Energy Digital - March 2017

Ma rch 2017 • www.energydigital.com

SCHNEIDER ELECTRIC SETTING A PRECEDENT FOR TIMES TO COME

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TOP 10 LARGEST OIL & GAS COMPANIES

CAPITAL EFFICIENCY LNG LIMITED DELIVERS ENERGY AND CAPITAL EFFICIENCY AT A TIME WHEN IT’S NEEDED MOST

THE TECHNOLOGY BEHIND WASTEWATER MANAGEMENT

GWEC PARIS, 2017, AND

OPPORTUNITIES FOR WIND POWER

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EDITOR’S COMMENT

WIND IN THE SAILS HELLO AND WELCOME to March’s Energy Digital.

We kick off this edition by talking to the Global Wind Energy Council about its aims and ambitions for 2017 and beyond. Jess Shanahan talks to Secretary General Steve Sawyer, who believes wind power is going to play a huge part in the future of the planet following the ratification of the Paris Agreement.

Away from renewables, our top 10 charts the biggest oil and gas players operating around the world today, while our technology focus is set on wastewater management and how tech is helping to maximise effectiveness of this vital public service.

See also our exclusive insights from Liquefied Natural Gas Limited and Schneider Electric – a company determined to promote sustainable practice across all industries.

Enjoy the issue!

Tom Wadlow Editor tom.wadlow@bizclikmedia.com

3

F E AT U R E S

06 GWEC Paris, 2017 and opportunities for wind power PROFILE

WASTEWATER RECYCLING TECHNOLOGY

12

LIST

TOP 10

OIL & GAS COMPANIES

TECHNOLOGY 4

March 2017

18

8

C O M PA N Y PROFILES

44

Cyntech

USA & Canada

26

Liquefied Natural Gas Limited (LNGL) USA & Canada

86 54

Schnieder Electric

Europe

ACCIONA

USA & Canada

68

Level Crossings Authority Australia

5

PROFILE

GWEC

Paris, 2017 and opportunities for wind power

GWEC

Wind power is going to play a huge part in the future of the planet following the ratification of the Paris Agreement, according to the Secretary General of the Global Wind and Energy Council Written by: JESS SHANAHAN

THE PARIS AGREEMENT has officially been ratified by the 55 countries needed to bring it into force. This means there is going to be a global push to reduce global warming to less than 2° C, and ideally below 1.5° C, over the next century. Wind power is going to play a huge part in achieving this goal.

Steve Sawyer is the Secretary General of the Global Wind and Energy Council (GWEC), the international trade association for the wind power industry. Sawyer is aware that wind power is integral to reaching the global warming target but there’s a way to go yet. He says: “Renewables development, led by wind, would need to accelerate to something

in line with the GWEC Advanced Scenario, which puts us at penetration of approximately 20 percent of global electricity supply by 2030.”

The GWEC Advanced Scenario is based on ambitious growth rates being maintained through until the end of the decade, and assumes big changes within the electricity sector happen quickly with the ratification of the Paris Agreement.

Full decarbonisation needs to be part of the plan to have any hopes of reaching these targets as Sawyer explains: “The economics, energy security and job/industry creation attributes of wind energy may on their own drive us to 20 percent global wind power by 2030, but that 7

PROFILE seems rather optimistic without a concerted global effort to decarbonise the power sector by 2050, which is the minimum requirement for keeping within the 2° C; and it would have to happen much sooner to get anywhere close to 1.5° C.”

Emerging markets While many countries are already embracing wind power, there are plenty of emerging markets that are just scratching the surface of what’s possible. One of the GWEC’s targets for 2017 is to continue to support the new markets in China, India, South Africa, Brazil and Mexico.

Sawyer explains that much of the growth for wind energy over the coming year will be in Asia, Africa and

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March 2017

Latin America: “In volume terms, the greatest growth will be in Asia, led by China and India but also in a number of other growing markets in the region including the Philippines, Vietnam, Mongolia, Thailand, Indonesia, Pakistan and soon, we hope, in Iran.

“In percentage terms, Africa will see the largest growth but Latin America will also see large volume of growth as other countries in the region add to the strong markets in Brazil and Mexico.”

The FOWIND project As part of the GWEC’s support of countries developing a wind power industry, the council is backing the FOWIND project.

The project facilitates offshore wind power development in India

GLOBAL WIND AND ENERGY COUNCIL

(GWEC)

“The economics, energy security and job/industry creation attributes of wind energy may on their own drive us to 20 percent global wind power by 2030, but that seems rather optimistic without a concerted global effort to decarbonise the power sector by 2050” and in turn contributes to India’s transition towards use of clean technologies in the power sector.

Sawyer says: “It’s an EU supported project whose ultimate objective is to develop a roadmap for a sustainable offshore wind industry and market in India. 2017 will be the final full year of the project, which started at the end of 2013.”

The current wind power market At the end of 2015 there were 432.8 GW (432,833 MW) of electricity being generated through wind power, a jump of 60 GW (60,000 MW) on 2014, in 2016 that number jumped another 60GW. When you consider that 432 GW of wind power can generate approximately the same amount of

electricity over a year as 236 coal power plants, or 148 nuclear power plants, or 198 natural gas power plans, the power of wind is obvious.

This shows the impact wind energy has on electricity production and it’s much more efficient and cost effective than some critics may have us believe.

Sawyer often points out that wind power is generally cheaper than its fossil fuel counterparts. He says: “I point to the current prices in Brazil, South Africa, Mexico, Morocco, Chile, Peru as well as the United States and Canada where wind power is generally much cheaper (for new build) than the conventional alternatives.”

Many critics also call wind power inefficient, something Sawyer doesn’t understand. He says: “I never know what is meant by ‘efficiency’ in this 9

PROFILE

10

March 2017

GLOBAL WIND AND ENERGY COUNCIL

case. What are ‘the critics’ supposed to be measuring? The effectiveness with which wind turbines extract energy from a moving stream of air?

The theoretical maximum energy that can be extracted from a moving column of air is 59.3 percent, called the Betz limit. However, as the fuel is free, what is the relevance? What is relevant is the cost of the electricity that comes out the other end.”

Moving forward with the Paris Agreement In the past, it’s been vitally important that major players in the energy market agree on these large climate promises. However, in the last 25 years, the US has been reluctant to agree and this has held back China, India, Australia and Canada. The Paris Agreement, however, seems to be different with more countries recognising its importance.

Sawyer says: “Countries seem willing to move ahead without the US, although most would welcome their participation and it’s too soon to tell what the new administration is actually going to do.

“Having said that, the participation

(GWEC)

of the world’s largest economy is obviously critical in the long term; and it would be much better if it participated in the short term as well.”

The future of wind energy After two record breaking years in 2014 then 2015, the wind power industry doesn’t seem to be slowing in growth and with Paris Agreement now in place, many countries are looking to wind to further the goal towards decarbonisation.

Sawyer believes cost could be another driving factor, he says: “I think the precipitous drop in prices for offshore projects in the past few months is going to have a significant impact on that sector – certainly in the short term and probably in the medium term. Policymakers in other parts of the world are starting to notice; and we may have more projects like our current work in India in other markets around the world in the coming years.”

With wind being one of the most cost-effective ways for countries to meet goals for renewables and reduce the dependency on fossil fuels, there’s no doubt it’ll play a big part in the future of our planet.

11

WASTEWATER RECYCLING TECHNOLOGY the answer to water scarcity

TECHNOLOGY

What technological solutions are out there to help maximise use of already-used water?

Wr i t t en by : P r a b i r C h e t i a, H e ad – B u s in e s s R e s e a r ch a n d A d v i s o r y, A r a n c a C o - e di t e d by : D h i r e n d e r M i s h r a, M a n ag e r, B u s in e s s R e s e a r ch & A d v i s o r y, A r a n c a

13

TECHNOLOGY OVER 663 MILLION people across the world don’t have access to clean drinking water.

We’ll have 40 percent less potable water than what we’ll need in 2030.

With growing populations relying on shrinking freshwater sources, it’s imperative that we, as a species, get serious about sustainability and prudent use of our dwindling water reserves.

While we’ll need to do whatever we can to stretch existing sources, recycling the copious amounts of wastewater we’re producing right now could go a long way toward addressing our growing demand for clean water.

The emergence of viable and scalable technologies that can do just that has made it a serious possibility, within our lifetime.

Several countries across the world are doing more than just dabbling in wastewater recycling right now.

Singapore, Israel, Spain, a few Scandinavian countries, as well as the United States recycle a significant portion of the wastewater they generate. Recycled wastewater is generally disposed of in larger bodies of water (seas, rivers, ponds, etc.)

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March 2017

or used for gardening, cleaning, as well as for industrial applications.

Israel is a world leader in wastewater treatment; around 85 percent of their wastewater is treated and recycled for ruse in sectors like agriculture.

Singapore, Australia and the US (especially California) generate significant amounts of portable water though wastewater recycling.

Still, very little (probably less than two percent) of recycled wastewater is used as potable water.

Is recycled water safe to drink?

While a scarcity of potable water sources across the globe is certainly spurring efforts, recycling initiatives in play right now aren’t able to treat wastewater to an extent that’s fit for direct human consumption.

Low-cost water treatment technologies have several inefficiencies that need to be addressed, while advanced (more successful) technologies aren’t viable right now due to the high upfront investment and operational costs associated with them.

Current research is trying to address these issues by modifying

W A S T E W AT E R R E C Y C L I N G T E C H N O L O G Y

existing wastewater technologies to make them more efficient.

Tweaks to existing wastewater treatment technologies include advanced anaerobic digesters, biofilm sheets and dry cycle biofilms, multistage aerated biofilms, as well as Membrane Aerated Biofilm Reactors (MABR).

While they’ve been reasonably successful, the hunt is on for new

and improved technologies that could supersede existing processes that are still somewhat inefficient.

Future technologies Besides modifications to existing technologies, a series of new wastewater technologies have been developed as viable alternatives to older, less feasible options.

These new wastewater recycling 15

TECHNOLOGY New Technologies

Description

Benefit

Bio-electrochemical Systems (BES)

Organic matter in water is broken down into electrochemical cells through electrically active bacteria.

This system is still in trial phase.

In the FO process, water molecules from wastewater pass though FO membrane to other side with more concentrated solution.

The process does not require energy input.

Employing low-cost nanoparticle technology, a nano-silica-silver composite material is used for passive filtration, serving as an effective antifouling, antimicrobial, and chemical adsorptive material.

The technology integrates hydrous ferric oxide reactive filtration in a moving bed sand filter, with added ozone and between 1 to 10 grams per gallon of functionalized biochar.

The technology is still in a pilot trial phase.

Electrochemical cells produced in the process can be used to produce electricity, hydrogen and other high-value chemicals.

Forward Osmosis (FO)

Nanoparticle Water Filtration System

N-E-W Tech

Concentrated waste can be processed to yield useful byproducts.

A passive process that does not need any chemicals, high-temperature, pressure, or electricity, it’s one of the most cost-effective treatment processes available.

Efficiently recovers nutrients from wastewater and removes antibioticresistant bacteria and antibiotic resistance genes.

Hollow fibre membranes Nanofiltration (NF) Hollow Fibre Membrane are used for water filtration,

Does not require additional process such as ultrafiltration and reverse osmosis for complete treatment, resulting in overall treatment costs far lower than similar process.

Nereda

Needs significantly lower initial investments, and saves around 25 to 35 percent in total energy costs.

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March 2017

with the pressure required for effective filtration much lower than other systems.

The technology is still in an initial commercialization phase.

The Nereda process purifies water through the unique features of an aerobic granular biomass.

W A S T E W AT E R R E C Y C L I N G T E C H N O L O G Y

technologies aren’t just improving the quality of recycled water significantly; they’re also doing it at lower costs.

Besides reducing initial setup costs, upcoming wastewater technologies are focusing on lowering their operational costs by lowering their energy consumption.

There’s also growing interest in generating electricity from sludge (waste materials generated during the treatment process) in order to reduce operational cost further, besides reducing the amount of leftover (unusable) sludge byproducts.

Most new and advanced wastewater treatment and recycling technologies are still in their trial phase, and could take another four to five years before they’re anywhere close to being commercialized.

Future adoption The adoption of advanced wastewater treatment and recycling technologies is limited to a few countries, principally due to limited government initiatives supporting wastewater treatment and recycling.

While plenty of countries across the world have policies in place that focus on the quality of discharged

effluents (wastewater) in order to protect the environment, few, if any, have one in place governing the reuse of recycled wastewater.

Adoption of more holistic wastewater treatment policies and technologies is expected to increase significantly in the future, driven by growing environmental awareness, improvement in technologies, as well as policies and regulations focused on wastewater reuse.

An inevitable rise in the demand for potable water as well as dwindling fresh water resources will also spur aggressive adoption of such technologies in the long run.

Developing countries are likely to record double-digit growth in the adoption of wastewater treatment technologies over the next five years, driven predominantly by a growing scarcity of fresh water.

With operational costs sufficiently minimized, the commercialization and mass adoption of advanced wastewater treatment technologies such as Bio-electrochemical Systems (BES), nanoparticle water filtration systems, and Nanofiltration (NF) Hollow Fiber Membrane technology are likely to pick up in the future.

17

TOP 10

TOP 10

OIL & GAS COMPANIES WE TAKE AN IN-DEPTH LOOK AT THE OIL AND GAS COMPANIES LISTED BY FORBES IN ITS ANNUAL WORLD’S BIGGEST PUBLIC COMPANIES RANKINGS Writ ten by: Polly Coleman

TOP 10

10.

LUKOIL (RUSSIA)

REVENUE: $90.4 billion MARKET VALUE: $36.8 billion Founded in November 1991, LukOil is headquartered in Moscow, Russia and employs over 110,000 people from all over the world. It specialises in the exploration, production, refining,

09.

RELIANCE INDUSTRIES (INDIA)

business is divided into four core

REVENUE: $42.2 billion MARKET VALUE: $50.6 billion

sections: Exploration and Production;

Reliance Industries is an Indian company

Refining, Marketing and Distribution;

founded by Dhirubhai Hirachand

Petrochemicals and Power Generation.

Ambani in 1966. The company is

marketing, and distribution of oil. The

The company has over $69 billion

headquartered in Mumbai, has over

in assets and has spent more than

$91.54 billion dollars in assets and

$1.4 billion on exploration.

employs more than 23,853 people.

LukOil has also spent over $1.5 billion

It specialises in the exploration and

on environmental security, focussing on

production of oil and gas, petroleum

utilising its APG (associated petroleum

refining and marketing textiles, retail and

gas), reducing pollution levels in the

special economic zones. The company

atmosphere, decreasing contaminated

is also involved in the marketing of

lands and waste water discharge.

petrochemicals, polyester, plastics and chemicals. The company has won a large number of awards such as (most recently) the ‘Sustainable Plus Platinum Award’ awarded in 2016 by the Confederation of Indian Industries.

Reliance Industries is also very popular on social media with over 2.3 million likes on Facebook and 31,200 Twitter followers.

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March 2017

OIL AND GAS

08.

ROSNEFT (RUSSIA) REVENUE: $80.8 billion MARKET VALUE: $51.1 billion Rosneft is a Russian oil and gas operations company, founded in 1993 and headquartered in Moscow.

It is not just one of the largest oil and gas companies in Russia, but also one of the largest public oil and gas companies on earth with over $139 billion in assets.

The company employs over 48,000 people and its largest shareholder is ROSNEFTEGAZ OJSC which owns 69.50 percent of the equity.

07.

GAZPROM (RUSSIA) REVENUE: $102.1 billion MARKET VALUE: $57.1 billion Gazprom employs more than 449,000 people and has assets worth $250.24 billion. The company, which was founded in 1989, is headquartered in Moscow.

The company is involved with the geological exploration, production, transportation, storage, processing and marketing of gas and other hydrocarbons and it has the world’s richest reserves of natural gas.

Gazprom has a gas transmission system which is more than 171,000 kilometres long. This makes it the largest gas transmission system on the globe.

21

TOP 10

05.

SINOPEC (CHINA)

REVENUE: $283.6 billion MARKET VALUE: $89.9 billion Sinopec was founded in December

06.

ROYAL DUTCH SHELL (NETHERLANDS)

2000, is headquartered in Beijing, China and currently employs over 78,000 people.

The company manufactures chemicals and petrochemical

REVENUE: $264.9 billion MARKET VALUE: $210 billion Royal Dutch Shell was founded in

products. The business runs by

February 1907 and is headquartered in

Grade Polyester Chips, Staple

The Hague, Netherlands. The company’s

Fibre and Hollow Fibre, Filament

assets are worth over $340 billion and it

and Purified Terephthalic Acid.

operates in more than 70 countries. The bussinessess CEO is Ben van Beurden.

The company has employees in excess of 93,000 people on average and it produces the equivalent of three million barrels of oil every day.

Employees that work at Shell work on some of the most innovative energy projects on the globe such as the world’s deepest offshore oil and gas field and the largest floating liquefied natural gas production facility.

The company invested over $1.1 billion in investment in research and development in 2015.

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March 2017

working through five sections, these are: Polyester Chips, Bottle-

OIL AND GAS

03.

CHEVRON (USA)

REVENUE: $129.9 billion MARKET VALUE: $192.3 billion Chevron was founded in 1906. It is an energy company which offers administrative, financial, management and tech support to the United States and other international subsidiaries that engage in fully integrated petroleum operations,

04.

TOTAL (FRANCE)

REVENUE: $143.4 billion MARKET VALUE: $121.9 billion Total was founded in March

chemicals operations, mining operations, power generation and energy services.

The company has over $266.1 billion in assets, $129.87 billion in sales and is headquartered in San Ramon, California.

The company employs over 61,000 people.

“Our success is driven by our people

1924 and is headquartered in

and their commitment to getting results

Courbevoie, France. The company’s

the right way – by operating responsibly,

CEO is Patrick Pouyanné.

executing with excellence, applying

Total is known for its exploration, development, production and

innovative technologies and capturing new opportunities for profitable growth.”

marketing of oil and gas. As of May 2016, the company has had more than $143.36 billion in sales and it employs over 96,000 people.

The business is split into three sections in which it operates, these are: Upstream, Refining & Chemicals, Marketing & Services.

The company has assets worth over $224.48 billion.

23

TOP 10

02.

PETRO CHINA (CHINA) REVENUE: $274.6 billion MARKET VALUE: $203.8 billion

Petro China is involved in the exploration, development, production and sale of crude oil and natural gas. The business is also involved in the refining of crude oil and petroleum products, production and marketing of primary petrochemical products, derivative chemical products and other chemical products.

The company was founded on the 5th of November, 1999 and is headquartered in Beijing, China. It employs over 851,000 people and has more than $368.69 billion in assets. Petro China’s Chief Executive Officer is Wang Dongjin.

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March 2017

01.

EXXON MOBIL (USA) REVENUE: $236.8 billion MARKET VALUE: $ 363.3 billion

Exxon Mobil was founded by John D. Rockefeller in 1882 (making it the oldest company on our list) and is headquartered in Irving, Texas. Exxon Mobil Corp is involved in the exploration, development, and distribution of oil, gas, and petroleum products. It operates through three main sections, these are: Upstream, Downstream, and Chemical.

The company employs over 75,000 people and (in 2015) had sales of over $236.81 billion and profits of over $16.15 billion. Exxon Mobil currently has assets worth $336.76 billion.“Over the last 125 years, ExxonMobil has evolved from a regional marketer of kerosene in the United States to the largest publicly traded petroleum and petrochemical enterprise in the world.

Today we operate in most of the world’s countries and are best known by our familiar brand names: Exxon, Esso and Mobil. We make the products that drive modern transportation, power cities, lubricate industry and provide petrochemical building blocks that lead to thousands of consumer goods.”

25

CAPITAL

EFFICIENCY

LNG Limited brings energy and capital efficiency at a time where the LNG space needs it the most Written by Dale Benton Produced by Tom Venturo

L I Q U E F I E D N AT U R A L G A S L I M I T E D ( L N G L )

I

n the modern world, in which there is an ever-growing focus on energy efficiency and environmental responsibility, the time couldn’t be better for a business to offer value through the delivery of safe, reliable and energy– efficient, mid-scale natural gas liquefaction to customers, all at the industry’s lowest full cycle cost and with a minimal ecological impact.

Liquefied Natural Gas Limited’s mission is to deliver highly efficient, low cost, mid-scale liquefied natural gas projects to the international energy market. Based in Perth, Western Australia, LNGL has its main operating office in Houston, Texas, and regional project offices in Lake Charles, Louisiana and Halifax, Nova Scotia. At this moment in time, LNGL is developing LNG export terminal projects in the United States, Canada and Australia, with a combined aggregate design production capacity of 20 mtpa, with further expansion options.

Laying down a marker The immediate goal of the company is

28

March 2017

to firmly establish its presence in the LNG market in the United States, and for Greg Vesey, Managing Director and Chief Executive Officer, who can call on a rich history of working in the LNG space, to drive the company forward.

“I was involved in LNG marketing for Chevron as well as spending five years as President of Chevron Technology Ventures, which really gave me the experience that I feel will directly benefit me in my role with LNG Limited,” he says.

As the Vice President of Chevron Gas Supply and Trading, Vesey was responsible for Chevron’s Global LNG, natural gas and natural gas liquids marketing and trading activity based in Houston. One advantage that he has been able to call upon is instant recognition of his work prior to moving to LNG Limited in 2016, especially when seeking out potential clients and long term deals.

“With Chevron I was engaging with customers across the globe in the LNG space, and now it is not unusual for me to go into a meeting with customers who will stop and do a double take and say, aren’t you

USA

When customers engage with us and see that WE’RE INDUSTRY EXPERIENCED PEOPLE,

we already have their trust from the beginning

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At the Core of LNG

C O M PA N Y N A M E

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irst three words as maximet qui ad et quid molorrum abor as solutem poritia ernate con et a que eaquaspitas re solupienisim ium id ut fuga. Ent, sandit, ex etustiatur?

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Month 2016

USA

the Chevron guy?” says Vesey.

Establishing a presence is not a task that Vesey can complete alone.

Another key driver for the business is John Baguley, Chief Technology Officer, who has experience in the successful delivery of both front end engineering and EPC projects for major LNG plants and projects worldwide during a 33-year career with KBR. As with Vesey, the recognition

of years of successful operation in this space has been key in taking LNG Limited forward.

“I think what adds to a sense of gravitas for LNG Limited, particularly when engaging with new customers, is the wealth of experience in our staff,” says Vesey.

“We have me [Chevron], John [KBR], our CFO Mike Mott [BG Group], our Chief Commercial Officer AG Gelotti [Chevron, Shell] and General Counsel

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Month 2016

USA

Kinga Doris [Pacific Drilling] – these are big, internationally renowned firms.

When customers engage with us and see that we’re industry experienced people, we already have their trust from the beginning,” he says.

Technically speaking LNGL is not the only player in the liquefied natural gas space and for Vesey, there is one key element in which LNG Limited can stand tall above its competitors - technology.

“Our technology does give us an edge over other competing projects as it allows us to deliver a plant which is both highly energy efficient as well as cost efficient,” says Baguley.

LNG Limited designed and patented the optimised singled mixed refrigerant (OSMR®) natural gas liquefaction process; a low cost, highly efficient, environmentally-friendly, robust and low risk technology. It is this patented technology that Baguley believes propels LNG Limited ahead of its competitors.

Through OSMR®, we are able to produce LNG while generating fewer carbon dioxide emissions than any

Greg Vesey

Managing Director and Chief Executive Officer Greg Vesey joined LNG Limited as Managing Director and Chief Executive Officer following a distinguished 35year career with Chevron and Texaco, where he held a number of senior executive positions including president of Chevron Natural Gas and vice president of Gas Supply and Trading responsible for Chevron’s global LNG, natural gas and NGL marketing and trading activity. He also served a fouryear term on the board of the Natural Gas Supply Association of America including two years as chairman, and currently serves on two nonprofit boards – Junior Achievement of Southeast Texas and Alley Theatre in Houston. He holds a bachelor’s degree in business from Northwestern Statue University of Louisiana. w w w. l n g l i m i t e d . c o m . a u

35

L I Q U E F I E D N AT U R A L G A S L I M I T E D ( L N G L )

other facility. But it’s not solely the significantly reduced environmental signature of OSMR® that will allow LNGL to succeed. Baguley believes the industry to be at a key turning point, one that will favour the company.

“The LNG industry has been in its present form for around 30-40 years, with the very first large-scale LNG project coming to market in the mid to late 70’s. The one common challenge that the industry has faced is finding commonality and consistency,” says Baguley.

36

March 2017

Power in portfolio LNGL possesses a strong portfolio of assets, with two of its arguably bigger assets being the Magnolia LNG eight million mtpa export terminal in Louisiana and Bear Head 8-12 mtpa LNG export terminal in Nova Scotia.

“When we build our Magnolia LNG project, it will be remarkably similar to our Bear Head project.

As we are both the technology provider and the developer, it places us in a unique position to achieve replication among the facilities which provides high reliability,” he says.

USA

Technology is “central” to the corporate mission. LNG as an industry has been around for over 40 years, and Baguley feels this has created a “static” mindset with regards to the design of facilities.

“Look at other industries, telecommunications, automobiles – what people are building today is remarkably different to what was being built 40 years ago. With LNG, much of it is built the same as it always has been,” he says.

But while the technology is key, there is also the value of the way in which LNGL executes the projects that are embedded with its technology.

“It’s as much how we are delivering the technology as it is as what we are delivering,” says Baguley. “Sure, our technology is better, but our means of delivering it are also better, and I don’t think there are many organisations that could shift the way they do business to the extent that they could exploit what it is we’re able to do with this technology.”

There has been a noticeable shift in industries around the world to put a sharper focus not only on

John G. Baguley

Chief Technical Officer John Baguley currently holds the positions of Chief Operating Officer for the Bear Head and Magnolia LNG projects, and Chief Technical Officer for LNG Limited. His involvement in LNG project delivery spans over 35 years and includes engineering, construction, commissioning and project management. He holds a Bachelor of Science in Chemical Engineering from Michigan State University (1980) and is a registered Professional Engineer in the State of Texas, USA.

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C O M PA N Y N A M E

THE RIGHT WAY SMALL, MEDIUM OR LARGE.

WE DELIVER.

Module Design # 001-A6

2017

“Isequidu citistes nis et rem doluptatem velit mi, utem doluptin nimil es et et audit alit estibus et dellaborum” – Name, Position

F

irst three words as maximet qui ad et quid molorrum abor as solutem poritia ernate con et a que eaquaspitas re solupienisim ium id ut fuga. Ent, sandit, ex etustiatur?

poreper itiore nis dolutem que exped maxim nima dest ab iusdaes trunto te nit omnis aborepu ditionsedi abo.

Nequi autecti cum alibust endit essum es molorpo reproriam, veribus, to bernam facid quamus eatet omnihil is Subhead dolorion et estions ecerupta volore, First paragraph cuptate viducia voluptus dolesequae porepere pa quas nulpa suscia am, omnistio. pedis eum dolore diti sum accus Nemporit, omnit, volume vendand eatem elis asped enihili tatio. Voluptat. iaspedit autenimenime vidissitatat Mincta nos net rempore mposapere KBR collaborates owners to conceive viable, cost-effective modularized eaquis nost, etur am,with te nonsed sequia aborum cus ut venimin execution solutions. As a world leader in LNG and modular project delivery, we ulpario stibero ma quis sunduci dendit cietum volor suntem harumquodiae work closely with owners to make decisions early in the process, promoting cost quamcertainty reptateand ceroribusa ipsaperio officture porepta tempore speed to market. eium que nonempor maximolupta hendenim eosant utemquid moles andipsa mustrum aliania sunt duntio. et volupta dit volorem perspernam Equam, sum dolorum arum est aut experum doluptae nossint. quas voluptis et atquide llabore nihilla Apel iditia vendi doloriae volupiet utectis doluptati resciiscia digendem dest, similiant apellia nonsedisitam Magnolia LNG “MLNG” Lake Charles, Louisiana, quo eostisc idundus siProject, si to offictur eium resciisUSA dolendissi te serrovideres Mid-scale Modular Approach mostiatus simet acepere perspe elis aditenducite con cum unti tet • Facilitates project scaling • Reduced project site labor simaio enturiorest quid moluptatur? pratur magnam imaxim • Smaller footprint minimizes environmental impact • Highly reliable and efficient “2-in-1” design sunt. configuration • Optimized supply chain solutions • 4 Trains x 2 Mt/a (or greater) design capacity Paragraph indent ma sundis eos Il estis ulpa doluptae nis rem quatia

New Solutions for a New Era

For more information visit: www.kbr.com

3 o nwitht h 2 USA, 0 1Inc.6(SKEC), is providing engineering, procurement, construction, commissioning, start-up & performance testing for 4 x 2 Mt/a KBR,8in JointM Venture SKE&C (or greater) liquefaction trains, 2 x 160,000 m3 cryogenic tanks and a berth jetty for LNG export vessels with capacity of up to 217,000m3 (Qflex Vessel).

USA

Michael Mott

Chief Financial Officer

energy efficiency, carbon footprints and environmental accountability, but capital efficiency as well.

“We are right in the middle of that shifting focus,” says Vesey.

Challenging change As with any industry, the financial climate of the LNG space is in a state of constant flux, and LNG Limited must respond to those changes.

“Looking back two and a half years, prices for LNG were forecasted to be very attractive and that made the economics very easy. Now that those prices have dropped dramatically, we need to show that our process is much more capital efficient,” he says.

“You may find other businesses out there who are more efficient from a capital standpoint, or someone who

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The power of choice.

LNG Solutions: Engineering Ingenuity From micro to medium to mega-scale applications, achieving project success throughout the entire life cycle of an LNG plant requires more than just technology. It requires the ingenuity of combining our depth of technology with a thorough understanding of the LNG value chain, from gas to power. Partner with us at the front end of your project, and we’ll work with you to engineer solutions that yield ongoing results, from concept through operation.

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OUR TECHNOLOGY does give us an edge over

other competing projects as it allows us to deliver a plant which is HIGHLY ENERGY EFFICIENT

is more efficient from an operations standpoint – but there is no one who can match LNG Limited when it comes to pulling it all together.”

The focus on mid-scale liquefaction is a trend that is shared across the industry, and Baguley believes this is a movement that was perhaps started by LNG Limited. Historically in the LNG business and other petrochemical industries, there is often the choice of very expensive facilities that are highly energy efficient, or very inexpensive facilities that have poor energy efficiency. LNG Limited has “cracked that paradigm.”

“We can deliver a leading lowcost facility that has unprecedented high levels of energy efficiency,” says Baguley. “I’ve spoken with representatives from the Environmental Protection Agency (EPA), and they were very on board

with what we are trying to achieve.

This is something that is done for the economic benefit, which also results in a huge environmental benefit – the holy grail for those seeking to minimize environmental impacts.”

Site selection is also a key aspect in generating this environmental efficiency and unlocking the capital efficiency.

“Because our technology is midscale and because the physical footprint of our plants is smaller, we’re able to select sites which are optimal for building,” says Vesey. “Looking at Magnolia, or Bear Head (the Nova Scotia project), it is evidence that we can build an entire facility on the US Gulf Coast or the Canadian east coast, for what it takes to build only the shipping facility in, say, Australia.

It’s a remarkable difference.”

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To the future Looking to the future, Vesey has ambitions of expanding the asset portfolio beyond Magnolia and Bear Head, with additional project sites all around the world as both a technology licensor and equity participant.

“I’d like to see our technology licenced to projects around the world so we continue to prove how much of an advantage it is,” he says.

For Baguley, finalising a new project will be the key turning point in the company’s history.

“We have something that is substantially better than anything else that’s available on the market,” he says. “We need to get one of them up and running so we can demonstrate these benefits; with that I think the world’s going to beat a path to our doorway, and it’s very exciting to have an opportunity to be involved in something like this from the ground floor.”

Sure, OUR

TECHNOLOGY IS BETTER, but our

means of delivering it are better and I don’t think there are many organisations that could shift the way they do business to the extent they could exploit WHAT

IT IS WE’RE ABLE TO DO WITH THIS TECHNOLOGY

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ENGINEERING A VISION OF

SUCCESS Joseph Lobb, General Manager of Cyntech, explains the company’s success story and dedication to a seamless working process Written by Nell Walker Produced by Tom Venturo

CYNTECH

C

yntech, the multi-faceted Calgarybased business providing innovative equipment and services to the construction and energy sectors, has become an essential feature across the industry since its inception in 1981.

The company started out small and clientfocused, and quickly grew to become a major player in North America and the world.

Acquired by Keller Group plc in 2013, Cyntech was boosted by joining the world’s largest ground engineering specialist. This enabled the company to further its innovation, being exposed and gaining access to the newest technologies and resources.

Technology Cyntech’s reputation is particularly strong with regard to its pioneering products: Helical Screw Piles, and Pipeline Anchors for Buoyancy Control. The company’s name is now synonymous with these creations, and they are being utilised worldwide, saving other businesses money and energy.

“Products like their Pipeline Anchor Buoyancy Control system, which is a proven cost-effective solution that’s been used throughout the industry, and has placed

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CYNTECH

Cyntech in a position of trust with a lot of our clients, and therefore we get a lot of return business based on our relationships,” explains Joseph Lobb, General Manager at Cyntech. “Our positive reputation hinges on our high level of experience. A lot of clients write their specifications around precise types of materials and equipment, and we’re very fortunate that they include the Cyntech name on

OUR POSITIVE reputation hinges on our HIGH LEVELS of experience

their projects. Our products and materials are respected worldwide, and that means that we have the confidence of our clients. That puts us in a position where they look to us to help provide solutions, particularly when they need buoyancy control in their pipelines.”

Lobb himself is a licensed mechanical engineer, starting out in Idaho designing refrigeration systems for the grocery chain

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Albertsons. After 13 years, Lobb moved into the construction industry, working in management on the commercial side, before more general contracting roles. Eventually, Lobb ended up in Canada as Construction Manager for the supermarket franchise Safeway, before joining the Cyntech team in 2014. His role is to oversee and guide all aspects of the company, including design, engineering, and operations. To Lobb, all of those elements are equally important, and Cyntech hires only

the most appropriately qualified. “Our project managers are also engineers,� he says. “The engineering and design aspect of what we do is very important.

A great deal of our clients look to us to provide solutions even in situations where we might not receive the end commercial opportunity or gain the revenue on a project, but we may still consult with them and help them along the way to get the right design out there. Having the ability to stay current on software that we use, and making sure the

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CYNTECH

Having the authority to STAY CURRENT ON SOFTWARE that we use, and making sure the engineering designs and tools we put together are up to the standards of

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engineering designs and tools we put together are up to the standards of what our clients require, is key. We take a look at projects from every angle so that we’re always making the process better as we move forward.”

Health and safety Health and safety is paramount to Cyntech, given the nature of the industry. It boasts its own safety culture outline, named Thinksafe, which details its practices and shows evidence of Keller Canada’s Canadian Federation of Construction Safety Associates Certificate of Recognition program accreditation.

Cyntech stays ahead in this area with regular training and making Safety a part of their culture.

“Training a big part of what we do,” Lobb explains, “both for our people here within the office to make sure that we have the tools and are up-to-date with what’s happening in today’s work environment, and our people

in the field to ensure our job sites are safe and that we’re in compliance with all regulations that our clients look at. We have to earn all the necessary credentials to maintain our reputation.”

Workplace positivity One reason the training is so effective is the positive working environment and employee culture Cyntech is proud of and known for. According to Lobb, that stems from a sense of equality across the board, allowing all staff to feel valued.

“We look at our business as something we’re in together. We’re a team that looks for opportunities together, and puts in the work together. I think it’s important that you allow your employees to make their own decisions, help them work through the issues of what they’re working on, and be sure they have the guidance they need. They should have the ability to make their own decisions, with the guidance and support

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CYNTECH

of our more experienced team members. In today’s environment, I just don’t think you can get much done when you’re micromanaging people. You’ve got to give them an opportunity to go out, have an understanding of what it is you’re working for in the way of new clients, how existing clients and projects are handled, and coach them along the way.

“The environment we’ve created here is a culture of working as a group and having fun in our business. That attitude will flow down through your organisation to the clients, and create a positive culture. People work better when they feel trusted to manage their own time effectively.”

Lobb is keen to stress that while it seems a daunting task to maintain the kind of content, efficient environment which allows Cyntech to keep such tight control

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over its operations, it’s worth the effort. “We’re all working to move in the same direction,” he states, “and we all understand why each step of the business process needs to be done. Once those things are lined up, it becomes a natural way of doing business.”

Cyntech’s seamless operations, supported by its impressive employee culture and groundbreaking technological knowhow, will continue to serve it well in the coming years. Lobb and his team are preparing for countless future plans, and he admits that the industry is increasingly positive about projects.

“We’re very optimistic about what 2017 is going to bring us,” Lobb concludes with understated enthusiasm. “We’ll just keep putting things together and seeing how it looks.”

USA

THE ENVIRONMENT we’ve created here is a culture of WORKING AS A GROUP AND HAVING FUN in our business

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acciona

DIVES TO NEW DEPTHS IN CANADA Written by Sarah Megginson Produced by Tom Venturo

With more than 15 years of experience planning and executing infrastructure projects in Canada, ACCIONA is starting to make waves in the water industry through its water division, kicking off with a 30-year project to transform New Brunswick’s largest water works

ACCIONA

T

ransforming one of Canada’s oldest water distribution systems into a modernday benchmark is no mean task.

With a three-year construction and 30-year maintenance commitment, the CA$217 million Saint John Safe Clean Drinking Water project will see the construction of a brand new water treatment plant by November 2018, capable of treating 75 million litres a day. The treatment plant, combined with a 33 million-litre storage facility, will serve 70,000 residents in Saint John, New Brunswick. As the largest project of its kind in the province, it’s a significant step forward for improving the quality of existing water infrastructure. For ACCIONA, it marks a significant step into the Canadian water treatment market.

For more than 15 years, ACCIONA has been planning and executing vital infrastructure projects across Canada. Drawing on its position as a global provider in the development and management of sustainable infrastructure, water, services and renewable energy – a network of expertise comprising more than 33,000 people in dozens of countries across the globe – ACCIONA

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“Having local people on board gave us insights and has really been integral to our success” –A ndrew Evenden, Senior Project Manager

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Connecting you to your vision Communities today are experiencing pressures from aging infrastructure, increased user demand and budget limitations.

At Amec Foster Wheeler, we are partnering with our clients to maintain the integrity of existing infrastructure assets while developing innovative solutions to expand capacity and develop new systems. Economically, safely and within the tight schedules required, we deliver solutions that reflect an understanding of the bigger picture. From planning and design to construction and operations, we’ve got your world covered.

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combines this formidable technical knowledge with strong local partnerships on the ground.

Such work has resulted in the successful completion of numerous Canadian Infrastructure projects, and led ACCIONA to be a lead partner of choice for one of the largest infrastructure projects in Canada: Site C Clean Energy Project. ACCIONA has also installed more than 200MW of renewable energy through projects in Alberta, Ontario and New Brunswick. Further strengthening the company’s sustainable credentials is the construction of two LEED gold certified hospitals in British Columbia, the Royal Jubilee and Fort Saint John. With such a track record of success, its intent is to build a similar reputation in the Canadian water industry.

Andrew Evenden is a Senior Project Manager with ACCIONA, pursuing opportunities in the design and construction of all forms of water treatment and wastewater treatment plants, including conventional systems and membrane type technologies.

Beyond construction, the company

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Andrew Evenden Senior Project Manager

Andrew moved to Canada with ACCIONA in January 2015 to manage the Company’s bid submissions for the Saint John Safe Clean Drinking Water Project (SCDWP). Working closely with ACCIONA’s well established Canadian construction business, the Canadian water infrastructure community and several key Saint John firms, he brought a formidable team together for this important project. After financial close, Andrew moved to Saint John as the Design and Build Project Director to start the development and construction of the project which is progressing well towards completion which is planned for end of 2018.

Andrew has over 25 years’ experience managing large, technically complex, multifaceted projects in the Middle East, USA and Australia. He holds an MBA from Adelaide University in Australia, and a Bachelor of Science in Electrical Engineering from the University of Leeds, UK.

ACCIONA

“They have a system in place that includes infrastructure which, in some cases, IS WELL OVER 100 YEARS OLD, so the reliability is difficult to manage” – Andrew Evenden, Senior Project Manager

can also assume responsibility for the operation and maintenance of networks and treatment plants.

“ACCIONA is very much an international company having, in the last 10 to 20 years, expanded into many markets around the world, including the Middle East and North Africa, Europe, South America and

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North America, Australia and South East Asia,” Evenden explains.

“Canada and the United States offer good opportunities to grow our water division, building on the successful Tampa Bay Desalination Plant and Saint John projects that require specific expertise in design build operation type contracting.”

USA

Saint John: a Canadian flagship project While ACCIONA has been successfully delivering new projects in Canada for many years, ACCIONA’s water division has only recently entered the market – and it did so with a very ambitious project.

Saint John, New Brunswick

is a thriving port city, home to around 70,000 people in total, with approximately 128,000 in the census metropolitan area. At present, the city’s existing water system is aging and needs updating to ensure the water meets current and future guidelines and that deficiencies in infrastructure are addressed. While

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the existing drinking water is safe, the need for improving treatment processes and upgrading existing infrastructure is significant.

Enter ACCIONA, which has collaborated with a number of key partners and suppliers in several joint ventures to construct the city’s new water treatment plant – an exciting milestone that will bring substantial improvements to the quality of drinking water for residents.

“Delivering this type of project to the residents of Saint John will improve the quality of the water they’re using,” Evenden says.

“Whilst the residents of Saint John have been drinking water which is disinfected correctly and therefore safe to drink, the quality of water delivered to the ratepayers doesn’t meet the current Canadian water standards, which is really driving these changes.”

There are four parts to the project: the first is the construction of the new water treatment plant. This will deliver water from the existing water source reservoir to the city’s eastside residents. Instead

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Brian Nicholas Director, Business Development North America

Brian is responsible for co-ordinating the growth of the water sector enterprise across North America for ACCIONA, with a special focus on the design, construction and if required operation and financing of water and wastewater treatment plants.

Prior to this, Brian was responsible for developing and overseeing the water division business growth in markets such as Australia, Canada and the United Kingdom, as well as growing and managing a multidiscipline business development team that includes marketing, technical, project management and estimation. He has over 40 years of water sector experience.

Brian has qualifications in business administration; environmental management and chemistry.

ACCIONA

Darren Sokoloski President and Country Director

As Country Director and President, Darren is responsible for the strategic direction and overall performance of ACCIONA’s Infrastructure division in Canada. Darren joined Acciona in 2012 and previously held positions with infrastructure investor and constructor Bilfinger Berger and with the infrastructure investment arm of Macquarie Group. Darren’s experience in infrastructure development and delivery includes work with public sector and private sector clients across a range of asset classes.

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of it just being disinfected, it will go through a complete modern water treatment process.

The second part of the project involves significant upgrades to the water source reservoirs, installation of new water transmission mains and relining of existing transmission mains throughout the city. This part of the project will provide significant upgrades to an aging water infrastructure network – some of which has been in place for well over 100 years.

The third part of the project involves development of a new well site on the west side of the city and an upgrade to the existing pump stations and transmission lines to deliver well water to the residences west of the St. John River.

“Then, the fourth part of course is looking after the operational side of the project,” Evenden adds. “It’s a three-year construction period, which commenced in February 2016 and is due for completion November 2018, but following completion, there will be 30 years of operations that needs to be planned for.”

USA

A unique challenge Evenden, who confirms that construction is well under-way and on schedule, says the company was excited to be onboard with a project that presented so many unique challenges, particularly to do with water security.

“The water delivered through the new water plant and the new well site will improve odour, taste and clarity – and from a consumer point of view, it won’t be susceptible to boil water orders, which is a great benefit to the residents.”

Local strength Grappling with aging infrastructure was an anticipated challenge, but Evenden admits there have been other challenges that they have come across throughout the project. For instance, Saint John has a sizeable amount of rock close to the surface, and therefore required more blasting and removal than first anticipated.

“Aging infrastructure and the high levels of rock around the city presents us with some interesting challenges. But having local people on board gave us insights and has

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really been integral to our success.”

Local partnerships with two businesses in particular, Gulf Operators and FCC Construction, have highlighted much about the benefits of utilizing local companies and expertise.

“We teamed with a couple of very strong local companies, who we’d call our ‘construction partners’, and these are people we’ve dealt with and worked with very closely for over two years,” Evenden explains.

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“Having these businesses on board has made a big difference, in terms of understanding the local market and appreciating how Saint John works as a community. The culture is extremely friendly and locally oriented, therefore the market and the business scene is very community and socially-minded”.

A progressive pipeline Thanks to its expertise, global experience and strong local

USA

partnerships, ACCIONA has several water projects in the pipeline and is continuing to position itself as a partner of choice to actively participate in the emerging design build and P3 markets in Canada and the USA. Last year, the company was shortlisted for the Lions Gate Wastewater Treatment plant in North Vancouver, BC, Canada.

With the current treatment plant at the end of its operational life and new treatment regulations taking effect in 2021, new infrastructure is needed to ensure the continuing deliverance of quality and reliable wastewater treatment for the city.

Projects such as Saint John SCDWP will provide a benchmark for ACCIONA to replicate in other provinces across Canada. It will also be a prime example of how to combine global expertise with local partners’ knowledge. In the coming years ACCIONA will continue to bid for crucial water infrastructure work that will ultimately enhance the quality of life for thousands of Canadians.

Evenden concludes: “Acciona is very excited to be onboard with our first Canadian project, and is looking forward to participating in many other Canadian water and wastewater projects over the next few years.”

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“IT’S

ABOUT LEAVING A

LEGACY” Written by Niki Waldegrave Produced by Josef Smith

We set Speed Records.

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Global expertise… Local capability Vossloh is the world’s leading supplier of slab track solutions and has over 130 years of experience in manufacturing track components. Slab track is the preferred solution for low maintenance which is necessary today with ever increasing demands on railway networks. Vossloh’s expertise is being recognised in Australia and relied upon for signature projects.

Slab track—Urban transport

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GCLR with Vossloh System 300 UTS on precast plinth.

The Gold Coast Light Rail project (GCLR) adopted a range of slab track solutions from Vossloh. The 300-series fastening together with Precast Plinth is now widely regarded as the preferred slab track solution for elevated track. It combines the benefits of track accuracy, quick & easy construction and low cost. Where possible Vossloh recommends the use of precast for slab track to minimise on-site works and maximise the quality of track.

System DFF30HH with in-situ plinth slab at Port Botany & Port of Brisbane

Slab track—Heavy haul The demands on the rail infrastructure at container ports are extreme, not only for loading conditions of the cranes but also due to the marine environment exposure and corrosion risk.

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Newcastle Coal Freight Line and System DFF 304 with IVES precast slab

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Queensland NGRS project in Wulkuraka and System W 21 with pedestal mounting on slab

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Melbourne ‘Skyrail’ project with System 300-1 & precast plinth slab

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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.

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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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LEVEL CROSSINGS AUTHORITY

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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

“It’s actually about leaving a legacy behind that improves everybody’s lives”

RILEY RESERVE ACTIVE SPACE

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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

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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

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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 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

AU $1.6 BILLION Levels Crossing Removal Authority Annual Revenue 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

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

CLAYTON ROAD ACTIVATED SPACE

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 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

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on its head and tries to turn 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 spend money in that area.”

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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 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”.

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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SCHNEIDER ELECTRIC, ENERGY AND SUSTAINABILITY SERVICES Written by Catherine Rowell Produced by Richard Durrant

Every Day Sustainability: A Strategic Approach to Climate Action

SCHNEIDER ELECTRIC

Schneider Electric’s Energy & Sustainability Services (ESS) business is continually supporting organisations in realigning their strategies to meet global initiatives within energy and environmental sectors

I

n an ever-evolving energy industry, with companies placing increasing emphasis on sustainability, resource scarcity and renewable energy sources, Schneider Electric is continually looking at ways to support customers and business partners to reduce carbon emissions and address a large number of global concerns.

The company’s Energy & Sustainability Services (ESS) business helps companies and public entities across the world navigate these

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challenges — at both a local and international level. Services range from designing and delivering sustainable solutions within energy, water, and oil and gas, as well as providing cloud-based software to aggregate and analyse data. Sectors served include defence, education, utilities, finance, food, healthcare, hospitality, mining and transport.

Responsible for sales, consulting and delivery teams within that business across Europe, Vice President of

EUROPE

International Solutions Andy Dewis has been behind the company’s drive towards supporting businesses’ alignment of their energy and sustainability strategies.

“In previous years, with low energy commodity prices, organisations have been quite focused on managing a lot of the additional taxation and regulation that sits around commodities, and trying to secure and invest in their businesses to build longer term

commodity positions,” Dewis says. With rises in commodity prices, organisations have had to readdress their current strategies and mitigate what could be a doubling their costs in a number of areas, ranging from raw materials through to energy.

Influential industry organisations such as the RE100 and changes to the greenhouse gas (GHG) rules has

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seen a shift to low-carbon operations, at which the company has seen a significant response. “What we’ve seen is a number of large corporate organisations who are starting to grasp how their company strategies align with these global agreements on climate,” reflects Dewis, which has now created a new global business community surrounding these topics.

He adds: “Companies are beginning to redefine their strategies through as far as 2050 in terms of climate change and focus for the business,” working effectively with governments in terms of setting up essential goals in order to revert climate change and global warming. Schneider Electric sees this as the transition to a low carbon energy network really starting to bite at a corporate level with an increase in organisations starting to plan what the potential cost of the energy transition might be and how they can manage their financial and climate related strategies.

Enter Schneider Electric Schneider Electric supports organisations, from large global retailers to technology giants, in areas relating to energy, sustainability and company global assets.

Whilst the focus for renewable energy sources has been inherent in order for Schneider Electric to develop its own sustainable initiatives, an increased number of organisations are now embedding sustainable business practices into their operations due to a number of factors. Dewis explains: “We’ve seen lots of organisations historically stating that they will set targets for 2020 and

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“What we’ve seen is a number of large corporate organisations who are starting to grasp how their company strategies align with these global agreements on climate” – Andy Dewis, VP of International Solutions

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2030. Now those targets are coming a lot closer, and they are needing to find real concrete ways to act and drive change to meet the obligations they’ve set out, which is helping to drive and embed sustainability within business practice.�

To support these business operations, Schneider Electric continually places a focus on how information is captured, understood and turned into something meaningful, enabling companies to make vital improvements. This also incorporates

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the use of mobile devices, physical and mobile technology, such as IoT. Dewis explains: “IoT has become a hot topic on business agendas – how do you join up all of the million bits of data within these different assets and leverage them in a way that can help meet those goals or benefit those business and organisations?”

Furthermore, with the rise of digitisation, there is an increased capability for businesses to understand how energy can flow between different generation assets, linking with how end users consume energy. Dewis explains that this has resulted in an increased need for flexibility to be built between energy providers, such as EON, all the way through to organisations that are holding these assets, such as IKEA, which place a large emphasis on sustainable, energy saving initiatives. He comments: “Companies like IKEA have a ‘going-all-in’ strategy, where they’re building huge solar energy farms and resources to supply that to the grid, so they can be part of that energy supply chain.”

With climate change driving organisations to set new initiatives at a macro level, they will need to deploy a number of strategies to meet the goals set in an ever-changing energy landscape. With predictive energy management, alongside current demand

Andy Dewis VP International Solutions, Energy & Sustainability Services, Schneider Electric Dewis has been with the Energy & Sustainability business for eight years in which time he has lead teams in operations, sales, products, R&D & business integration. Prior to joining the business Dewis worked in software sales and consulting roles focussing on utilities, energy and environmental. Dewis has a passion for addressing the challenges associated with sustainability and climate change and as well as his post at Schneider Electric he sits on a number of advisory boards to tackle issues across Europe.

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and supply challenges, Schneider Electric sees a number of areas which align with these changes, such as the decentralisation of energy, and move towards increased renewables and onsite energy sources. Power plants will power organisations, but this energy will come from different sources, such as wind turbines, solar farms and renewable sources users have on their properties, in addition to dedicated energy supplies. This decentralisation of energy and change in the way energy is consumed has therefore led to the need for companies to become more proactive in terms of energy consumption.

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Schneider Electric is also beginning to look at predictive energy usage with a number of customers, supporting them in responding to changes in energy demand and enabling consumers to acquire solar assets. Companies may want to sell energy to the grid, but there could be times when they may not generate enough energy to consume themselves, so they can buy energy through the grid. Dewis explains: “With predictive analytics we are able to help companies and consumers understand how these changes might happen and,

EUROPE

as they arrive, how they can optimise Schneider Electric’s Strategy and all of these different energy assets Innovation Initiative impacts every and energy supply elements that they employee in order to drive innovation, have. So there is a balance between enabling the company to listen to the physical generation through customers’ stories and help develop renewables, buying from an energy new ideas into real-life initiatives. provider, and then selling back energy Dewis comments: “We recognise that to other providers or back to the grid.” we need to spend a lot of money in This has enabled the company research and development in order to support organisations to stay ahead of the curve to navigate these from a technology challenges effectively perspective, but we and drive the also realise that we largest financial need to innovate return. It also helps and work with our companies transition clients to try and The number of to an increased anticipate their future employees working at renewable outcome. needs.” This has led Schneider Electric to the company adopting Investing in innovation a dual strategy, which is To ensure the company remains at the both customer and employee led. forefront of the industry, Schneider In addition, this commitment to Electric is investing €10 billion in research, innovation and development sustainability-focused research and has enabled Schneider Electric to development over the next 10 years, reach fourth place in the Corporate firmly believing technology to be a Knights’ Carbon Clean 200 List. critical factor to their success and This continued focus on providing leadership, at which Dewis states that leadership in a number of different innovation is truly embedded in the areas has allowed the company to company’s business operations. use this as an internal benchmark.

170k+

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“We need to spend a lot of money in research and development in order to stay ahead of the curve from a technology perspective” – Andy Dewis, VP of International Solutions

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Schneider Electric’s strive to become one of the most innovative energy companies in the industry has also led to the company’s recent acquisition of Renewable Choice Energy, a market leader in renewable energy strategy, green power and carbon offset markets. This integration will enable the extension of Schneider Electric’s current work in the global renewable energy space and support the company’s New Energy Opportunities (NEO) Network, a global network consisting of renewable technology developers and providers, financing companies and end users, which was launched in 2016 to help companies meet renewable energy and carbon goals.

Dewis explains that this move will “complement and bring more skills to Schneider Electric’s global operations.”

The company has carried out several other acquisitions and integrations, such as M&C Energy Group, Summit Energy and Feller, with the vision to create a solutions-focused business, supporting organisations and consumers across various segments.

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Such work has been undertaken on a global scale, which Dewis states “is unparalleled within the industry.”

Furthermore, the company has also completed landmark studies with large corporations such as Hilton and GSK, helping to define goals and strategies, setting a precedent for things to come. However, Dewis is only too aware that there is still progress to be made as the topic of sustainability becomes increasingly understood and engrained within business functions, at which the company will see strategy and execution become more closely aligned.

With increased integration of energy specialties — from buying energy to using energy to operating more sustainably — Schneider Electric will continue to bring new developments and expertise around decentralised energy, decarbonisation and digitisation for its customers.

This year, the company will continue to focus on supporting clients to address these challenges, all the while providing its own worldclass sustainable initiatives.

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