Energy Digital Magazine — January 2019 by Energy Digital

And its 360Ë&#x161; global sustainability programme

www.energydigital.com

J A NU A R Y 2 0 1 9

Delivering sustainability strategies

A SUSTAINABLE TRANSFORMATION Chad Wilkerson discusses the telco giantâ&#x20AC;&#x2122;s global footprint

Disrupting the energy sector with a customer-centric approach

TOP 10

The most sustainable cities in the world

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WELCOME

ello and welcome to the January issue of Energy Digital, bringing you the latest news, analysis and insights across the sector.

Across every industry, sustainability goals are increasingly driving change in global businesses, and technology is no exception. Telecommunications giant T-Mobile has lofty ambitions to reduce its carbon emissions to promote a clean energy future. For this month’s cover feature, Andrew Woods catches up with Chad Wilkerson, Director of Sustainability and Infrastructure Sourcing at T-Mobile, to learn how the telco plans to use 100% renewable energy for all its operations in three years’ time. “We frequently evaluate our environmental impacts to determine how we can make significant improvements or offset the impacts of our operations,” says Wilkerson.

The CSO is fast becoming a pivotal figure across every business and this month we have an exclusive interview with James Robey at Capgemini who has been working at the multinational professional services and business consultancy giant Capgemini for over two decades, ten of which he has served as CSO. “…we have started to create a sustainability program to start driving real change within Capgemini,” he explains. Elsewhere, we have essential insights from Nordex North America, Petro Rabigh, Rotana Hotel Management and Emasa and our top 10 this month ranks the most sustainable cities in the world. Enjoy! Andrew Woods. andrew.woods@bizclikmedia.com

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CONTENTS

Asustainable

telco

T-Mobile

44 internal and external sustainability

58 Sustainability and the

bottom line

74 Top 10

Sustainable cities worldwide

90 Events

CONTENTS

A sustainable pioneer in the wind energy market

94 Transforming supply chain strategies at Petro Rabigh

110

Rotana Hotels: developing a sustainable portfolio for the future

142 162 EMASA

Combining technology with purpose

176 TAN SALES LONDON

THE EVOLVING

LANDSCAPE OF DIGITAL DISRUPTION

JANUARY 2019

USA

Asustainable

telco WRIT TEN BY

ANDRE W WOODS PRODUCED BY

GLEN WHITE

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T- M O B I L E

We speak to Chad Wilkerson, Director, Sustainability & Infrastructure Sourcing at T-Mobile, regarding the telecommunications giant’s ambition to use 100% renewable energy for all its operations in three years’ time…

T 12

-Mobile has an ambition: the

that are doing things differently in

telco giant aims to be using

energy sustainability across T-Mobile,”

100% renewable energy for

he explains. “With RE100 and our

all its operations by 2021. As sustain-

commitment to be powered by 100%

ability dominates the thoughts of many

green energy by 2021, we’re not just

industry leaders as well as their clients

buying green energy, but taking a whole

and customers, for a company as large

systems approach to sustainability. For

and expansive as T-Mobile, which

example, we’re working to make sure

covers manufacturing, IT, construction

our operations are as energy efficient

and much more, ambitions as bold as

as possible, we’re working to decrease

these require an agile and strategic

our carbon footprint and we’re support-

approach that will cause as little

ing third parties like the Nature Conserv-

disruption to its day-to-day operations

ancy to promote a low-carbon, clean

as possible. Chad Wilkerson, Director,

energy future. Our goal is to make an

Sustainability & Infrastructure Sourc-

impact on the whole sustainability realm

ing at T-Mobile, is the man entrusted

– and lead the wireless industry in this

with delivering this program – we

area. At T-Mobile we want to make the

caught up with Wilkerson at his Dallas

biggest impact we can, not just in the

office to find out more.

environmental space but really, in every–

“I get to lead a great team of people JANUARY 2019

thing we do – that is the Un-carrier way.”

USA

“ We’ve been relying more on electronic communications with our customers and about 70% of our clients have signed up for paperless billing” — Chad Wilkerson, Director, Sustainability & Infrastructure Sourcing, T-Mobile

Telcos can seem rather amorphous when it comes to internal processes and infrastructure, but of course there is a physical architecture that feeds T-Mobile’s processes and products. “Telcos do have an interesting model that you might not have in your normal retail or manufacturing footprint. Not only do we have retail stores, corpow w w.e ne rgydi gi ta l. com

Building DAS Central Office Macrocell Small Cell

Mobile Switching Center Small Cell

Data Center

Delta’s comprehensive solutions to support future needs in Telecom infrastructure Delta’s misson is to provide innovative, clean, and energy-efficient solutions for a better tomorrow. Delta is proud to support T-Mobile’s commitment to sustainability with it’s high efficiency DC power systems, complete portfolio of 5G telecom enclosures, and low-emission stand-by generators.

#IoT-based Smart Green Solutions to Nurture Energy Efficiency in Cities Delta specializes in energy efficiency management and enhancement, enabling IoT-based applications in intelligent buildings, smart manufacturing as well as green ICT and energy infrastructure, which are the foundations of sustainable cities

www.deltaww.com

T- M O B I L E

rate offices, call centers and data

governance (ESG) model – we went

centers, we also have a massive

beyond that and took an Un-carrier

network infrastructure and antennae

approach, like we do with everything

network – and that’s where the bulk of

else. In this case, we focused on three

the green energy we’re acquiring is

key pillars - protecting the planet,

being utilized – to sustainably power

inspiring our customers and employees,

that infrastructure.”

and leading responsibly. Our Un-carrier culture is really rooted in the belief

SUSTAINABILITY IN ACTION

that business success is measured not

So, what exactly does T-Mobile’s

just with financial results, but in our

sustainability strategy look like? “At

commitment to delivering a positive

a high-level, we didn’t just look at

and sustained impact on the economy,

the standard environmental, social,

community and the planet as a whole.”

JANUARY 2019

USA

CLICK TO WATCH : ‘T-MOBILE GOES GREEN: JOHN LEGERE CHALLENGES AT&T AND VERIZON TO CHOOSE RENEWABLE ENERGY’ 17

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PROVEN LEADERS IN RENEWABLE ENERGY Longroad Energy is a renewable energy developer focused on the development and operation of wind, solar and energy storage projects throughout the United States.

LEARN MORE

A KEY STRATEGIC PARTNER T-Mobile selected Longroad as a partner following a competitive process that drew the interest of dozens of renewable energy developers from around the globe. T-Mobile valued Longroad’s wind and solar development expertise, experience working with corporate customers, its in-house operations and asset management capabilities, financial strength and competitively priced clean energy.

energy projects. The core team began developing renewable energy projects together over a decade ago at Longroad’s predecessor company, First Wind. During their time together, the Longroad team has successfully developed 35 utility-scale wind and solar projects across the United States totaling approximately 3,800 MW.

In addition to partnering with T-Mobile, Longroad is actively developing renewable energy projects across the United States. Longroad has a greenfield development pipeline of over 8,000 MW and recently completed the development of two utility-scale wind and solar projects in Texas. Both projects, which include a 315 MWdc solar project (the largest solar project in Texas), will sell their renewable energy to corporate customers. The Longroad team is comprised of long-time energy industry veterans with a proven track record of successfully developing renewable

Longroad is an industry leader in operating and managing operating wind, solar and energy storage projects. The Longroad Energy Services (“LES”) team is comprised of experienced Operations & Maintenance and Asset Management professionals. LES staffs a 24x7 Remote Operations Center (“ROC”) to continuously monitor, troubleshoot and proactively oversee the 1,236 MW of operating wind and solar projects currently under LES management. Through its commercial, technical and data-driven approach, LES has helped financial investors and corporate customers achieve their investment objectives.

www.longroadenergy.com

T- M O B I L E

T-Mobile is growing, and Wilkerson and his team are tasked with ensuring that with this expansion the green energy programs keep up with the new power needs. “We frequently evaluate our environmental impacts to determine how we can make significant improvements or offset the impacts of our operations. We first aim to decrease our carbon footprint through 20

energy efficiency, sourcing renewable energy and utilizing innovative techniques to reduce our greenhouse gases. The greenest, most economic energy you can get is the energy you don’t use, right? So, that’s a big focus for us. We aim to mitigate the impacts that our operations have on the environment to help ensure the long-term viability of our communities and our business.” Of course, by tackling climate change, there is also a vested interest in protecting the T-Mobile supply chain. “As far as how the environment affects the supply chain... if there’s flooding in an area where our supply base is located, or even in areas where, like us in Texas, our network is located, it affects our operations. If a network or a store can’t open, or an employee can’t get to work, it affects our staff and the communities they live in. So, JANUARY 2019

USA

focusing on minimizing our impact on the environment is good for customers, employees and the community alike.â&#x20AC;? T-Mobile, a green power partner with the EPA, is expanding its commitment to operating sustainably in partnership with our supply chain. â&#x20AC;&#x153;The suppliers we have the best relationships with are those that echo our values and our thinking â&#x20AC;&#x201C; and are focused on implementing new, innovative solutions and structures for the future. With suppliers like Ericsson for example, we can together have a much bigger impact 21

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The Power of Partnership At Enel Green Power, we believe it makes good business sense to match renewables and sustainability goals with underlying corporate values. Each company has unique requirements, so itâ&#x20AC;&#x2122;s critical to find a partner who understands your needs, and has the ability to deliver a customized solution. Enel Green Power has a track record of delivering tailor-made sustainability solutions to our partners world-wide.

enelgreenpower.com

Sustainable Energy Powers this Partnership Ahead of Earth Day 2017, T-Mobile announced magenta was going green with Enel Green Power (EGP). The Un-carrier made the largest wind power investment ever by a U.S. wireless company, purchasing the clean energy produced by EGP’s Red Dirt Wind Farm in Oklahoma. This partnership will enable T-Mobile to meet its progressive sustainability targets which call for using 100% renewable energy for their entire business by 2021, including the company’s operations across U.S. retail stores, call centers and network operations. Corporations continue to see the value of supporting renewable energy, and wind power is among the cleanest available sources of renewable energy, according to the EPA. T-Mobile, the only major wireless company to commit to 100% renewable electricity, is recognized by the EPA and Green America for leading the way to #CleanUpWireless. T-Mobile’s sustainable practices don’t end there. From LEED certification and composting at their main campus, to device recycling and paperless billing, they’ve claimed a clear leadership position in environmental stewardship within the wireless industry. Sustainability runs deep in EGP’s value chain as well, from how we construct our wind farms to the power that our energy facilities produce, we are committed to delivering long-term sustainability for the local communities that we call home. Red Dirt Wind Farm is part of EGP’s sustainable construction program which includes activities like recycling reclaimed materials for community projects, wood-recycling

programs, conducting repair and maintenance on local roads, and investing in critical community operations and initiatives such as local fire departments and community centers. Enel Green Power North America, part of the Renewable Energies division of the Enel Group, is a leading owner and operator of renewable energy plants in North America with projects operating and under development in 24 U.S. states and two Canadian provinces. EGP operates over 100 plants with a managed capacity exceeding 4.2 GW powered by renewable hydropower, wind, geothermal, and solar energy. In 2017, EGP added more capacity than any company in the U.S. with a record-breaking 1.2 GW and currently in the U.S. and globally, EGP has the second largest amount of contracted capacity with commercial and industrial customers. We have seen a growing number of enterprises contracting for renewable energy to secure cost savings and provide long-term cost certainty. Our Power Purchase Agreements and partnerships with our customers serve as an industry example of how corporations can leverage renewable energy to reduce costs and operate more efficiently. When companies like T-Mobile choose to invest in renewable energy through EGP’s projects, they are signaling to the market that sustainability is a core value and essential to remaining competitive in the future.

Red Dirt Wind Farm - Kingfisher & Logan Counties - Oklahoma, USA

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USA

both for the planet and the economy!

in northwest Kansas, which is going

T-Mobile is also currently working

to be T-Mobile’s second wind farm.

with Tradewind Energy and Enel

T-Mobile is also working with Puget

Green Power on a number of initia-

Sound Energy to power it’s Bellevue,

tives including one, Red Dirt Wind

WA HQ with 100% green energy that

Farm. “That’s a large project. We’re

is locally sourced through PSE’s

utilizing partners that are in alignment

Green Direct Program.”

with us, and have proven they can

T-Mobile’s sustainability strategy is

deliver results that pave the way for

part of the company’s broader CSR

our future renewable progress. We

program which aims to leverage its

are also working with Engie North

brand, technology and people to posit-

America on Solomon Forks, located in

ively impact the community and planet.

Thomas County, near the city of Colby

“In addition to sustainability T-Mobile w w w.e ne rgydi gi ta l. com

T- MOBIL E C OMPA N Y FA C T S

evice Recycling Program D In 2017, T-Mobile USA collected over 4 million used cell phones. Of the over 4 million used devices and accessories we collected in 2017, we reuse or resell a 86% of that hardware—which is by far the most eco-friendly approach. The rest are responsibly recycled by providers we select. Since we launched our recycling program back in 2008, over 14.4 million T-Mobile customer devices (and counting) have been reused or resold. Because cell phones contain precious metals, recycling not only conserves these materials, but also helps prevent pollution and greenhouse gas emissions. Renewable Energy Savings T-Mobile utilizes about 2.7 million megawatt hours (MWh) of energy across our headquarters, stores, cell towers, call centers and other locations. To address this energy use, T-Mobile has taken the initiative to enter the renewable energy space. Through our renewable energy use we plan to cut our energy costs by around $100 million dollars in the next 15 years. Renewable Energy Leader T-Mobile has quickly established itself as the benchmark for the telecommunications industry in renewable energy performance.

In April 2017, we made the largest ever wind power investment to date by a US wireless company, signing a long-term agreement of up to 160MW from the new Red Dirt wind project in Oklahoma. The project, operational as of January 2018, is expected to provide T-Mobile with over 625 GWh of renewable energy annually, or approximately 27% of our overall power use. Not satisfied to stop there, in January 2018, T-Mobile unveiled a 2nd major wind farm project, an agreement for 160MW with Infinity Renewables' Solomon Forks Wind Project in Kansas. This project, expected to be operational in early 2019, combined with Red Dirt, will generate 320 MWs for T-Mobile or enough to meet an estimated 60% of our total energy needs nationwide. Growing our Network Efficiency T-Mobile calculates its Co2e emissions in proportion to its transmitted data volume [in TByte]. Data volume is an important indicator for T-Mobile to create a direct link for the performance of its networks. T-Mobile’s data volume transported by its Networks increased significantly for 2017 while its carbon emission intensity figure decreased for that year by 29.3%

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Towards a sustainable future

Integrating sustainability and responsible business practices into our operations is vital to our long-term success. Our vision is empowering an intelligent, sustainable and connected world through relentlessly innovating technologies that are easy to adopt, use and scale.

Our contribution to climate action

Our product performance

Our company impact

ericsson.com/sustainability Facebook @technologyforgood | Twitter @EricssonSustain

We are committed to the Paris Climate Agreement by joining the Science Based Targets initiative, with the target to

reduce our carbon footprint by

35%

in 2022.

We strive to ensure that the

product portfolio shall be 10x more

energy efficient than current 4G by 2022.

We innovate ICT solutions that have

the power to help reduce global greenhouse emissions by up to

15%.

USA

has a strong focus on supporting

inclusion and overall ethical business

veterans, youth development, assisting

practices. “T-Mobile is one of Fortune’s

communities impacted by disasters

Best Places to Work for Diversity, and

and enabling our employees to give

one of Forbes Best Employers for

back to their communities and favorite

Diversity, and for five years in a row

non-profit partners. So far, in 2018,

has received a perfect 100 from the

T-Mobile has given more than US$8mn

Human Rights Campaign’s annual

and employees have volunteered over

Equality Index, earning the “Best Place

34,000 hours – and this is all before

to Work for LGBT Employees” for

Giving Tuesday which kicks off the

2017. We also received a top score

busiest giving season of the year.

from the Disability Equality Index for

T-Mobile plans to give up to $2mn for

“Best Places to Work for Disability

Giving Tuesday alone.”

Inclusion” for 2017. And finally, for

T-Mobile has also been recognized for its commitment to diversity and

the past 10 years T-Mobile has been voted Most Ethical Company by the Ethisphere Institute.

“ We frequently evaluate our environmental impacts to determine how we can make significant improvements or offset the impacts of our operations” —

Chad Wilkerson, Director, Sustainability & Infrastructure Sourcing, T-Mobile

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T- M O B I L E

GREEN OPERATIONS T-Mobile has a number of LEED certified facilities including its Bellevue campus which achieved LEED Certification from the US Green Building Council. T-Mobile just announced a $160mn renovation that – over the next three years – will transform its Northwest headquarters into a modern, inclusive, connected and flexible workplace to better support innovation and collaboration among employees. The new offices will earn a LEED certification with sustainable green building design, 30

construction and ongoing maintenance and operations. In addition, the redesigned HQ will be the first corporate campus in the US to achieve a Fitwel certification, a wellness standard that promotes a comprehensive approach to a healthier workplace through increased physical activity, accessible design, access to healthy food options, natural lighting and outdoor spaces. Also, the T-Mobile Arena is a LEED Gold certified facility and first LEEDcertified sports and entertainment facility in Las Vegas. Some of the key initiatives T-Mobile has introduced include waste reduction programs such as paperless billing, JANUARY 2019

USA

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“ We’ve also recycled over 25,000 technology items from our offices… it’s about 300,000 pounds of IT equipment that would have gone to a landfill” —

Chad Wilkerson, Director, Sustainability & Infrastructure Sourcing, T-Mobile minimizing product packaging and increased use of FSC certified recycled and post-consumer materials. “We’re

really cutting back on the amount of

ing plastic insert trays, labeling all

paper receipts we’re using in our stores,”

packaging with internationally recog-

Wilkerson explains. “Reducing collateral

nized symbols to encourage recycling,

– like direct mail advertising and customer

and reducing volatile organic com-

billing. We’ve been relying more on

pounds to less than 10%. We’ve also

electronic communications with our

recycled over 25,000 technology items

customers and about 70% of our clients

from our offices including computers,

have signed up for paperless billing.”

servers and monitors. It’s about 300,000

“We work closely with the CTIA

pounds of IT equipment that would

Green Working Group to efficiently and

have gone to a landfill. In addition to

effectively protect the products we sell,

internal electronics and battery recycling,

like phones and accessories, while

we have a consumer device recycling

minimizing the impact, footprint and

program and since we started that,

waste associated with our packaging

we’ve had over 18mm devices reused

as much as possible. The results have

or recycled, and that continues to grow.

been pretty good, and include eliminat-

Just having the incentives in place for w w w.e ne rgydi gi ta l. com

T- M O B I L E

JANUARY 2019

T- MOBIL E C OMPA N Y FA C T S Energy Efficiency on our Network In select markets, T-Mobile removed HVAC equipment from existing telecom shelters at cell sites, and replaced them with a direct air cooling system by installing new cabinet doors designed with variable speed, high efficiency fans to optimize airflow. This investment resulted in decreased energy consumption at the sites and reduced energy costs by 30%. Setting Ambitious Emissions Targets We have set a number of goals to decrease our carbon footprint, including sourcing 100% of our electricity from renewable energy by 2021. Our goals are driven by our interest in reducing our dependence on fossil fuels, improving the cost and security of our fuel supply and reducing the harmful impacts of greenhouse gas emissions on the planet. With the RCP 2.6 scenario, T-Mobile has committed to reduce combined absolute scope 1 and scope 2 GHG emissions 95% by 2025 from a 2016 base-year. Additionally, T-Mobile also commits to reduce scope 3 GHG emissions by 15% per customer by 2025 from a 2016 base-year.

LED Lighting at Retail Stores ENERGY STAR certified LED Lighting was installed at approximately 1,500 new corporate and dealer stores constructed in 2017. We also completed additional lighting retrofits across the T-Mobile commercial real estate portfolio. The upgrades were completed in T-Mobile Call Centers, Switch Sites, Regional Business Offices, and its corporate headquarters. We now require all new construction and upgrades to lighting across the company to be LED. Through these upgrades, in 2017, we saved over 5,742,000 KWh of electricity while avoiding the release of nearly 3,000 metric tons of Carbon Dioxide. LEED Certification of Service Center Partnered with our landlord to achieve LEED Certification from the US Green Building Council at our Field Service Center in Bellevue, WA. The operational changes made to achieve the certification include implementing composting throughout the campus that significantly reduces waste to landfill.

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our customers to encourage them to recycle and trade in their devices is vital. We have efficient LED lights in the stores and offices, and smart thermostats that significantly reduce energy use as well. We sit down with our partners on the construction team and help them make decisions and design things with sustainability in mind. We’re not just considering what the upfront cost is, but the total long-term costs of ownership when we look at our facilities. Obviously, if you’re able to reduce your energy use to become more efficient, then you’re lowering your operational expenses over the life of that facility and having a better impact on the environment

at the same time.”

GREEN DATA As a telco, T-Mobile is no stranger to data,

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T-MOBILE COMPANY FACTS Printer Optimization and Paper Reduction Instituted a printer optimization project that has eliminated over 1,000 printers enterprise-wide. More than 75% of our customers now opt for online billing, which gives us one of the best records in the industry and saves thousands of pounds of waste every year. The T-Mobile Arena in Las Vegas, Nevada The T-Mobile Arena is a LEED Gold certified facility and the first LEED-certified sports and entertainment facility in Las Vegas. 38

Green Commuting We promote energy-efficient commuting and carpooling by providing location-specific benefits to our employees. Commitment to Combating Climate Change Beyond our strong partnerships with groups like RE100 and GeSI, we also make our public position known through our aggressive brand marketing. Our CEO, John Legere, has been an outspokenÂ voice on #CleanUpWireless and has issued a $1.5M challenge to AT&T and Verizon toÂ follow suit on our commitment to 100% renewable energy by 2021.

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We build solar projects with high brand value at competitive prices for a brighter, more sustainable future for your business and your customers. Community Energy has a twenty-year track record of developing and delivering reliable renewable energy at scale.

Learn more? Visit communityenergysolar.com or reach out to Jay Carlis at jay.carlis@communityenergyinc.com.

JANUARY 2019

USA

but it’s now utilizing metadata to drive its sustainability strategy. “We believe in the old adage ‘you can’t manage what you can’t measure’. So, we regularly assess our energy

“ T-Mobile is one of Fortune’s Best Places to Work for Diversity, and one of Forbes’ Best Employers for Diversity” —

Chad Wilkerson, Director, Sustainability & Infrastructure Sourcing, T-Mobile

footprint to track the progress we are making toward our goals and identify

expect that to just keep getting

other areas of opportunity.

better over time! We are well on our

“Obviously, we’re looking at how IoT

way to RE100 and a sustainable

and 5G will impact our sustainability

future for T-Mobile, but there is still

efforts as 5G is the future. However, as

more to do and – we won’t stop!”

our ability to get more and better data increases and we have better information we can more quickly identify where the inefficiencies are and make the changes that will have the biggest impacts. That’s pretty cool and we w w w.e ne rgydi gi ta l. com

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LEADERSHIP

JANUARY 2019

internal and external sustainability Capgemini’s global CSO, James Robey, has spearheaded sustainability initiatives both internally and externally with the company’s numerous clients… WRITTEN BY

ANDRE W WOODS

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LEADERSHIP

ames Robey has been working at the multinational professional services and business consultancy giant Capgemini

for over two decades, ten of which he has served as CSO. It was during his first seven or eight years developing new business, looking after clients and affecting internal change programmes at the company that Robey started to read up on some of the sustainability challenges the company faced and it became increasingly clear, whether it be climate change or population explosion, that sustainability was to have a profound

impact on how business needed to operate over the next 10, 15, 20, 25 years. “As a result of a series of conversations with our senior leadership we started to create a sustainability program to start driving change within Capgemini which I did initially from a UK perspective,” he explains. “And for the last six or seven years, I’ve been doing that from a global perspective.” So, where did Robey and his team start, when addressing sustainability both internally, to its massive global operations and externally – to its numerous clients. “The starting point was really two or three-fold,” he explains. “Part of it was about really understanding the material impact that the business had from an environmentally JANUARY 2019

sustainable perspective. So, we put into place some detailed measurements so we could understand our environmental impacts.” Robey then orchestrated some bold targets for the UK business. “At the time, very few people were touching sustainability targets so it was quite a challenge in the sense that you couldn’t just go out there and benchmark your targets against everybody.” Three key areas Robey identified as being in need of refinement from a sustainability perspective was around travel, energy and Capgemini’s carbon footprint. “We decided to set bold targets on the ground. The scale of the challenge means bold targets are needed. And in many ways, it’s better to set a really big target and get somewhere near that target than it is to set a really low and easy target and get over it because you’re still making less of an impact.” “We’ve always brought the business with us and one of the things we did right at the beginning of the programme was to create a sustainability board for the UK business; we now have one at group level too. But that sustainability board was comprised of the senior executives and the numerous CEOs, because of the way the business is structured. This has been really important in both the governance of the programme, but also w w w.e ne rgydi gi ta l. com

LEADERSHIP

“ Just by changing the mindset, you realise that the sorts of business transformation projects we might do can actually have a really positive sustainability benefit alongside a really positive business benefit” — James Robey, Global CSO, Capgemini

to the drive to really push change through the organisation. Because ultimately at the end of the day, sustainability is a business change programme.” Sustainability continues to affect change in virtually every aspect of business and supply chain and construction are no exceptions. “We look at the end-to-end responsibility surrounding sustainability. We have sustainability supply chain experts in the team and although I don’t have sustainable construction people, we JANUARY 2019

work very closely with our corporate

employee wellbeing, employee safety

real estate team on office refurbishment

and operational efficiency. So, Travel-

and office efficiency. They’re a really

well was a programme that looked at

strong centre of excellence within that

travel from an end-to-end perspective

team in terms of driving down energy

to address that issue. We said, ‘If we

use and increasing efficiency.”

can find smarter ways of delivering,

Travel was identified as the area in

that’s good for the environment and

which the biggest single impact for

uses less carbon, but also good for

sustainability could be initiated. Robey

people’s work-life balance, then that’s

and his team wanted to look at travel

good for operational efficiency. We’ve

from a holistic perspective and not just

all had those nightmare occasions

through the lens of carbon footprint.

where you’re stuck in the wrong part

“We wanted to look through the lens of

of the world on the Friday night and w w w.e ne rgydi gi ta l. com

LEADERSHIP

they cancel the last flight. It’s not great. But we wanted to reframe the way we thought about traveling, and we’re continuing to build on that. At the moment we’re halfway through a project we’re doing around virtual collaboration hubs. So, that’s absolutely something we’ve made progress on, but it’s actually something we’re continuing to invest in.”

INTERNAL SUSTAINABILITY Capgemini, under Robey’s guidance, set a series of science-based targets as an organisation two years ago targeting 2020 50

and 2030. Robey and his team then launched Tenfromten last year, which unpicked some of the lessons they’d learnt on their journey. “There’s a whole range of things we’ve been doing from an office energy efficiency perspective. Across the business, we have made enormous inroads in our energy efficiency across the estate, and that’s everything from relatively straightforward updatings to putting in smart lighting systems, updating heating, ventilation and air conditioning systems. We have put in solar arrays at a number of our centres around the world, particularly in India.” Capgemini built and launched a UK data centre called Merlin in Swindon in 2010. “The question we asked ourselves was what would it look like to build an ultra-sustainable JANUARY 2019

CLICK TO WATCH : ‘CAPGEMINI INVENT: BRINGING TO LIFE WHAT’S NEXT’ 51 data centre? So, you’ll know that most data centres run somewhere between 1.7 to 2 as a PUE, so, you’re using as much energy on powering the centre as you are running the kit. Merlin runs at about 1.09, which for anybody who knows what data centres are doing, is quite remarkable.” One of Robey’s innovations at Capgemini is two by two grid on which one axis is ‘impact’ and on the other is ‘visibility’. “So, you would have some initiatives which have really high impact. So, for example, we talked about the data centre,or the changes you might do in a building. They’re really important from a high impact perspective, but of course, people w w w.e ne rgydi gi ta l. com

LEADERSHIP

don’t know about them, or they only know about them if you communicate about them. So, we wanted to look across the grid, and obviously not the low, low box, but we wanted to make sure that in parallel within those really high visibility initiatives, we were also doing things which were perhaps at a smaller environmental footprint, but nonetheless very visible. So, right at the beginning of the programme, we took all the desk bins away that people traditionally had. Later on, we replaced 52

all the one-use plastic cups with china mugs and things like that. They’re not our biggest environmental impact, but they’re an important part of sending a signal to our 8,000 people that we’re

the system is it’s useful for engaging and

serious about this; we’re investing.”

pushing information out. It’s broader than the pure environmental sustainability.

SUSTAINABILITY IN THE SUPPLY CHAIN

We’ve used the platform for going out to

Robey is clearly enthusiastic regarding

100% of the UK supply base on topics

the innovative sustainability procurement

like the Modern Slavery Act. For a lot of

methodology Capgemini has devised.

our smaller partners, there’s been quite

“It was all about being able to reach out

a big element of education involved, as

to our suppliers, to understand their

well as engagement and assessments.”

position and what they’re doing from

In terms of sustainability at Capgemini

a sustainability perspective to vet their

the biggest external change, the biggest

performance. But what’s been really

impact the company can affect is the

innovative about the way we develop

work it does with its numerous global

JANUARY 2019

“We have made enormous inroads in our energy efficiency across the estate, and that’s everything from relatively straightforward updatings to putting in smart lighting systems, updating heating, ventilation and air conditioning systems” — James Robey, Global CSO, Capgemini

clients. “There’s the whole shift towards

year. That’s the carbon footprint of our

the client agenda, from my perspective,”

operations. We’re about just over

he explains. “Just recognising the one

200,000 people spread across 40 or

or two percent with some of our big

so countries. However, if we compare

clients has a massive potential impact,

that half a million tonnes with some of

which could be larger than our entire

our retail clients or some of our manufac-

global footprint as an organisation. Day

turing clients or some of our energy

in and day out, when we think about our

clients, you suddenly discover that they

impact as a business, it’s our work with

have carbon footprints which are maybe

the clients that has the most profound

50, 100, or maybe 200 or more times

effect. If you quantify life in terms of

Capgemini’s impact.”

carbon, just as an easy metric, we’re

So, how does Capgemini help its

around about half a million tonnes per

clients? Robey sees sustainability as w w w.e ne rgydi gi ta l. com

LEADERSHIP

“business change, and transformation”,

with an organisation which has a large

which is at the heart of what Capgemini

fleet of trucks, and a typical business

does for its clients, for the last 50 year

challenge might be how to save a million

or so, “usually using IT”. “About 12 months

litres of diesel. The traditional angle on

ago now, we launched a new target for

that, the traditional business angle of

the group to help our clients save 10

course, is a million litres of diesel is £1.4

million tonnes of carbon. That’s about

million of costs, and that would be a

starting to shift the corporate mindset

traditional business change or optimi-

into realising the opportunities. Through

sation. Of course, saving a million litres

doing the things that we do every day

of diesel saves around a three and a

as a business we have a fantastic

half thousand tonnes of carbon. All of

potential to make a real difference to

a sudden, just by changing the mindset,

our clients. For example, we might work

you realise that the sorts of business

JANUARY 2019

CLICK TO WATCH : ‘CAPGEMINI CLOUD PLATFORM (CCP)’ 55 transformation projects we might

by migrating from a traditional dedicat-

do can actually have a really positive

ed server-based view of the world to a

sustainability benefit alongside a really

smart cloud view. So, again, it’s going

positive business benefit.”

through this process of recognising

Capgemini has always been very

that there’s a big opportunity for us to

active in the IT space and this repre-

help our clients, and that’s the external

sents a massive opportunity when it

strand of what we’re driving at from a

comes to sustainability. One of the big

sustainability perspective.”

topics in the IT industry at the moment

“Of all the things we’re doing at the

is of course revolving around migration

moment, I think that client angle is the

to the cloud, and cloud computing. “If

most exciting. I’ve given you a couple of

you do migration to the cloud correctly

examples. We did another project with

and smartly, you can save energy,

a big manufacturing company, helping

anywhere between 60 and 70% of the

them to visualise the carbon impact of

carbon impact of your IT systems just

their global IT estate, with some dashw w w.e ne rgydi gi ta l. com

LEADERSHIP

“ If you do migration to the cloud correctly and smartly, you can save energy, anywhere between 60 and 70% of the carbon impact of your IT systems” — James Robey, Global CSO, Capgemini

JANUARY 2019

boarding and some visualisation, and again, some of that has really brought to life for their clients just the quantity of energy flows associated with running the IT systems they rely on. This has really highlighted some very significant opportunities for them to optimise, to virtualise, to drive efficiency.” I suppose the way we tend to think about it, in terms of if you’re going to have a conversation with a CIO, which I was doing last week actually with a CIO of another big manufacturing company, is from an IT perspective, we think about three things. We think about how can you increase the efficiency of your IT estate as a company. So, that’s energy efficiency, that’s virtualisation. That’s the first level. The next level around is how can you use IT to make your business more efficient. Then the third ring around the outside is how can you start to use IT to think about the value chain for everything, from your suppliers to your customers, to actually use IT to reduce the environmental impacts of your reason for being.”

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S U S TA I N A B I L I T Y

Sustainability and the

bottom line Energy Digital spoke with Anthesis CSO Paul Crewe to learn how the global sustainability services and solutions consultancy can help businesses deliver sustainability strategies underpinned by technical innovation WRITTEN BY

JANUARY 2019

DAN BRIGHT MORE

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S U S TA I N A B I L I T Y

aking its name from the Greek word for the stage of a plant’s lifecycle when it is most productive, Anthesis was founded in 2013 and driven by the determination

to reduce risk, increase resilience and realise opportunity to deliver truly sustainable organisations. Employing a team of 260 with a global reach across 11 countries, Anthesis develop financially-driven sustainability strategies that go hand in hand with commercial success, anchored by technical innova-

tion. “We have grown organically through acquisitions to be able to provide support 60

for all the key aspects of sustainability; from energy reduction, regeneration and storage, to waste and resource management, the circular economy and carbon footprint reduction,” explains CSO Paul Crewe. “Within the group we also have a sustainable chemistry division helping organisations fulfil their legal requirements and a team focused on compliance for CDP (Carbon Disclosure Projects) as part of our sustainability strategy, which also supports the United Nations sustainable development goals.” Meanwhile, its software design division is able to create bespoke platforms and applications for businesses to help them achieve those sustainability goals. “We are unique in the fact that we don’t just provide JANUARY 2019

traditional consultancy advice, we’re able to offer absolute solutions to aid the delivery of sustainability initiatives,” adds Crewe. “Additionally, in the area of energy and renewables we provide support with alternative financing to access funds to accelerate the delivery of those technologies at scale and at pace.” Allied to its bespoke software solutions, Anthesis also focus on physical technologies to drive significant benefits and savings in areas like energy, where the company is constantly looking for the next innovation to share with clients to make meaningful step changes towards driving out carbon and reducing energy consumption. “We’re partnering with an aerofoil technology company to significantly reduce the refrigerated energy load within display cases in retail supermarkets,” reveals Crewe. “The tech is actually based on the aerofoil blade used on the back of a Williams Formula 1 car and adapted to fit the edge of a shelf in open refrigerated cabinets. Like the automotive aerofoil, which helps keep a car firmly on the road at high speed, in its vertical position an aerofoil shelf works by keeping the cold air trained inside the case rather than pouring out into the aisle and wasting energy.” In Crewe’s previous role as Head of Sustainability, Engineering, Energy and the Environment at Sainsbury’s, he supported w w w.e ne rgydi gi ta l. com

S U S TA I N A B I L I T Y

the introduction of this technology across the whole of the supermarket giant’s estate to deliver significant energy reductions. “At Anthesis we’re helping to roll this solution out across the world enabling our customers to accelerate their plans with economical business cases with a proven ROI,” he adds. Alongside such practical innovations, digital platforms have allowed for the creation of software systems which ingest data on a massive scale to deliver information that is informative, intuitive 62

and capable of providing actionable insights, based on what is actually happening in an organisation, to drive cost effective solutions that can also provide a positive impact with regard to climate change and sustainability. “It’s an important area of focus for Anthesis,” admits Crewe. “We not only help organisations understand their energy consumption at a micro level, with the data platforms we deploy we also become very intuitive around what a building, project or operation should be doing via self-learning within those environments. People can be quite blasé about data but it’s a vital part of business transformation and understanding your JANUARY 2019

Paul Crewe, CSO, Anthesis

CLICK TO WATCH : ‘ANTHESIS CONSULTING GROUP — SUSTAINABLE DESIGN AND INNOVATION’ 63 supply chain’s end-to-end commodity needs (from materiality to the environment and the social governance relating to a product) to help businesses make the right decisions both financially and environmentally. The cloud is critical here… Data that’s easily accessible will drive efficiency and awareness at speed and at scale.” Once just a word used as part of a CSR plan, Crewe believes sustainability is now unequivocally mainstream, having become a critical commercial aspect of any organisation. “Once they understand what sustainability means for them it can inform business decisions and have a massive impact,” w w w.e ne rgydi gi ta l. com

S U S TA I N A B I L I T Y

“ Regardless of the sector, if you can truly understand how your business operates from an energy,waste,water and carbon perspective, these key drivers of cost generation can become revenue income opportunities” 64

— Paul Crewe, CSO, Anthesis

he argues. “For example, energy, along

What advice would he give companies

with wages, is often the highest control-

eager to achieve this type of positive

lable cost, so with the rising cost of

impact on their sustainability journey?

carbon taxation on energy it’s an area

“Regardless of the sector, if you can truly

we can help businesses both mitigate

understand how your business operates

against and create revenue streams

from an energy, waste, water and carbon

through the deployment of renewable

perspective, these key drivers of cost

energy and storage. The CFOs of

generation can become revenue income

companies embracing sustainability

opportunities. Working with an organi-

are understanding it does have a

sation like Anthesis can help pinpoint

critical commercial aspect to stay

demonstrable gains, programs of

optimised and efficient with a positive

investment and positive behaviour

impact on the bottom line.”

change to drive those in real time,”

JANUARY 2019

asserts Crewe, whose time with

the aerofoil shelf and photovoltaic

Sainsbury’s enabled him to help

sensor opaque thermal technologies.

organisations across the globe

We also explored the increasing

understand both the social and

benefits of battery storage and smart

economic impact of sustainability:

opportunities with control systems

“I had the privilege of leading some

linked to IoT to connect these technolo-

of the largest and highest returning

gies up and generate significant value.”

investments in the company’s history,”

Crewe believes Anthesis are well

he remembers. “From rolling out

place to help organisations with the

energy lighting across the estate

culture shift towards implementing

through to implementing the largest

a sustainability strategy that goes

multi-wreath array of PVs in Europe

beyond compliance with new technolo-

while pushing innovative tech such as

gies and tools like SCATTER (Setting w w w.e ne rgydi gi ta l. com

S U S TA I N A B I L I T Y

City Area Targets and Trajectories for

targets (in line with international

Emissions Reduction). Anthesis has

standards) and deliver pathways to

been working with Greater Manchester

implement change.” It will be rolled-out

Combined Authority and the Tyndall

to other UK core cities in the coming

Centre (Manchester University) for over

months and there are plans to create

a year with funding from BEIS (the

different versions of the tool, working

government department for Business,

alongside corporate entities and sectors.

Energy & Industrial Strategy) to create

Anthesis work in partnership with

a carbon and energy footprint, modelling

academia to evaluate and understand

and target tool. “Our internal team has

opportunities with emerging technolo-

developed the platform and a combina-

gies like these and is also allied with

tion of in-house colleagues have

a number of NGOs and non-profits,

provided expertise and guidance.

working closely with the likes of the

In a nutshell it’s been a ground-breaking

Waste Resources Action Program to

project to measure city-level emissions,

help support solutions for reducing

model future scenarios, set reduction

waste across the UK and Europe.

CLICK TO WATCH : ‘2019 PREDICTIONS SERIES — SUSTAINABLE FINANCE AND THE TCFD’

JANUARY 2019

“We’re also a partner of the Consumer

tion can often cause uncertainty when

Goods Forum, an organisation set up

it comes to driving innovation and

to provide sustainable focus and

investment. Meanwhile, the spectre

intelligence insight for retailers and

of Brexit has caused organisations

manufacturers across the globe,” adds

to slow down until they have more

Crewe, who is proud of the opportunities

certainty around what it will mean for

taken by Anthesis to provide thought

their business. Crewe also notes the

leadership and guidance on food waste

rate of change with technology has

across the UK as part of its collabora-

surpassed expectations in the last few

tion with the Institute of Grocery

years… “For example, with energy

Distribution (IGD).

lighting the efficiency of the LED

Crewe is mindful of the obstacles to

processors has improved incredibly.

further progress and notes that the

Sometimes organisations see that rate

shifting sands of government legisla-

of change and then choose to wait for w w w.e ne rgydi gi ta l. com

S U S TA I N A B I L I T Y

the next iteration, so it can almost become a challenge to tick that box and try something new.” Awareness around sustainability has spiked. Thanks to TV shows like Blue Planet, plastics has become extremely topical. “We have a division dedicated to helping people across the world to plan, mitigate and do the right thing by their business when it comes to packaging and the use of plastics. During my time in retail it’s one of the biggest examples of the profile of an issue being raised, it’s such a positive 68

trend and something we’re being asked to help on more and more,” says Crewe. The recent IPCC (Intergovernmental Panel on Climate Change) Special Report was strident about what climate change means for business. What are Crewe’s predictions for how this report will impact on the work Anthesis does? “The next ten years will be crucial to limit global temperature rise,” he says. “There’s a clear message: rapidly decarbonize the global economy to avoid the worst impacts of climate change. Changing weather patterns will produce an impact through temperature change and rising sea levels. We have to start planning to JANUARY 2019

“ We not only help organisations understand their energy consumption at a micro level, with the data platforms we deploy we also become very intuitive around what a building, project or operation should be doing via self-learning within those environments” — Paul Crewe, CSO, Anthesis

w w w.e ne rgydi gi ta l. com

S U S TA I N A B I L I T Y

mitigate and adapt to the IPCC report findings. It’s an area of importance not just for business to get right but for communities, cities and countries across the globe. The risks are real so we need to support our clients.” Looking ahead, Crewe emphasises the need for Anthesis to continue to support its partners and their clients with their legislative ethos requirements to ensure they have up to date ethos assessments while helping to support energy reduction in their buildings allied 70

to delivering good rates of return on their investment. “With new carbon reporting legislation (Streamlined Energy and Carbon Reporting – SECR) coming into effect in April 2019, we’re being asked more and more to help prepare our clients for disclosure on financial reporting on climate related matters.”

benefits and payback periods. “We

In helping companies achieve this

worked with the client team to build

type of goal Anthesis has been working

a business case for the implementation

with an international retailer which was

of key recommendations,” recalls

aiming for ambitious energy and carbon

Crewe. “The solution included techni-

reduction targets within their corporate

cal insulation to reduce heat loss, gas

sustainability strategy. Anthesis

usage and costs. We also project

undertook investment grade audits to

managed the installation across every

identify energy conservation measures

UK site. In the end our ECM solution

(ECM), financial and non-financial

offered projected energy savings of

JANUARY 2019

5.6 million kWh per year and an impres-

client value. They are environmental

sive payback period of just 1.8 years.”

experts, big enough to provide global

Crewe believes working in partner-

services but small enough to provide

ships is where Anthesis will continue to

the independence and agility that

excel. Leaving the last word to clients

provides great results.” Darrel Stickler,

like Cisco Systems shows how far the

Global Environment/Sustainability

group has come and the trust they’ve

Lead, Cisco Systems.

earned: “Anthesis have been excellent partners with their concentration on technical excellence and offering top w w w.e ne rgydi gi ta l. com

21ST - 22ND JANUAR

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T O P 10

JANUARY 2019

Top 10

sustainable cities worldwide Energy Digital magazine looks at the top 10 sustainable cities worldwide, according to a new report by Arcadis. The report, which focuses on urban spaces from the perspective of the citizen, ranks 100 global cities on â&#x20AC;&#x153;three pillars of sustainability: People, Planet and Profitâ&#x20AC;?. WRITTEN BY

HARRY MENEAR

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T O P 10

Frankfurt The fifth-largest city in Germany, Frankfurt is home to over 730,000 people. According to the European Commission, the city is committed to controlling and reducing its environmental impact. “All new buildings in Frankfurt must be passive, i.e. meet strict standards for energy use.” Frankfurt was ranked as the world’s most sustainable city by Arcadis in 2015. According to the 2018 report, the city has been “highly successful in combining economic prosperity and environmental stewardship.”

www.frankfurt.de

JANUARY 2019

Hong Kong The world’s fourth most densely populated city, Hong Kong (officially the Hong Kong Special Administrative Region of the People’s Republic of China) occupies 426 sq. miles and is home to over 7.4mn people. In the Arcadis rankings, Hong Kong’s position in the top ten is driven by a very high score in the planet category, while the city received only average rankings for people and profit. Hong Kong is the world’s seventh-largest trading entity and has the seventh-longest life expectancy.

www.discoverhongkong.com

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T O P 10

08 Oslo

The capital of Norway, Oslo is situated on the southern coast of the country and is home to 1.7mn people. The city is a centre for European maritime trade, tourism and commerce. It also contains 419 sq.ft of green areas per person, according to a study by TravelBird, and over 20% of the city is dedicated to green spaces. In March 2018, the Nordic Office of Architecture, in conjunction with Haptic Architects announced plans to build the worldâ&#x20AC;&#x2122;s most sustainable city beside Osloâ&#x20AC;&#x2122;s airport. Aiming to be energy positive, the city is designed to be extremely walkable and will only allow electric vehicles. Construction is scheduled to begin in 2019. Oslo is also the winner of the 2019 European Union Green Capital Award.

www.visitoslo.com

JANUARY 2019

Munich With a population of over 1.5mn people, Munich is the capital of Germany’s Bavaria region and the third-largest city in the country. In 2018, urban lifestyle magazine, Monocle, named Munich the world’s most liveable city, saying the city “strikes a strong balance between a city that’s fun to live in yet runs like a well-oiled machine”. Munich’s city government has also set itself a target to achieve a 100% renewably sourced energy supply by 2025.

www.muenchen.de

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T O P 10

Zurich The largest city in Switzerland, Zurich, is home to over 400,000 people and is a hub for railways, roads and air travel. The city was ranked first in Arcadisâ&#x20AC;&#x2122; sustainability rankings in 2016 with a high score for environmental and economic sustainability, a trend which continues into the 2018 rankings where Zurich ranked third overall for environmental sustainability.

www.zuerich.com

JANUARY 2019

Vienna Situated in the East of Austria, the countryâ&#x20AC;&#x2122;s capital city of Vienna has a population of over 1.8mn and covers 257 sq. miles. The city only ranked 19th in terms of the People category and 16th in Profit. However, Viennaâ&#x20AC;&#x2122;s innovations in the field of environmental protection and climate mitigation lead to the city ranking 4th in the Planet category. The city contains over 860 hectares of organic growing land, making it the largest organic farming area in the country.

www.wien.info

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T O P 10

Singapore With a population of 5.6mn in an area covering 279 sq. miles, Singapore is the third-most densely populated city on the planet. In the Arcadis rankings, Singapore comes first in the profit subsection by a considerable margin, demonstrating how its world-leading economic stability is a driver for long-term stability. In the People and Planet categories, Singapore ranks 31st and 41st, respectively.

www.visitsingapore.com

JANUARY 2019

Edinburgh Scotlandâ&#x20AC;&#x2122;s capital city, Edinburgh, has a population of 489,000, making it the second-most populated city in Scotland and the seventhmost populous in the United Kingdom, according to the World Population Review. Edinburgh ranked first in the People section of the Arcadis report, based on the combination of a highly educated and healthy workforce, a reasonably equal distribution of income and low crime rate. The city ranked 18th for Planet and sixth for Profit.

www.edinburgh.org

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T O P 10

JANUARY 2019

Stockholm Swedenâ&#x20AC;&#x2122;s capital city, Stockholm, has a population of 960mn. The city ranks fifth in the People sub-category, 11th in the Profit category, but tops the Planet category thanks to investment in sustainable infrastructure, low emissions and good air quality. In 2010, Stockholm was the first city to win the European Union Green Capital Award, and the city aims to be completely fossil fuel-free by 2050. According to Interesting Engineering, Stockholm also uses excess heat from data centres, shops, and stadiums to heat the cityâ&#x20AC;&#x2122;s homes.

www.visitstockholm.com 85

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T O P 10

London With a population of 8.8mn over 607 sq. miles, London places top of the Arcadis rankings, scoring second in the People and Profit sections. However, the city scored 11th in terms of Planet, reflecting air quality and waste management issues which are seen in other large metropolitan areas. London, like most European cities in the top 10, is described in the report as a â&#x20AC;&#x2DC;balanced innovatorâ&#x20AC;&#x2122;. These cities are defined by alignment between the needs of businesses and their employees, infrastructure run to an increasing extent by automated and AI-driven systems, and networks of integrated sensors that manage these services. 86

www.visitlondon.com

JANUARY 2019

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21ST - 22ND JANUARY

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EVENTS & A S S O C I AT I O N S

The biggest industry events and conferences WRITTEN WRITTEN BY BY ANDREW XXXXXXWOODS XXXXX from around the world

07 FEBRUARY 2019

Smart Cities UK [ LONDON, UK ]

The fourth iteration of this annual conference is set to examine sustainable investment in line with the UN Sustainable Development Goals (SDGs). The event promises to bring together over 90

05â&#x20AC;&#x201C;06 MARCH 2019

300 decision makers to discuss Smart

Energy Storage Americas

City development. Speakers set to

[ MIAMI, USA ]

attend will be from Nesta, FlyingBinary

Join up to discuss the latest news on

and British Business Bank, and the

standardization, comparing battery

event is being supported by TechUK,

technologies, financing projects in dif-

Catapult, UCL Partners and IET (the

ferent markets, resilient microgrids, and

Institution of Engineering and Technol-

storage use for emergency response

ogy). The event organisers promise

and aid, among many others. We will not

that attendees will be able to discover

only to educate and familiarize attend-

the latest UK smart projects and inno-

ees on the capabilities and benefits of

vations and how to gain long-term

energy storage, but make the connec-

investment for their city; form links

tions, and introductions, to accelerate

with key decision makers; and meet

energy storage development in North,

with potential investors.

Central, and South America.

Visit our website

JANUARY 2019

26–27 MARCH 2019

Future of Utilities Summit [ LONDON, UK ] Looking forward to 2019, one of the key events in the calendar for the UK energy market, and indeed global thought leaders, is the Future of Utilities Summit. Featuring 100+ speakers

05–07 MARCH 2019

on three different stages, this is the

Middle East Electricity

biggest energy and water event in the

[ DUBAI, UAE ]

UK. It explores themes including cus-

Spanning more than five decades, Mid-

tomer interaction, energy and water.

dle East Electricity (MEE), organised

In past years, speakers have included

by Informa Exhibitions, is the region’s

executives from E.ON UK, Engie, SSE,

leading trade event for the power

Thames Water, National Grid and Irish

industry featuring dedicated product

Water. The event also boasts sponsor-

sectors for Power Generation, Trans-

ship from the likes of IBM, Atos and EY.

mission & Distribution, Lighting, Solar,

The event will be jam-packed with con-

Energy Storage & Management Solu-

tent spanning three stages, and topics

tions. Middle East Electricity 2019, the

are to vary significantly including cus-

44th edition of the trade-only event, is

tomer service and new retail tech-

held under the patronage of HH Sheikh

nology, proactive asset management

Maktoum Bin Mohammed Bin Rashid Al

and network flexibility, decarbonising

Maktoum, Deputy Ruler of Dubai, and is

heat and much more.

hosted by the UAE Ministry of Energy.

Visit our website

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EVENTS & A S S O C I AT I O N S

WRITTEN BY

XXXXXX XXXXX

14–16 MAY 2019

African Utility Week [ CAPE TOWN, SOUTH AFRICA ] African Utility Week is Africa’s leading power, energy and water trade expo. Having now run for 19 years, the event

19–20 APRIL 2019

RenewX 92

now forms part of Clarion Energy. The three-day conference will feature over

[ HYDERABAD, INDIA ]

300 exhibitors, including African Wind

RenewX is an event focused on growing

Energy Association, the Engineering

the renewable energy market in South

Council of South Africa, Women in Water

India. The event is organised by UMB

Association and East African Power

India, the leading event organiser in the

Pool. Also present will be EPC compa-

country. RenewX is set to include net-

nies including OrbicSolar, Windlab,

working opportunities, B2B meetings

Conco Energy Solutions and East Afri-

and interactive sessions with decision

can Power. Last year’s event welcomed

makers in the industry. The event is

over 9,000 visitors from 81 countries.

anticipated to include 180 exhibitors and

The organisers state that visitors will be

8,000 visitors are set to attend.

able to make informed purchasing deci-

RenewX 2018 featured big names in the

sions regarding power, with the event

energy industry such as Tata Power

including on-site offers as well as tech-

Solar, Jinko Solar, Canadian Solar

nical workshops.

Energy, Premier Solar and Renewable

Visit our website

Energy Corporation (India).

Visit our website

JANUARY 2019

25–26 JUNE 2019

18–20 SEPTEMBER 2019

Global Offshore Wind

Renewable Energy India

[ LONDON, UK]

[ GREATER NOIDA, INDIA ]

This is the UK’s largest offshore wind

Renewable Energy India expo cele-

event, featuring 2,500 industry experts

brated 12 glorious years of Global

coming together over two days to net-

entrepreneurship and unparalleled

work and share ideas. 150 exhibitors

industry collaborations during Sep-

as well as 100 speakers from over 40

tember 2018. A congregation of

countries are set to attend, and a mix of

International stakeholders with cutting

panels, debates, keynotes and annou-

edge technology and products the

ncements will feature. The event is held

expo boasts of unparallel collabora-

by RenewableUK. 2018’s event, held in

tions from across the globe. This event

Manchester, included representatives

showcases products from Solar, Wind,

from 34 countries and partners invo-

Bio-mass/fuel, Small Hydro, Geother-

lved were innogy, MHI Vestas Offshore,

mal and Energy Efficiency Sectors in

Catapult, Scottish Power Renewables

the Power & Energy, Power & Renew-

and Equinor. Even more companies are

able Energy, Solar Energy industries

set to take part next year.

with an international exhibition and

Visit our website

conference platform.

Visit our website

w w w.e ne rgydi gi ta l. com

A sustainable pioneer in the wind energy market WRIT TEN BY

L AUR A MULL AN PRODUCED BY

TOM VENTURO

JANUARY 2019

USA

w w w.e ne rgydi gi ta l. com

THE NORDEX GROUP

Following a pivotal merger between Nordex and Acciona Windpower in 2016, the Nordex Group is disrupting the sustainable energy market with its customer-centric approach

ind power has proven to be big business. According to the American Wind Energy Association (AWEA), US wind power produc-

tion has tripled over the past decade and there are now more than 54,000 wind turbines operating in 41 states 96

as well as Guam and Puerto Rico. Following a pivotal merger, Nordex Group has profited from this tailwind and today, it stands as the fourth largest wind turbine provider in the marketplace. By bringing together the expertise of both Nordex and Acciona Windpower, Head of Project Management, John McComas, says that this union has been critical to positioning itself as a wind energy front runner. The advantages have been tenfold. “One of the immediate benefits is size,” McComas explains. “Acciona Windpower and Nordex on their own were smaller organizations and were not reaching all markets. By merging, we’ve created the fourth largest wind turbine supplier in the marketplace. Since the marketplace itself is competitive and volume driven, this merger really helped us increase our offering to large-scale clients.” By blending two JANUARY 2019

USA

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THE NORDEX GROUP

98 digitally-savvy companies, the merger has also helped to foster innovation. The Nordex Group has launched and installed one of its highest yielding and quietest onshore turbines. “In 2019, we will be installing our first commercial 4.5 MW wind turbines in international markets that will incorporate the best elements from the Acciona Windpower turbine with the original Nordex turbine,” notes McComas. The Nordex Group not only competes with the wind sector but also has to go head to head with the solar, nuclear, hydropower among other sectors. JANUARY 2019

“ We’re a very flexible and customer-oriented organization. We adapt according to feedback in order to provide the best solution from a project to project basis” — John McComas, Head of Project Management

USA

CLICK TO WATCH : ‘WIND TURBINE 3D ANIMATION – NORDEX’ 99 What distinguishes the firm from the rest,

Keeping a vigilant eye on market

argues McComas, is how it collaborates

dynamics, the Nordex Group under-

closely with its clients from start to finish.

stands that the cost of energy is one

“These are projects that are incredibly

of the most important key performance

complex with millions of dollars of invest-

indicators (KPIs) facing the sector

ment, so collaboration is absolutely key,”

today. “The cost of energy reduction

he explains. “No one benefits if people

initiative has become culturally ingrained

are pointing fingers at each other and

in the organization. We actively ask

making excuses. Ultimately, it’s much

ourselves if we can do our tasks more

more positive for the project and every-

efficiently without sacrificing safety

one involved that we work hand in hand

and quality. I think it’s been a success.”

and keep our eye on what the goal really

One way that the wind turbine provider

is: to safely get turbines in the ground

reduces costs is by working closely

and to have them producing clean and

with clients to streamline their opera-

cost-effective power.”

tions. “As soon as the agreements are w w w.e ne rgydi gi ta l. com

THE NORDEX GROUP

inked we have meetings about cost whereby we talk with clients and their selected contractors to see if there’s anything that can be done to cut unnecessary costs out, while still maintaining the positive elements of each party’s relationship,” McComas says. “We have meetings to teach them about how best to install the turbine, what best practices are, what they need to be watchful of, some of the lessons learned that others have encountered. We invite them to our facility to take a look at the manufacturing process. We invite them to audit that process.” 100

Offering powerful wind turbines across the globe, the joint company has more than 30 years’ experience harnessing wind energy. Through its trailblazing turbines the company has delivered more than 23 GW of sustainable energy, but despite its impressive reach it has always ensured that its projects are tailored to the specific client in mind. “We specialize and focus on specific constraints that each developer may have,” explains McComas. “There may be a sound requirement; there may be some greater electrical requirements.” “We’re a very flexible organization” he adds. “We’re not mechanical in what we offer from one project to the next. We listen to our clients, we listen to our partner contractors, JANUARY 2019

USA

“ These are projects that are incredibly complex and could be worth millions, so collaboration is absolutely key” — John McComas, Head of Project Management

101

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THE NORDEX GROUP

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USA

C OMPA N Y FA C T S

and we adapt according to feedback in order to provide the best solution from a project-to-project basis.” To meet the ever-changing demands of its clients, the Nordex Group has kept its finger on the pulse of the latest innovations in the sector and it has significantly invested in R&D. “There’s a lot of generation technologies in the marketplace and we need to be able to demonstrate that we can offer the best, most sustainable, most cost-effective technology there is,” observes McComas.

• According to the American Wind Energy Association, US wind power has tripled over the past decade and now, there are now more than 54,000 wind turbines operating in 41 states, Guam and Puerto Rico • The joint company has more than 30 years’ experience harnessing wind energy and has delivered more than 23GW of sustainable energy

“Additionally, regulations are becoming stricter, testing requirements for the equipment are becoming more robust, w w w.e ne rgydi gi ta l. com

103

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and I would say it’s important for all wind turbine and renewables manufacturers to understand what these requirements are, incorporate them into existing technologies – and to do so quickly.” At the Nordex Group, this has involved forging strong partnerships with industry leaders. “We can’t do these projects on our own,” McComas adds. “Over the years, we’ve developed strong partnerships with companies, even though we may not have contractual relationships with them. The names that stand out the most are RES America and IEA, JANUARY 2019

USA

in terms of construction. When it comes

employees – people that have truly

to transportation, we’ve worked closely

gone up the ranks and are now in lead-

with DSV, Coli, Oldendorff, Totrans,

ership positions.” With offices and

BNSFL and ATS and we’ve also had

subsidiaries in more than 20 countries,

a very good manpower partnership with

the wind turbine provider has a truly

One Wind, Run Energy, and Gemini.”

global reach and this expansion is only

With around 5,000 employees under

set to continue. This has proven to be

its wing, the workforce undoubtedly

a key tool for retaining top expertise

has an important role to play in fostering

and talent.

continuous improvement. “The people

“Retention is a key issue for every

who work on these projects every day

manager in the marketplace,” McCo-

are the most important asset we have,”

mas says. “I think we stand out because

notes McComas. “One of the competi-

we provide opportunities to our employ-

tive advantages we have as an organi-

ees. If they work hard and are open to

zation is that we have a lot of seasoned

it, then the company will find them an

Merger occurred in

2016

5,000

Approximate number of employees

w w w.e ne rgydi gi ta l. com

105

THE NORDEX GROUP

106

opportunity around the globe. We also

and center of everything it does. From

have a very personal relationship with

hazardous weather to working at heights

our employees. The people on site

or near high voltages, workers face

know that they can contact the leader-

a series of risks and therefore a strong

ship team directly and the fact that they

safety culture has been embedded into

have a voice and can project that voice

the organization. â&#x20AC;&#x153;In project manage-

to leadership is important.â&#x20AC;?

ment, for instance, we demonstrate

Recognizing the importance of its

that safety is important to us by being

employees, the company has also

involved in safety walks and safety

worked hard to ensure safety is front

audits when we go and visit sites. This

JANUARY 2019

USA

“ Listening to the people that are actually conducting the work is key and trying to reflect that in actual change is very important to the overall culture of the firm” — John McComas, Head of Project Management

107

ensures that our safety culture is well

that in actual change is very important

observed,” McComas explains. “We

to the overall culture of the firm.”

also have weekly discussions with site

Today, the Nordex Group has several

managers and safety personnel to hear

projects underway and is nearing

what they’re seeing, what is being

completion on a 95 turbine project in

changed and what they think would be

Kansas, a 101 turbine project in Nebras-

good to incorporate from a safety

ka, and a 16 turbine project in North

standpoint moving forward. Listening

Dakota. Elsewhere, the firm is set to

to the people that are actually conduct-

build its ninth wind farm in Texas.

ing the work is key and trying to reflect

Looking forward, McComas is optimistic w w w.e ne rgydi gi ta l. com

THE NORDEX GROUP

“ The people who work on these projects every day are the most important asset we have” — John McComas, Head of Project Management

108

JANUARY 2019

USA

that this upward trajectory will continue in the years to come. “I think most of the globe is starting to flip the switch on what is necessary for the future of energy production,” he reflects. “More regions, particularly industrial countries, are starting to realize the need for greater levels of social and environmental responsibility. I think that the renewable market is going to stay strong and I see a lot of positive things for the Nordex Group moving forward. We have just released our new Delta 4000 wind turbine with a 4.0-4.5 MW generator with a 149m rotor. The first turbines have been installed in Germany and further ones will be installed internationally in 2019 and we expect to see the first installations in the US in 2020, which is very exciting. Ultimately, we don’t just supply a product that is competitive; we also provide a service that suits everyone’s specific needs. I think that’s what will propel us forward and make us successful.”

w w w.e ne rgydi gi ta l. com

109

110

JANUARY 2019

MIDDLE EAST

Transforming supply chain strategies at Petro Rabigh WRIT TEN BY

SE AN GA LE A-PACE PRODUCED BY

HE Y K EL OUNI

111

w w w.e ne rgydi gi ta l. com

PETRO RABIGH

Michael Gustafson, General Manager of Material, Procurement and Contracts discusses the procurement methods that Petro Rabigh is utilising through significant change in Saudi Arabia

112

n a country driven by change amidst the incoming Saudi Vision 2030, companies in Saudi Arabia have an obligation to

adapt to and embrace the latest trends in order to thrive in a competitive petrochemical industry. With ambitions of becoming one of the most profitable refinery and petrochemical plants in the world, Petro Rabigh knows first-hand just how vital the next few years are to the future of Saudi Arabian businesses. Originally formed in 2005 as part of a joint venture between Saudi Aramco and Sumitomo Chemical, Petro Rabigh produces 18.4mn tons per annum (mtpa) of petroleum-based products and 2.4mtpa of ethylene and propylene-based derivatives. With the plantâ&#x20AC;&#x2122;s Phase I and recently launched Phase II together valued in the region of $20bn, Michael Gustafson, General Manager of Material, Procurement and Contracts, believes that these JANUARY 2019

MIDDLE EAST

“ We have two incredible foundation partners in Saudi Aramco and Sumitomo Chemical; a terrific partnership with aligned goals that have brought the strengths and diversity of two great organisations into this project” — Michael Gustafson General Manager of Material, Procurement and Contracts

w w w.e ne rgydi gi ta l. com

113

PETRO RABIGH

foundation partners laid the ground

MAINTAINING PROCUREMENT STRATEGIES

work for the company’s success.

As a way of affirming Petro Rabigh’s

“We have two incredible foundation

114

commitment to the Saudi Vision, the

partners in Saudi Aramco and Sumi-

company has confirmed the imminent

tomo Chemical; a terrific partnership

arrival of The Petro Rabigh Phase II

with aligned goals that have brought

expansion project, which provides an

the strengths and diversity of two

even more diversified product slate

great organisations into this project,”

with the implementation of a number

says Gustafson. “Both companies

of new high added value petrochemical

possess a deep set of technical and

products. The project is set to cost

commercial experiences and world

approximately $9.4bn with capital

class product mix that continues to

project debt funding. Gustafson

improve with expansions to capitalize

outlines the procurement strategy his

on the strategically placed location

company is utilising in this exciting

and resources.”

new era for the Kingdom.

JANUARY 2019

MIDDLE EAST

“ People think of procurement as being some sleepy, back office support group – but it’s not. You’re actually on the front line and if this spare part, chemical additive, or catalyst doesn’t arrive on time, you could shut down a facility” — Michael Gustafson General Manager of Material, Procurement and Contracts

115

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MIDDLE EAST

“We’ve almost finished Phase II to

under the same roof. Gustafson

expand our business. It’s like you’re

maintains its current procurement

running on a treadmill and the speed

strategy is to enhance its existing

is set at a six-minute mile but you’re

arrangements.

used to running an eight-minute mile,”

“In general, the majority of our

he explains. “People think of procure-

strategy is to push our agreements

ment as being some sleepy, back

and expand into MRO and chemical

office support group. But, it’s not.

agreements,” he explains. “This is

You’re actually on the front line and if

opposed to the ongoing spot buying

this spare part, chemical additive, or

that takes place, which decreases the

catalyst doesn’t arrive on time, you

time it takes to turnaround, as well as

could shut down a facility.”

the cycle time.”

Procurement is certainly an area

In a bid to handle its supply chain

that Petro Rabigh prioritises. The

items more effectively, Petro Rabigh

firm has three different departments

has made the decision to split into

operating in that area of its organisa-

two separate groups.

tion; with contracting, material handling and procurement all housed

“The group here in Saudi Arabia handles all the inbound supply items

E X E C U T I V E P R OF IL E

Michael Gustafson Having joined Petro Rabigh in 2017, Michael has used his 25+ years of experience and knowledge from working in commercial and business development, acquisitions, divestiture and supply chain management to develop the supply chain infrastructure for the $20bn Refinery & Petrochemical business in Saudi Arabia. Michael has outlined his intention for Petro Rabigh to embrace the incoming Saudi Vision 2030 and is responsible for driving the company’s procurement strategy.

w w w.e ne rgydi gi ta l. com

117

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CLICK TO WATCH : PETRO RABIGH ENRICHING LIFE 119

and we have a separate organisation that is responsible for the finished goods and products. It’s primarily more of a marketing and sales function,” explains Gustafson. “Alongside that, there’s the production planning which coordinates what the needs of the refinery and petrochemical business are, as well as the requirements of our customers. I believe it’s very much a collaborative effort to enable the supply chain to get going.” With the company investing almost $400mn annually on its supply chain

“ The group here in Saudi Arabia handles all the inbound supply items and we have a separate organisation that is responsible for the finished goods and products. It’s primarily more of a marketing and sales function” — Michael Gustafson General Manager of Material, Procurement and Contracts

w w w.e ne rgydi gi ta l. com

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MIDDLE EAST

121

activities, Gustafson is well aware

EMBRACING SAUDI VISION 2030

just how big Petro Rabigh’s supply

In a bid to reduce Saudi Arabia’s

chain is. “The magnitude of it is that

reliance on oil and diversify its economy,

it spans to over 2,000 suppliers

Crown Prince Mohammad bin Salman

worldwide that are split evenly

announced plans in 2016 to launch

between America, Asia and Europe,”

Saudi Vision 2030. With around 80

says Gustafson. “Of those, we have

projects expected to be completed in

around 1,200 really active, highly

Saudi Arabia by 2030, Gustafson

consumable suppliers. They deal

believes it’s an interesting time to be

with everything from highly danger-

involved in such a historic process.

ous explosive and chemical addi-

“These are exciting times for Saudi

tives, all the way to papers and pens.

Arabia. When I tell my friends about it

We cover the full spectrum.”

back home in America, I feel like I’ve w w w.e ne rgydi gi ta l. com

C OMPA N Y FA C T S

122

Rabigh Refining & Petrochemical Co. — Petro Rabigh — was founded in 2005 by the Red Sea in the Kingdom of Saudi Arabia as a joint venture between Saudi Aramco and Sumitomo Chemical from Japan. The original 10-billion dollar Phase I of the plant is the world’s largest single-phase integrated refining and petrochemicals complex, making the company one of the Kingdom’s largest producers of polypropylene, polyethylene and mono ethylene glycol, and the sole producer of propylene oxide in the Middle East. The Phase II expansion, which came into full operation in early 2018, diversifies the product slate with new high value-added petrochemicals aimed at making the Kingdom’s downstream industry more competitive and affording potential investors the opportunity to manufacture new products and create new jobs and skills.

JANUARY 2019

MIDDLE EAST

123

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“ These are exciting times for Saudi Arabia.When I tell my friends about it back home in America, I feel like I’ve got a front row seat,it’s a major transformation in the Kingdom and these are fabulously exciting times.There are things going on in Saudi Arabia that are truly historical” — Michael Gustafson General Manager of Material, Procurement and Contracts

125

got a front row seat,” explains Gustafson. “It’s a major transformation in the Kingdom and these are fabulously exciting times. There are things going on in Saudi Arabia that are truly historical.” Petro Rabigh has responded to Vision 2030 by embracing all 24 areas highlighted in the vision to provide a thriving economy, a vibrant society and an ambitious nation for the Kingdom of Saudi Arabia. In order to meet these requirements, Petro Rabigh has rolled out a number of initiatives such as plans to increase women’s participation in the w w w.e ne rgydi gi ta l. com

PETRO RABIGH

to logistics and building relationships

FORMING KEY STRATEGIC PARTNERSHIPS

for additional direct foreign invest-

Establishing and maintaining key

ments. However, Gustafson insists

partnerships are vital to any success-

Petro Rabigh isn’t finished yet.

ful business. Over the last five years,

workplace, supporting improvements

“We could and will do more in the

Petro Rabigh has collaborated with

area of women participating in the

Germany-based logistics firm, DHL,

workplace; I just hired the first female

to provide all of its inbound logistics

secretary at Petro Rabigh and she’s

activities, in addition to operating its

doing a great job,” says Gustafson.

warehouses. However, having consult-

“We also have several women within

ed their Key Performance Indicators

the supply chain organisation and we

(KPIs), Petro Rabigh recently split the

intend to hire more in the future.”

contract with Kuehne & Nagel to

126

JANUARY 2019

MIDDLE EAST

handle all of the company’s interna-

hip. DHL and Kuehne & Nagel are

tional forwarding activities.

two world class organisations and

“We’re very excited with this joint effort between the two

they’ve done a great job.” Gustafson affirms how much

companies. It will enable us to draw

Petro Rabigh relies on the consist-

on the strengths of each company

ent performance of its suppliers.

to ensure a smooth supply chain

“The notable suppliers that have

process,” says Gustafson. “They

been consistently reliable for our

are our two primary partners that

business include the likes of CS

we’ve got on the logistics side and

Japan, Gold Wing, Axens, Eable-

they’re absolutely essential to us.

Burgmann and SPIG. We’re highly

Our partners have to over-commu-

dependent on the performance of

nicate and be joined with us at the

these five outstanding suppliers/ 127

w w w.e ne rgydi gi ta l. com

Range of products and services

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vendors in particular, as well as to

investment opportunities to local

the other 1,200 active suppliers in

and foreign investors in conversion

our network.”

industries. Gustafson believes it’s

The introduction of Petro Rabigh’s

an ideal investment opportunity.

collaboration with Rabigh PlusTech

“This large scale, secure complex

Park saw it become the first private

also houses the Sumitomo Chemical-

industrial estate for conversion

run Rabigh Plastic Technical Centre

industries in Saudi Arabia. Located on

that provides tenants with technical

a site adjacent to the Petro Rabigh

support and training in plastic

refinery, it provides a place to convert

processing technology, warehousing,

petrochemical products into down-

plug and use utilities and feedstock

stream products and offer substantial

supply agreement opportunities for

129

w w w.e ne rgydi gi ta l. com

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MIDDLE EAST

131

sustainable, competitive prices,” says Gustafson. “Rabigh PlusTech Park provides for 37 investors, including nine manufacturing companies that have started production, eight that are under construction and over 30 under negotiations.”

SUSTAINING A SUCCESSFUL FUTURE Petro Rabigh has begun to explore options to fully automate its warehouse operations and review the way they receive, monitor and move spare parts

“ Rabigh PlusTech Park provides for 37 investors, including nine manufacturing companies that have started production, eight that are under construction and over 30 under negotiations” — Michael Gustafson General Manager of Material, Procurement and Contracts

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HERMETIC Pumpen GmbH - Germany Sealless Canned Motor Pumps

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The range of HERMETIC pumps covers canned motor pumps, magnetic drive pumps, and vacuum pumps. HERMETIC manufacturers standard pump designs and a variety of special designs engineered for specific customer needs, including ATEX explosion proof and API-685 compliant designs for the Oil & Gas, Petrochem and Chemical industries. HERMETIC pumps operate in environments with fluid temperatures that span from –160 °C up to +480 °C, system pressures up to 120 MPa and canned motor powers from 1 kW up to 690 kW.

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MACT Al-Khobar 31952 Kingdom of Saudi Arabia Tel: +966 13 882 2233 x133 sales@mact.com.sa

MIDDLE EAST

$10bn Approximate revenue

2005

Year founded

3,600 Approximate number of employees

133

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How have we maintained top sales in the logistics equipment field since our founding in 1972? Chiba Sogyo has continued to support the distribution which is the core of our economic activities. Ever since our founding, we have constantly led the logistics equipment industry. “How can we satisfy customer needs to the greatest possible extent?” – To achieve this goal, we have accumulated knowledge and expertise, and then steadily incorporated this wisdom into our services. CS JAPAN CO., LTD 2-2-18 Tmasakinsi, Ichihara City, Chiba, Japan 2900044 Tel: +81-436-23-0511 Fax: +81-436-23-1611 www.csjapan.net kawarai@csjapan.net

Our Service • Wooden Pallets • Import Pallet • Woooden Frame • Steel Logistics Packaging Equipment • Plastic Pallet • Ship-Building • Sales Warehouse

MIDDLE EAST

135

around. This ability to consistently adapt to change is something Gustafson places a lot of importance on. “In the area of supply chain, I believe we still have work to do in digital transformation,” explains Gustafson. “However, in other areas of the company there has been much more progress made, especially in operations.” “When things start to change, you’ve got to be able to adapt very quickly. Whether it’s changing your grades or

“ When things start to change,you’ve got to be able to adapt very quickly.Whether it’s changing your grades or the type of product mix that you can develop” — Michael Gustafson General Manager of Material, Procurement and Contracts

the type of product mix that you can w w w.e ne rgydi gi ta l. com

PETRO RABIGH

Our Website Contact us JANUARY 2019

MIDDLE EAST

137

develop. You’ve got to stay ahead. We’ve got a lot of big changes going on at

ongoing operations,” says Gustafson. “Our processes and practices must

the moment with climate change and

change and this will be enabled through

environmental conditions. And if we

the finalisation of the ARIBA implemen-

don’t change, then it’s going to hurt us.”

tation, integration with SAP and further

As far as the future is concerned at

digitalisation of the processes.”

Petro Rabigh, the company has lofty

“This is crucial for us to handle the

ambitions of becoming the best in class

increase in volume due to the expand-

in the Gulf Cooperation Council (GCC)

ed capacity of the operation. We must

within the next 18 months. “We have to

reduce the number of touches on work

deliver on the business expectations in

orders from procurement to pay with

two areas: 99% availability and on-time

seamless vendor integration through

delivery of materials to support the

the process.” w w w.e ne rgydi gi ta l. com

Tel +966 13 341 0515 | Fax +966 13 341 1052 | E-mail info@goldenwing.com.sa | www.goldenwing.com.sa

Golden Wing has been providing industrial solutions for the petrochemical bulk material and wrapping industry in Saudi Arabia for almost 40 years. The portfolio comprises the installation of total systems for filling, palletizing and wrapping as well as conveyor technology. From its history as an equipment supplier, Golden Wing grew into an EPC contractor. Bagging Machines Filling Machines Net/Gross Weighing Palletizing

Golden Wing glances back at the installation of well over 180 facilities in the Middle East and implements new technologies as a partner to the major industries. These include, for example, palletless stretch hood wrapping technology, in which the film itself is a shipping unit, transport security and weather protection - pallet logistics are dispensed with. A new dimension in system cost-effectiveness is opened up: with 60% savings in wrapping overheads and cost savings in the millions.

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MIDDLE EAST

139 Petro Rabigh also plan to begin to take steps to become a world-class service minded organisation that will enable the firm to provide exceptional customer service that goes beyond expectations.” “This can happen when we break down silos, over communicate to customers and provide proactive service levels with their absolute best interest in mind,” explains Gustafson. “We will do this through cross development opportunities with operations, by co-locating people closer to the customers they

“ Our processes and practices must change and this will be enabled through the finalisation of the ARIBA implementation, integration with SAP and further digitalisation of the processes” — Michael Gustafson General Manager of Material, Procurement and Contracts

serve and rewarding people for delivering on their commitments.” w w w.e ne rgydi gi ta l. com

PETRO RABIGH

Petro Rabigh also plans to increase its employee development, training and planning to ensure everyone successfully obtains their Certified Supply Chain Professional certification as well targeting an 85% or higher Saudization level and a 40% rise in the hiring of women. In addition, the firm expects to make a more deliberate effort in its supply relations and strategic sourcing. “We will be conducting a major supplier recognition conference soon 140

in order to build deeper, strategic relationships with key suppliers and vendors,” says Gustafson. “This will take time, but the idea is to personally visit our key suppliers for them to understand the direction we’re going, how they can optimally support and ways we can further collaborate together to meet the Saudi Vision 2030 plans.” With major changes incoming at Petro Rabigh and in Saudi Arabia itself ahead, Gustafson remains determined that the future is bright for the company in the next 18 months and beyond. “The vision for the future is to continue to make the Material, Contracting and JANUARY 2019

MIDDLE EAST

“ The vision for the future is to continue to make the Material, Contracting and Procurement organisation a great place to work” — Michael Gustafson General Manager of Material, Procurement and Contracts

Procurement organisation a great place to work. We also envision becoming a leader in driving collaborative value through matrixed processes, creativity commercial acumen and focused commitment to the priorities that will make Petro Rabigh the most valuable company in the region.”

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142

Rotana Hotels: developing a sustainable portfolio for the future WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

K ARIM M AS SA AD

JANUARY 2019

MIDDLE EAST

143

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R O TA N A H O T E L M A N A G E M E N T PJ S C

Recently recognised as ‘Company of the Year’ at this year’s Gulf Business Awards, Rotana Hotels is on its way to becoming a leading sustainable hospitality company

ombining a unique understanding of the culture and communities of the Middle East with a collective, international team,

Rotana has acquired extensive experience in the hospitality industry. With the aim to reach a total of 100 properties by 2020, the business is focused on delivering its sustainability objectives as it contin144

ues to develop its diverse portfolio. Launching its sustainability objectives in 2012, Rotana has expanded its vision through its global corporate sustainability platform, Rotana Earth. Not solely placing emphasis on consumer demands, but remaining conscious of its ongoing environmental, economic and social impact, the business wants to enhance communities, whilst placing a unique touch within all hotels under its umbrella. Fully guiding its transition, Head of Sustainability, Christiane Zeidan, works with the company’s corporate sustainability committee, as well as Rotana’s President & Chief Executive Officer to develop policies and strategic goals, in alignment with its core values. “There are Environmental Health and Safety managers in every property at Rotana. I work with the JANUARY 2019

MIDDLE EAST

145

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MIDDLE EAST

“ Customers are more aware and are expecting a lot from the places they stay, particularly in terms of sustainability practices. We have to make sure we meet that expectation” — Christiane Zeidan, Head of Sustainability, Rotana Hotel Management

team, guide and support them to achieve a mature sustainability programme implementation,” says Zeidan. “Hotels report on key-performance indicators (KPIs) and day-to-day operations, while we integrate sustainability in different audits to ensure progress towards the company’s sustainability goals.” Publishing three sustainability reports in 2012, 2014 and 2017, 50% of the company’s portfolio, located in the United Arab Emirates (UAE) has obtained ISO 14001 environmental management certif147

E X E C U T I V E P R OF IL E

Christiane Zeidan Christiane A. Zeidan is an Agro-Industrial Engineer, who received her three M.Sc. degrees in Science & Food Technology, Enterprise management and Quality control from the “Institut National Agronomique Paris-Grignon, Institut Superieur d ‘A gronomie de Beauvais, France and the Lebanese universities. Subsequently she held several positions in management & Quality Control until she joined Rotana Hotel Management Cooperation where she oversees the environment, health & safety management system in the company. Her work experience has gradually raised her personal interest in sustainability issues in general and set in 2012 the company’s sustainability strategy and is leading its implementation.

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R O TA N A H O T E L M A N A G E M E N T PJ S C

“ It’s essential to have a smarter balance, supporting sustainability standards whilst ensuring the guest does not have to pay more. This has been a challenge” — Christiane Zeidan, Head of Sustainability,, Rotana Hotel Management

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R O TA N A H O T E L M A N A G E M E N T PJ S C

ication, something which is recognised by guests and suppliers. “Guests are more conscious and their expectations are increasing, particularly in terms of sustainability practices. We have to make sure we meet those expectation,” notes Zeidan. “It’s essential to have a smart balance, that the level of guest’s satisfaction should be maintained while ensuring that destinations continue to be attractive and retain their commercial potential.”

PROMOTING ENGAGEMENT 150

Undertaking a sustainability materiality assessment to gain a deeper understanding of all material issues, Rotana has sought to track its performance, in order to fully reach

JANUARY 2019

MIDDLE EAST

CLICK TO WATCH : ‘ROTANA HOTELS AND RESORTS – TV COMMERCIAL’ 151 its goals, as well as engage all associated stakeholders. “Our stakeholders range from our guests, our investors, our suppliers as well as communities and local governments. When we are expanding into new countries, we look at ways of investing in local economies, whilst placing emphasis on our environmental concerns and social responsibility,” observes Zeidan. “Complexities occur when country-specific sustainability regulations are missing, whether the local community is attracted to sustainability or if the required infrastructure is not in place to support our goals. This is where the challenge of our investor’s economic priority w w w.e ne rgydi gi ta l. com

R O TA N A H O T E L M A N A G E M E N T PJ S C

C OMPA N Y FA C T S

• With the aim to reach a total of 100 properties by 2020, Rotana is focused on delivering its sustainability objectives whilst expanding its diverse portfolio

152

• Launching its sustainability objectives in 2012, Rotana has expanded its vision through its global corporate sustainability platform, Rotana Earth • 50% of the company’s portfolio, located in the United Arab Emirates (UAE) has obtained ISO 14001 environmental management certification • Rotana has strived to guarantee supplier compliance, where all data is thoroughly integrated into a sustainability assessment, forming its supplier qualification programme

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R O TA N A H O T E L M A N A G E M E N T PJ S C

154

comes over environmental concerns

From a lack of awareness regarding

and social responsibility which

financial saving, to how sustainability has

requires more efforts from our man-

an impact on driving profit for the com-

agement team to educate and raise

pany, employees feel proud, more eng-

awareness in order to achieve our

aged and wish to continue working for

sustainability objectives.

a company which is keen to reduce its

“The immediate notion is that imple-

impact on the environment.

menting sustainable practices will increase operational cost, which is

SUSTAINABLE PROCUREMENT

completely the opposite. We try to

Through the Rotana Earth platform,

show how much we’re going to save on

the business has sought to introduce

operational cost and by how much we

sustainable procurement, resulting in

can drive business by adopting these

a greater understanding of its supply

sustainability practices,” she adds.

chain capabilities. Creating value-

JANUARY 2019

MIDDLE EAST

155

“ We have implemented the Rotana Code of Responsible Purchasing. Through this framework we are educating our suppliers and challenging them to become more sustainable” — Christiane Zeidan, Head of Sustainability, Rotana Hotel Management

based suppliers, the business has worked to address all ethical and social issues, such as child labour within the supply chain, whilst supporting local families and its guests. “A thorough understanding of our supply chain enables us to create value for suppliers and our community at large. Wherever we source products, we believe the workers that have produced them, the communities living near the sourcing locations and the environment around it should not be negatively impacted. We want to w w w.e ne rgydi gi ta l. com

R O TA N A H O T E L M A N A G E M E N T PJ S C

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JANUARY 2019

MIDDLE EAST

ensure that there is no link between our business activities and adverse environmental and social impacts through our suppliers business relationships,” reflects Zeidan. “We take a holistic approach to managing these supply chain risks. This includes the development and implementation of the Rotana Code of Responsible Purchasing and continuous monitoring to evaluate compliance and manage foreseeable risks and social impact from our supply chains. A sustainability assessment criterion incorporated within our supplier qualification programme and procurement survey.” Whilst a large number of products remain imported, the company has strived to guarantee supplier compliance, where all data is thoroughly integrated into a sustainability assessment, which forms part of the company’s supplier qualification programme. “We have integrated sustainability criteria in our supplier’s audits which includes community contribution, environmental sustainability, the employees’ management of those suppliers, their labour practices and their compliance, etc. “This will help us cutting long term procurement costs, averting sustainability risks, reducing operating costs, building a marketable image of Rotana brand, benefitting to society and suppliers and minimising or reducing harm to the environment.

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R O TA N A H O T E L M A N A G E M E N T PJ S C

SUSTAINABLE ACTIVITIES Focusing on two key goals, poverty and hunger, Rotana has looked at ways to reduce food waste. Signing an agree-

1992

Year founded

ment with Winnow Solutions, 26 hotels in the UAE will monitor all products by size and weight, enabling all hotels to adjust menus accordingly. It will also promote the hotels to reuse food waste as much as possible and reduce its impact on the environment.

158

JANUARY 2019

11,772

Approximate number of employees

MIDDLE EAST

end of this year with the aim of eliminating plastic water bottles.” “Among other achievements, 20 of our UAE hotels are ISO 14001 certified on the environmental management system, accounting for approximately 45 % of Rotana’s total operating hotels, we have reduced our energy consumption (kwH/guest) by 8.5 % and water (cbm/guest) by 21.5% per guest from 2013 baseline, while in the kitchens we recycled 97,490 litres of cooking oil to biodiesel. Similarly, we have reduced general Waste (kg/guest) by “We’re also doing a lot in terms of plastic reduction. From November,

21 % from 2012. “With workplace diversity and equal

we’re going to stop serving plastic

opportunities being among Rotana

straws in all Rotana facilities unless

most integral values, it proudly employs

requested by guests and gradually

11,772 colleagues from 107 nationali-

replacing it with more eco straws. We

ties. “To date, our colleagues have

are also stopping the use of plastic

participated in 1,352 community engag-

bottles in all our colleagues dining

ement activities since 2012, with

areas, collecting around 97,000 litres

78,531 volunteering hours to the

of frying oil and converting this to

community. 2,740 colleagues have

biodiesel” states Zeidan.

donated 812 litres of blood during 74

“Additionally, we are also working

blood donations campaigns 64.4 %

with Drinkable Air, where we challenged

of our activities have supported health

them to prepare a unit prototype prod-

& well-being causes, 20.4 % environ-

ucing drinkable water form air. We will

mental causes and 7 % supporting

be putting these in guest rooms at the

human rights issues.” w w w.e ne rgydi gi ta l. com

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R O TA N A H O T E L M A N A G E M E N T PJ S C

160

JANUARY 2019

MIDDLE EAST

LONG-TERM EXPANSION With several properties planned and new projects in the pipeline across the Middle East, Africa and Turkey, the business is on its way to becoming one of the most sustainable hospitality businesses worldwide. Recently recognised as ‘Company of the Year’ at this year’s Gulf Business Awards, Rotana Hotels aims to further deepen and consolidate its leadership position, with its strategy to establish 100 properties by 2020 and double this to over 200 by 2030. “As we expand into various cities and countries, we will ensure this is done responsibly. We want to make sure that the people in the region come to our hotels, that they will love it and respect our brand,” concludes Zeidan. “It’s essential that companies realise the total true value of their business and focus not just solely on making a profit. That’s our understanding and belief at Rotana. We believe in the enforcement of creating value for our stakeholders and to society at large. It’s really important as it will help us with our long-term strategies and maintain our sustainable vision.”

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EMASA

162

Combining technology with purpose WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

LE WIS VAUGHAN

EUROPE

163

EMASA

Investing in new technologies in order to provide essential services to its citizens, EMASA remains a leader in the utilities market

ne of the first Spanish cities to have a company for the management of the water supply system in the 19th

century, Mรกlaga remains at the forefront of environmental innovation. Undertaking the 164

management of the integral water cycle in the city of Mรกlaga, Empresa Municipal Aguas de Mรกlaga (EMASA) treats water from detection of the necessary hydraulic resources from distribution, purification, sanitation, and supply, to the disposal of waste water or reuse of waste water. Once responsible for designing and implementing all the new information systems for the toll road between Mรกlaga and Marbella, Chief Information Officer, Pedro Galdรณn joined EMASA in a bid to unlock new opportunities and gain the ability to grow within a large public organisation. Responsible for 15 people, he explains that his role has evolved to one which is more focused on business, in order to drive further value through technology. JANUARY 2019

EUROPE

165

â&#x201A;¬70mn Approximate revenue

1986

Year founded

425

Approximate number of employees

w w w.e ne rgydi gi ta l. com

One solution. Any application. Only Nutanix delivers a single software OS that runs across clouds, making the boundaries between private, public and distributed clouds invisible. Nutanix solutions combine web-scale engineering with consumer-grade management to power any workload in multi-cloud environments.

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“For more than seven years,EMASA has been developing,promoting and implanting an intelligent reading system in our city” — Pedro Galdón, Chief Information Officer

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167

EMASA

168

“Technology is everywhere, but here

water. It is a treasure indispensable to

in EMASA it plays a key role. In fact,

all human activity,’ Galdón is keen to

we are the leading company in smart

stress the potential of new technologies,

metering in the Spanish water sector,”

where the company will gain the ability

he says. “For more than seven years,

to analyse big data and provide solutions

EMASA has been developing, promot-

to tackle global water shortages.

ing and implanting an intelligent reading

“We treat waste water in our facilities.

system in our city. Smart metering has

Purifying water, reusing it to irrigate

put us at the forefront of the sector at

and turn solid waste to solid fuel. The

a national level. We already have more

water we can’t reuse is pumped into

than 115,000 electronic meters installed

the city offshore. We are now starting

in Málaga.”

to use drones for inspection tasks,

Whilst the European Water Charter

where it is difficult for workers to reach

has stated that ‘there is no life without

or there is a high level of risk. I think in

JANUARY 2019

EUROPE

169

Pedro Galdón Name Here

E EX XE EC CU UT T II V VE EP PR R OF OF IL IL E E

A Computer Engineer by aut background, MBA and Approx 100 words quam aut eaturiwith sequianquiasit, qui PhD from Malaga University, Pedro Galdon has conem workedquo in the IT dolupta cusdand enistium acienimi, offici field since 1993. His previous role as ITSundant Manager Autopista blaudi occumqui cone laborep ratur? asatrempe de del Sol led to the design and implementation for all new voluptu ribus, sequo omnisitem laut a dolut occulparum Information Systems for the new Tollderes Roadaliandit betweenharit, Málaga hillant quibus mi, voloreprovit ende and Marbella. net, offic temperro con experat. Cum faccum quati officiet In 2005 at ISLANDA, an Open Source Development Company peresti ncitia in restrum faccum quo el illuptam dolupta sited at the Technological Park of Málaga, Galdon’s role as erempor alitaquo tem secae vellant. Ta quid qui veliqui CTO sawditi himatibusa advance the company’s surrounding nobitius consediossit evel strategy ius des qui con ped technical resources, and aepernam implementing new systems quam, sedit, totatustevaluating dis nonsequ fugiti conestoand infrastructures. EMASA in 2006 as Technical tas everes id ut autemHeetjoined moluptius. Igenis soloribus accate Head, 2014. sendit,becoming que nos etCIO queinebit et omnih.

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EMASA

the near future all dangerous jobs will be undertaken by a robot or drone.” Previously, the company housed a traditional IT team suitable for the era in which its infrastructure was developed. However, upon bringing on board SAP technologies, EMASA faced a challenge in upgrading its outdated systems and looked towards gaining significant expertise. Working alongside Nutanix, the business has deployed a hyper-convergence system, but faced resistance from a number of large manufacturers. 170

“ We are now starting to use drones for inspection tasks, where it is difficult for workers to reach or there is a high level of risk” — Pedro Galdón, Chief Information Officer

JANUARY 2019

EUROPE

CLICK TO WATCH : ‘YO GESTIONO MI AGUA NUEVA APP DE EMASA’ 171 “We still took this forward and embarked on this hyper-convergence adventure. Nutanix gave us an escalation in performance with a very simple management system. They put data as close as possible to where it is executed and I think that’s the key to improving traditional performance. It seems like a simple idea, but nobody had thought about it before.” Moving from traditional quality assurance to adopting lean methodologies, all parties have now become involved in EMASA’s new culture in eliminating waste and ensuring quality across every process designed, whilst enhancing the customer experience. All of its operations w w w.e ne rgydi gi ta l. com

EMASA

C OMPA N Y FA C T S

• Málaga was one of the first Spanish cities to have a company for the management of the water supply system in the 19th century 172

• EMASA treats water from detection of the necessary hydraulic resources from distribution, purification, sanitation, and supply, to the disposal of waste water or reuse of waste water • Working alongside Nutanix, the business has deployed a hyper-convergence system • As drought continues to be a key challenge in Málaga, EMASA has sought to raise awareness and create campaigns on the ways its citizens can reduce water usage

JANUARY 2019

€

EUROPE

“ We are the leading company in smart metering in the Spanish water sector” — Pedro Galdón, Chief Information Officer

173

will be further bolstered by the EMA-

In 2019, we are aiming to develop

SA’s Laboratories, which adhere to all

a new Virtual Office, which will

international standards.

become our flagship technology.”

Through the use of its support platform,

As drought continues to be a key

Virtual Office, customers have gained

challenge in Málaga, EMASA has

the ability to carry out a number of

sought to raise awareness and

processes 24 hours a day. It is also

create campaigns on the ways its

a key project which the company is

citizens can reduce water usage.

presently working to develop further.

However, Galdón notes that the

“For me, it is one of the most important

business should also further invest

things we can do for our customers.

in improving its present facilities. w w w.e ne rgydi gi ta l. com

EMASA

“ EMASA is an advanced environmental management company and we want to make the citizens the aware of the importance of the dangerous of water scarcity” 174

— Pedro Galdón, Chief Information Officer

JANUARY 2019

EUROPE

“EMASA is an advanced environmental management company and we want to make the citizens the aware of the importance of the dangers of water scarcity. What also makes EMASA different is our promotion of scientific research, cultural activities and assisting with the preservation of the environment,” he adds. “We are transforming EMASA in a technology company. We are facing the fourth revolution with data sensors, drones, devices, applications and more. “We have to be able to take advantage of all of these technologies. If we do that, we will transform EMASA into a more efficient, environmentally friendly and customer-oriented, public company. We will be the kind of public water company you would want your children to have.”

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175

THE EVOLVING

LANDSCAPE OF DIGITAL DISRUPTION 176

Business Chief Africa speaks exclusively with Parit Shah, CEO of Tan Sales London (TSL Group), a global leader in exporting and distributing electrical and lighting equipment. WRIT TEN BY

DA LE BENTON PRODUCED BY

S TUART IRVING

JANUARY 2019

S U P P LY C H A I N

177

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TA N S A L E S L O N D O N

s technology has continued to define, and redefine, industry sectors all over the world, how has this affected TSL Group

and its operations? The speed at which developing countries are embracing technology into their infrastructure is rapid. We spend a lot of time with manufacturers and industry leaders in discussing trends, innovation and how to deliver this into the market place. We guide customers and engineers in our markets to use best practice solutions to ensure that the technology that they are seeking is fit for purpose. In 2018 we delivered a solution 178

with 200 dual tariff cloud based meters for a client to retrofit and install sub meters into their building. This offered our client cloud billing services, with an invoice to each of their tenants, showing a breakdown in usage and charge on utility and the generator supply. How is TSL responding to the evolving landscape? We have systems in place that allow us to trace the movement of each and every product, transaction, and customer and supplier account. We can very quickly produce reports and offer traceability on payment flows, product flows and order positions. All payments and receipts are done electronically. We are open to technology and if block chain technology can speed up the process of shipping goods internationally and securing payments, then this could be something of the future. JANUARY 2019

S U P P LY C H A I N

179

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TA N S A L E S L O N D O N

â&#x20AC;&#x153; Our people travel all over the world, to meet suppliers and customers, to attend trade exhibitions, conferences, seminars and assist in the commissioning of projects. This is incredibly important to us, as it allows us to embrace different cultures and develop 180 an open mind setâ&#x20AC;? â&#x20AC;&#x201D; Parit Shah, CEO, Tan Sales London

We use cloud services for our internal and external written communications. How has the digital transformation of industry created a culture shift at TSL? How important is change management? It is how we manage this communication and set a standard for service, that will ensure our future success. We encourage all our staff to seek innovative solutions to overcome challenges, and improve existing methods. A daily 1% improvement in any segment of the business can have a massive impact over a year. With digital transformation, the conversation is centred on technology, but

What are some of the key ways in

how important is it to develop people

which technology has transformed

and bring them along the journey?

the business? The ability to communicate via mobile,

We are continuously undertaking professional training as an organisa-

email, skype and WhatsApp make

tion. We participate in product training

everybody in the chain connected. The

workshops, software training, manage-

speed at which communication takes

ment and leadership training. The

place is incredible.

training is open to all, and we are always

You could be on a construction site,

seeking ways in which to offer more

on any continent, or you could be up at

product and skills training. Some of the

40,000ft on an aircraft, and we can all

training is on the job, at manufacturers

be connected, making things happen.

training facilities or third-party providers.

JANUARY 2019

S U P P LY C H A I N

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Our people travel all over the world, to meet suppliers and customers, to attend trade exhibitions, conferences,

How important is sustainability in TSLâ&#x20AC;&#x2122;s operations? As technology continuously evolves,

seminars and assist in the commis-

buildings and infrastructure should

sioning of projects. This is incredibly

become greener, have a reduced

important to us, as it allows us to

carbon footprint, and use sustainable

embrace different cultures and develop

and environmentally friendly products.

an open mind set. We also conduct training seminars

As part of our engagement with the market that we serve, we are always

for customers and consulting engi-

advocating this and if and where possible,

neers in Europe and in Africa, to

guiding our clients to use sustainable

educate on standards, best practice

solutions. Profit and price is not every-

and designs that focus on efficiency

thing, but a respect for our environment,

and value.

and leaving a sustainable legacy is. w w w.e ne rgydi gi ta l. com

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“ You could be on a construction site on any continent, or an engineer in a factory providing support, and we can all be connected making things happen.” — Parit Shah, CEO, Tan Sales London

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What commitments does TSL have to go above and beyond? Our overriding commitment is to help improve peoplesâ&#x20AC;&#x2122; lives. Delivering economical and efficient solutions, will help develop businesses, services and infrastructure allowing people to live, work and transit through a better environment. In all the sectors that we deliver into, healthcare, education, office, retail, infrastructure, hospitality and residential, our solutions are committed to improving the lives of all. A commit184

ment to products that meet standards, are safe, reliable and manufactured sustainably is paramount to our longterm commitment. How important is it to develop the communities you work in? We must seek to improve peopleâ&#x20AC;&#x2122;s lives in many ways, through social impact, assistance, education and guidance. In 2018, we have helped build boreholes in Kenya for communities where there is no accessible water for miles. We also participated in a week-long training project in Arusha, delivering presentations and

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S U P P LY C H A I N

workshops to helping businesses who have received micro finance loans to establish business practices and strategies for growth and financial stability. Helping small businesses to grow will create jobs and have a positive social impact on the community. We must always assist where we can. What makes TSL different as an organisation? Relationships with our suppliers and customers is key, and collaborating with them, with their teams and ours is fundamental to our success. Immersing into our customers perspective, allows us to understand the challenges that they face and we can then use our experience to solve these, and develop long term relationships. Our market experience, product knowledge and ability to see things differently, make us stand out. We focus on value added engineering, cost effective supply chain partnerships, performance in delivery and financial expertise, making us a partner of choice. Nothing is impossible, we will always go that extra step to make things happen. In a business where we are offering

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“ A recent highlight has been completing the supply of materials for Julius Nyerere International Airport’s Terminal 3, passenger terminal. We started work on this project several years ago, looking at the design and to see how we could add value. We introduced innovative products that had never been used before in Tanzania.” — Parit Shah, CEO, Tan Sales London

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and shipping products and services

we could add value. We introduced

across the globe, there can be many

innovative products that had never

challenges, from specification,

been used before in Tanzania. We

financial, process and communication.

worked with the sub-contractor and

We work hard to bridge and overcome

main contractor in planning a supply

these, and perform where others cannot.

chain process and ensuring a delivery

We must do whatever we can, with

programme to meet the project’s

honesty, integrity and experience to

requirements. The project is due to

perform and deliver.

complete in 2019. In 2018, we also supplied onto the Aga Khan Hospital

What is one particular highlight of

in Dar es Salaam, and the Cobre Panama

2018 for TSL?

Mine in Panama. The Cobre Panama

A recent highlight has been completing the supply of materials for Julius 188

Mine, is currently the largest infrastructure project in Panama.

Nyerere International Airport’s Terminal 3, passenger terminal. We started work on this project several years ago, looking at the design and to see how

“We must do whatever we can, with honesty, integrity and experience to perform and deliver.” — Parit Shah, CEO, Tan Sales London JANUARY 2019

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What will 2019 have in store for TSL? In 2019, we will be aiming to deliver a centralized DALI lighting control

engineers to solve their design requirements and achieve value and innovation. We want to continue our supply

system with over 200 DALI circuits for

chain partnering with companies all

a 5-star hotel in Nairobi. This will be

over the world, and working with clients

able to control up to 8,000 light points.

who want us to assist in delivering

A project of this size, will be a first for

economic and technical value, within

East Africa. This is part of our strategy

their delivery programmes.

to offer the latest and most innovative solutions for our clients. We have worked with the client, the design team and the w w w.e ne rgydi gi ta l. com