Energy Digital Magazine - September 2018

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SE P T E MBE R 2 0 18

EnviroServ

CSI Energy Group

Responsible waste management in South Africa

Implementing a change in culture

BOLLORÉ LOGISTICS Powering sustainable logistics

SPIE UK

Can a building become its own ecosystem?

ACCRA BREWERY LTD

Delivering sustainable growth to Ghana Exclusive interview with Wil Fameni, Head of Procurement & Sustainability

FLOGAS

Delivering operational efficiency across the supply chain

Top 10

ONSHORE WIND FARMS

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FOREWORD

elcome to the September issue of Energy Digital magazine.

Accra Brewery is the oldest brewery in Ghana as well as a proud member of the AB InBev family. For this month’s cover feature we caught up with Wil Fameni, Head of Procurement & Sustainability, to find out how the business is aligning itself with AB InBev’s 2025 sustainability goals including smart agriculture, climate action and entrepreneurship.

“In showing that we are making life better for Ghanaians and empowering them, it tells our customers that we are invested in the country,” comments Fameni.

Meanwhile, George Adams, Head of Energy & Engineering at SPIE UK, discusses how buildings can not only become more sustainable, but have a positive impact on the urban environment and even the global climate.

We are also zooming in on Kazakhstan to take a look at how the traditionally coal-reliant nation is making the shift to a more diverse renewable energy mix.

September also brings a list of the world’s largest onshore wind farms, as well as a selection of must-see events for thought leaders in the energy sector. We have also included the latest news and insights this month from CSI Energy, EnviroServ Water Management Ltd, Bolloré Logistics and Flogas.

Enjoy the issue!

W

Olivia Minnock Editor olivia.minnock@bizclikmedia.com

w w w. e n e r g y d i g i t a l . c o m

03

CONTENTS

08 ACCR A BREWERY LTD:

Delivering sustainable growth to Ghana

22

34 KAZAKHSTAN’S

Can a building become its own ecosystem?

GREEN ENERGY FUTURE

46

TOP 10

ONSHORE WIND FARMS IN THE WORLD

56 Events

62 Flogas

Delivering operational efficiency across the supply chain

76 Bolloré Logistics

Powering

Sustainable Logistics

90

114

CSI Energy Group

EnviroServ

HONESTY AND OPENNESS:

CSI Energy Group’s Sustainability Values in Africa

EnviroServ

RESPONSIBLE WASTE MANAGEMENT IN SOUTH AFRICA

08

SEPTEMBER 2018

AFRICA

ACCR A BREWERY LTD:

Delivering sustainable growth to Ghana WRIT TEN BY

DA LE BENTON PRODUCED BY

S TUART IRVING

w w w. e n e r g y d i g i t a l . c o m

09

ACCRA BREWERY

10

Accra Brewery Limited has a vision to deliver sustainable empowerment to Ghana in line with the world’s biggest brewer AB InBev

A

s a company that is proudly

with that of its parent company.

part of the AB InBev family, the

The company has its own sustainably

world’s largest brewer, there is

goals that are aligned and complement

a responsibility to deliver the company’s

those of AB InBev and the 2025

ambitious 2025 global sustainability

Sustainability Goals.

goals of creating a better world right down to a local level.

Key to achieving these goals is Accra Brewery’s procurement function,

Accra Brewery Limited (ABL), the

which is spearheaded by Wil Fameni,

oldest brewery in Ghana, is dedicated

Head of Procurement & Sustainability.

to celebrating national pride and

As a result of his experience from

bringing people together for a better

working at AB InBev Global Headquar-

world through West Africa: a business

ters in Leuven, Belgium as the Global

model and vision that aligns perfectly

Category Manager, Mr Fameni has a

SEPTEMBER 2018

AFRICA

S TAT I S T I C S

2025 Sustainability Goals • Smart Agriculture: 100% of our direct farmers will be skilled, connected and financially-empowered.

• Climate Action: 100% of our purchased electricity will be from renewable sources; and a 25% reduction in CO2 emissions across our value chain (science-based).

key understanding of implementing global strategies at a local level.

Mr Fameni mentioned that during his work experience in Leuven, he

• Entrepreneurship: Retailer Development Programme (RDP), aimed at equipping small retailers with relevant business skills to enable them increase their sales and revenues.

played a key role in establishing the global strategy in the real estate

Mr Fameni would then liaise directly

and fleet categories of the company.

with each zones’ managers to oversee

“I was personally involved in under-

the launch and implementation of these

standing how to create and imple-

operating models.

ment those strategies in terms of

In his current role, he is now at the

rationalisation of brand andoperating

other end of the spectrum and is directly

models with regards to procurement

involved the implementation process.

and sustainability.”

He feels that his experience globally w w w. e n e r g y d i g i t a l . c o m

11

CUTTING EDGE AND COST EFFECTIVE PRODUCTS As part of Tropical General Investment Group of Companies, Centre Point Limited import and distribute chemicals and other materials for a wide range of industries.

Our vision is to become the market leader in specialty chemicals, through manufacturing and partnership with global leaders. We provide wide range of cutting edge and cost effective products and services, and unique expertise to enhance brands and actualize the goals of our customers through the application of cutting-edge technology and closing systems to enhance savings on water, energy and processing time with key focus on protecting the environment.

We also continue to expand our product lines to meet emerging market needs.

Our Partners: Ecolab, Nalco, Henkel, European Flavours & Fragranaces

Address: Centre Point Limited, House No EA 77/2 House Before Oak City International College, Adenta SDA Junction, Off JJ Rawlings Highway Adenta, Accra, Ghana

Tel: +233302501650 / +233302501652 +233302501653 P. O. Box MB12, Ministries, Accra Email: centrepoint14@yahoo.com

AFRICA

has provided him with the ideal insight into understanding the various tasks.

“I understand how the company works and how and where it wants to go globally,” he says. “I can really leverage my understanding of the decision-making here in Ghana to ensure that we are capable of embracing these global strategies and

Click to watch: ABL induction video

balance them with the inner dynamics of Ghana and West Africa.”

Mr Fameni is currently handling an Agricultural Study Request For Proposal

“ In showing that we are making life better for people and empowering Ghanaians it tells our customers that we are invested in the country, we are one of them” — Wil Fameni Head of Procurement & Sustainability

to review the maize, cassava and sorghum supply chains in Ghana. This is to better understand the entry points for an agriculture development program, and the challenges and opportunities that should be addressed to optimize these value chains.

This research is crucial in order for ABL to deliver on its promise to empower farmers who will positively impact Ghana’s agricultural development. With an expected completion date of the study in late 2018, Fameni will be able to explore avenues in which Accra Brewery Limited can improve market inefficiencies and close these gaps.

“I know there is some work to be done, particularly in the area of educating farmers on how to improve their yield. What I have observed is that the farmers have limited w w w. e n e r g y d i g i t a l . c o m

13

ACCRA BREWERY

1931

Year founded

500+

Approximate number of employees

AFRICA

Limited is heavily engrained in the Ghanaian culture. Mr Fameni states that our sustainability goals clearly depict a company focused on investing in the country and creating a better world for Ghanaians.

“Accra Brewery Limited is in existence and a recognized company of national pride which creates extraordinary moments by brewing and sharing only the finest beverages. In addition, our goal is to give back in a meaningful and sustainable way.”

This relationship and active presence within the Ghanaian community (visits to farmers and plantations in Kintampo and Sunyani regions) is what Fameni considers knowledge in the type of seeds

to be a significant success during his experi-

which are used for farming, the

ence with Accra Brewery.

type of equipment needed to

Fameni’s key question is “How does the

increase yield using various

company continuously assess that it is deliver-

channels of farming to improve

ing on its promises”?

their yield. If we can improve

In order to answer this question, Mr Fameni

the yield, then we can gain a

will use the market study he is conducting.

better understanding of their

As a business, he recognises that there

abilities and a better under-

will be Key Performance Indicators (KPIs)

standing of cost.”

on cost savings and profit margins. However,

As the oldest brewery in

one of the simplest ways of measuring success

Ghana operating under the

is determining where Accra is sourcing its raw

global umbrella of one of the

materials.

largest multi-national companies in the world, Accra Brewery

“In my opinion, the first and easiest way to measure is to look at the percentage in which w w w. e n e r g y d i g i t a l . c o m

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ACCRA BREWERY

16

“ So, when I go out and meet our existing and potential future suppliers I take great strides to understand their business, where they are heading and what they are doing that aligns with and adds value to our own growth journey and sustainability goals” — Wil Fameni Head of Procurement & Sustainability

SEPTEMBER 2018

AFRICA

we are buying directly from farmers, aggregators, and industrial millers and processors versus imports.” “Of course, that’s not the only way we can measure, but it’s a core component of our goal of starting small and setting bigger targets and challenges.”

In procurement, a company is only as good as its supplier network and so it is very important that a business invests in and develops not only a strong and robust network, but a network made up of the “right” partners and suppliers.

Identifying the right partner is a challenge that Mr Fameni recognises and much like the company’s approach to the customers and to the market, he goes above and beyond to understand what makes a supplier react positively or negatively.

“The right partner to me is a partner that understands our vision,” he says. “So, when I go out and meet our existing and w w w. e n e r g y d i g i t a l . c o m

17

ACCRA BREWERY

potential future suppliers, I take great strides to understand their business, where they are heading 18

and what they are doing to align to and add value to our own growth, and sustainability goals.”

As the company looks to the future, it does so with ambitions beyond Ghana. Mr Fameni will look to establish a best practice agenda in which he can then replicate the successes and achievements from Ghana into other African countries.

Currently the company’s immediate near-term goal is to increase the use of renewable electricity by implementing solar panels at its brewery. This will result in 20% of the company’s

SEPTEMBER 2018

AFRICA

19

electricity usage sourced purely by

in between in terms of how we can

solar energy. This will be a first step

deliver growth through sustainable

towards our target of 100% by 2025.

initiatives.”

Ultimately, this is a learning curve for Accra Brewery and for Ghana.

“We are trying to push new bound-

“This is a continuously evolving journey, but the ultimate goal is to create long-term value for our

aries and discover how we can do

business, partners and communities

more,” says Mr Fameni. “We are lear-

in Ghana. That’s the vision.”

ning as much as we can from the retailers, to the farmers and everyone

w w w. e n e r g y d i g i t a l . c o m

ENERGY 4.0

22

Can a building become its own ecosystem?

SEPTEMBER 2018

SPIE UK’s George Adams discusses the major impact commercial buildings can have by changing the way they use energy – not just on climate change, but on health and wellbeing too WRITTEN BY

OLIVIA MINNOCK

w w w. e n e r g y d i g i t a l . c o m

23

ENERGY 4.0

F

24

rom optimising concept

constantly respond to changes,

and design right through

and equally create change

to implementation and

through design, engineering,

operation, SPIE UK provides

maintenance, operations and

smart engineering and technolo-

energy efficiency.”

gy-driven solutions for the built

Adams has been concerned

environment. Employing more

with climate change throughout

than 3,000 people, the business

his career, and has long been fas-

is comprised of experts on design,

cinated by the way buildings and

electrical, mechanical and HVAC

the built environment can impact

engineering, energy and commu-

factors like carbon emissions.

nications and more.

The full potential, he argues, has

Now, among its wider opera-

not yet been recognised. “I was

tions, a particular mission for

embracing design for energy all

SPIE UK is to help make commer-

the way back into the late 1980s

cial buildings – and by extension

– my eyes were opened up to the

whole cities – function in a more

fact buildings need to focus on

sustainable, autonomous way in

efficiency and sustainability,

order to combat climate change

though back then we used to

and positively influence the health

talk more about buildings being

and wellbeing of employees.

‘autonomous’,” he recalls.

“Design thinking is about

Central to SPIE UK’s corpo-

a holistic view of what we need

rate strategy is the smart city:

to do as engineers to improve

a concept bringing together

the built environment,” comments

technology, energy, health and

Energy and Engineering Director

wellbeing to create better, more

George Adams. “SPIE UK

connected environments for

recognises that we have to

people to live, work and learn in.

SEPTEMBER 2018

“ GLOBALLY, ABOUT 7MN PEOPLE DIE PER YEAR BECAUSE OF POOR AIR QUALITY AND A LOT OF THAT COMES FROM CITIES. IN ADDITION, FROM A FINANCIAL POINT OF VIEW, OVER $4BN IS LOST IN PRODUCTIVITY BECAUSE OF AIR POLLUTION” — George Adams, Director of Energy & Engineering, SPIE UK 25

w w w. e n e r g y d i g i t a l . c o m

ENERGY 4.0

“ IF LIGHTING IS POOR, IT CAN AFFECT PEOPLE’S EMOTIONS AND ATTENTION TO DETAIL, CAUSING THEM TO MAKE MISTAKES” 26

— George Adams, Director of Energy & Engineering, SPIE UK

SEPTEMBER 2018

Simply reducing carbon emissions, while vital, seems increasingly simplistic nowadays as wellness and a positive work environment take centre stage among the benefits of a more sustainable city.

Among several climate action and engineering groups, Adams leads the UK’s Resilient Cities Group, heads up the Construction Industry Council’s Green Construction Panel and is a member of the Trees and Design Action Group. “In London, we like to think we’re a green city,” he says, “but there’s actually only one tree per person in the whole city. We need to bring together the hardware of engineering, the functionality of making buildings more sustainable through energy conservation, and green infrastructure to help create a better environment.

“Globally, about 7mn people die per year because of poor air quality and a lot of that comes from cities.

In addition, from a financial point of view, over $4bn is lost in productivity because of air pollution.”

While ‘sustainability’ reflects cutting down energy usage and waste, Adams’ overarching term of ‘autonomous’ also encapsulates health and wellbeing within a building that essentially becomes its own ecosystem.

“Autonomous buildings can create the right air quality in order that people working in cities can get really good air quality, while outside the building we need to clean our act up,” he says.

In this way, Adams argues, buildings have the potential to be ‘mediators of climate’. “Buildings have a great opportunity to create an environment people can work in.” SPIE UK leverages technologies like IoT and data analytics, w w w. e n e r g y d i g i t a l . c o m

27

ENERGY 4.0

28

as well as smart FM platforms, to find out

efficiently as they can,” says Adams.

just how much more efficient a building

SPIE UK can look at everything

can be made and to ensure a bespoke

from the overall engineering infrastruc-

solution is found for each space.

ture to individual pieces of equipment

“We get the data from a building,

to pinpoint what isn’t working and

analyse it, and can see not only that

what needs to be updated. “We can

the building can perform better in

give a solution which doesn’t involve

terms of energy efficiency, but also the

throwing the plant away – this recy-

levels and type of lighting, ventilation,

cling is important for us,” Adams

air quality etc… we can also explain to

adds. “We can show clients how to

the client how and why the environment

enhance existing equipment, make

isn’t conducive to people working as

it work more efficiently, and save

SEPTEMBER 2018

29

money over time in terms of life cycle

A key change most commercial

cost, whereas eventually replacing

buildings can benefit from pertains

the building would cost four or five

to lighting. “From a global point of view,

times as much as an upgrade.”

lighting contributes to about 20% of

Recycling and retrofitting are

global energy consumption created by

a keen focus. “We look at how the

human beings. If we can reduce lighting

existing building can be improved in

energy by 60-70% across the globe,

terms of fit-out, fabric and engineer-

we’ve made a significant contribution

ing content – how modifications can

to reducing carbon emissions.

be made to not only reduce energy

“LED light requires so much less

use, but improve quality of environ-

energy than traditional fluorescent

ment. We’ve done this for several clients.”

lighting and equally gives a brighter, w w w. e n e r g y d i g i t a l . c o m

ENERGY 4.0

cleaner and clearer light. Light-

driven, Adams says this is becoming easier.

ing’s a very dynamic area that

“A lot of research has been carried out over

has massive potential to help

the years in the industry to demonstrate that

us reduce carbon emissions.

poor temperature control, humidity, air

“We are now also recognising the impact types of lighting

way people work.”

can have on people – for example,

Wider economic impact must also be

lighting with a blue tinge can make

considered, with Adams citing that £1 of

staff more energetic. If lighting

investment in the UK construction industry

is poor, it can affect people’s

can contribute £2.60 of GDP. “Clearly the

emotions and attention to detail,

more efficient we make buildings, then

causing them to make mistakes.”

that RoI for the whole construction industry

It’s all very well to explain to 30

quality or lighting does directly affect the

a company their building needs

becomes greater.”

For SPIE UK, this also involves working with

an upgrade to have a more positive

schools to educate young people. “I prefer to

impact on people and planet, but

talk about the built environment as a whole

at the end of the day the financial

– this brings on board a range of skillsets

angle will always be top of mind.

such as ecologists, economists, architects,

How can a CFO be persuaded

engineers… we give students a broader view;

to drive sustainability? “Some-

it’s not just about building a building.”

thing we’re driving at SPIE UK

This education aspect is something SPIE

is return on investment – when

UK believes should be at the forefront in

they will cover capital costs, and

developing the autonomous buildings and

then the life cycle savings, as

smart cities of tomorrow. “It’s all about transpar-

well as added benefits of health,

ency and knowledge sharing,” says Adams.

wellbeing and productivity,”

“The fact is that the world, technology and

Adams explains.

challenges for society are all moving so fast

While many would balk at the

that more and more people are realising

prospect of bringing up these

if you have a piece of knowledge, keeping it to

‘softer’ benefits to the financially

yourself is probably not the best thing to do.”

SEPTEMBER 2018

“ LIGHTING’S A VERY DYNAMIC AREA THAT HAS MASSIVE POTENTIAL TO HELP US REDUCE CARBON EMISSIONS” — George Adams, Director of Energy & Engineering, SPIE UK

31

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HOME T O IND U S T R Y– L E A DING DIG I TA L B U SINE S S P L AT F OR M S

HAVE YOU SEEN OUR OTHER TITLES?

SMART CITIES

KAZAKHSTA 34

GREEN ENERG FUTURE

SEPTEMBER 2018

AN’S

GY

KAZAKHSTAN IS GOING GLOBAL IN A BID FOR CLEANER ENERGY RESOURCES, WITH HEAVY GOVERNMENT BACKING AND AMBITIOUS RENEWABLE ENERGY COMMITMENTS – BUT WHAT CHALLENGES LIE AHEAD? WRITTEN BY

SA LTANAT BERDIK EE VA

w w w. e n e r g y d i g i t a l . c o m

35

SMART CITIES

36

A

s of this year, Kazakhstan

meeting 50% of its energy needs

has moved to a system

by 2050 from renewable sources.

of procuring electricity

This begs an obvious question:

from renewable energy sources

why would the second-largest

at international auctions. The

producer of oil in the former Soviet

initiative is aimed at bringing

Union after Russia, with an econo-

down the cost of electricity from

my more than 60% dependent on

renewable sources throughout

oil sales, be interested in renewable

the country. It is hoped that this

energy? One of several reasons

shift from fixed rate purchase

is the growing domestic demand

to auctions will reduce costs

for energy. Kazakhstan’s economic

as well as attracting foreign

growth has ramped up its tradition-

investment, forming the latest

ally fossil fuel-based energy

step in Kazakhstan’s gradual,

consumption over the past decade,

but ambitious, direction toward

with the International Energy

SEPTEMBER 2018

‘KAZAKHSTAN’S ECONOMIC GROWTH HAS RAMPED UP ITS TRADITIONALLY FOSSIL FUEL-BASED ENERGY CONSUMPTION OVER THE PAST DECADE, WITH THE INTERNATIONAL ENERGY AGENCY PREDICTING DEMAND IN THE COUNTRY TO DOUBLE BY 2035’

37 Agency predicting demand in the country to double by 2035. For decades, coal-fired power plants have been at the core, accounting for nearly 75% of total power generation. However, coal production has fallen due to diminishing profitability and rising mining accidents. In addition, coalfired power plants contribute to high air pollution rates in the country.

Kazakh authorities also stress the necessity to develop renewable energy because they believe that oil prices will rise in the next decade, while they fear the country’s recoverable oil reserves will decline. The development of renewable w w w. e n e r g y d i g i t a l . c o m

SMART CITIES

sources of energy will therefore be necessary for preservation of the country’s long-term economic stability. The country’s growing concern about climate change is another factor.

In 2016, Kazakhstan announced its plan to reduce its greenhouse gas (GHG) emissions by 15% by 2030 from the 1990 base year. It seeks to meet its Paris Climate Agreement obligations through commitments to renewable energy 38

and reduction of greenhouse gas emissions.

This Central Asian country has a strong potential to harness energy from renewable sources, particularly in the south-east which is further away from coal, oil and natural gas sources.

Supplying energy to that region requires substantial monetary resources and investments in technology. Local observers argue that the country’s least expensive form of renewable energy is hydropower, and believe it is possible to cover the energy deficit in southern SEPTEMBER 2018

‘ IN 2016, KAZAKHSTAN ANNOUNCED ITS PLAN TO REDUCE ITS GREENHOUSE GAS (GHG) EMISSIONS BY 15% BY 2030’

39 Kazakhstan with mini power stations

It is one of the first countries in

without retaining dams. The country

Central Asia to have built an institu-

is also a favourable location for

tional framework to transition to

large-scale use of wind energy, with

a green economy, having adopted

an estimated potential generation of

an Ecological Code in 2007, Law

929bn kWh of electricity per year

on Supporting the Use of Renewable

as well as solar power with a potential

Energy in 2009, and the Concept of

of 2.5bn kWh/year according to

Transition to Green Economy in 2013.

Renewable Market Watch.

Development of renewable energy is an important component of this

Progress and Challenges

program, in particular hydropower

While renewable energy is at early

(especially small hydropower stations),

stages, Kazakhstan is ramping up

solar and wind. In an effort to learn

policy efforts to incorporate green

from international experiences,

energy as part of the country’s future.

Kazakhstan became a member w w w. e n e r g y d i g i t a l . c o m

SMART CITIES

of the International Renewable Energy

the long-term goal is much more

Agency and ratified its charter in

ambitious. According to the Vice

2009. Moreover, it is partnering with

Minister for Energy, Gani Sadibekov,

international financial institutions

Kazakhstan plans to get 30% of its

to develop the country’s renewable

electricity from renewable energy

energy infrastructure.

by 2030, with the Kazakhstan-2050

Although renewable energy currently 40

strategy stating renewable energy

makes up just 1% (mainly from solar and

must constitute 50% of the country’s

wind), clean energy is slowly maturing in

total energy consumption by 2050.

Kazakhstan’s laws and commerce. The

According to the Energy Ministry,

authorities are now aiming to meet 3%

Kazakhstan generated 1bn kWh from

of the country’s overall energy balance

solar, wind and biogas in 2017, a 22%

from renewables by 2020. However,

rise year on year. The plan for 2018 is

SEPTEMBER 2018

to generate 2.7bn kWh from renewables.

By 2020, the Kazakh Energy Ministry plans to roll out 52 renewable energy projects with a cumulative capacity of 2GW. The country’s Ministry of Investment and Development along with national company Kazakh Invest came up with a list of 145 investment projects worth nearly $47bn. This year, 15 of these projects will be built and 23 will be launched. One of

41

the largest utility-scale solar power stations in Central Asia will be built in Karaganda.

Financing remains a challenge for building renewable energy infrastructure in Kazakh-

w w w. e n e r g y d i g i t a l . c o m

SMART CITIES

stan. Lack of domestic technical know-how, coupled with the expense of foreign renewable technology, competes with cheaper, abundant domestic fossil-fuel based energy.

Despite a limited number of institutional investors in renewable energy in Kazakhstan, local green energy experts argue that it is necessary to continue seeking funding due to declining capital costs of renewable energy sources.

42

The country’s leadership is now

‘ IN 2017, KAZAKHSTAN WAS CHOSEN TO HOST EXPO-2017, AN INTERNATIONAL GREEN ENERGY EXPOSITION’

actively searching for foreign investors to develop renewable energy potential. Last year, the European Bank for Reconstruction and Development (EBRD) pledged to invest €200mn to finance the construction and operation of solar, wind, small hydropower, and biogas infrastructure as well as upgrades of the electricity grid to facilitate the integration of renewable energy sources into the grid. Kazakhstan is also seeking to attract $480mn in SEPTEMBER 2018

investments from other international financial institutions to fund more than 500MW capacity of renewable energy.

Conclusion Although the general investment climate in the country has improved in recent years, investments in renewable energy sources remain risky for Kazakhstan. Oil, gas and coal, which have been the backbone of the country’s energy use and economic growth, are key barriers to developing renewable energy. There is also skepticism about lesser known and costlier renewable energy sources. On the other hand, there has been a gradual shift in mentality and policy towards embracing renewables given the country’s growing energy demand, inadequate access to electricity in remote and rural areas, anticipated price rises for oil and gas, and concern over the environmental impact of fossil fuel exploitation. In 2017, Kazakhstan was chosen to host EXPO-2017, an international green energy exposition.

This event was a further push for Kazakhstan to search for projects that make sense for its economy. Progress may be slow and bumpy, but Kazakhstan is on the right track in its pursuit of renewable energy.

w w w. e n e r g y d i g i t a l . c o m

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T O P 10

TOP 10

46

ONSHORE WIND FARMS IN THE WORLD Energy Digital takes a look at the largest onshore wind farms in the world, based on their maximum capacity.

WRITTEN BY

SEPTEMBER 2018

OLIVIA MINNOCK

47

w w w. e n e r g y d i g i t a l . c o m

T O P 10

=09

F창nt창nele-Cogealac Wind Farm 600MW

Located in Romania, taking up 110km sq around 17km from the Black Sea, the F창nt창nele-Cogealac Wind Farm is the largest onshore facility in Europe.

It consists of 240 wind turbines, supplied by General Electric. It was built

48

=09

Fowler Ridge Wind Farm 600MW

for the CEZ Group and commissioned in 2012. As a whole, CEZ is a conglomerate of 96 companies, 72 of which are based in the Czech Republic, and has also has operations across Bulgaria, Hungary, Germany, Poland,

Located near the city of Fowler, Indi-

Slovakia and Turkey. The company

ana, the Fowler Ridge Wind Farm has

was founded in 1993 and has since

|a nameplate capacity of 600MW. It

grown to employ 26,000 staff.

was constructed in two phases, with the project beginning in 2005 and the farm being commissioned in 2008.

Throughout the years it has gone through various developers, namely Orion Energy, Vision Energy, BP and Dominion Resources. Currently, the project is owned by BP Alternative Energy North America and Dominion Resources, which each has a 50% stake.

SEPTEMBER 2018

07

Horse Hollow Wind Energy Center

735.5MW

Located in Central Texas, the Horse Hollow Wind Energy Center spans across 47,000 acres. It was constructed in phases which saw involvement from several energy companies, including Blattner Energy, InvestEnergyGroup,

08

Capricorn Ridge Wind Farm

NextEra and Tetra-Tech. The facility is now made up of 421 wind turbines in total, comprising 291 GE 1.5MW turbines and 139 2.3MW Siemens Gamesa turbines.

662.5MW

Located in central Texas, the Capricorn Ridge wind farm has a total of 407 units. Sixty-five of these are supplied by Siemens Gamesa and have a capacity of 2.3MW, while the remainder are supplied by General Electric and have a capacity of 1.5MW. The facility, which claims to be able to cut 952,000 tonnes of greenhouse gas emissions per year, has seen investment from big-name companies GE Energy Financial Services and JPMorgan Chase. w w w. e n e r g y d i g i t a l . c o m

49

T O P 10

05

Shepherds Flat Wind Farm 845MW

Located near Arlington, the Oregonbased Shepherd’s Flat Wind Farm is made up of 338 wind turbines. The facility was approved in 2008 with construction by Caithness Energy beginning the following year, and it officially opened in 2012. General Electric supplied the wind turbines which 50

06

Roscoe Wind Farm 781.5MW

Another facility located in the Texas countryside, Roscoe Wind Farm spans four counties and comprises 634 units.

In 2009, the year of its commission, the Roscoe facility was actually the largest wind farm in the world though it has since been overtaken. Having cost more than $1bn to build, the facility is now owned and operated by E.ON Climate & Renewables. The wind farm provides enough power for over 250,000 Texan households.

SEPTEMBER 2018

each have a capacity of 2.5MW, and altogether work to supply electricity for Southern California Edison.

03

Muppandal Wind Farm 1,500MW

Muppandal is the largest onshore wind farm in India. It is located in Tamil Nadu, and developed by the state-owned Tamil Nadu Energy Development Agency. Headquartered in Chennai, TEDA was established in 1985 with the goal of promoting new and renew-

04

Jaisalmer Wind Park 1,064MW

able energy resources. The facility has rejuvenated the nearby village of Muppandal, which is supplied with electricity for commercial purposes.

The wind farm’s 1,500MW capacity

Located in Jaisalmer, Rajastan, the

is estimated to be 20% of the total

Jaisalmer Wind Park is the second

wind capacity produced by India.

largest onshore wind farm in India.

The facility was developed by Punebased Suzlon Energy, which has altogether worked to install over 17,000MW worth of wind capacity with 11,000 wind turbines for over 1,700 customers across the globe.

To place the company’s renewable energy efforts in context, Suzlon states this is the equivalent of taking 6mn cars off the road. w w w. e n e r g y d i g i t a l . c o m

51

T O P 10

52

02

Alta Wind Energy Center 1,548MW

Alta Wind Energy Center (AWEC) is located in Kern County, California, and is the largest onshore wind farm in the US. Along with Shepherds Flat, this facility also powers Southern California Edison through a 25-year power purchase agreement. Currently, AWEC has 600 operational units sitting across 3,200 acres of land, with turbines having been supplied by Danish manufacturer Vestas. It doesn’t stop there, however – set upon its goal of reducing CO2 emissions by more than 5.2mn tonnes each year, the project’s total planned capacity is 3,000MW. AWES was developed by Terra-Gen.

SEPTEMBER 2018

01

Gansu Wind Farm 7,965MW

Even though it already surpasses all other onshore wind farms in the world by some distance, the Gansu Wind Farm is actually still in construction, and isn’t even halfway to the 20,000MW capacity it plans to reach by 2020. The facility is located in Gansu province, China, across two locations in desert areas near Jiuquin. A key player in China’s intensifying ‘war on pollution’, construction on the Gansu facility began in 2009 and the farm now boasts around 7,000 wind turbines and a nameplate capacity of 7.97GW. However, aside from producing huge volumes of renewable energy, the Chinese state will need to examine its supply chain since Interesting Engineering states that over 60% of Gansu Wind Farm’s current capacity goes unused each year.

w w w. e n e r g y d i g i t a l . c o m

53

12 & 13

SEPT 2018

NEC BIRMINGHAM

THE UK’S LEADING EVENT FOR WATER & ENERGY EFFICIENCY INNOVATIVE SOLUTIONS AND REVOLUTIONARY TECHNOLOGY FOR BUSINESS SUSTAINABILITY

80

SPEAKERS

REGISTER FOR FREE TICKETS FUTURERESOURCEEXPO.COM

3000 VISITORS

200

EXHIBITORS

FUTURE RESOURCE THE NEW RENEWABLE ENERGY EXPO On the 12th & 13th of September, Future Resource will land and set up shop at Birmingham’s NEC, and registration is now open with tickets freely available for those who register! This year, the expo will be joining forces with the largest recycling and waste management event the UK, RWM, which will in turn drive the show’s focus onto the growing need for renewable and sustainable energy sources; as well as how to become more energy efficient.

for professionals working across numerous industries to attend, and in particular local authorities, which is due to increased need for development within our urban areas. As well as the authorities, educating large businesses on how altering and changing their energy usage could benefit the larger environment is an objective Future Resource will endeavour to achieve, as the show strives to create a positive, more environmentally friendly future for all.

Energy Association will be taking a deep look into the avenues Britain could explore in its quest to achieve the 2050 emissions targets.

Future Resource will boast marketleading exhibitors like Veolia, Orsted and Northern Gas & Power, as well as partnering with hugely influential groups like The Green Organisation, Sustainable Energy Association and the Major Energy Users Council.

Partnering with bodies like this shows the need for Future Resource and how there should be more of a focus on On top of market leading exhibitors that will be here to sell there innovative these similar sectors within the events Evolving from RWM’s Supply and products and services, there will be a industry.

Demand Zone, Future Resource is full roster of pioneering professionals, the latest edition to the growing Tickets for Future Resource are environmental portfolio at Prysm Media leading seminars on topics that directly affect the industry and its free and readily available from Group, and will run alongside RWM, future. Within three dedicated seminar futureresourceexpo.com.

Flood Expo and the Contamination theatres you will find Helen Troup from Series at the NEC. The crossover of these events and the industries they Carbon Smart, who will be distilling There are still exhibitor spaces represent will ensure attendees gain advice for businesses looking to invest available, to find out more about the most detailed outlook of all these in their own renewable energy source these get in contact with Nick sectors, in one place at one time. and will also talk attendees through Woore on some pitfalls to avoid in the process. nick.woore@prysmgroup.co.uk or Our event offers a major incentive Lesley Rudd from the Sustainable 0117 929 6083.

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

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

02—04 OCTOBER

27—28 SEPTEMBER

56

World Congress on Oil, Gas and Petroleum Refinery

Operational Excellence & Risk Management [ HILTON, CANARY WHARF, LONDON ] The Operational Excellence & Risk Management Summit is Europe’s only event dedicated to operational excel-

[ RADISSON BLU HOTEL, ABU DHABI, UAE ]

lence in hazardous industries. Taking

This September in Abu Dhabi, Confer-

place in London 2-4 October, this

ence Series LLC is hosting the World

executive level conference will bring

Congress on Oil, Gas and Petroleum

together over 100 Heads of Opera-

Refinery. Attendees are invited to share

tions, HSE, ORM and Operational

knowledge and research as well as

Excellence from manufacturing,

gaining new information in the areas

energy, chemicals, resources, trans-

|of oil, gas, petroleum and related sec-

portation and more – all industries

tors. The event will include insight from

facing high levels of operational risk.

analyst scholars, researchers and aca-

At the event you’ll be able to hear from

demics with the aim of sharing and

over 40 world class innovators, all pre-

globalising research work. It will also

senting at the event and there to show

include the opportunity for participants

you how to adopt the culture, systems

from global industry to promote prod-

and processes of the world’s Highest

ucts and disseminate knowledge.

Reliability Organisations.

www.petroleumrefinery.com

www.opexsummiteurope.iqpc.com

SEPTEMBER 2018

57

10—11 OCTOBER

Horizon18

[ BOSTON CONVENTION CENTER, BOSTON, MA, USA ] Horizon18 is a global event-driven plat-

act on clean economy solutions has

form that harnesses the international

never been more opportune, and there

movement towards a clean economy.

is no better place to meet than in Bos-

The platform is the logical next step

ton where the northeast US is already

following the Paris Agreement, 2030

one of the world’s leading and fastest-

Sustainability Goals, We Are Still In and

growing clean energy clusters, with

America’s Pledge. The momentum to

ideal access to Canadian and global

act on clean energy and solutions is

markets. Horizon18’s platform creates

rapidly accelerating, and Horizon18

the potential for solutions against the

will be the next landmark platform to

backdrop of Boston, a C40 city.

uniquely offer deployable solutions to

www.horizon18.org

accelerate the clean economy and act on climate commitments. The time to w w w. e n e r g y d i g i t a l . c o m

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

The biggest industry events and conferences from around the world

11—15 DECEMBER

Intersolar India 05—07 NOVEMBER

58

[ BANGALORE, INDIA ]

The Operational Excellence in Oil and Gas Summit

With events spanning four continents,

[ HOUSTON, USA ]

partners. “Our objective is to increase

The Operational Excellence in Oil and

the share of solar power in the energy

Gas Summit will bring over 300 heads

supply. By providing first-rate services,

of operations leaders from North

our exhibitions and international confer-

America’s largest oil and gas companies

ences bring businesses, technologies

to discuss how to balance competing

and people from the most important

priorities and bridge the information

markets around the globe together. We

silos within businesses that can signifi-

have 25 years of experiences in open-

cantly impede safety performance.

ing up markets, providing specialist

The organisers say: “There is simply

knowledge and creating links.” Over

no better opportunity this year to meet

300 exhibitors and 17,000 visitors are

with so many industry experts – all pre-

expected at the 2018 event, with areas

senting at the event and there to answer

of focus to include photovoltaics, electri-

your most pressing questions.”

cal energy storage and electric mobility.

www.opexinoilandgas.com

www.intersolar.in

SEPTEMBER 2018

Intersolar is the world’s leading exhibition for the solar industry and its

26—27 MARCH 2019

13—14 DECEMBER

Solar Power, New York

Future of Utilities Summit 2019

[ NEW YORK, USA ]

[ LONDON, UK ]

Tapping into one of the top 10 solar

Looking forward to 2019, one of the

markets in the world, Solar Power

key events in the calendar for the UK

New York is the event for solar policy

energy market, and indeed global

updates and opportunities to network

thought leaders, is the Future of Utili-

with regional companies for New York

ties Summit. Featuring 100+ speakers

State. The 2017 event drew 400 attend-

on three different stages, this is the

ees and over 25 exhibitors, and featured

biggest energy and water event in the

interactive education focused on the

UK. It explores themes including cus-

changing landscape, obstacles and

tomer interaction, energy and water. In

policies that are impacting the industry

past years, speakers have included

in New York. The event is presented by

executives from E.ON UK, Engie, SSE,

the Solar Energy Industries Associa-

Thames Water, National Grid and Irish

tion (SEIA) and Smart Electric Power

Water. The event also boasts sponsor-

Alliance (SEPA).

ship from the likes of IBM, Atos and EY.

www.events.solar/newyork

www.new.marketforce.eu.com

w w w. e n e r g y d i g i t a l . c o m

59

62

SEPTEMBER 2018

EUROPE

Delivering operational efficiency across the supply chain WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

RICHARD DURR ANT

w w w. e n e r g y d i g i t a l . c o m

63

FLOGAS

Flogas has fully digitised its supply chain to maintain its position within the LPG market

W

ith the rise of renewable energy sources, traditional oil and gas companies are facing rampant competition.

The increased need to guarantee pricing and deliver operational efficiency continues to grow apace, leading the industry to turn towards new technologies to maintain supply and retain existing customer bases.

64

However, while the sector has focused predominantly on pricing, longstanding LPG supplier Flogas has maintained its reserves through its ongoing supply chain transformation.

“From a domestic and consumer point of view, there’s some technology emerging that will make a key difference in the marketplace,” explains Head of Logistics and Supply Chain, Tim Eaton.

“Price is starting to become a lot more visible, so people can really start playing suppliers off against each other, and people can switch easily.

“The customer experience is key. We sell a commodity, so the way we differentiate ourselves without it being on a price basis is through the service we give to our customers. If we can maintain consistency of supply to our customers, that’s really what they want. On the contact side, SEPTEMBER 2018

EUROPE

65

w w w. e n e r g y d i g i t a l . c o m

Flogas’ partner in delivery optimization, data analytics and inventory management

Remote tank monitoring and smart gas metering

Proven solution in increasing customer satisfaction & retency

Targeting even better ROI thanks to the deployment of IOT solution based on Sigfox technology.

Data Presentation

AIUT Sp. z o.o Poland - 44-109 Gliwice - ul. Wyczółkowskiego 113 Tel: (+48 32) 77 54 000 - Fax: (+48 32) 77 54 001 info@aiut.com - www.aiut.com

EUROPE

“ FLOGAS WAS FOUNDED IN 1984 AND WE’VE SINCE EVOLVED TO BECOME ONE OF EUROPE’S LEADING LPG SUPPLIERS, WITH A PRESENCE IN BRITAIN, REPUBLIC OF IRELAND, NORTHERN IRELAND, SWEDEN, NORWAY, BELGIUM AND THE NETHERLANDS. WE’RE ALSO PART OF FTSE 100-LISTED DCC ENERGY – A LARGE IRISH COMPANY WITH AN ANNUAL TURNOVER OF £11 BILLION. THAT SAID, WE’RE STILL A SMALL COMPANY AT HEART, AND LOOKING AFTER OUR CUSTOMERS’ INDIVIDUAL NEEDS REMAINS OUR TOP PRIORITY” — Tim Eaton, Head of Logistics & Supply Chain

w w w. e n e r g y d i g i t a l . c o m

67

FLOGAS

“ WE’RE REALLY GETTING TO A POINT OF SYSTEM MANAGING EVERYTHING END TO END” — Tim Eaton, Head of Logistics & Supply Chain

EUROPE

FACTS

• Halfway through its transformation journey, Flogas has sought to break down silos and promote collaboration across its supply chain • Flogas has centralised its orders, allowing the business to create and schedule more effectively

the focus of the business is on leading by service, and then differentiating this business within the number one supply of LPG from a customer service point of view.”

DIGITAL FOCUS Seeking to break down silos and promote collaboration across its supply chain, Flogas is now halfway through its journey.

“We are trying to digitalise as much as we can - how we capture or create orders and how we move those through to being fulfilled and delivered,” says Eaton.

“We have a 50/50 split between people that are in control of their orders -where they

• By investing in a computer-based scheduling system, Flogas is now able to implement seven day rolling scheduling periods, guaranteeing further visibility • Though the use of demand sensing, Flogas will continue to fulfil requests within its forecasting • The company has invested in over 10 new drivers and enabled them to get to the required standard in weeks rather than months

physically order with us when they want us to w w w. e n e r g y d i g i t a l . c o m

69

FLOGAS

deliver -and 50% where we offer them a service where we will keep their tanks topped up.

“For our Top Up business, we used to rely on fixed delivery cycles or an algorithm that predicted when they were going to need gas, but we have now invested millions of pounds into implementing tank telematic systems, where we get a regular reading regarding our customers’ consumption and tank levels.”

Obtaining vital information in 70

real-time, Flogas has therefore moved to centralise its orders, where it can now draw volume at quieter times and outside of peak periods.

Additionally, by investing in a computer-based scheduling system, the business has adopted seven-day rolling scheduling periods and can identify potential gaps.

“Our new on-truck computing system, supplied by Touchstar, really ties all this together,” says Eaton.

SEPTEMBER 2018

Click to watch: ‘Flogas Britain: A Driver’s Story’

EUROPE

71

“PRICE IS STARTING TO BECOME A LOT MORE VISIBLE, SO PEOPLE CAN REALLY START PLAYING SUPPLIERS OFF AGAINST EACH OTHER, AND PEOPLE CAN SWITCH EASILY” — Tim Eaton, Head of Logistics & Supply Chain w w w. e n e r g y d i g i t a l . c o m

FLOGAS

“Scheduled routes go out to the driver, and when we complete a job an invoice then goes out in real-time. If we don’t

set our resource levels for the next three or four months,” says Eaton.

“We want to take our resource

deliver on that day it goes back to the

management digital as well so that we

order pot for rescheduling immediately.”

always know what drivers and vehicles we’ve got to schedule.”

REACTIVE TO PROACTIVE Through the use of demand sensing,

system, Flogas will also seek to provide

Flogas will continue to fulfil requests

increased customer contact regarding

across its forecasting operations,

the time its services will arrive.

as well as taking a greater look at

72

Through its on-truck computing

“We’re really getting to a point

customer consumption data to

of system managing everything

extrapolate three months of rolling

end-to-end,” he adds.

forecast data.

“This will enable us to really try and

SEPTEMBER 2018

However, throughout its transformation, it has been imperative for

EUROPE

Flogas to build mutually beneficial

speed of customer context, where

relationships with its suppliers and

we have or haven’t delivered, is key

bring on board those who are keen

to our service offering.

to bring new ideas to the table.

“TouchStar Technologies, for example, have been fantastic in how they’ve tailored their Gas-Star solution

Additionally, longstanding company AIUT has been essential to the company’s business growth.

“AIUT has supported our delivery

to Flogas. The pace at which they can

optimisation, as well as inventory

adapt the system to meet our need to

management, in order to increase

continuously improve our service has

customer satisfaction,” adds Eaton.

been instrumental in adding so much

“AIUT are not just a provider of

value into our service proposition” “The company has been essential in

a telematics system that we buy, they’re a company that is integrated in how we

getting delivery data back in so that

do business. They suggested and built

that speed of rescheduling, that

our new forecasting system.

w w w. e n e r g y d i g i t a l . c o m

73

FLOGAS

“We need system providers and suppliers that are going to invest in their product to be bespoke to us, but to support that through continuous innovation around learning our business and what else they can do which could be of benefit.”

INVESTING IN PEOPLE In alignment with its transformation, Flogas has had to bolster its workforce and invest in upskilling its workers against complexities.

“When we’re trying to build a digital system that takes the order through to delivery, we have to work out how to deal with the 74

variability of that resource. We’re working with our scheduling department as well as our shipping system to build some of this,” he says.

SEPTEMBER 2018

EUROPE

Consequently, the business has invested in new drivers and regional driver trainers that have enabled them to get to the required standard in weeks rather than months. “Our telematics systems will look at how well they’re driving from a safety point of view, and we are looking into getting better data out of the on-truck computing system so that we can look at things from a fully rounded point of view.�

As the supply chain continues to move towards further digitisation alongside a growing focus on margins, price and cost, the culture at Flogas will continue to hone in on the needs of its customers.

Through boosting operational efficiency and maintaining supply while optimising ongoing processes based on local and expert knowledge, it will continue to remain a strong player in the market.

w w w. e n e r g y d i g i t a l . c o m

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76

SEPTEMBER 2018

A S I A PA C I F I C

77

Powering

Sustainable Logistics WRIT TEN BY

DA LE BENTON PRODUCED BY

A LE X PAGE

w w w. e n e r g y d i g i t a l . c o m

BOLLORÉ LOGISTICS

Mathilde Dumoulin, Sustainability Development Manager, gives her insight on Bolloré Logistics’ new sustainable agenda

A

s one of the world’s leading transport and logistics operators providing services across 106 countries on five continents,

Bolloré Logistics is all too aware of its responsibility to ensure that those operations are sustainable.

Falling under the wider global organisation, Bolloré Transport & Logistics, Bolloré Logistics is one of four business units that consists of more than 20,200 78

staff and employees. The company has a clear vision – to be the leading provider of transport and logistics in each and every one of its geographical locations.

One particular area in which Bolloré Logistics has a major distribution network is Asia Pacific. It has a presence in 20 countries, including Singapore, where its main contract logistics hubs are situated.

For Sustainability Development Manager, Mathilde Dumoulin, Singapore is a key market for freight and logistics. “Besides its strategic location, Singapore is a great innovation hub,” she says. “The growth in Asia is also an opportunity for Bolloré Logistics to improve and to think more innovatively as we develop in this region.”

Particularly from a sustainability perspective, Singapore represents a fantastic pioneer

SEPTEMBER 2018

A S I A PA C I F I C

location. The company engaged its sustainability strategy from 2010, by investing in the “Green Hub” – the first energy-efficient logistics facility in Singapore to receive the Green Mark Platinum and LEED Gold certifications.

Again pioneering low-emitting transport solutions in Singapore, Bolloré Logistics also introduced its first hybrid shuttle in March 2015. Powered by highly efficient diesel and electric motors, the truck serves iconic retail stores from the Green Hub. The hybrid technology reduces fuel consumption and harmful atmospheric emissions such as CO2 and suspended particles by up to 30%.

79

"THE GROWTH IN ASIA IS ALSO AN OPPORTUNITY FOR BOLLORÉ LOGISTICS TO IMPROVE AND TO THINK MORE INNOVATIVELY AS WE DEVELOP IN THIS REGION” — Mathilde Dumoulin, Sustainability Development Manager

w w w. e n e r g y d i g i t a l . c o m

Real Construction, Real Solutions Nam Aik Builders (P) Ltd was formerly known as Nam Aik Contractor (P) Ltd and was incorporated on 26/10/1993 in Singapore. It was changed to it’s current name on 11/01/1994. This company was founded by Mr Chew Kian Nam as a General Contractor in Building Construction including Major Upgrading works.

UNIQUE ADVANTAGE Because the company with its management team’s comprehensive knowledge and experience in this industry together with experienced workers from all trades, it is able to undertake ‘turn-keys’ projects, from building construction to M&E to interior design and finishing in both industrial and commercial sector.

MISSION Our mission is to be a premier service provider in building and construction and stay emphasis on customer section in delivery of design , engineering and construction services.

HISTORY The organization is primarly involved as a main contractor in the construction and additional/upgrading work industry. Apart from this, the company also undertakes interior renovation and furniture work. The list of projects that were awarded certificates of successful completion or completed is mentioned below. In the case of Bollore Logistics S’pore Pte Ltd formely known as SDV Logistic (one of the top 10 Global Logistics/warehousing company from France), we are their in-house resident contractor responsible for all upgrading works and new setup facility.

namaik.com namaik@signet.com.sg +65 6 862-7553 +65 6 862-974 6

A S I A PA C I F I C

81

BIO

Those two key milestones reinforced BollorÊ Logistics’ position as key actor for sustainable logistics in Singapore, combining economic growth with environmental protection.

With such a major logistical network, BollorĂŠ Logistics invests a great deal into monitoring, improving and ultimately reducing its carbon footprint. This commitment was first structured at a global level in 2000 with the creation of the Group Code of Ethics.

Mathilde Dumoulin, Sustainability Development Manager Mathilde Dumoulin graduated from Audencia Business School in 2014, majoring in entrepreneurship. She started working in China for a large French company, distributor of electrical supplies to professional users. Passionate about sustainability, she decided to make it her career path and moved to Bollore Logistics in Singapore.

w w w. e n e r g y d i g i t a l . c o m

6 C O L O U R S D I G I TA L P R E S S|L E T T E R P R E S S M A C H I N E THE LABEL SPECIALISTS BLANK LABEL, BARCODE L ABEL , COSME TICS L ABEL , PAC K AG I N G L A B E L , E TC . . .

Leslie Goh / Desiree Lim - Email address: sales@Ldprint.com.sg Tel: +65 6484 3393 Fax: +65 6484 4493 7 Gambas Crescent #03-03 Ark@Gambas Singapore 757087

A S I A PA C I F I C

For more than 18 years, Bolloré Logistics has had a sustainability and corporate social responsibility (CSR) agenda that has been implemented throughout every aspect of the business. In 2011, the company launched the “Save Program” – an eco-solutions program dedicated to its customers.

“Traditionally, CSR and sustainability have been viewed perhaps as a ‘nice to have’ activity,” says Dumoulin. “Bolloré Logistics has recognised it as a ‘musthave’, fully integrated into the entire operation. It has to be a core pillar of everything we are trying to achieve.”

This year, Bolloré Logistics is launching

83

the “Powering Sustainable Logistics” programme. The Group has been structuring this new programme in collaboration with its internal and external stakeholders based on the ISO26000 approach. As part of a responsible supply chain, the group’s ambition is to integrate environmental, social and societal solutions across each link in their day-to-day

w w w. e n e r g y d i g i t a l . c o m

BOLLORÉ LOGISTICS

VARIETY OF QUALITY Our Company, incorporated in Singapore in July 2005, provides sourcing services and supplies of warehousing and factory logistics support products to companies in various industries.

In general, Glorreich Singapore Pte Ltd supply cost-efficient ,as well as cost-effective products, and backed with a high level of service standard backed by speedy response, prompt delivery and continuous after-sales service to meet the customer’s specific requirements.

www.glorreich.com.sg | sales@glorreich.com.sg Tel: +65 6896 6793 | Fax: +65 6896 6937

A S I A PA C I F I C

“TRADITIONALLY, CSR AND SUSTAINABILITY HAVE BEEN VIEWED PERHAPS AS A ‘NICE TO HAVE’ ACTIVITY. BOLLORÉ LOGISTICS, HAS RECOGNISED IT AS A ‘MUST-HAVE’, FULLY INTEGRATED INTO THE ENTIRE OPERATION” — Mathilde Dumoulin, Sustainability Development Manager

85 operations, while contributing to the UN Sustainable Development Goals.

The programme sets targets for

These pillars are inspired by Bolloré Group’s global CSR strategy and applied to the specific case of

2025, with first steps to be achieved by

logistics and its stakes, which Dumoulin

2020. It is built around an ambitious

feels enables a greater consistency

roadmap that will guide the Group

between the big picture and the reality

around four pillars: ensuring ethical and

of the logistics business.

responsible business practices within

“The baseline of this strategy is that

the logistics value chain; acting as a

sustainable consumption is not only

committed employer for the teams;

the responsibility of manufacturers,”

providing customers with sustainable

she says. “Logistics companies also

supply chain solutions; strengthening

have a part to play through integrating

relations with stakeholders wherever

CSR solutions in our freight and

they operate. The programme is

warehouse operations.”

materialised through key performance indicators and related action plans.

On a daily basis, Bolloré Logistics calls upon a vast portfolio of suppliers w w w. e n e r g y d i g i t a l . c o m

BOLLORÉ LOGISTICS

and partners that both assist and support in the delivery of the company’s market leading services to its customers. These suppliers and the relationships that Bolloré Logistics fosters with them are also intrinsically linked to the sustainability agenda.

“There are several ways of selecting and partnering with suppliers,” she says. “You can choose the best suppliers from the start, but you still need to ensure that they are complying with our CSR criteria.”

“We ask them about their CSR practices from the very beginning, to ensure that we will work with people who are aware and have a 86

solid process. We also spend time innovating and constantly improving partnerships. This is ideal for both parties because we can move forward together, communicating in a shared language.”

Sustainability is no doubt a global issue, where more and more countries are looking at improving their own processes; and there are of course some countries that are more mature than others. Thus, in the process of seeking out suppliers who can align to its sustainability agenda, Bolloré Logistics drives a second approach.

SEPTEMBER 2018

Click to watch: ‘Bolloré Logistics — Global Supply Chain’

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“AS A LARGE GROUP WE HAVE A RESPONSIBILITY TO PUSH AND DRIVE THEM (SUPPLIERS) TO ACT AND ENABLE INNOVATION. THAT’S ONE OF THE KEY TO INNOVATE. WE SHARE INFORMATION AND KNOWLEDGE SO THAT WE CAN DEVELOP THEIR SUSTAINABILITY CAPABILITIES AND GET THEM TO COME ALONG WITH US ON OUR JOURNEY” — Mathilde Dumoulin, Sustainability Development Manager

“If a supplier isn’t at the top of the sustainability generation, in addition to our mandatory CSR criteria, we go to them with the information and open up a dialogue,” says Dumoulin. “As a large group we have a responsibility to push and drive them to act and enable innovation. That’s one of the key to innovate. We share information and knowledge so that we can develop their sustainability capabilities and get them to come along with us on our journey.”

A cornerstone of Dumoulin and Bolloré Logistics’ vision for CSR is that it has to be entrenched within every aspect of the business. This has seen the company develop and foster an internal culture towards CSR, one that sees that each and every employee recognises the importance of viewing the sustainability agenda as a shared responsibility.

“There has to be a buy in from everyone, and it starts at the top,” says Dumoulin. “It’s about communication – from the w w w. e n e r g y d i g i t a l . c o m

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management team, right down to our

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“It is going to get to a point where

operation warehouse teams, making eve-

sustainability is just part of the company’s

ryone aware of our company ambition.”

day-to-day operation,” she says. “People

Creating this on-going dialogue is

sometimes approach sustainability

crucial for Dumoulin, as she feels the

because they have been asked to,

secret to the success in delivering

whereas Bolloré Logistics is reaching

this vision is being able to pick any

a stage where it’s not an additional

member of staff at random and ask,

responsibility, it’s just part of what we do.”

“what is a sustainable practice in their day-to-day job?”

If that employee has been ingrained

As a company that has been operating, rather successfully, for a number of years, Dumoulin stresses

within this culture of sustainability, then

the importance of understanding that

they can point to a number of examples

any change is a journey that will take

of not only what they are doing, but also

time. Managing expectations and

on what the impact is, and what the

embracing change one step at a time

benefits are to the organisation. This,

will prove key in defining the compa-

she feels, creates a level of confidence

ny’s future, both from a sustainability

throughout Bolloré Logistics that the

perspective and with regards to

company is executing it successfully.

expansion and growth.

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A S I A PA C I F I C

But over the last few years Bolloré Logistics can already point to significant changes that represent proof that the company’s agenda is being implemented and changing the company for the better.

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“To my knowledge, the implementation of the hybrid truck represents the only hybrid truck here in Singapore,” she says.

“Bolloré Logistics takes pride as a leader in green innovation and solutions. We are at the forefront of investing in green solution even when other companies are not quite on-board the idea, because we truly believe in the value of having a good CSR. Furthermore, it is also important that we stay in line with market demands and trends, because this is a journey that will continue to evolve and we must evolve with it.”

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HONESTY AND OPENNESS:

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CSI Energy Group’s Sustainability Values in Africa A CRITICAL CULTURE CHANGE TO LONGEVITY OLIVIA MINNOCK PRODUCED BY STUART IRVING

WRIT TEN BY

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WE SPOKE TO CSI ENERGY GROUP ABOUT THEIR RECENT REBRANDING AND CULTURE CHANGE, AND HOW THE COMPANY’S COMMITMENT TO HONESTY AND OPENNESS IS DRIVING ITS SUSTAINABLE GROWTH ACROSS AFRICA n Africa, honesty and openness can be a particular challenge since most cultures instinctually prefer to think about now rather than tomorrow. As such, honesty and openness form the foundation of CSI Energy Group’s strategy for sustainability. As CEO Chris Glasson often states, “sustainability is not a technical choice but a moral one” – changing the culture of how we work and plan for the future is the only way forward in realising CSI’s mission to improve the lives it touches across Africa.

Growing African energy infrastructure developer CSI Energy Group (CEG) recognises that the industry is changing and the needs of its clients mean an increasing focus on people – empowering staff to perform in distributed, often isolated locations to a predetermined set of rules. Building a culture that encourages and fosters honest communication both internally and externally allows CSI Energy Group to understand the real situation on the ground for any project, from anywhere in the world.

Throughout the past few years, the company’s key effort has been to develop business values that reflect this more open culture to ensure staff can

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be accountable through honest, effective and open communication at every business level.

This relies heavily on empowering local workforces in a continent where communicating in this way, which may involve challenging your seniors, goes against the cultural grain.

AN ESTABLISHED BUSINESS It’s been a character defining journey for CEG, which originated as a steel company back in 1978 and has recently rebranded, bringing CSI Electrical Ltd and CSI Engineering in Tanzania under one roof. The company has undergone a significant culture change, working to promote diversity, inclusion and motivation, w w w. e n e r g y d i g i t a l . c o m

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while retaining the key message at its core: providing sustainable solutions that support development and growth in Africa.

As a whole, CEG aims to improve lives though enhanced infrastructure and increased access to energy, and indeed over the past 25 years has enhanced the lives of over 50mn people. From remote rural locations to suburban streets, from the hearts of cities to the most challenging and isolated terrains, CEG shows a strong commitment to creating a better life for the communities it SEPTEMBER 2018

works in and the clients it serves.

From its group headquarters in Mauritius, CEG provides best-in-class energy infrastructure services in Sub-Saharan Africa, from transmission and distribution to power generation, EPC and mechanical engineering.

With clients like Mitsubishi, Siemens, ABB and GE, CEG is an expert in providing and using extensive local knowledge to develop key solutions for working in Africa. This comes from, and is enhanced by, the company’s experience of multiple African

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locations, including Nigeria, Ghana, Tanzania, Kenya, Rwanda, Burundi, Mozambique, Zambia, Afghanistan and Ethiopia – with this selection set to increase as the company expands from East to West Africa.

UNDERSTANDING AFRICA A key unique selling point (USP) for CEG is its adaptability: the company excels in understanding the needs of its clients and realising their intentions no matter what environment a project takes place in. As Director of Business

Development Peter Gathercole explains: “We’re an African company. We’ve built our reputation doing African projects in Africa. We take a very collaborative approach: you can’t come in and force your way, because very shortly you’ll be forced out.”

Director of Business Services Tunu Kinabo adds: “It’s 100% attitude. You need to be flexible and adaptable. You need to drive the standards and quality you want with the capabilities available here. It is possible.”

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“ Competencies like analytical thinking, planning and excellence in execution are hard to find here. We’re addressing this through our hiring philosophy, continuous training and development and our internship programme.”

— Tunu Kinabo, Director of Business Services, CSI Energy Group

content’ policies which give CEG a competitive advantage. “In the past, governments in Africa had little accountability on how they spent development funds. Giving work to international firms that brought in foreign workers in droves and procured even the simplest services and products overseas made these projects very expensive for Africa,” says Kinabo. “This has changed significantly with local content policies.

Large international companies that bid for projects in Africa now need effective local partnership like never before – CEG can provide this.”

CEG works with suppliers and partners to localise its service wherever possible, while ensuring the company’s overall brand and values are maintained and enhanced. “What we are trying to take to new countries is our brand, culture of safety, and an ability to bridge the quality gap which international companies find difficult to do in Africa,” says Gathercole.

LOCAL COMMUNITIES Commitment to working with local communities is important in growing CEG as a business.

Through a solid reputation of honesty and openness, the company has enjoyed significant success in leveraging these relationships for the effective delivery of the projects it SEPTEMBER 2018

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embarks upon. In Africa, there is a critical shortage of skills as well as productivity and work ethic within the labour force, says Kinabo. “Competencies like analytical thinking, planning and excellence in execution are hard to find here,” she explains.

“We’re addressing this through our hiring philosophy, continuous training and development and our internship programme.”

“You can’t come to Africa and be sustainable if you’re not using the African workforce,” adds Annette Kanora, Group Communications Officer. “Skills are not the most readily available at a world standard, but the

mindset is to work with what you have and what’s available in the country, and impart the knowledge or quality you want.”

THE CEG FOUNDATION CEG leaves more than lasting infrastructure, enhanced skills and discipline where it completes its projects, thanks to a strong commitment to developing communities in Africa through corporate social responsibility (CSR). Most of this is done w w w. e n e r g y d i g i t a l . c o m

D e l i v e r i n g q u a l i t y, efficiency and value into the infrastructure landscape

Te r m i n a l 3, J u l i u s N y e r e r e International Airport D a r e s S a l a a m, Ta n z a n i a Capacity: 6 million passengers per year

w w w.t a n s a l e s . c o.u k /a b o u t info@tansales.co.uk

CSI ENERGY GROUP

through the CEG Foundation, which received 5% of the company’s annual profit and works to improve life for Africa’s most vulnerable children and young people. For example, the Boabab Home in Bagamoyo, Tanzania, which houses and educated HIV impacted orphans, was recently supplied with 100 solar kits by the CEG Foundation. “We want them to be able to get power on a continuous basis – whenever we’re looking to provide solutions or support, we want it to be sustainable,” Kanora explains.

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A CHANGE IN VALUES, VISION AND MISSION From new recruits to old hands, getting people on board with the company’s culture change and rebranding has been paramount at all levels of CEG. Forming the group from existing parts has been no mean feat.

“In Tanzania, we had two companies come together under the group, one with 20 years of its own culture and the other with 10,” explains Kanora.

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Adding value in the supply chain Tan S al e s is an e s t ab lis h e d s u p p l y c h ain p ar t n e r in s w i t c h g e ar, c ab l e, e l e c t r i c al an d li gh t in g e q uip m e n t b a s e d in L o n d o n, wo r k in g o n c o n s t r u c t io n p roj e c t s aro u n d t h e wo r l d. O u r s t re n g t h is in air p o r t s, h o s p i t al s, u ni ve r s i t i e s, c o m m e rci al b uil din g s, g ove r n m e n t b uil din g s, re s i d e n t i al d eve l o p m e n t s, h o t e l s, in d u s t r i al p roj e c t s an d in f ra s t r u c t u re p roj e c t s .

O u r cul t u re of d oin g b u s in e s s gl o b all y an d in n ova t in g b u s in e s s p ra c t i c e s, e limin a t in g s u p p l y c h ain c o m p l e x i t y a n d a c c e l e ra t in g re s p o n s i ve n e s s u s in g e x p e r i e n c e a n d k n ow l e d g e all ow s u s to im p rove p l annin g, t ra c k in g a n d d e li ve r y p e r f o r m a n c e.

O u r ab ili t y to m an a g e l o gis t i c s an d c o n s o li d a t io n an d p rov i d e v is ib ili t y of t h e s u p p l y c h ain f ro m m an u f a c t u r in g to in s t all a t io n, h e lp s o u r cu s to m e r s to f o cu s o n t h e ir b u s in e s s, an d a t a hi gh e r l eve l, all ow s t h e m to dr i ve t h e ir g o al s .

U n d e r s t a n din g o u r c li e n t ’s n e e d s, h a v in g t h e f in an ci al s t re n g t h f o r l arg e p roj e c t s aro u n d t h e wo r l d an d p rov i din g in t e lli g e n t f in an cin g s o lu t io n s gi ve s u s a c o m p e t i t i ve a d van t a g e. I n a d y n ami c e nv iro nm e n t, w e p rov i d e t h e t r u s t t h a t is re q uire d to e n g a g e in l arg e e n gin e e r in g p roj e c t s a c ro s s t h e wo r l d w i t h a f o r t e in re li ab ili t y, d u e dili g e n c e, s o lu t io n s an d a gili t y.

C o ll a b o ra t in g w i t h b o t h o u r s u p p li e r s an d o u r c li e n t s w e wo r k to e n s u re t h a t t h e r i gh t s p e ci f i c a t io n s are m e t. T his e n s u re s a s u c c e s s f ul p roj e c t t h a t w ill re m ain f o r g e n e ra t io n s to c o m e an d c re a t e a s u s t ain ab l e li v in g an d wo r k in g e nv iro nm e n t f o r p e o p l e yo u n g an d o l d.

We wo r k w i t h m an u f a c t u re r s w h o are m ar ke t l e a d e r s in q u ali t y, inn ova t io n an d

t e c hni c al e x p e r t is e. O u r m an u f a c t u re r s h a ve f a c to r i e s in t h e U ni t e d K in g d o m, I t al y, Fran c e, Po r t u g al, Tu r key, S a u di A rab i a, U ni t e d A rab E mira t e s an d C hin a an d w e p rov i d e f ull l o gis t i c s s o lu t io n s to d e li ve r t h e ir b ran d s an d p ro d u c t s a c ro s s t h e wo r l d.

We h a ve wo r ke d s u c c e s s f ull y w i t h C S I E n e rg y f o r m any y e ar s in Tan zani a an d are al s o wo r k in g w i t h t h e m in t h e ir p roj e c t s in B u r u n di, Z am b i a an d N i g e r i a.

O u r re c e n t p roj e c t s in Tan zani a in c lu d e s u p p l y in g c a b l e, e l e c t r i c al m a t e r i al s an d li gh t in g f o r t h e c o n s t r u c t io n of t h e n e w Te r min al 3 Pa s s e n g e r Te r min al a t J uliu s N y e re re I n t e r n a t io n al A ir p o r t a n d s u p p l y in g a f ull c o m p l e m e n t of P P E an d to o l s f o r t h e K iny e re zi I I T h e r m al Pow e r S t a t io n in Tan zani a. O t h e r re c e n t gl o b al p roj e c t s in c lu d e t h e s u p p l y of li gh t in g f o r t h e n e w C arg o Te r min al a t E n t e b b e A ir p o r t an d t h e s u p p l y of c ab l e f o r t h e p l an t a t t h e C o b re Pan am a p roj e c t, a l arg e o p e n pi t c o p p e r min e, an d cu r re n t l y t h e l arg e s t in d u s t r i al p roj e c t in Pan am a.

We wo r k h ard to d eve l o p a di ve r s e an d m ul t i - cul t u ral wo r k f o rc e an d d e li ve r t rainin g in t e r n all y a n d e x t e r n all y in t e c hni c al an d b u s in e s s e x p e r t is e. We are c o n t in u o u s l y im p rov in g o u r in t e r n al p ro c e s s e s an d s y s t e m s to s t a y ah e a d an d b e re c o gnis e d a s a wo r l d c l a s s p ar t n e r. E x e cu t io n ab ili t y c o m e s f ro m h a v in g am b i t io n, s e t t in g a g o l d s t an d ard an d h a v in g t h e e t hi c s an d a c c o u n t abili t y to b e t h e b e s t in o u r f i e l d. w w w.t a n s a l e s .c o.u k /a b o u t info@tansales.co.uk

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Bridging you to the peak We are a well established Engineering support service company engaged in Manpower supply, payroll management, fabrication, insulation, piping among others with qualified personnel under result based supervision. We do sub contract work in Tanzania and East Africa. We take projects of both small and large value in all sectors i.e OIL & GAS(on shore and off shore), Mining and hand over all the work on time with maximum quality and safety. We have an experienced team of welders, fabricators, fitters, insulators, riggers, QA/QC, HSE etc. to meet your needs.

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AFRICA

“We effected that integration through careful change management that sought feedback, involved all employees and communicated openly,” she adds. Prior to the changes, staff were interviewed about how they foresaw the change happening which allowed management to manage expectations and to focus on the issues that mattered to employees.

“Now, we have regular meetings that continue to elaborate and get everyone to understand what we’re going to be as a company: our structure, how we operate and what we value.”

“Having to uproot deep held habits and beliefs has been a journey, and still is,” says Kinabo. “Tanzanians, and Africans in general, are very short-term in the way we look at things. We are therefore working to get people to think long-term which means being more structured. We overcome such challenges by being very clear in what we’re changing and why we’re changing.”

It’s about continuously enforcing the message of the new brand, according to Kanora. “We make sure the message is out there for all new people to understand from the get-go, as well as refresher communications

“ You can’t come to Africa and be sustainable if you’re not using the African workforce.”

— Anette Kanora, Group Communications Officer, CSI Energy Group

for existing staff. It’s at the point now where it’s starting to stick.”

Embedding the CEG vision is vital as the business grows to manage even bigger projects in terms of value and manpower. Already CEG is finalising one of its biggest projects, the Kinyerezi II Combined-Cycle Power Plant (240 MW) in Dar es Salaam that had a headcount of over 2,000 employees and a value of $21mn.

According to Kinabo, supporting employees through a significant period of change means involving them as much as possible. “We make sure it’s simple, open and consistent,” she outlines. “We ask for their feedback w w w. e n e r g y d i g i t a l . c o m

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“ We have regular meetings that continue to elaborate and get everyone to understand what we’re going to be as a company: our structure, how we operate and what we value.”

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— Anette Kanora, Group Communications Officer, CSI Energy Group

and comments and most importantly, empower them to execute these changes.”

Each week, the senior leadership team (including Kinabo, Kanora and Gathercole) meets with one employee from any level.

“We take time to learn about that individual, what they understand about the vision, mission and values, and how they incorporate those in their lives – not just at work but also at home.”

The company also works to reward anyone who exhibits its values. Celebrating and acknowledging how well staff have dealt with the change is a key element in motivation and job satisfaction at CEG. “We have employee activities celebrating the changes, too,” says Kinabo. “From lunches and theme days, to gift card rewards; this ensures people feel acknowledged and seen.”

POLICIES AND PEOPLE A key part of CEG’s transformation has been, and will continue to be, the development of effective policies and procedures. Procedures are vital to CEG’s mission of operating anywhere, however remote, while maintaining the same mission and values. Processes are deliberately kept simple and adaptable to furnish people with the confidence to make decisions without the fear of failure – rather, encouraging them to embrace SEPTEMBER 2018

PROPER ELECTRICAL LIMITED Proper Electrical Limited (PEL) is a Tanzanian fully registered company in 2013, with its head quarter in Dar es salaam, Tanzania - East Africa. It is a contractor company, services provided by the company is full Electrical;performing; Domestic, commercial and Industrial electrical installation, Construction of high and low tension power lines, constructions of electrical sub-stations) and Mechanical works (Heating, Ventilation and Air condition services) as well as specialized construction works relating to the design installation and maintenance of related system. The company is mainly focused to establish and manage day to day technological and economic changes. This is obtained by knowledgeable and Experienced Professional company staff more than 100. From different fields like; Directors, Project managers, Engineers, Safety officers, Technicians, Administrators, Accountants, Electricians/Artisan and other related fields. Our team is not only limited on that, but also increase and expands depending on the requirements at the specific time.

Website: www.proper.co.tz

Email: info@proper.co.tz

Mobile: +255 755 575835

Tel: +255 222 700 963

CSI ENERGY GROUP

failure as an opportunity to improve.

Ensuring the right people are on board has been especially important in the rebranding of CSI Energy Group. Ensuring we have the right people has been especially important in the rebranding of CSI Energy Group.

“We’ve been going through a number of significant changes and one of them is how we hire, retain and develop our people,” says Kinabo. “The key challenge is getting our people to have the right culture that is going to be sustainable for 106 the business. This involves instilling our values of accountability, effectiveness, openness and honesty.

“In addition, it’s about building the habits of planning, budget management, having ambition and quality consciousness towards maintaining the standards we need. Therefore, we have changed the way we hire. We now focus more on attitude, how you’re going to fit in with our culture and vision.” she adds.

Within its culture change, CEG has placed significant emphasis on implementing and promoting diversity and inclusion. This ensures a good mix of ideas, perspectives and competencies for an effective and more SEPTEMBER 2018

● Corporate Office ● Corporate Office and operations ● Operations ● Registered Entity

Head Office — Mauritius

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“ We’re giving opportunities to young Nigerians, young Kenyans, Tanzanians etc. who otherwise find it difficult to get learning opportunities in this industry; to come and learn from our seasoned staff.”

— Anette Kanora, Group Communications Officer, CSI Energy Group

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sustainable organization. A key drive is hiring more women in the project implementation side of the business, and area that is typically male dominated. For International Women’s Day this year, CEG took part in the worldwide Press for Progress theme by producing a video showcasing the women of CEG who are making waves in an industry not traditionally associated with them. “The industry is very male-dominated,” says Kinabo, “but CSI stands out in the number of women we have, from technical and 108 implementation to the business services support side. We do this consciously.”

Click to watch: ‘Meet the doers, facilitators and influencers of CSI Energy Group’

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“We celebrated the women of CEG because we understood how challenging it is for our industry to have so many women.” adds Kanora. “The video also showcases the different levels at which women are excelling in this industry inside CEG and provides encouragement to girls all over the world.”

In addition, CEG has adopted a training and development policy which is adaptable to the location and timeframe of every project. “In ensuring that our teams are effective, we do understand that in some areas we have to bring in non-national expertise,” says Kanora, “but we ensure the skills we do import are transferred to the local team. Through our internship programme, we’re giving opportunities to young Nigerians, young Kenyans, Tanzanians etc. who otherwise find it difficult to get learning opportunities in this industry; to come and learn from our seasoned staff, both national and non-national.”

In allowing CEG to business sustainably, the company is also committed to working toward the UN’s Sustainability Goals. In 2016, CEG endorsed the UN Global Compact (UNGC) which is the largest CSR initiative in

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“ What we are trying to take to new countries is our brand, culture of safety, and an ability to bridge the quality gap which international companies find difficult to do in Africa.”

— Peter Gathercole, Director of Business Development, CSI Energy Group

the world. Being a signatory means that CEG embraces the 10 universal principles centered around human rights, labor, environment and anti-corruption. These UNGC requirements have been embedded in CEG’s operations at every level from strategy, policies, standard operating procedures and best practice. www.unglobalcompact.org

employees, just 71 of which were employed directly by CEG. Labour sub-contractors are therefore vital for every project, and it’s important these partners support CEG’s culture and values of safety, quality, openness and honesty. A key partner in mechanical engineering skills for Kinyerezi 2 is APG, a local Tanzanian organisation which provides workers of varying levels of skill and experience. For electrical skills, CEG works with Proper Electrical as a go-to partner in Tanzania; it’s a relationship that’s

SUSTAINABLE RELATIONSHIPS As a company that operates with a core team as well as subcontracts staff to bring in specific skills for the duration of projects, building strong relationships with reliable partners is a must. For example, CEG’s Kinyerezi 2 project involved over 2000 w w w. e n e r g y d i g i t a l . c o m

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“ We have changed the way we hire.

We now focus more on attitude, how you’re going to fit in with our culture and vision.”

— Tunu Kinabo, Director of Business Services, CSI Energy Group

evaluate and update. In addition, CEG’s priority vendor Tansales (London) Ltd provides the business with a one-stop solution for many of its produce needs – Tansales is an important partner as its service model really embraces the CEG values as part of their strong business relationship. “A strong supply chain with partners like Tansales, embracing CEG values and supporting its vision, enables CEG to continue to achieve its strategic goals,” comments Kinabo.

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lasted for four years and counting thanks to Proper Electrical’s reliability, responsiveness and integrity.

As an EPC contractor, it’s no surprise that effective procurement is a key focus for CEG. The company’s professional procurement division leverages the latest technology for this very purpose, namely SAP as its ERP system (enterprise resource planning system), to deliver the best possible quality maternal and tools for its clients. This system affords CEG an effective vendor list it can continuously SEPTEMBER 2018

From openness and honesty, to effective quality service on a localised scale, CSI Energy Group’s core values are timeless and the business looks forward to continuously focusing on these both internally and externally to achieve its long-term strategic targets.

In creating a modern business culture through investing in its workforce and empowering staff to perform through solid and structured policy and process, CEG can grow sustainably on its journey of growth from East to West Africa.

Indeed, major projects such as the Kinyerezi 2 Power Plant ant Julius Nyerere international Airport Terminal 3, Tanzania, illiterate this commitment to quality and effective performance, as do the many more

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projects CEG has delivered for its clients in several new countries over the past year. None of this would be possible without the strong internal confidence the business shows to staff and process, as well as the support of a strong network of suppliers. Through this, CEG looks forward to an exciting future. Over the next five years, the business will continue to focus on international infrastructure projects with exciting developments planned in Rwanda, Tanzania and Ghana specifically during the next year. The business will also leverage the skills, strengths

and partnerships at its disposal to explore investment opportunities in both infrastructure and Independent Power Projects.

In order to achieve such lofty ambitions, CEG is keenly aware that a continuous focus on the needs of its staff, and enabling the personal development of all employees, is of paramount importance to its sustainability strategy. CEG will continue to further develop a workplace and work environment that leverages modern technology to enable staff independence and an ability to perform in their w w w. e n e r g y d i g i t a l . c o m

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‘ In creating a modern business culture through investing in its workforce and empowering staff to perform through solid and structured policy and process, CEG can grow sustainably on its journey of growth from East to West Africa’ roles wherever and whenever they wish.

Trusting in a competent and committed team which has been given the tools to work independently of supervision will be ever more essential to CEG’s regionally distributed business structure in the coming years.

CEG continues to evolve its culture based upon solid business and personal values of openness, honesty, effectiveness and accountability delivering on its vision and achieving its mission, of improving lives through enhanced infrastructure and increased access to energy.

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EnviroServ

RESPONSIBLE WASTE MANAGEMENT IN SOUTH AFRICA WRIT TEN BY

L AUR A MULL AN PRODUCED BY

ARRON R A MPLING

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Delivering solutions across the automotive, chemical manufacturing sectors and more, EnviroServ is leading the way with environmentallyresponsible waste management.

A

s new lifestyles and new technologies enter the fray, society has also seen the rise of another by-product – waste. A few

decades ago we didn’t have to think about how

we disposed of our smartphones or how we’d navigate stringent waste regulations, but for 116

today’s businesses, it’s more important than ever.

Since opening its doors in 1979, EnviroServ Waste Management (Pty) Ltd. has been first to market with many groundbreaking waste management solutions, some of which are still recognised as best practice in the sector. Now, thanks to this pioneering approach, the company has established itself as one of the largest waste management firms in South Africa today.

Recognising the importance of protecting both the environment and community, EnviroServ’s sustainable ethos has become a guiding principle in all that it does. Rakesh Seetal, Head of Procurement and Supply Chain, says that it’s the company’s leading reputation that distinguishes it from the rest.

“EnviroServ is a waste management company that uses ethical and best practices in the SEPTEMBER 2018

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E N V I R O S E R V W A S T E M A N A G E M E N T LT D

disposal of waste recycling,” he explains.

“We use the three Rs: reduce, reuse and recycle. We may use landfill if necessary but a key motivator for the company is thinking of alternative uses of waste.

“As part of our ethos, we put our customers first and provide them with the best alternatives for waste disposal or waste management. We’ve done it responsibly for many years. As a result, our reputation precedes our marketing efforts. Working with our customers for decades has really helped us become a leader in the market.”

Like any business, a robust supply chain 118

function has been a key driver of growth at EnviroServ. With a spend of over ZAR50mn ($3.8mn) under its belt, the South African company has implemented an increasing

“Procurement used to be a back-office function but now it is now taking a leading role in creating this strategic competitive advantage” — Rakesh Seetal, Head of Procurement and Supply Chain SEPTEMBER 2018

number of benchmarking activities to ensure that it’s upholding only the best industry practices.

As part of this, Seetal outlines how the waste management firm has streamlined its supplier network so that it can respond quickly to the market and enhance its value chain.

“We’ve just put more and more benchmarking exercises into our

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BIO

division,” he notes. “Four years ago, we had approximately 7,000 suppliers and now we have brought it down to about 1,400. Every day, we strive to get the best suppliers into our database. Through benchmarking or supply evaluations we weed out the ones that do not

Rakesh Seetal, Head of Procurement and Supply Chain for EnviroServ Waste Management. EnviroServ’s primary focus is the transportation and management of waste. EnviroServ is a multi-national company, operating within southern Africa. EnviroServ’s purchasing power is approximately R1 Billion. My role and purpose is to execute the procurement and supplier management strategy and policy to support EnviroServ’s vision. I am responsible for building strong relationships with suppliers by negotiating the best deals based on quality, delivery and price, and tracking and reporting on performance against contractual agreements and relevant Key Performance Areas and Indications.

I am a professional and presentable person, with a strong but empathetic character. I work well independently as well as collaboratively in a team setting and have been able to distinguish myself in all my previous jobs.

add value to our supply chain.

All the benchmarking we have done and continue to do on w w w. e n e r g y d i g i t a l . c o m

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121 a day-to-day basis helps us to

Seetal. “Each of our divisions has

get the right suppliers onboard.”

set targets for savings; they strive

As well as offering environmen-

to do more with less or to find

tally-conscious products and

alternative products or services

services, EnviroServ has also

to achieve our goals.”

championed cost-efficient waste

EnviroServ prides itself on

management which is clearly

offering a range of specialist

evidenced by the firm’s procure-

products and services, from

ment and supply chain function.

hazardous waste services and

“One of the other strategic

waste collection services to

drivers in procurement is the need

waste recycling and on-site

to bring savings into the supply

waste management. Like many

chain. Strategic buying can help

countries across the globe,

you get the right product at the

landfill is no longer seen as the

right place at a lower price,” says

preferred waste management w w w. e n e r g y d i g i t a l . c o m

E N V I R O S E R V W A S T E M A N A G E M E N T LT D

1979 Year founded

EnviroServ

is the largest waste management company in South Africa

Pro

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123 option in South Africa. As a result, EnviroServ strives to use landfill as little as possible, instead offering alternative waste disposal services.

Over the past 40 years, EnviroServ has gained deep insight and experience across a variety of different industries such as the automotive, chemical and food and beverage sectors. Attracting and retaining some of the foremost scientists and engineers in the waste

“We’re currently one of the market leaders and we hope to stay there” — Rakesh Seetal, Head of Procurement and Supply Chain

management field, the company has increasingly zeroed in on emerging technologies to offer alternative waste management solutions.

In doing so, technology is assisting the firm as it tries to address some of the w w w. e n e r g y d i g i t a l . c o m

E N V I R O S E R V W A S T E M A N A G E M E N T LT D

biggest waste management issues facing industries today.

“We try not to do the same over and over again so finding new technologies and new products is paramount to our success,” highlights Seetal. “In our landfill sites, we are using classification projects and evaporation techniques and we are also looking at different technologies in the market. We send our technology managers across the world to see what technology is available and then we bring it back to South Africa.

“Additionally, we are always on the lookout 124

for better equipment. We don’t just stick to one brand because it’s been the best in the past, we’re always looking out for new alternatives.”

To reduce its customers’ reliance on landfill, Seetal highlights how EnviroServ is also exploring new ways it can upcycle waste materials.

“If you look at the waste management sector, ideas such as waste reusing, recycling or upcycling are some of the biggest trends that are happening today,” he notes. “Therefore, we are also looking to find companies that can use these waste materials.

“For example, a tyre could be used in road manufacturing or it could be used in the making of a mat. Paper can be recycled

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into pulp and then reused.

Plastic can be remodelled.

Glass can be used in art material. We can support schools and art companies in providing such materials.”

Developing strong supplier relationships is a key aspect of any robust supply chain and it is something which hasn’t been overlooked at EnviroServ.

When selecting suppliers, EnviroServ adopts a multi-faceted approach, taking into consideration issues such as such as price, product, service and Black Economic Empowerment (BEE) into account.

As such, Seetal believes that the South African firm develops sincere relationships with the suppliers it works with. “At the end of the day, it is a partnership,” he says. “We believe that our suppliers are critical to our success and if they are successful, we are successful.”

On the frontline, EnviroServ’s dedicated team works closely

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E N V I R O S E R V W A S T E M A N A G E M E N T LT D

with suppliers and learns first-hand

who understand the problems, under-

about its customers.

stand the challenges out in the field.”

“It’s a small team of centralised

Combining an industry-led reputa-

buyers supported by regional buyers,”

tion with a socially-conscious perspec-

describes Seetal. “We need those

tive, EnviroServ has pushed for

regional buyers to get information

continuous improvement across

from the ground floor. I believe that you

a spectrum of industries. It has

cannot run a procurement division from

become a trusted and preferred

head office alone. You need people

waste management supplier because

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it understands that, as exciting tech-

whether that’s in South Africa, south-

nologies enter the fore, sustainable

ern Africa or other neighbouring

waste management isn’t a finite

African countries, we want to be

concept. As society’s needs, habits and

the best. We want to be a partner

awareness of health and environmental

of choice. Procurement used to be

issues have evolved, so has EnviroServ.

a back-office function but now it is

“We’re currently one of the market

taking a leading role in creating this

leaders and we hope to stay there,”

strategic competitive advantage.”

adds Seetal. “We want to grow and,

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