benefits for employees have translated to an all-time low attrition rate of 4.5% as of 2016 compared to the national market trend at 8.5%. For Siemens Power Generation Services, employing skilled manpower and drawing from a sufficient talent pool like engineers and project managers are critical to ensuring the sustainability of the business and our largebased projects. We also place strong emphasis in employee retention with continuous trainings that would elevate know-how, understanding of topics like quality, digitalization, improvement and cost reduction, and getting employees equipped with new technologies and software tools. As technology transfer is an important component of Siemens’s business, we ensure that a structured transfer of technical knowhow to local business partners and employees are properly executed.

At Siemens, safety is taken very seriously to ensure that employees work in a riskfree environment, and to return home to their families safe and sound. As the Zero Harm Culture initiator, Siemens management plays an integral role in implementing safety measures to prevent incidents, obviating health impairments, and continuously improving on existing systems. With Siemens Power Generation Services, our accountability and ownership over the Zero Harm Culture encompasses site inspections, audits, safety management tools, and safety trainings. Over the years, we have received much recognition for our highest standards in safety and quality performance.

Diversity is also valued in the Siemens workplace, the example being our 43% women representation in Siemens Malaysia workforce.

Siemens Power Generation Services has come a long way in transitioning to its present role that offers a

broad portfolio of products and services from high quality OEM components over field service, repairs as well as plant modernization, to longterm service agreements including operations and digitalization; the transition into the latter to improve efficiency, maximize profitability, increase transparency and enhance data-driven technology.

Siemens Power Generation Services is already deploying digitalization to analyze vast amounts of data, to predict and prescribe future maintenance measures and prevent unscheduled outages by using our digitalization platform ‘Mindsphere’. All these digital solutions would translate to economic savings and lowering carbon emission.

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and maintenance (O&M) contracts in Kuwait, two in Pakistan and one in Kingdom of Saudi Arabia.

Although TNB REMACO has built a global presence, its roots are firmly planted in Malaysia: As “ of December 201 6, we have executed a contract for a LongT erm Ser vice Agreement (L TSA) with Petronas Gas Berhad (PGB,) the national petroleum company of Malaysia,” Yusoff says.

PGB awarded a MYR1 60 milion contract to TNB REMACO for the maintenance of its gas turbine and related equipment for the Central Utility Facility (CUF) in Gebeng and Ker teh, for a duration of 6 years.

“Customer requirements keep on changing”, Anuar Yusoff says. “They keep on pushing their expectations.

For an example, TNB used to carr y out a planned maintenance outage for roughly 50 days in the late 80s,

but now clients requested a shor ter outage period, and we have to work 24/7 to fulfill their requirements. o T suppor t that, we need to have highly skiled and dedicated personnel, and the latest equipment”. When the petroleum prices rose in the early 2000s, TNB REMACO lost some of these employees to the O&G secto.r However , the firm worked hard to develop teams of adept and robust personnel, and during the last five years has managed to maintain a low turnover . Yusoff adds, “We have a good remuneration package that is within the best in Malaysia. In terms of competencies, we have a systematic training system which is conducted by TNB owned technical training centre, namely ILSAS. We have a training module where for the first three years of entering into TNB REMACO, all personnel wil enrol into dedicated

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TNB REMACO

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training modules that covers both technical and management courses”.

And in embracing the rapid development of the technological changes, TNB REMACO is keeping abreast with the changes by continuously developing highly skiled personnel. “In terms of technology adaption, we regularly maintaining the integrity of that equipment by sending our personnel for various training and cer tification program, as we definitely cannot afford to have failed equipment or incompetent personnel”, Anuar Yusoff explains. TNB REMACO also has established a comprehensive condition monitoring program for its client in ensuring reliability and efficiency of their equipment. TNB REMACO also prides itself by having a Repair Centre, which is located in Connaught Bridge, Klang. The Repair Centre can be considered a gem for the industr y in view of its capabilities for per forming various repair and refurbishment activities.

TNB REMACO is collaborating with

Original Equipment Manufacturers (OEM’s) for refurbishment of turbine par ts and its components, apar t from capability to per form bearing re-metalling, and reverse engineering ser vices, just to mention a few of Repair Centres’ capabilities.

TNB REMACO also prides itself on having a varied field of ser vices for potential customers. Anuar Yusoff says: “We call ourselves a onestop ser vice provider - any client in energy related industr y can utilize our exper tise and ser vices. We can assist them to design and build a power plant, per form the O&M of the power plant, conduct scheduled maintenance for the equipment, per form the test and diagnostic activities and also refurbish the turbine par ts. At the end of the power plant life or its Power Purchase Agreement (PPA), TNB REMACO can also per form the decommissioning of the power plant and sell the par ts. In a nutshel,l TNB REMACO is capable of per forming various activities during

1,000

Number of employees at TNB REMACO

TNB REMACO

the whole life cycle of the plant”.

We ask Yusoff whether TNB REMACO has reached its full capacity .

“Our target revenue in 2020 wil be MYR.91 bilion and we wil be going more aggressively to overseas market, especially Pakistan”, he states. TNB REMACO also wanted to increase its presence in the oil and gas industr .yCurrently , its revenue is comprised approximately 90 percent from the power sector and only 10

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percent from the oil and gas secto.r “In the current market conditions for the O&G sector whereby the petroleum price is dipping below USD60 per barrel, there is a promising chance for us in offering our ser vices to the industr y players. This is due to the fact that most of the O&G companies are currently opening its door for alternative ser vice providers rather that exclusively engaging the OEMs, of which is of

ASIA

“WE CALL OURSELVES A ONE-STOP SERVICE PROVIDER - ANY CLIENTS CAN UTILIZE OUR EXPERTISE AND SERVICES”

premium pricing”, Yusoff says.

TNB REMACO also aspired to establish its name in the EPC (Engineering, Procurement and Construction) business. “We aspire to be one of the most reputable EPC contractors, because before this we were more involved in the Project Management and Consultancy (PMC,) but not in the construction side. We are currently preparing ourselves to enter into the EPC business”.

Yusof’s vision for TNB REMACO is clear , and the expansion of the business plan for TNB REMACO was built on a solid track record and coupled by its impressive expansion strategy . TNB REMACO is no longer in a single market platform, and has huge potential to grow rapidly whether it be internationally or into other sectors. We can’t wait to see what TNB REMACO does next.

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“IT’S

ABOUT LEAVING A

LEGACY” Written by Niki Waldegrave Produced by Josef Smith

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Vossloh has partnered with Rhomberg Rail to develop a low cost and versatile slab track system that can be fully installed in a matter of days. This provides an innovative slab track construction approach for the most demanding application.

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How do you update 72 kilometres of rail track while freeing up 225,000 square metres of green open space?

Elevation! Brett Summers, Project Director for the Level Crossing Removal Authority, explains why.

T

he Level Crossing Removal Authority was established in May 2015 when the government pledged $2.4 billion from the 2015-2016 budget to remove 50 dangerous and congested level crossings across Melbourne by 2022.

The Authority will ensure all level crossings are removed in a coordinated and efficient manner, and is responsible for all aspects of the project including planning and development, stakeholder engagement, procurement, through to construction and delivery.

Project Director Brett Summers, a civil engineer, is heading up the $1.6 billion Caulfield to Dandenong Level Crossing Project to remove nine

Brett Summers project director for the Level Crossing Removal Authority

Brett has extensive leadership and project management skills developed in a range of multi-disciplinary large scale projects over varying industries spanning 18 years in both the private and public sector. With 12 years of rail specific experience he has delivered projects in both green and highly complex brown field environments. Brett previously worked with the Regional Rail Link Authority, Victoria Australia.

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of these level crossings, creating more capacity for trains to access the city, which is renowned for its ‘four seasons in one day’ weather. With six kilometres of elevated track involved, this is the first elevated rail project of this scale in Australia.

He says: “Being in Victoria we have our own unique challenges with the operational environment.

We’ve certainly looked to other projects around the world, to

take lessons from them and adopt them where we can.”

What’s particularly interesting is the massive potential for innovation and design presented by the project’s use of an elevated rail option. Raising up three sections of the rail line will open up a linear corridor for the public to use, replacing what would be typically functional, uninspiring transport infrastructure with playgrounds, parks, cycle and pedestrian paths.

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“One of the reasons we were really intrigued by this solution is that of all the areas in Melbourne, this has some of the least amount of green open space,” says Summers.

“That kind of set off a light bulb moment for us where we thought, ‘let’s take a nontraditional approach and consider elevating the structure’.

Basically, everything we elevate, we open up that space underneath.

“Historically, when level crossings have been removed in Victoria, the train line is dropped into a ditch and that’s it. But on

this particular job we’ve flipped that whole concept on its head.”

In the end, there were several compelling factors that led to the choice of ‘rail over’ for the project, which is tackling all nine crossings as a package. Putting the rail line down into a trench would require three times the amount of rail closures and a dramatic increase in the number of trucks – particularly excavators - on the road.

The innovative plans mean the area opens up to 225,000 square metres – that’s a whopping 11

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Melbourne Cricket Grounds’ worth of green open space.

Local involvement But the proposed development of the nine-metre-high elevated rail hasn’t been without controversy.

In December 2016, protest group Lower Our Tracks lost a Supreme Court bid to stop the project, claiming the Government failed to properly consult the public and kept the plans secret to avoid a political outcry.

Residents opposing it claimed it would lower property values due to being ugly and noisy, but Summers says opinions are slowly changing.

“Obviously, the biggest challenge we’ve faced on this job is changing that perception and history that’s come before us,” he says. “Early on, that was a challenge, but over the last 12 to 18 months we have seen the pendulum swing from the broader community that can see the benefits.”

Summers stresses the importance of the community having an active role in the future

of the new open space, and has formed an independent expert panel to make sure the right mix of local knowledge and technical expertise feed in to the design.

Chaired by the head of the Royal Botanic Gardens, Professor Tim Entwisle, the Community Open Space Expert Panel also includes members of local communities, councils, and organisations such as Bicycle Victoria, Victoria Police and the Office of the Victorian Government Architect. They will present their recommendations to LXRA later in 2017.

“A lot of it came back to wanting to leave a legacy behind,” he explains. “This isn’t just about removing level crossings in a transport project. It’s actually about leaving a legacy that improves everybody’s lives there.

A dedicated $15 million maintenance fund will be established to make sure the space is well-cared-for long after the project has wrapped up. But getting the community on board early on is just as

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important, says Brett.

“If we want it to be nice and green – not graffitied or run down within five years, then we have to build something they’re passionate about. Because if we build something the community doesn’t want or embrace, they’re less likely to use it.”

Summers says the Panel has spent the last 10 months brainstorming ideas, which they’re now testing with the broader public via an online portal. The community have also

been given ‘carte blanche’ to submit ideas, which have so far ranged from bike repair stations to activity hubs and markets.

“One idea is an open outdoor

51-200

Number of Employees at LevelsCrossing Removal Authority

& 2,000+ jobs created as a result of project

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art gallery,” he reveals. “Taking the structural columns that actually hold up the elevated bridge and putting local community and artist artwork on there - you can wander between the columns and it becomes an open air, outdoor art gallery. So far the response has been overwhelmingly positive.

People see it as a real key to those local precincts and it’s trying to change the mindset from it just being a transport corridor to get from point A to point B. “This flips that concept on its head and tries to turn

AU $1.6 BILLION Levels Crossing Removal Authority Annual Revenue some of these precincts into a destination. We see it as a catalyst for broader improvement around those local precincts.

It’s no longer about catching a train to go through an area, it’s actually trying to encourage the community to visit, to shop and

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just being a transport corridor to get from point A to point B.

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spend money in that area.”

Sustainable He says raising the rail line rather than lowering it has benefits from an environmental sustainability point of view, including not needing to move infrastructure, like gas or water mains, or dig up contaminated material that’s been in the rail corridor for a long time.

“All we do is once we actually elevate the train line,” he says, “is strip the surface off, so get rid of any of the nasty stuff, and then reinstate a beautiful linear park. And we can actually improve the natural environment.

“One of the key design elements is capturing all of that storm water run off from the elevated structure, so from the bridge up in the air, and

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using it to irrigate the linear park.”

It’s a game of many parts involving stakeholders from councils, Vic Track – who own the land asset – and Metro Trains, who run it. Summers believed it will be the local councils who are ultimately responsible for maintaining each element, “because it’s their constituents that will actually be using it”.

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A FRESH PERSPECTIVE. An initial payment of $15 million, funded through the Level Crossing Removal Project, will be set aside exclusively for maintenance.

“It’s been hard,” he admits.

“Trying to find that balance between green open space, plus car parking and playgrounds to support the rail environment and get the right mix. But another opportunity that comes with this linear park is we can actually replant trees. If you put a ditch in the ground, there’s no opportunity

to really landscape. But we can replant thousands of plants that can grow to a mature height because the train line is now up in the air, which creates an ecological corridor for flora and fauna.

“One of the key concerns from residents is there might be a community of birds or wildlife that live in an adjacent park. But by elevating the train line and reinstating a linear park, we’ll actually draw more wildlife to the area.”

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