Energy Digital - November 2014

www.energydigital.com | November 2014

Special Report M&W Group Sees a World of Opportunity WindStream SolarMill

A New Kind Of Hybrid Top 10

Wind Turbine Suppliers waste management

Is Biogas Best?

2020 Vision Solar’s near future

e d ito r ’ s c omm e n t

Outlook is important B E i t s h o r t t e r m , long term, or somewhere in

between, trying to get a hold on what’s to come is vital for not being surprised or thrown out of wack. This is exceptionally true for the energy sector, as forecasts and predictions for the future shape policy being made today.

In our cover story this month, we gaze into our crystal ball (and by crystal ball, I mean reports and analysis) and try to see the near future of the solar industry—whose size is set to double by 2020. It’s set to be an exciting few years for the industry, as global solar is looking to become a major economic driver. Perhaps most exciting, though, is the novel ways solar power is being utilized and how that will shape the long-term future of the industry.

Also this month we feature WindStream’s SolarMill—an innovative hybrid of a solar panel and a wind turbine that’s tackling a major issue in renewable energy.

We’ll also look into biogas, a waste management solution that has the industry talking as they weigh its costs and benefits.

Over in utilities, we discuss the potential for international expansion. Is it a growing utility’s best friend, or its worst nightmare?

Finally, we’ll look at the top 10 wind turbine suppliers by their market share.

Enjoy the issue!

Kevin Smead Editor kevin.smead@wdmgroup.com 3

Big landscapes Inspire big thinking

THERE’S NOTHING LIKE AUSTRALIA FOR YOUR NEXT BUSINESS EVENT. This year we chose Australia for our global congress. It was an easy choice, as Australia’s proximity to Asia gave us the opportunity to attract many new delegates. The program was one of the best in years. New Australian developments in our field attracted a lot of interest and strong international research partnerships were established.

Australia is on everyone’s list to visit, and it lured our highest number of delegates yet. There’s no doubt they’ll be talking about this convention for years to come.

Dr Louise Wong, International Board Member

visit australia.com/businessevents/associations for everything you need to plan your australian event.

Contents

Features

8

24 16

UTILITIES

Beyond Your Borders

Green Tech WindStream’s SolarMill

32 Waste Management Is Biogas Best?

Top 10 Wind Turbine Suppliers

40

RENEWABLES 2020 Vision

5

Contents

100

Century National Bank

Company Profiles EUROPE

Australia

48 NIA: Nuclear Industry Association

108 Innovative Fluid Systems

SPECIAL REPORT

58 M+W Group

America Latina 72 Corporacion San Diego

114

122 NZ Diving and Salvage 128 SymonsGroup

84 Leviton

BRAZIL

CANADA

152 Desenvix Energias Renovรกveis

138 CPFL Brasil

94 K-Line Group

Sigra Engineering

114 Sigra Engineering

SPECIAL REPORT

USA 100 Century National Bank

164 Flexitallic

K-Line Group

94

122 58

108

Innovative Fluid Systems

NZ Diving and Salvage

M+W Group

Symonds Group

128 72

Corporacion San Diego

7

Utilities

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November 2014

The international boundary between the U.S. and Canada

Beyond Your Borders International expansion can be the next big step for a growing utility – or its worst nightmare.

Writ ten by Kevin Smead

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U TI L ITI E S For utilities, international expansion can be a tricky thing. It means placing your assets in countries other than your own and essentially starting up a new business. For some utilities, international expansion is the key to growing your business and remaining successful. For others, it can be a mistake that ends up in a substantial loss of funds.

What makes a utility’s expansion successful, and what are some companies that have successfully gone beyond their borders?

Duke Energy In the U.S., Duke Energy is at the top of the list when it comes to utilities. The country’s largest electrical power holding company, Duke Energy is surprisingly focused on primarily the U.S. Duke owns a whopping 58,200 MW of base-load and peak energy generation in the U.S. and services roughly 7.2 million customers. Also noteworthy is Duke’s large service area, which spans 104,000 square miles.

With such a large service area, it would make sense that Duke would want to stay put. However, 10

November 2014

the company has expanded into Latin America, Canada, and even Saudi Arabia.

Duke’s international subsidiary is called Duke Energy International and is headquartered in Houston, Texas.

Most of its 4,900 MW of generation capacity are in Latin America. The company entered the region around the turn of the twenty-first century and has been highly successful ever since.

According to investing analyst site Trefis, the company has been successful in Latin America because of the region’s high growth potential and high electricity prices in the region, though drought could put Duke’s Brazilian operations—which are primarily hydroelectric—in Jeopardy.

“If the drought continues in the next year as well, it could potentially impact the margins for Duke’s international operations,” Trefis writes. “Chile has also been facing a drought in recent times and this has slowed down hydroelectric power generation in the central part of the country. If this were to persist into the future, the output of Duke’s hydro-power operations in the country could also be impacted.”

While it’s certainly a big factor in Duke’s international expansion,

‘Duke owns a whopping 58,200 MW of base-load and peak energy generation in the U.S. and services roughly 7.2 million customers’

The Duke Energy headquarters in Charlotte, North Carolina

U TI L ITI E S the utility has been very cautious about its expansion, ensuring it has a strong base of revenue in order to weather more difficult times. Duke presents a great example of a utility that’s expanding internationally in a smart fashion, while keeping its homegrown business booming.

First Utility Britain’s largest independent gas and electric supplier First Utility is also looking toward international expansion. The company, which has been around since 2008, has been increasingly successful in the U.K., but not wishes to take its services to neighboring European countries. Specifically, the group is looking toward Germany, the Netherlands, Belgium, and North America as possible areas for future international expansion.

However, in order to do that, they need the funds.

“There are things we are interested in doing like taking our business model beyond the UK. Raising some capital to do that might be something we’ll consider in future,” Chief Executive Ian McCaig said in a telephone interview with Reuters.

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Enel’s Salt Wells geothermal plant in Fallon, Nevada. The utilities’ operations span 40 countries They have several options for raising the capital for international expansion, including putting the company on the open market in the form of an IPO. While these plans are not finalized, the company certainly knows what it’s looking for in terms of somewhere to expand to.

“We are looking at markets where there’s a deregulated environment coupled with a low level of price control intervention from the state,” McCaig said.

B e y o n d You r B o r d e r s

Essentially, First Utility is looking for markets ready to take their energy infrastructure to the next level.

Emerging Markets First Utility isn’t the only one looking to emerging markets for potential expansion. A number of European utilities are looking to take their business to fast-growing markets.

GDF Suez is a leader in harnessing the potential of emerging markets.

Unlike Duke or First Utility, the

company produces more energy outside of its home market of France.

It’s the largest energy producer in the Middle East and the second largest in Brazil. The company’s chief executive, Gérard Mestrallet, believes for utilities to see continued success in the future, they need to look outside of their home markets.

“Ninety per cent of incremental energy demand will be outside the OECD,” he said. “In Europe and the US, energy demand is 13

U TI L ITI E S declining by 1-2 per cent, even though economic growth is flat.”

Italy’s Enel is also looking toward expanding into emerging markets. Since the Italian power market isn’t particularly large, the company has had to look elsewhere to be successful.

“We’ve moved from being an old lady in a small market . . . to a multinational across 40 countries,” Fulvio Conti, Enel’s chief executive, said.

One company that’s facing expansion hardships is Germany’s Expansion can be a risk, especially when entering markets such as Turkey, which is experiencing political and economic unrest

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November 2014

‘Political and economic unrest in Turkey has also put some of its assets in jeopardy, as the cash flow from the country isn’t necessarily a guarantee anymore.

Similar problems are being encountered in Russia’

B e y o n d You r B o r d e r s

While some utilities such as GDF Suez have succeeded in Brazil, others such as E.ON, who looked to offset losses at home, have not been as successful

E.ON, who has recently expanded into Brazil and Turkey. This was preceded by an earlier move into Russia. While the expansion is certainly beneficial, analysts predict that it won’t be enough to offset E.ON’s declining profits in Germany.

Political and economic unrest in Turkey has also put some of its assets in jeopardy, as the cash flow from the country isn’t necessarily a guarantee anymore. Similar problems

are being encountered in Russia.

“As a result of regulatory changes, weak demand growth and currency impacts, their returns there have been lower than expected,” Sofia Savvantidou of Citi said. “It’s too early to judge whether it’s been a success.”

So, international expansion might not be the answer for every utility, though there are certainly some for who it has been exceedingly successful.

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G r ee n Te c h

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WindStream’s

SolarMill WindStream’s innovative SolarMill is a new kind of hybrid—bringing together solar panels and wind turbines in one efficient, space-saving unit.

Writ ten by Kevin Smead

The WindStream SolarMill.

The unit features panels atop vertical wind turbines 17

G R E E N T E CH When it comes to large-scale renewable, space can be an issue.

This is particularly true when it comes to island nations. In recent years, the first course of action has been to look to offshore solutions, be it wind or solar. Development in technology has driven this even further, with the advent of floating offshore installations allowing renewable energy producers to harness energy more effectively

and in places they might not have been able to previously.

While this is certainly an innovative solution to an unavoidable problem, one company has approached it from a different angle by combining several forms of renewable energy together to form a compact generating device that takes up significantly less space than its larger counterparts.

This new piece of hardware comes from Indiana’s WindStream

Application of the SolarMill has been discussed in the residential and commerical sector

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November 2014

W i n d S t r e am ’ s S ola r M ill

Technologies. The SolarMill is a hybrid solar panel and wind turbine installation that has unmatched energy density. The SolarMill can also be deployed in markets where there isn’t enough solar or wind potential to be worth deploying one or the other on its own.

So, who is WindStream and how is the SolarMill changing the game when it comes to renewable energy installations?

‘The SolarMill is a hybrid solar panel and wind turbine installation that has unmatched energy density’ From Concept to Completion WindStream got its start in 2008 with hopes of engineering and designing a renewable energy device that was accessible and widely available on a global scale.

2009 saw the company set up its R&D arm at the Purdue Research Center in New Albany, Indiana.

WindStream allied itself with Purdue, gaining support and resources from the university. It needed all the help it could get, as it aimed to design a device that was not only revolutionary, but needed to be produced on a mass scale.

In 2011, with several years of prototyping under its belt, the company set up a production facility 19

G R E E N T E CH

“Essentially, the device is designed to be deployed in nearly environment and be able to produce a substantial amount of energy”

The single panel model of the SolarMill 20

November 2014

in North Vernon, Indiana, where it still produces its turbines currently.

Since then, the company has split its operations between India/South Asia and the US. Today, the company is still expanding into emerging markets.

The Wind beneath Its Panels Bette Midler jokes aside, the SolarMill is literally wind turbines with solar panels on top. It’s extremely compact, with its 1 panel units only 1.45m wide and .70m deep. This compact size allows a large number of them to fit in a small space.

There are different models with multiple panels, but the design essentially remains the same.

In addition to the space saving measures of the panels, it also has a number of other advantages. Because of the hybrid nature of the panels, it can produce power 24-hours a day. WindStream touts the further versatility of the hybrid panels by noting their on and off grid capabilities.

The unit is also incredibly durable, able to withstand temperatures from -30°C to 50°C. Essentially, the device is designed to be deployed in nearly environment and be able to produce a substantial

W i n d S t r e am ’ s S ola r M ill

A technician works on the SolarMill installation on the Meyers, Fletcher, and Gordon law firm in Kingston, Jamaica amount of energy. Especially since there’s minimal maintenance required, it’s a workable solution for making renewable energy more accessible.

Meyers, Fletcher, and Gordon The most notable deployment of SolarMill tech is on the Meyers, Fletcher, and Gordon law firm in Kingston, Jamaica. The installation, which came online in late July, is

the world largest hybrid solar and wind farm. It was a very lucrative investment for the firm, since they’re expecting to see returns on their investment in only 4 years.

“We have been at the forefront of the Jamaican legal landscape for 70 years and we are pleased to be continuing that trend by leading in Jamaican sustainability and renewable energy,” Meyers, Fletcher, and Gordon’s CEO 21

G R E E N T E CH Donovan Cunningham said. “This was a bold undertaking and we expect to reap rich rewards through our partnership with WindStream.”

The partnership was also lucrative for WindStream, as they hope to do more work in nations like Jamaica.

“We are proud to be working with JPS, which is distributing our products within Jamaica and throughout the Caribbean,” WindStream COO

Travis Campbell said. “This SolarMill installation is an excellent model for other businesses to follow. If you are interested in energy efficiency and saving money, SolarMills are a simple, cost-effective solution.”

A Bright and Blustery Future With the success of the Jamaica deployment, WindStream is expanding rapidly into various

WindStream’s mobile command center. This would allow first responders a base of command that runs on renewable energy using SolarMill tech

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November 2014

W i n d S t r e am ’ s S ola r M ill

international markets.

The company formed WindStream Energy Technologies, a subsidiary, and opened a second office in India in June in order to better break into the Asian market.

“This country is perfect for WindStream’s SolarMill technology,” Venkat Kumar Tangirala, President of WET, said. “India is a vast market that is in need of new sources of renewable energy and the ease of use and efficiency for the SolarMill has already garnered great interest and traction with customers and government agencies throughout the country.”

WindStream is also looking to break into the Japanese market and will provide energy-efficient lighting company Tosmo with SolarMills.

“Tosmo has recently displayed the SolarMill at trade shows throughout Japan, including this year’s Grand Renewable Energy Show in Tokyo to an overwhelmingly positive response” Tosmo CEO Shigeo Ozawa said.

“This is the right product at the right time for our marketplace.”

The company is also working on projects at home in the U.S. In partnership with the Indiana

Department of Homeland Security, WindStream is developing a portable trailer for first responders that runs on renewable energy. The design is based around the SolarMill technology, though it was adapted to meet the needs of the IDHS. “With the push of a button the system automatically deploys, greatly reducing the time to set up a command center and begin powering the needed equipment that serves such a critical role in any response environment,” Dan Harris, Executive Vice President at WindStream Technologies, said.

“As an American manufacturer, we are very proud to have created a solution which meets the needs of Homeland Security while at the same time opens the door to provide the technology to not only US government agencies but other countries faced with the same mobile challenge.”

WindStream’s success can be attributed to its adaptability.

The device can be deployed in a number of scenarios, making it the perfect solution for bringing renewable energy to developing and prosperous nations alike.

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R E N E WA B L E S

2020 Vision Predictions show that the global solar industry is set to double by 2020, but what does this vision of the near future look like?

Writ ten by Kevin Smead

25

R E N E WA B L E S It’s no secret the energy landscape is changing. More countries are relying on renewable energy sources and are attempting to phase out fossil fuels. When one examines the speed with which the transition is occurring, however, the findings are somewhat staggering.

In August, consulting firm Frost & Sullivan reported that revenues in global solar power market are expected to more than double by 2020, from $60 billion in 2013 to $137 billion.

2020 is an important year for the industry, as there has been quite a bit of research conducted and outlooks provided that set this near-future date as an important milestone or target.

While there multiple figures

‘In August, consulting firm Frost & Sullivan reported that revenues in global solar power market are expected to more than double by 2020, from $60 billion in 2013 to $137 billion’ 26

November 2014

contributing to this boom, it’s still quite the thing to realize that the market will be twice its current size in only 6 years.

So, what does this vision of the near future look like for the solar industry?

No Surprise As renewable energy website CleanTechnica notes, Frost & Sullivan’s report isn’t telling people anything they don’t already know.

“According to the report, ‘Frost & Sullivan estimates that global solar market revenues will grow between 2014 and 2020 despite the economic uncertainty in the global markets,’” writes Joshua S. Hill, “—a statement that needs to be awarded a big ol’ ‘No kidding!’ for its absolute lack of insight.”

So, what’s the main takeaway if the industry is expected to explode anyways?

The report does note that Asia will see the most development, accounting for 46% of annual installed solar capacity. The top four countries expected to take the greatest leaps toward are China, Japan, India, and Australia.

The biggest question mark in that group is most certainly

2 0 2 0 V isio n

Despite the country’s potential scaling back of the Renewable Energy Target, Australia’s solar industry is predicted to grow rapidly

Australia. With its potential scaling back of the country’s Renewable Energy Target, it’s difficult to say what its solar future looks like.

That’s not to say there aren’t optimists, though. Citigroup recently forecast that by 2020, the capacity of the Australian solar market would reach 14 GW—a huge amount of growth from its current 2.2 GW. Essentially, the most important

takeaway from the Frost & Sullivan report is that while growth may not be surprising, some of the areas in which it will occur might be.

An Economic Growth Driver Often times when discussing renewable energy growth, the discussion of jobs and the economy are at the forefront of conversation.

So, having established the industry 27

R E N E WA B L E S

The solar industry has found an unlikely ally in the city of Austin, Texas

‘Austin is just one out of a number of American cities looking to achieve some level of aggressive solar goals by 2020’ will most certainly grow, what will that growth look like?

A report out from the Centre for Economics and Business Research (CEBR) in the U.K. gives a potential snapshot of what the industry could look like come 2020 in terms of its economic growth.

The report, which focuses solely on the U.K., predicts an employment figure of 50,000 workers and an 28

November 2014

additional ÂŁ25.5 billion added to the economy. These are impressive numbers, and even more so if the funds and jobs are able to remain in the U.K. There is a common criticism leveled against the industry that this does not happen as often as it should.

Ben Cosh, managing director of TGC Renewables aimed to quell these fears. The report finds that 63% of the materials and services from the

2 0 2 0 V isio n

solar supply chain would come from within the U.K., and the percentage is expected to rise to 71% by 2030.

“We’re trying to bust a myth here,” Cosh said. “Solar contributes to the British economy because British supply chains do most of the balance of plant.”

Also noteworthy in terms of the near future outlook, is the industry is actually looking to scale-back governmental assistance for renewable energy. Solar farms are projected to be less expensive than new gas plants by 2018 and even fall below wholesale electricity by 2024. With the costs decreasing, it would seem the industry could stand on its own.

“We believe that government support for solar energy should come down gradually, in line with falling costs, until solar electricity is consistently the same price as the market price for electricity,” Paul Barwell, chief executive of the Solar Trade Alliance, said. “Once we have reached that point—what we call solar independence— solar no longer needs any support and will, with time, bring down energy bills. But it will need stable, gradually

declining, support to get there.”

While the main focus of the report is 2020, it also provides an outlook until 2030, which could see the industry double once more.

Strong Support As solar growth is good for economic growth, there is strong policy support behind its development.

One such case of this can be found in Austin, Texas. Texas, a state known for its big oil production, might seem an unlikely place to heartily support solar, but Austin is certainly jumping on board. The city has set aggressive goals to have 600 MW of utility scale solar by 2017 and 200 MW of rooftop solar by 2020.

The size of the solar industry is set to double by 2020

29

R E N E WA B L E S Citing falling costs for solar and the potential to save ratepayers money, the city decided going solar was very much in its best interests.

“The resolution would save Austin ratepayers money and keep electricity prices in the lowest 50 percent range among Texas utilities. With numbers like that it’s no mystery why utilities and power producers are starting to see the light on solar,” The Energy Collective’s Marita Mirzatuny writes. “Recently, the City of Georgetown, with about 1/20th the number of customers of a utility like Austin Energy, issued its own proposal for 150 MW of solar. Since the Austin Energy announcement, several utilities in Texas have been looking at investments in new solar power plants.”

Austin is just one out of a number of American cities looking to achieve some level of aggressive solar goals by 2020.

The U.S. federal government is also throwing its support behind solar, aiming to add at least 50,000 new solar employees by 2020. In order to make this happen, the U.S. Department of Energy is partnering with community colleges to provide opportunities 30

November 2014

‘Perhaps the m yet most unce solar’s future in in our foray int

Solar will play a large part in the future of the International Space Station, which is set to stay in orbit until at least 2020

most exciting, ertain part, of nvolves its role to outer space’

2 0 2 0 V isio n

for military veterans to get training in order to enter into the solar field.

To the Stars Perhaps the most exciting, yet most uncertain part, of solar’s future involves its role in our foray into outer space.

The International Space Station (ISS) relies on solar arrays for power and their further innovation could help leader to more efficient space flight. Currently, the ISS is set to remain space-bound until 2020, though the U.S. government hopes to keep it airborne through 2024.

For this to happen, there needs to be a solution for keeping the solar arrays safe so they can get enough power to the station to keep it flying. A proposed solution has been recently seen in the form of folding panels that curl up like a flower and unfurl when needed.

As the industry continues to grow, by 2020, we could see a more efficient and better-equipped ISS that could take us to the planets and beyond.

Still, what’s happening on the terrestrial side of the solar industry is equally exciting. With the industry set to double its size in just 6 years, now’s a wonderful time to be standing in the sun.

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W A ST E M A N A G E M E NT

Is Biogas Best?

The innovative waste management solution is quickly gaining popularity, but where does it stand among its peers?

W r i t t e n b y: K e v i n S m e a d

33

W A ST E M A N A G E M E NT In the world of waste management, much has been made recently about the rise of biogas.

Produced from the breakdown of raw materials, such as recycled waste, it leaves a very small carbon footprint and is a sustainable energy source. ‘ However, as with every form of renewable energy, biogas is currently experiencing some growing pains on a number of different fronts. The real question is: are they severe enough to hinder the industry?

The Industry’s Potential In simple terms, biogas is produced using an anaerobic digester.

Agricultural waste, sewage, and food waste is fed into the digester.

It’s highly effective and leaves little A typical anaerobic digestion plant

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November 2014

carbon footprint. Also, it’s an effective form of waste management, as it provides a use for otherwise unusable waste. Its real benefits, however, lie in the waste-to-energy sector, as it has a variety of different uses.

It has been estimated that the usage of biogas could meet up to 3% of North America’s electricity needs. Compression of biogas could also replace compressed natural gas for usage in vehicles.

Its real potential lies in its uses in the agricultural sector. The U.S. Environmental Protection Agency estimates that 8,200 U.S. dairy and swine operations could support biogas recovery systems. This would be equivalent to roughly 13 million MWh and potentially displace 1,670

“EPA estimates that 8,200 U.S. dairy and swine operations could support biogas recovery systems.

This would be equivalent to roughly 13 million MWh and potentially displace 1,670 MW of fossil fuel generation annually”

Some worry that corn, which can be used in biogas production, will take planting space from edible crops MW of fossil fuel generation annually.

Incorporating biogas into wastewater treatment to remove and reuse solids could be highly beneficial as well. According to the U.S. EPA, the energy generated at U.S. wastewater treatment plants could meet 12% of the U.S.’ national electricity demand.

The U.S. Department of Energy’s Alternative Fuels Data Center lists 4 key benefits from using biogas: Increased energy security in biogas’ offsetting of non-renewable sources; Lower emissions via the capture of methane, which is 25 times stronger than C02 as a greenhouse

gas; Easier compliance when it comes to landfill requirements; and perhaps most importantly, a cleaner environment through reduction of emissions and landfill waste.

While all of these aspects are certainly points for supporting the industry, what does biogas utilization look like in reality?

Giving the Industry Some (Bio)Gas In practice, the biogas industry could hardly be doing better. 2014 has been a great year for biogas, as the industry has made strides forward 35

W A ST E M A N A G E M E NT both innovation and policy wise.

In the U.S., the EPA laid out its Biogas Opportunities Roadmap, which enlists diaries to help drive biogas production and reduce greenhouse gas emissions in the process. Initially, biogas was left out of the EPA’s other renewable energy policy updates, but its current inclusion is being viewed as a big win for the industry.

“For the first time, our industry got recognized. That’s a huge success,” Erin Fitzgerald, senior vice president of sustainability for the Innovation Center, said.

The roadmap has three major parts to it. The first involves identifying and overcoming the barriers that are currently hindering the biogas

The city of Malmo, Sweden was reinvogorated with help from renewable energy sources, including a great help from biogas 36

November 2014

‘While these are major leaps forward for the U.S. biogas industry, Europe is already leading the charge’ industry. Second, and perhaps most important, is educating financial institutions that biogas is a viable, reliable, and beneficial investment opportunity. And finally, the roadmap lays the groundwork for innovation and improvements to industry technology and practices.

While these are major leaps forward for the U.S. biogas industry, Europe is already leading the charge. In Germany, there are 6,800 digesters while the U.S. only has around 200.

Sweden has been using the technology for nearly a decade, using it to help revitalize the oncederelict city of Malmo via the Bo01-City of Tomorrow project.

“It was a challenge for the future,” explains Eva Dalman from the Bo01 architectural team. “Bo01 was the answer to the question, how could solve the biggest

IS BIOGAS BEST?

Biogas has a number of applications, one of which is to power vehicles such as this Volkswagen which runs on the fuel

environmental problem, global ones, in a sustainable city development without making those sacrifices?”

Biogas, along with wind and solar installations, was a big part of that answer.

Growing Pains Still, there is room for improvement.

One major hurdle is the financial one. Startup costs for biogas plants are quite high, and that’s hurt their potential deployments in countries such as the U.S.

It’s estimated that there are roughly 2,100 biogas systems operating in the U.S. currently, though the potential exists for at least 10,000 more.

There is also concern that agricultural production will shift toward growing fuel, such as maize, rather than actual edible crops.

In fact in Germany 30% of the total maize harvest was fed into AD digesters. That biogas expansion has led to massive land use change at the expense of permanent grassland— creating so-called ‘maize-deserts’: 37

W A ST E M A N A G E M E NT huge areas of nothing but maize monocultures,” Kenneth Richter from Friends of the Earth writes.

“Maize is an industrial crop high on artificial inputs such as pesticides and fertilizer; it is also making soils particularly prone to erosion and,

as a result, flooding. Land used for maize crops is also particularly void of wildlife. Birdlife International has warned that the maize expansion is a serious threat to many bird species.”

And while biogas is already well established in Europe, the European

‘Maize is an industrial crop high on artificial inputs such as pesticides and fertilizer; it is also making soils particularly prone to erosion and, as a result, flooding’

Flooding due to biocrop mismanagement

debt crisis could threaten to derail that, as continued innovation requires quite a bit of funds.

“Financing for clean energy projects is therefore dependent upon the heath of the banking system,” writes Waste Management World. “Given the European banks’ high levels of exposure to sovereign debts of states, the report cautioned that raising capital will likely become difficult and equally expensive. …

According to GIA this makes the

industry dependent on the financial health of the broader economy, which in turn dictates the government’s willingness to support and subsidize renewable energy industries.”

So, is biogas the waste management solution we’ve been waiting for?

It’s certainly not perfect, but its place in the world of waste management has been very much solidified and will continue to evolve in the coming years.

TOP 1 0

Top10

Wind Turbine Suppliers We count down the Top 10 biggest wind turbine suppliers by their share of the market Written by: Kevin Smead

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top 10

Nordex Based in: Germany Market Share: 3.4%

10

Nordex has been supplying wind turbines since 1985. Just two years after its founding, the company installed the largest series wind turbine in the world at the time.

The company saw large growth in the 1990s, entering the MW class in 1995. Nordex is still a world leader in wind, with its focus on reliability, quality ongoing service, and wide range of offerings. www.nordex-online.com

Mingyang Wind Power Based in: China Market Share: 3.7%

09

The largest private wind turbine manufacturer in China (but the 5th largest in the country), Ming Yang is a major player in the world of wind. Founded in 2006, the company is relatively new—its first turbines went into production in 2007. The company’s stock skyrocketed earlier this year, with it 42

November 2014

The Nordex plant in Jonesboro, Arkansas.

W i n d T u r bi n e S uppli e r s

getting major support from Chinese power companies. While it hasn’t quite hit the same highs, Ming Yang remains a leader in wind. www.mywind.com.cn

United Power Based in: China Market Share: 3.9%

08

United Power is a state-owned Chinese wind company which has been a world leader for several years. The company, which is headquartered in Beijing, has several subsidiaries underneath it.

The company has a diverse turbine portfolio, allowing it to deploy its turbines in a variety of settings. www.unitedpower.cn

Gamesa Based in: SPAIN Market Share: 4.6%

07

Gamesa is a big name when it comes to wind. The company has 30,000 MW installed in 45 countries and offers comprehensive 43

top 10

maintenance and service for 19,500 MW worth of turbines.

Its two biggest markets are its home country of Spain and the burgeoning energy market of China.

Gamesa is very internationally focused, as 88% of its sales come from outside of Spain. Also unique to the country is its partnership with universities, in which it looks to academic to recruit and retain the best staff it can. www.gamesacorp.com Gamesa Service Centre

W i n d T u r bi n e S uppli e r s

Workers demonstrate safety protocols at the Sulzon factory in Elgen, Illinois

GE Energy Based in: U.S. Market Share: 4.9%

06

GE is majorly focused on innovation within the wind industry. It’s also very proud of its turbines, in which its 2-3 MW platform produces the highest annual energy yield in its class. With more than 16,500 turbines deployed worldwide, it’s no surprise that GE is one of the largest wind companies out there.

suzlon Group Based in: India Market Share: 6.3%

05

Sulzon views itself as more than a wind company; it believes it is a champion of the renewable energy movement. As well as leading the charge for wind in India, the company operates on 6 continents—all except Antarctica.

Also notable about Sulzon is its wide range of turbine size, from 600 kW to its 6.15 MW offshore turbine.

www.ge-energy.com/wind www.suzlon.com

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top 10

Enercon Based in: Germany Market Share: 10.1%

Siemens Based in: Germany Market Share: 8.0%

04

One of the most recognizable names in wind, Siemens offers solutions for both on and offshore wind projects. The biggest focus for Siemens is driving down costs of wind turbines. They aim to make renewable energy viable without subsidies. Siemens is also fully committed to their turbines, acting as its caretaker for its whole life cycle to ensure it’s always running optimally. www.siemens.com/wind 46

November 2014

03

Enercon is a company that believes in value. Whether it’s its customers, service, shareholders, or employees, Enercon defines excellence as the value placed in them. The company is highly focused on delivering projects on time and error-free. Still, quality is king for Enercon and it’s not something it’s willing to compromise. www.enercon.de

Goldwind Based in: China Market Share: 10.3%

02

Goldwind is an older wind company, having been founded in 1998. Since then, it’s grown massively and has an installed 19 GW around the globe. The company is looking to expand internationally, though it already has operations on all 6 continents.

Goldwind is aiming for the number 1 spot on the list and

W i n d T u r bi n e S uppli e r s

believes it will get there by setting aggressive goals for itself—and it believes it can meet them. www.goldwindglobal.com

Vestas Based in: Denmark Market Share: 13.2%

01

Vestas is the world’s only global energy company dedicated entirely

to wind power and it definitely shows. With more than 60 GW installed worldwide, Vestas is the biggest name in the wind industry.

Vestas also experience on its side, as it’s been around since 1898. Committed to sustainability and a healthier planet, Vestas doesn’t look like it’s giving up its top spot anytime soon. www.vestas.com

Vestas’ offices in Madrid, Spain.

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Nuclear Industry Association prepares for challenges within its sector Written by: Keith Parker, NIA Chief Executive

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E u r o m ine s

ITER Fusion Reactor

“The Nuclear Industry Association is the trade association and representative voice of Britain’s civil nuclear industry” – Keith Parker, Chief Executive

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T

he Nuclear Industry Association is gearing up to meet major changes within the sector as the UK launches a rebuild programme to meet the requirements of the nation’s power generation supply.

In this special Q&A from Keith Parker, Chief Executive of the Nuclear Association, he discusses what the association is all about and what role it will play in the challenges that lie ahead.

Q: Tell us a little about the role and goals of the Nuclear Industry Association (NIA)?

A: The Nuclear Industry Association is the trade

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Key Personnel

Keith Parker Chief Executive

association and representative voice of Britain’s civil nuclear industry.

It represents more than 270 companies including nuclear power station operators, those engaged in decommissioning, waste management, nuclear liabilities management and all aspects of the nuclear fuel cycle, nuclear equipment suppliers, engineering and construction firms, nuclear research organisations, and legal, financial and consultancy companies.

We have two main roles: acting as the voice of the nuclear industry making the case for nuclear to a range of influential audiences

Keith has been Chief Executive since September 2003. Keith joined the Nuclear Industry Association in December 1995 from the DTI and in March 1997 became Head of Corporate Communications, accountable for the strategic direction of the Associations communications, public affairs, media relations and issue management programmes.

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N u c l ea r in d u s t r y a s s o c iat i o n including Government, Parliament and the media; and supporting the commercial interests of our members at home and abroad.

The UK Electricity Mix Coal. . . . . . . . . . . . . . . . . 39% Gas. . . . . . . . . . . . . . . . . . 28% Nuclear . . . . . . . . . . . . 19% Renewables. . . . . . 9.8% Other . . . . . . . . . . . . . . 1.6% Hydro. . . . . . . . . . . . . . 1.5% Oil . . . . . . . . . . . . . . . . . 0.9%

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Q: With all current power stations due to be shut down in the mid-2020s, what is industry doing to prepare for this?

A: In the next 10 years or so all the UK’s current nuclear power stations will be at the end of their life. This will have a significant impact on power generation and is why the new build programme is so important.

The State Aid application for the first of these stations, Hinkley Point C, is currently before the EU Commission. We believe this will reach its conclusion by the autumn. The way will then be clear for the project to get fully underway following EDF’s Final Investment Decision.

Two further new build consortia are key to the UK’s new build programme; Horizon who will develop reactors at Oldbury and Wylfa; and NuGen at Moorside.

The nuclear new build programme will be a major engine for growth for the UK nuclear supply chain and the economy more generally.

It will open up many opportunities for small and medium-sized companies (SME) in the nuclear supply chain. We’re looking for our larger member companies to help mentor these SMEs. There are also opportunities through decommissioning, with the Nuclear Decommissioning Authority (NDA) also

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looking at how to pair small firms who want to work on upcoming projects around the country with industry professionals.

The NDA has set itself the challenge of increasing its SME content from 11 percent to 20 percent and is making good progress already.

Ensuring there are people with the right skills coming into the industry is imperative – not only to deal with decommissioning, but in addition we will need 25,000 people for the new build project at Hinkley Point C. The NIA has recently launched regeneration, a project to increase young people’s knowledge of the nuclear sector so they are aware of the breadth of opportunities available.

“In the next 10 years or so all the UK’s current nuclear power stations will be at the end of their life” – Keith Parker

Q: What is the scale of the challenge for the nuclear industry in regards to perception and meeting low carbon energy targets? w w w. n i a u k . o r g

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Cooling towers

N ia A: Nuclear has a vital role to play in meeting the UK’s energy and climate change obligations.

Around 20-25 percent of the energy used to power homes and businesses comes from nuclear power. Together with renewables and clean coal it can reduce UK carbon emissions as part of a diverse energy mix.

The UK needs 60GW of new electricity generating capacity, and the infrastructure to run this, by 2025 – just under a quarter of this (16GW) will come from nuclear.

Q: How will technology help UK power stations become more effective?

A: Most current plant technology is Gen I or Gen II. The reactors going through the GDA process for Oldbury and Wylfa are Gen III which make more use of passive and advanced safety features.

The AP1000 reactors which NuGen want to use at the Moorside plant are Gen III+. The advantage of newer reactor designs is that they can make use of modern design construction techniques, allowing tasks traditionally performed in sequence to be done in parallel.

This approach cuts the time it takes to build, reducing both cost and minimising risk.

Looking beyond the current nuclear new build programme it is crucial to keep a wide range of technological options open so the UK can build more nuclear plants should increases in demand require it.

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“Around 20-25 percent of the energy used to power homes and businesses comes from nuclear power.

Together with renewables and clean coal it can reduce UK carbon emissions as part of a diverse energy mix” – Keith Parker

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N u c l ea r in d u s t r y a s s o c iat i o n

Helping to guide the careers of young people in the industry

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Association Information A SSOC I A T I O N TY P E

Trade Association LOC A T I O N

London founded

Not disclosed No. of Me m b e rs

270+

Q: It’s an exciting time for the UK civil nuclear sector, how will this benefit UK-plc?

A: A major nuclear new build programme will lead to both industrial and employment benefits. Not only in the supply chain as I’ve already mentioned, but also through manufacturing and construction.

The programme will give the economy a major boost with the think tank IPPR suggesting new nuclear could boost the economy by £5 billion.

Once the projects get underway each one is expected to create around 25,000 new jobs.

Through our regeneration project we’re talking to young people working in the nuclear industry.

We want to speak to people faced with the challenge of where to take their careers and give them a career path they may not have considered. w w w. n i a u k . o r g

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M+W Group

Sees a World of Opportunity Written by: Sam Jermy Produced by: Rosie Rowe

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M+W Group

Global markets are being transformed by technology and the accelerating pace of change.

M+W Group, the high-tech engineering and construction company, outlines its approach to delivering the facilities that are helping to shape the modern world

Biomasse facility

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I

n 1912 in Stuttgart, Germany, Karl Meissner and Paul Wurst invented a revolutionary woodchip extraction system. From these modest beginnings, M+W Group has grown to become today a company that employs over 8,500 people worldwide, operating in over 30 countries and with a turnover of over EUR 3billion. Applying innovation and engineering excellence remains firmly at core of the group.

With its extensive technology, process and design and construction engineering resources in-house, the company only operates in high-tech sectors. Specialising in engineering, procurement and construction, M+W Group delivers stateof-the-art manufacturing facilities, energy solutions and scientific research centres. By focusing in this way, the company has become recognised as a market leader in the delivery of new facilities in a number of industry sectors

Co n st r u c tio n / E n e r g y

including semiconductors, photovoltaics, pharmaceuticals and waste to energy.

The company also designs, fabricates and installs precision HVAC systems and ultrahigh purity pipework solutions for the most demanding operational environments including the nuclear and microprocessor industries.

Working with major blue-chip organisations, the foremost science and research institutes as well as the most innovative technology companies, M+W Group has a demonstrable track record of delivering many of the world’s most advanced and technically challenging construction projects.

The challenge of remaining at the cuttingedge of technological developments – both in the industry sector and in the application of the latest construction methodologies – means that the company is continuously seeking new and improved ways of working.

Above: Segment chemicals facility

8,500 Number of staff the company employs across more than 30 countries

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M+W Group

Eu r op e

Alex Goude, M+W Group’s Business Development Director for North West Europe, explains; “The projects M+W Group delivers are technically challenging, highly complex and never standard. Achieving the best results demands a different mindset and a specialist approach.

So, rather than starting with, ‘how we are going to build this?’ we start by asking, ‘what is our client looking to achieve and what do we need to engineer to deliver it?’ It’s a fundamental difference of approach that focuses on our client’s aims first rather than the required input.”

Key to the M+W Group approach is the role that technology and people play in the process.

As Alex states: “First and foremost, having the best people and the right culture is absolutely critical. Engineers are by their nature problem

supplier profile

“The projects M+W Group delivers are technically challenging, highly complex and never standard” – Alex Goude, Business Development Director for North West Europe

ICE Electrical

I.C. Electrical Ltd is based in Burton upon Trent, Stafford, and was founded in 1986. Our highly skilled and experienced electrical contractors offer complete electrical engineering solutions across the UK, from cost analysis and budget preparation, through to in-house electrical design, including Control panel design, HV and LV electrical system design, communications system design, automation system design, small power and lighting design.

Website: www.icelectrical.co.uk

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POWER TO THE PEOPLE At BPS World each project and every placement demands the same exacting standards.

It’s thanks to our people, who challenge the status quo, push harder and look further every time to deliver great results on time and in budget.

It’s our clients, who seek the best and brightest and reach higher to find them.

And, it’s our candidates who want to work with a partner who understands their career path and strives for the very best outcome.

So, if you are looking to Engineer a change Think BPS World - Powering the change in Recruitment.

Website – www.bps-world.com Follow us on twitter @bps_world Facebook – BPS World LinkedIn company page – BPS World Nominated for the REC best recruitment company to work for A top 250 listed recruitment company 2014

M+W Group

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solvers and, as an engineering-led company, M+W Group is an organisation with innovation in its DNA. We are constantly looking to apply technologies and methods from across other industries to improve our performance.

An important part of our approach is that we are technology neutral. Every one of the projects we are responsible for is unique and only by working with the technology best suited to meet our client’s specific needs can we ensure that our solutions are fit for purpose. We have to work hard to ensure we fully understand the technology options we have but it’s one of the key things that differentiates us from our competition. Once we have got the value-added element – the technology – right we can ‘wrap’ the building around it. Many of the facilities we deliver are

Babraham project

supplier profile

BPS

BPS World is a resourcing specialist with a difference, we believe in rethinking the world of resourcing to deliver a best in class service for our clients and candidates. Our resourcing experts work with clients globally to optimise and enhance their talent and resourcing programmes. We push the boundaries through our innovative solutions and our capability is far broader than the traditional recruitment remit.

Website: www.bps-world.com

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“In 2007 we were turning over about £20 million and had about 25 staff; today we have well over 800 in the UK and we turnover approximately half a billion euros” – Alex Goude

The 42 metres high, ‘Blue Turm’ demonstrations project Herten, Germany

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more akin to machines rather than buildings”

Key Personnel

Strong and sustainable growth Just over a century has seen M+W Group grow significantly. Most recently, the UK has mirrored the Group’s success. Alex explains: “In 2007 we were turning over about £20 million and had about 25 staff; today we have well over 800 in the UK and we turnover approximately half a billion euros (€500 million). That this was achieved against a backdrop of the most challenging economic environment in generations is testament to the quality of the solutions we are able to offer and our strategic focus.”

Being global also helps as Alex explains, “Our strategy is based on working only with customers that share our values and with whom we can work on a repeat-order, collaborative basis. We also focus only on the growth markets in those regions where the investment plans are visible and underpinned by long-term economic and regulatory needs. There are of course, parts of the world that are at a different level of development in certain sectors. For example, in the UK, our markets in the nuclear and waste to energy sectors are particularly buoyant. We see a great opportunity to take the knowledge and lessons learnt from working on the projects here and applying them to the overseas markets that are looking to develop the next generation of facilities in these sectors.

Another advantage of being global is that

Alex Goude Business Development Director NW Europe Alex has over 15 years experience working in the construction sector across a range of market sectors including energy and utilities, engineering and infrastructure, telecommunications and marine. He is responsible for Business Development across the UK, Ireland, Benelux and Scandinavian region and has been part of the senior management team responsible for successfully expanding the business across this region.

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MD-2 DUAL-DECK SHALE SHAKER WITH DURAFLO COMPOSITE SCREEN TECHNOLOGY

One unbeatable combination.

The MD-2† dual-motion flat-deck shale shaker with patented DURAFLO† full-contact composite screen technology ensures fluid quality, protects wellbore integrity, and preserves equipment life.

This unique package recently enabled a South Texas operator to process drilling fluid at 658 gallons per minute (GPM), more than twice the combined capacity of two rig-owned shakers.

The MD-2 shaker consistently handled 100% of the fluid returns, maximizing flow rate and ROP. For throughput and efficiency the MD-2 shale shaker using DURAFLO composite screens makes one unbeatable combination.

www.miswaco.com/MD2 Mark of M-I L.L.C.

†

International HR consultancy specializing in the implementation and support of SAP SuccessFactors and SAP HCM. www.gavdi.com

Gavdi, the people management solutions company

Andy Hodges E. aeh@gavdi.com | T. +44 (0)7557 910330

Design, engineering and project management of the construction of distribution facilities, offices, laboratories, factories and public buildings in Western Europe. abetec@abetec.be www.abetec.be

M+W Group

Eu r op e

we can allocate the technical resources and expertise necessary to meet our client’s specific needs, wherever they are in the world”.

Because of the global markets M+W Group operates in, one of the key challenges facing the company is selecting which are the best opportunities to pursue. Alex states “The last thing we are trying to be is all things to all men in all places. Delivering on our promises is key to our future success and it is essential that we do not dilute our approach. We are therefore extremely thorough in our selection process of the projects to become involved in.”

An example of the success that M+W Group’s focused approach has had is the company’s recent appointment to deliver major programmes of work in the nuclear sector both in the UK and in Finland. The company is on course to undertake over £100 million of work in the sector from a virtual standing start just a few years ago. A key element in securing these contracts was demonstrating the strength of M+W Group’s engineering capability, technology integration expertise as well as the company’s leadership in lean construction.

The company now has the opportunity to challenge the existing providers of construction services with new thinking, new techniques and a fresh attitude to set a new benchmark.

Another area that the company sees as key to the successful project delivery is the implementation of lessons learnt from other

For more than ten years, M+W Group has been the market leader in the design and construction of new and upgraded photovoltaic fabs

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M+W Group

Aerial view of Biffa facilities

“We think the future is a very positive place and the challenges for us will be retaining, attracting the requisite calibre of staff as there is always a skills shortage in the UK” – Alex Goude

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industries and experience from elsewhere around the world. Alex explains, “many of the techniques and disciplines involved in designing and constructing a multi-billion dollar semi-conductor production facility, ontime and on budget, are relevant, for example, to the delivery of the major energy projects.

Often, the complexity and scale are directly comparable. The best companies – the learning organisations - strive relentlessly to improve their performance. M+W Group is determined to be a leader in each of the sectors we operate in”.

Future focus For M+W Group, the trends of increasing global population and urbanisation alongside changing patterns of consumption are driving demand in areas that play to the company’s strengths. Alex states, “By focusing only on high-tech sectors and investing in equipping our people with the latest technology and training they need to be

Eu r op e

leaders in their fields, our aim is that M+W Group is the trusted partner of choice. Whether that’s for a new and more sustainable source of energy; or for a state-of-the-art production facility to produce the most advanced products we want; or for a research laboratory that will enable the next breakthrough in medical science.”

Alex explains “Because of the long-term potential of the markets we operate in, our focus will remain on serving our clients in our core sectors. We also see compelling opportunities to expand geographically. To cite just one example, we believe there is significant potential to offer renewable energy and waste management solutions in Asia-Pacific, the Middle East and Africa. With this in mind, we are developing our plans for the next phase of our growth, using the experience and expertise we have developed in places like the UK, and applying it to new international markets”.

For over a hundred years M+W Group has grown to become established as a major global engineering and construction company.

What, then, is next for the company? “Over the next five years M+W Group will deliver many of the world’s largest and most technically challenging projects working in some of the most dynamic industry sectors. The achievements of the people at M+W Group since we were first established are incredible. However, I think the next phase of our development is going to be the most exciting yet”.

Company Information Industry

Construction / Energy h ea d q u a r t e r s

Stuttgart, Germany founded

1912 e m p l o y ee s

800+ in UK r e v en u e

Worldwide c. €3 billion+ products/ services

Construction and engineering

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A Sustainable &

Self-sufficient Sugar Mill:

Renewing the Guatemalan sugar-cane industry with substantial energy and operations

Written by: Rebecca Castrejon Interview by: Taybele Piven Interviewee: Fraterno Vila, CEO of Corporacion San Diego

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C o r p o r a c i o n San Dieg o A Family Business United by Sugar

C Corporacion San Diego and the communities of Guatemala

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November 2014

orporacion San Diego is a sugar-cane production company based in Guatemala.

Its history goes back to the 1940s when Faterno Vila Betoret, business executive and founder of Ingenio San Diego, opened this sugar mill as part of his corporate vision of elevating the country’s agribusiness.

During the first harvest, San Diego produced around 300,000 tons of sugar. By 1960, Vila Betoret decided to open a new mill with an installed capacity of 60 thousand tons of sugar production per year.

With the company’s growth, a second generation of entrepreneurs joined San Diego in the 1980s. Among them was the current CEO of the company, Fraterno Vila Giron, along with family members Alfredo Vila (brother), Luis and Víctor (brother-in-law), who soon enough was involved in the administrative business-family sphere. His first major accomplishment was the acquisition of a small sugar mill with a great strategic location: Ingenio Trinidad. The new acquisition provided competitive advantages to the Corporacion because of its proximity to the port and by producing 72,000 tons of sugar cane per harvest.

“We are a family business which was originally directed by my father. He established the foundation of this company,” says Vila Giron.

In 2009, the original sugar mill “San Diego” was

am e r i c a lati n

closed in order to consolidate all operations into one venue. The company chose Ingenio Trinidad because of its location, logistics, security, and production capabilities for the future.

A third generation of young executives joined San Diego in 2012. Additionally, the Corporacion hired external talent and corporate consultants to mediate operations. “Since the founding of the company we have tried to keep certain parameters, certain lines according to our code of ethics and what defines us in values and principles. We follow five fundamental standards, which are: integrity, respect, work, unity, and sustainability,� said the CEO.

Aerial view of Ingenio Trinidad

Suppliers with Value CorporaciĂłn San Diego has maintained the same company ethics with all business partners,

Machinery imported from India, Japan and England

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C o r p o r a c i o n San Dieg o

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including suppliers. Many of their raw material is essential in the daily life of the sugar factory, from cane (its primary input during a harvest cycle of six months) to international equipment. “Our suppliers have been very efficient and serviceable with us. In some cases, they have sacrificed part of their utility sales to meet our demands,� he said.

Additionally, the machinery that the company requires for daily activities, such as boilers, power generation equipment and milling material, has been imported from India, Japan, and England as a result of collaboration with foreign suppliers.

Energy production, an added business of San Diego

Energy Self-sufficiency The family business experienced substantial growth after introducing a new business model:

supplier profile

ISGEC

Isgec Heavy Engineering Ltd., a multi-product, multi-location public company, based in India, has been providing engineering solutions to customers across 83 countries over the past 80 years. With a diversified portfolio of products that includes, Boilers, EPC Power Plants, Sugar Plants & Machinery, Process Equipment, Presses, Castings, Air Pollution Control Equipment, Metal Cutting Machinery and Contract Manufacturing, Isgec boasts of an impressive track record that includes the setting up of over 100 Sugar Projects, 650 Boilers, and 40 Power Plants. In fact, as many as 35 of these projects are across 21 Countries in the Western Hemisphere (Central & South America, USA, Canada).

Website: www.isgec.com

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IN SHELL LUBRICANTS, WE ARE COMMITED TO PROVIDE HIGH QUALITY SERVICE TO THE INDUSTRY

With a great product and services portfolio for each challenge.

www.horcalsa.com

C o r p o r a c i o n San Dieg o

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the cogeneration of energy (CHP). Around 30 percent of this resource is used for the plant’s self-consumption while the rest is used for external sales.

Since early 2013, Corporación San Diego has commercialized their energy produced in the sugar factory in addition to resources purchased from generators. As a result, both the Corporacion and the generating company have increased profits thanks to the large amount of sales in Central America.

San Diego has strengthened operations and reformed its international strategies with the opening of commercial branches in El Salvador with the opening of this new business in the

This year, they produced more than 161 thousand tons of sugar

Sustainable and dry processes to save resources w w w. s a n d i e g o . c o m . g t

79

mayafertventas@unisourceholding.com

C o r p o r a c i o n San Dieg o

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energy sector, As for their exports, the Corporacion is conducting thorough market research in Mexico and Central America—where it expects to invest in the next couple of years.

“Approximately 10 years ago, we started to sell energy. Last year, we sold more than 18 megawatts per hour and in the next two years we expect to sell 85 megawatts per hour,” says Vila Giron.

A Responsible Sugar-Cane Mill Guatemala holds a great importance for the family business, Therefore, its procedures are friendly to the environment and it supports the community with socially-responsible programs to improve their quality of life.

“We want our partners, employees, suppliers, and even the government—but specially the surrounding communities— to perceive us as an efficient, highly responsible, and sustainable business,” he says.

“This month we exported more than 30 percent of the energy produced in Central America” – Fraterno Vila, CEO of Corporacion San Diego

Ingenio Trinidad Production Goals In 1980, the company produced 72 thousand tons of sugar. Now it produces more than 161 thousand tons of sugar cane during the harvest.

“We hope to produce between 245 and 250 thousand tons of sugar in the next two years,” says Vila Giron.

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C o r p o r a c i o n San Dieg o

The growth of a family business

Sugar-cane plant 82

November 2014

Commercial and Organic Expansion In the past three years the company has been reaching positive numbers with the introduction of new businesses and their development in foreign markets. They are hoping to complete this expansion in 2016, begin the path of consolidation, and add new units or added value products such as alcohol and refined sugar. “We are convinced that a productive and efficient company can contribute to the welfare of its members, associates, and the community.

In addition to this, we want to assist both the

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Company Information Industry

Production and commercialization of sugar and energy h ea d q u a r t e r s

City of Guatemala, C.A., Guatemala founded

1963 e m p l o y ee s

2,500 – 4,500 r e v en u e

USD +$200 million

country and people with improvements,” says Vila Giron.

we b s i t e

“We are convinced that a productive and efficient company can contribute to the welfare of its members, associates, and the community. In addition to this, we want to assist both the country and people with improvements”

www.sandiego.com.gt

– Fraterno Vila, CEO of Corporacion San Diego w w w. s a n d i e g o . c o m . g t

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Vanguard in energy and power use

Affordable, sustainable and intelligent solutions for Latin America

Writen by: America Barcelo Feldman Produced by: Jose Gustavo Diaz Interviewee: Jaime Estrada, engineer, Vice-President of Operations

Le v i t o n

F Community programs in Mexico

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November 2014

or more than a century, Leviton has made a name for itself in the electric power industry, as the company develops intelligent solutions for customers in different contexts, offering a variety of products in electronics, lighting control, security, automation and networking for residential, commercial, and industrial customers.

The company has factories in the U.S., Mexico and China. Leviton has established itself in Latin America’s constantly changing market due to investments in research, fabrication, distribution, and human capital.

Leviton’s catalogue includes more than 25,000 innovative products, such as the Lumina RF universal thermostat, LED-compatible dimmers, sensors, utility submeters, USB power chargers and the Renu line of power switches.

Leviton offers a vast array of products able to perform above expectations by providing constant innovation in electronics, satisfying the customers’ needs. Each of the five business units is launching new products and solutions continuously.

Leviton’s most important facility in Mexico is the one located in Ciudad Camargo, Chihuahua. The plant is the ground for innovations among new, high-quality products.

Jaime Estrada, engineer, is the vice-president of operations at Camargo. Estrada says the company has already achieved a perfect balance, providing a state of maturity that has brought

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constant success. “We have performed quite some trials allowing us to find the perfect path, and we keep ourselves following this same path,” Estrada said.

Estrada joined Leviton 27 years ago and he has been through different positions in the company.

He started working in the quality department; afterwards he was summoned to manufacturing supervision, and eventually arrived at operations management in different locations in Mexico, including Tecate (Baja, California), San Luis Rio Colorado (Sonora), Ciudad Juarez (Chihuahua) and others. Since 2006 Estrada has been vicepresident of operations in the state of Chihuahua, Mexico. His more than two-decade experience and promotions up the ladder provide him the knowledge about the company’s business structure and every department’s functions.

Key People

Jaime Estrada Engineer, Vice-President of Operations

A socially responsible company w w w. l e v i t o n . c o m

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c o m pan y na m e

Leviton Staff

“Logistics is one of the most important factors for Leviton’s success” – Jaime Estrada, Vice President of Operations operaciones 88

November 2014

Green Energy Green engineering in different procedures has been strengthened with options made available via sustainable energy, procuring energy savings, and care for the environment. Business lines are subject to retrofitting as a substitute for lighting.

The energy systems unit raised the use of energy management, control, and measurement by incorporating sustainable systems and measures for electric power savings; for example, the use of sensors for automatic light control.

Also, the company is using more and more renewable energy; a system for using solar energy became a recent acquisition “We are always doing our best at being avantgarde, that’s the reason we are constantly improving production quality under ISO

s e c to r

9001:2008 standards,” Estrada said.

Human Factor Each of Leviton’s facilities have everything they need – regarding equipment, working methods, and procedures – in order to keep up with a high production levels; employees receive the benefits required by labor law as well as ongoing training and social programs.

“Our most important distinguishing feature is the human factor,” said Estrada. The executive states that one of the facts he’s most proud of are the workers with the most seniority in the company; he’s a good example of this himself by working for Leviton during 27 years. He added that the perfect mix is the personnel with seniority along the new college-educated young

Leviton ODC Series sensors

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email: groman@aasacsa.com

www.agenciaaduanalsacsa.com

www.expresshalchisa.com

www.mpindustriales.com.mx

Le v i t o n

lati n am e r i c a

professionals joining Leviton.

Logistics The supply chain for the company has strengthened thanks to the suppliers’ contribution to cost reduction, timely deliveries, and production. “Logistics is one of the most important factors for Leviton’s success,” said Estrada.

The continuous expansion of manufacturing plants is a key factor to supply total product demand.

Investments Under Leviton’s vision and legacy to innovate, the company invested recently in the acquisition of the latest technology with the purpose of upgrading manufacturing procedures and end product.

These innovations consist in upgrading production procedures using advanced machinery reducing production completion time.

In the near future the company will introduce devices related to new energy trends with functions adaptable to renewable energy and different voltage rates.

Devices resistant to climate change

Expansion and Growth The three largest Leviton facilities (U.S., Mexico, and China) have increased their activities and production in recent years. During 2014 these plants will focus on increasing the company’s w w w. l e v i t o n . c o m

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Le v i t o n

Supporting green initiatives in Mexico

presence in North America and expansion into different markets in the U.S., Canada, Mexico, South America, Europe, and Asia.

Sustainable products

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Leviton’s Future When asked about the company’s future plans, Estrada said: “I see a brilliant future.”

Leviton will focus on maximizing its highestquality products to make the most of the global logistics structures with production from the plants in China, United States, and Mexico.

Also, its outstanding supply chain will include new suppliers, which will be a driving force for future products.

“Leviton’s success is based on satisfying the

lati n am e r i c a

market’s needs, our human factor, and the trust among our distributors and customers; those are the reasons behind the worldwide presence shared by our products,” he said.

Company Information Industry

Products and solutions for the energy sector

“Leviton’s success is based on satisfying the market’s needs, our human factor and the trust among our distributors and customers; those are the reasons behind the worldwide presence shared by our products”

h ea d q u a r t e r s

México City, México founded

1906 globally e m p l o y ee s

More than 6,500 employees worldwide k e y pe o p l e

Jaime Estrada (vice-presidente of operations), Fabricio Diaz Del Campo (CEO for Latin America and the Caribbean), Gabriela Ramirez (marketing coordinator)

– Jaime Estrada, Vice President of Operations

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K-Line

Two Trucks and a Vision Though it came from humble beginnings, K-Line has quickly become one of the most sought-after industrial maintenance contractors in Canada.

Written by: Kevin Smead

Produced by: Michael Magno

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K - Line

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canada

B

rothers Alan and Mark Kellett have been leading K-Line Group, a utility services provider, for more than 25 years.

Though, as they put it, they’re just “looking after it.”

K-Line was founded by their father, Glenn, in 1967. Armed with years of experience at Ontario’s Hydro One and a strategic eye for business,

he sold one of his properties in order to purchase two trucks— both of which are still owned by the company today—and began running operations out of the basement at his Scarborough home.

Glenn saw an opportunity to provide service at a time when utilities began outsourcing work to third-parties. What began as K-Line w w w. k - l i n e . c a

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Since inception in 2002 PMA has provided Engineering & Design/ drafting services.

Our major Clients include: • RCM Technologies • Black & Macdonald • BECMA • Kinectrics/Brampton Hydro

In 2007 we added the fabrication and supply of Steel for High Mast Lighting Towers and Transmission and station structures to our services.

Our Client list includes: • K-line • Black & Mcdonald • Burlington Hydro • Primary Power • Eaton Electric

Toronto Office 10 Sonata Crescent Toronto, Ontario M3B2C4

416.471.7748 | fax: 416.449.8752 | www.pmaeng.com

vision as wide as the land.

Whether you are looking to purchase, lease, build or manage properties in Southern Alberta, PanTerra Properties has the experience and expertise to accommodate your unique real estate needs.

403.984.0557 | email: don.lee@panterraproperties.ca www.panterraproperties.ca industrial & commercial development | property management

Killarney Constructors Inc. is proud of the solid relationships we’ve built with our clients, consultants and owners.

From bid to completion, we work as a team with uncompromising integrity, honesty, safety and quality to deliver successful projects.

494 Massey Road, Unit C | Guelph, ON, N1K 1B4 | 905-586-2429 www.killarneyconstructors.com

K - Line Maintenance and Construction is now part of a larger group, which includes operations in several countries across the globe.

Still, it was Glenn’s initial efforts put the company on the path to where it is today.

“K-line didn’t just fall out of the sky,” Mark said, “but started with a person with a vision who came from Mendon, Ontario.”

There are several key aspects that have afforded K-Line its current and continued success. Perhaps the most important is its retention of its family culture across the years. Though the company has grown, it still operates like a small, personal family business.

K-Line’s emphasis on safety has also been a may factor in its success. The company goes to great lengths to train its employees on safety protocols on a routine basis, ensuring everyone gets home in as good as shape as they showed up.

Finally, the K-Line is committed to always providing high-quality work, on-time and on budget. The company believes in honest operations and building relationships with its partners.

Next month, we’ll dive deeper into K-Line’s successes. Stay tuned!

canada

Company Information Industry

Energy & Utilities h ea d q u a r t e r s

Ontariao, Canada founded

1967 e m p l o y ee s

500+ r e v en u e

$80-100 million

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Century National Bank

Building on Excellence Written by: Abigail Phillips Produced by: Alex Hortaridis

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Founded in 1886, Century National Bank is located in Zanesville, Ohio, and has been providing residents of Muskingum County with banking services for more than one hundred years. Today, the bank’s 14 Banking Centers serve six counties in Eastern Ohio, including Athens, Coshocton, Hocking, Muskingum, Perry and Tuscarawas Counties. Century National Bank is a full service bank offering retail, commercial, and trust investment products. The Bank takes pride in providing its customers with extraordinary customer service claiming that you really can “Expect a Difference” when banking with 102

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Century National Bank.

Century National Bank is listed on the New York Stock Exchange as part of a larger holding company, Park National Corporation (PRK). The company has assets of approximately $7 billion and operates 11 affiliate banks. Due to Century’s affiliation with the Park National Corporation, their customers have free access to their accounts at 125 banking offices across Ohio.

Embracing Economic Potential As a member of the Ohio Oil and Gas Association, Century National Bank has strengthened its commitment to

USA

the oil and gas industry over the past few years to learn the best way to become involved. In June 2013, the company created its own Energy Banking Team.

The Energy Banking Team is one way Century can serve their customers in those areas affected by the oil and gas movement.

Whether a landowner, business owner, or oil & gas worker, the Energy Banking Team is available to help them form the best plan to fit their customers’ individual needs. Century’s Energy Banking Team is made up of seven experts from many different financial backgrounds in order to provide the

best comprehensive financial plans and options. For questions outside the realm of banking, the Team partners with local experts, including attorneys and accountants. Through these partnerships, Century’s Energy Banking Team offers the most complete solution for the customers’ needs.

In addition to providing sound financial advice to Century’s current customers, one of the reasons the Bank decided to become involved in the oil and gas industry was because the company saw the potential to advance the economy in Eastern Ohio. “The reason we took a good look at the industry is

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we believe that the Utica Shale play in Eastern Ohio has the greatest opportunity on our local economy than anything else in the past,” explains Jody Spencer, Senior Vice President, Trust Officer, and Energy Banking Team member.

Spencer continues, “We’re lending to small companies that are being affected by the oil and gas industry, whether it’s directly or indirectly, and we’re gaining investment customers.

Many of these customers never thought they’d be in the positions they’re in today. The bottom line is

Guernsey Scrap & Recycling, Inc.

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Guernsey Scrap Recycling Trucking LLC P.O. Box 207 Caldwell Ohio 43724 John Foreman / Woody Foreman Phone: 740.732.0224 Fax: 740.732.0225 Email:gsrtrucking@frontier.com Dump Truck Tractor-Trailer Roll Off Heavy Equipment

Dedicated to the preservation of your financial resources services: • Tax Management Services • Audit, Review & Compilation • Business Valuation • Accounting & Payroll Services • QuickBooks Accounting Assistance • Mergers, Acquisitions, and Sales • Employee Benefits, Pension, and Profit-Sharing Plans • Bookkeeping Services

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McLain Hill Rugg and Associates Inc. strategies guide clients to financial security and success

Cen t u r y N at i o na l Ban k the potential economic impact that can really change the complexion of some of the communities in Eastern Ohio from where they’ve been in the last 75-100 years.”

Century proves that even though they may be a small community bank, they can still bring solutions to the forefront that may be offered anywhere else.

A Resource Clients Can Trust What makes Century National Bank stand apart from its larger competitors is the way they approach each customer’s individual situation and create a financial solution unique to that person.

“We start from scratch with each customer. We learn the basics, including their long-term and shortterm goals, and we want to become a resource for that customer.

Whether they need assistance negotiating a land lease or reading their royalty check statement, we will provide them with the help they need,” says Spencer. “The people we do business with are going to be very pleased that we’re taking care of their families for generations.”

USA

Commitment to both their customers and the communities they serve is a top priority for Century National Bank, and it is obvious. Century National Bank is a top employer from a local bank standpoint throughout each of their markets. Through these associates, over 220 local organizations are served. This doesn’t count the thousands of dollars they spend annually to financially support local organizations.

Looking to the Future Century National Bank may be a small community bank, but it has big ambitions. The Bank is physically located in six Eastern Ohio counties.

However, customers in Guernsey, Noble, and Belmont Counties are currently being served as well. With many partners in several counties outside of the Bank’s current market area, expansion of services to customers outside their market area is becoming more common.

“We are very committed to supporting the oil & gas industry,” says Spencer. “Our belief is to consistently provide our customers with superb service, meet their

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Cen t u r y N at i o na l Ban k

CNB Energy Banking Team (from L to R) Janice Hutchison, Jeff Jordan, Pat Nash, Jody Spencer, Tom Lyall, Jim Blythe, Beccy Porteus

needs, and build relationships.�

Every service that Century National Bank provides is with its customers and clients in mind. It 106

November 2014

takes pride in building relationships with the communities in which it operates, listening to its needs and reacting to that. Century has built a

USA

Company Information Founded in 1886, Century National Bank is located in Dresden, Ohio, and has been providing residents of Zanesville and Muskingum County with banking services for more than one hundred years. The company focuses on its customers and is dedicated to providing customers with the highest level of professional service.

Century offers extended hours in their banking centers plus ATMs, Online Banking, Online Bill Pay and Telebank to make https://www. banking simple and facebook.com/ convenient. You can really CenturyNationalBank “expect a difference� when banking with https://twitter.com/ Century.

fantastic reputation in the areas in which it serves and looks to continue growing.

CenturyNational

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Innovative Fluid Syste Innovative Fluid Systems: S To Be Number One With its tech improvements and hard-working employees, Systems is on its way to the top of its industry.

Written by: Laura Close Produced by: Wayne Masciotro

ems: Striving Innovative Fluid

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I nn o vat i v e F l u i d S y s t e m s

Our systems offer the most effective way to dry cuttings into stackable discharge!

One thing that stands out about Innovative Fluid Systems is the company’s strive to be number one. As the company, a specialty provider of solids and liquids separation service works towards this goal—which is only a few years off, says Russell Condon, general manager—the company continues to acquire new technology that is geared towards the separation of high tepidity fluid. A chemical engineer is currently consulting with Innovative Fluid Systems.

Once the data from his analysis is complete, the company will develop the equipment.

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Australian Made Since its foundation in 2007, the company has moved towards a 90 percent Australian-made strategy on its equipment. The distance and timeframe of flying equipment in and out of other countries was not cost effective, and Innovative Fluid needed to find another solution. With its high certification requirements, the company was also facing a quality control problem.

“The only way we could achieve these certifications without basing an employee overseas was to actually bring it back into our workshop where we could

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control it here,” said Condon. “Our clients expect the highest quality out of us, and to provide that high quality something had to change.

By engineering a majority of our equipment—90 percent of it—here, we can guarantee that high quality.”

The other 10 percent of materials are made in other countries like the Netherlands that also requires a high certification process on manufacturing and equipment, helping the company keep their equipment quality promise to their customers.

“There are some components we will not change. Even if we did, it would take us five or six years of development and program to get a reliable system again, and we want to provide for our customers now, not five years down the road,” said Condon.

High Employee Expectations To produce the high-quality equipment, Innovative Fluid has high expectations for their employees.

One of the ways the company keeps their workplace fresh and consistently learning is by bringing in a couple apprentices at a time from the local community. Key members

of the team train the apprentices on the company’s standards and expectations. The apprentices learn valuable skills, and the members of the staff doing the training also get a lot of out the experience. Currently, there are two apprentices on the team, working under a boiler maker and a fitter.

Perhaps the best learning opportunity Innovative Fluid Systems employees experience is the chance to go out into the field and see how the machinery and equipment functions in its reallife applications. The field-based training for different oil and gas rigs gives the workers a unique view into the performance of their equipment, and the chance to see if there are any improvements or changes they can make in their process to improve its performance.

Zero-Liquid discharge projects One of Innovative Fluid’ biggest assets is its machinery that works on the zero-liquid discharge projects. A closed loop system in the equipment keeps the drilling mud from ever reaching the ground.

As the mud comes out of the drill

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Prime Engineering is a precision machining, mechanical engineering and fabrication workshop based in Richland’s Brisbane since 1988.

For more than 26 years, we have been delivering excellence in metal working.

465 Boundary Road, Richlands, Brisbane QLD 4077 Email: sales@primeeng.com.au

rig, the machine cleans it, stores it, and transfers it back to the pump— everything is recycled through.

“Some other companies can do this, but those companies use a product that actually removes the drilling components—the drilling additives. Our systems leave the drilling additives in there, allowing our machinery to operate for a lower cost for the drilling companies,” said Condon.

Condon also personally provides a service where he attends the oil and gas worksites and watches 112

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Ph: 07 3217 0555 • Fax: 07 3217 0333

www.primeengineering.com.au

Innovative Fluid Systems equipment work. From there he speaks with the clients to make sure the company is doing as much as possible to ensure success at the site.

“If there is a change that needs to be made, our team goes back and take the feedback in-house and we hold a meeting. From there, and if necessary, we redevelop something to suit the client’s needs. We have a baseline procedure then we finetune the rest of it with the customer to deliver the custom experience.”

I nn o vat i v e F l u i d S y s t e m s

“By engineering a majority of our equipment—90 percent of it—here, we can guarantee that high quality,”

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Company Information Industry

Energy

– Condon h ea d q u a r t e r s

Current Projects Innovative Fluid’ current projects are based on remediation.

“We believe remediation is going to be the future here in Australia: the remediation of ponds, dredging, mining ponds where fluid are being discharged and stored, and something has to be done with it.

The technology is slowly catching up to where we can actually process that stuff now, where we’ve never had that before in Australia. We’re hoping that’s the direction the company will go in,” shared Condon.

Currently, their technology is top notch.

Innovative Fluid delivers the driest cut with their equipment. According to Condon, no other company can provide a discharge of shakers as dry as they do. This benefits everyone on each side of the equipment, and is one of the many factors that will continue to contribute to Innovative Fluid journey to number one in its industry.

Stapylton Queensland, Australia founded

2007 e m p l o y ee s

10 products/ services

Xnnovative Fluid Systems is a specialty provider of solids and liquids separation service, and provides equipment rentals for use in all sized projects. Innovative Fluid Systems Pty Ltd handles a large range of environmental issues dealing with liquid separation technology and offer a wide range of services and equipment to suit all types of drilling, as well as mud cleaning systems for dredging operations.

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Sigra:

Rock Solid Services

Sigra’s broad and deep experience allow complex challenges in the geological ser be quite successful.

Written by: Kevin Smead

s

ws it to take on unique and vices industry—and

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Sig r a

Sigra is involved with all matters pertaining to the ground.

From mining to groundwater, the company’s experience is both broad and deep. Using this extensive experience, Sigra “invents solutions” using its unique integrated approach.

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A Brief History Sigra was founded in 1994 in Brisbane, Australia, by Dr. Ian Grey. In its early days, the company supported the mining industry in a consulting role, as well as through research and development as part of the Australian Coal Industry Research Program.

energy

Along with its work on some other projects, Sigra built up its own technologies, which was vital to the economic success of the company.

In 1996, the company developed its overcore stress measurement system (IST), which allowed for HQ coring at depths of 2000 m.

The company undertook further innovations, eventually working on field measurement projects. This led to the evolution of the tectonic strain theory that explained the varying stresses measured through sedimentary strata. Now, this process has been nearly universally sigra.com.au

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adopted by the mining industry.

The company was even able to weather the coal recession in 2000 and come out on top. Sigra became a major force in the burgeoning coal seam gas industry.

“Underpinned by the original work on the subject by Dr Ian Gray in the early 1980s, Sigra has developed its stress path analysis to determine how the effective stresses in coal seams and other adsorbative reservoirs change with the removal of fluids; in this case, water and

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gas, where the latter leads to shrinkage of the coal,” the company writes. “This is important because the permeability of coals is very dependent on the effective stress that they are subject to.”

Sigra has continued to work with stresses in the coal and surrounding rocks—work that requires extensive knowledge and experience.

“In 2012 Sigra built, tested and proved its Gas Content Without Coring System (GCWC),” the company explains. “This enables

Sig r a

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“Only by this broader perspective can the organisation progress through its expanding knowledge base,” Sigra writes. “We therefore have a commitment to continuing education within the organisation.

We often find this approach means that we educate our clients, and the industries they represent, as well.”

Having a team with diverse backgrounds is also very important to Sigra, as they believe it leads to more varied and intelligent solutions to problems. This also extends to Sigra’s commitment to cultural diversity within its workforce, Guided by Principles allowing for different perspectives While Sigra’s scope of work is extensive, it applies the same guiding on projects.

At the end of the day, though, it all principles to everything it does. comes back to the balance between “Sigra’s guiding principle is to science and art. provide the best solutions possible “Understanding the geology is the to its clients,” the company writes. key to providing a solution to matters “This means that the solution must be feasible, sustainable, appropriate related to the ground,” the company and economically sound, within the explains. “Devising solutions to context of the best environmental engineering problems is an art form and health and safety objectives.” to which there are many possible The company works to provide its solutions. Finding the solution that staff with a greater understanding of works best depends on the skill of company operations, which allows the engineers and the palette of them better contextualize their work tools they have at their disposal. At and provide more effective service. Sigra we endeavor to provide the the gas content of strata to be determined while drilling an open hole under overbalanced conditions. This is a very important development as it is provides a means for determining the gas content of virtually all rocks that are not vuggy or hugely over pressured. It has been proven in coal bearing formations.”

Sigra’s talents are not just available to Australia, either. The company is always prepared to do international work.

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Sig r a

“The compan variety of prob areas of a pro

broadest palette of engineering techniques possible, and one that is not restricted by current fashions of industry.”

All of these factors lead to a more innovative team and allow Sigra to excel in all areas.

Total Solutions And innovate Sigra has. The 120

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company offers total solutions to a wide variety of problems and is able to tackle specific areas of a problem if need be. Still, the company knows how challenging the work can be at times.

“The complexity of coal s eams and their reservoir behavior is self evident,” Sigra explains. “The extraction of coal and gas requires

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Company Information

ny offers total solutions to a wide blems and is able to tackle specific oblem if need be.”

Industry

Energy h ea d q u a r t e r s

Acacia Ridge, Queensland Australia founded

1994 products/

multi-disciplined engineering skills and expertise.

Sigra excels at optimization of exploration and appraisal programs for the development of coal and gas resources and the design of their extraction.”

This approach allows employees to think outside the box and provide the best service and engineering skills possible. For Sigra, innovation and forward-thinking isn’t something special: it’s what they do every day.

services Sigra delivers solutions to our clients in all matters related to the ground.

We understand what we are dealing with, and we have the capability to examine and analyse it in detail. To do this we have a multidisciplinary team and a lot of the “geo” built into the names of what we do: Geology, geophysics, geomechanics, geotechnical, hydrogeology.

Associated fields include: reservoir characterisation, rock mechanics, drilling. To do this work requires major capability in other areas, such as all the engineering disciplines: chemical, civil, electronic, mechanical, mining and software. We also have high level of mathematical skills.

sigra.com.au

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New Zealand Diving and Salvage: New Zealand

Divingand Salvage Goes to Great Depths to Reach New Heights

New Zealand Diving and Salvage builds on its over 30 yea operations, strengthening alliances, expanding its capab and bringing more business to New Zealand.

Written by: Andrew Rossillo Produced by: Wayne Masciotro

ars of bilities

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N ew Z ea l an d Di v ing an d Sa lvage

Welding installation of anode brackets to subsea structure.

Established in 1982, New Zealand Diving and Salvage Ltd (NZDS) have developed the reputation as a preeminent provider of innovative solutions and service excellence for offshore, inland water systems and the marine industry throughout New Zealand and the Pacific. NZDS has the ability to provide rapid response ability with a service range from project scoping to the design, construction and management of large-scale marine engineering projects.

“The company’s been up and 124

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running for over 30 years,” says NZDS General Manager Sol Fergus.

“There’s no other marine contractor in New Zealand that’s been going for that long. The experience and infrastructure that we’ve developed over that time, including the plant and equipment that we hold, is unique to our company and provides a point of difference.”

Accreditation Secures International Clientele Another significant element that

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helps set NZDS apart from their competition is the demanding accreditation they’ve achieved.

“From a commercial diving perspective, we are the only diving contractor in New Zealand to holds ISO 9001 and OHSAS 18001 accreditation,” says Fergus.

Fergus pointed out “For us to be competitive and meet client requirements, particularly international clients, it’s essentially imperative that we have accredited management systems”. “Looking at the international players, such as the oil and gas operators here in New Zealand, most of those companies are involved with major offshore corporations, which have large compliance rules and regulations, and if you don’t offer the complete package including service credibility with accredited systems then it is likely that you may not be considered”.

“Those two particular ones [ISO 9001 and OHSAS 18001] from a health, safety and quality standing are essentially a musthave in my view as they represent a commitment to the delivery of safe quality service assurance. When

you have a company like ours, with an employment staff of upwards of 20 full-time marine contractors, administrative and management, we’ve got to be competitive and have all the right things in place to secure the necessary volume of work,” says Fergus. “It’s also about improving the company’s own internal systems.”

Competitive Advantages and Strategic Alliances The range of services that NZDS has undertaken and the innovation and methodologies that they’ve come up with over the years have not only had large cost-saving implications for their clients but have also enabled the company to be successful with every undertaking they’ve performed; from salvage to biosecurity responses to patented geotech investigation tooling. “The knowledge that we have internally in terms of the marine coastal area around New Zealand and certain parts of the South Pacific, I don’t believe anyone else in New Zealand has that from a business perspective,” says Fergus.

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N ew Z ea l an d Di v ing an d Sa lvage and optimise the scope of operations and number of projects NZDS has the opportunity to get involved with, the Company has formed alliances with two other international commercial dive companies; Subsea Global Solutions and Cal Dive (Australia). “Thus increasing our service capability and offer with access to an extended range of capabilities, plant and personnel”.

This arrangement also utilizes the capabilities and local experience of NZDS with its infrastructure,

custom designed aluminium boats

Specialist design and manufacture of custom-made aluminium boats from 10 metres to all international standards.

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suppliers and knowledge of the local clients.

Multi-role Vessels for Diving and ROV Support Guardian Offshore New Zealand is a subsidiary of NZDS that was formed with the focus of offering new build multi-role vessels to the New Zealand market. “A recent example was the securement and operation of the 2014 NZ new build Guru which was we utilized for several hydrographical, geophysical and geotechnical projects”.

This multi-role support range will include diving, ROV, oil field support, inclusive of off-take chase vessels. “Many of the international companies would now like the vessels they utilise for their projects to be less than 10 years old,” explains Fergus. “They would also like these vessels to have multi-role capabilities. While there are a lot of such vessels internationally, there’s a large mobilisation cost involved to bring them to New Zealand for a short period.” NZDS expects that having multi-role vessels based in New Zealand will help bridge that gap.

There isn’t always a guarantee

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that there will be work or projects that will require certain vessels or infrastructure elements that the Company attains or develops. Nevertheless, Fergus explains that part of the Company’s growth plan involves anticipating what the market will do and need. “There aren’t always guarantees for the substantial investments that we make, but these are things we commit to in order to make sure we’re ready to go operational when needed,” says Fergus.

Maintaining High Quality and Safety Standards From a quality standpoint, the Company has maintained in-water survey approval for six of the major class societies and has maintained those approvals for over 25 years. “We were perhaps one of the first companies in New Zealand to pioneer these. To have maintained those approvals for more than 25 years is a great achievement that we’re quite proud of,” says Fergus.

“We also have an excellent safety record. For more than 25 years, all of our operations have been prime-injury free.”

Moving forward, New Zealand Diving and Salvage is constantly looking forward and exploring options to provide service excellence across a range of marine activities. We have internal continuous improvement drivers that ensure safety and quality are at the forefront of our processes.

Company Information Industry

Energy h ea d q u a r t e r s

Lower Hutt, New Zealand founded

1982 e m p l o y ee s

50+ r e v en u e

Not Disclosed products/ services New Zealand Diving and Salvage has been in operation for over 30 years and has evolved over the years from primarily providing underwater vessel surveying and occasionally some particularly challenging salvage work, to more specialised geotechnical investigation and marine construction. The Company is the longest running marine contractor in New Zealand. The experience and infrastructure that they’ve developed over that time, including the plant and equipment that they hold, is unique to the company and sets them apart from their competitors.

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Symons Group:

Symons Group Maintains Powe with Transport and Energy

Symons Group continues to grow its transport and ene nurturing family values and respect for local communiti Written by: Andrew Rossillo Produced by: Wayne Masciotro

erful Synergy

ergy services while ies.

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Symons Group

Warehouse Storage Racking Options

Symons Group continues to build on a foundation that began in 1984 with the establishment of Symons Transport. The group has now grown to also incorporate property interests and provide extensive services to the energy sector.

Encompassing Transport, Energy Services and Waste Remediation Services, Symons Group provides innovative quality transport solutions, delivered safely and efficiently. The Group aims to exceed customer satisfaction expectations by using world-class, innovative equipment and a highly 130

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motivated, skilled team to continuously improve their systems. Symons Group’s management team and highquality fleet are ably supported by a high-quality driver team.

The vast majority of the Symons Transport and Symons Energy Services operations are based on a large, multi-purpose site in Bell Block, Taranaki. The workshop base for the Group is split between Bell Block and Oakura, Taranaki. The Group is proud of its Taranaki origins and familybased values and has become well known for high quality, well-presented equipment, attention to detail and

AUSTRALIA

Symons Transport insulated tanker unit loading Crude Oil at Tag Oil Cheal A Production Site

strict regard for safety practices.

“We have a strong focus on HSE and quality,” says Symons Group General Manager Mark Robinson.

“Not only are we accredited through the Tertiary Level Workplace Safety Management Programme (WSMP) with ACC, but we are one of the few transport companies to be accredited to Fleetsaver Gold level for our transport operations.

We’ve invested significantly in this area in recent times and believe our commitment to this area is a strong point of difference. For example, we

were the first company in Taranaki to import grapple forks for our Symons Energy loaders because of the safety and efficiency improvements they offered. In addition, our environmental compliance in capturing waste, hydro-carbons on our sites is positively recognised by local authorities. And our trucks are all Scania, a brand renowned for their safety specifications.” The company considers all these factors to be especially vital in working with their customers because they are operating in local communities. w w w. s y m o n s g r o u p . c o . n z

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Through a strong partnership with channel partner Vehicle Technologies, customers like Symons Group, NZ Bus and Fonterra in New Zealand are already reaping the benefits of: Optimised driver and vehicle management Improved driver behaviour Reduced fuel consumption Boosted safety Enhanced customer service

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Family Values and Community Spirit As part of Symons Group’s commitment to family values, they continue to treat every customer as unique entities with special needs.

This approach, combined with their growing high-quality fleet, yard capacity and facilities, together with their high-quality management and local and national partnerships, means the Company is also flexible enough to cater to a wide range of transport and energy sector needs.

ShedBoss Taranaki are a proud partner of Symons Group and providers of custom designed steel building solutions built strong, built right.

DESIGN • BUILD • PROJECT MANAGEMENT

24/7 Call-out

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06 769 6506

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Sheds • Awnings • Carports • Workshops • Barns • Commercial • Industrial • Rural

AUSTRALIA

These family values and flexible strength are built on a 30-year history of being 100 percent family owned. “Graham Symons began the transport company in the early 1980’s,” says Robinson. “Prior to getting involved in trucking, Graham had developed farming interests in Coastal Taranaki. Initially, the trucking interests were an additional side line to farming, but over time grew to a more standalone business.

Increasingly the transport company has grown with other divisions of the business emerging, such as Symons Energy Services and Waste Remediation Services.”

Robinson points out that the entrance into the energy sector was largely based on bolstering the significantly seasonal element of the transport company. This created revenue diversification and reduced risk exposure. “In more recent years, Graham has established a small board and senior management team to provide a more structured, rigorous approach to managing the growth of the companies. Graham now chairs the Board, maintains key relationships, and has an active interest in new areas of development

for the companies,” says Robinson.

Today, Graham’s children, Jane and Murray are currently on the management team. Jane recently took the lead role in HSE / HR while Murray has been in charge of the transport division for the last two years. Being family owned and Taranaki based is a big part of the brand and culture of the companies.

“Despite significant growth, we’ve worked hard to maintain the family feel of the company and the ethos this brings, looking after our own people but also treating our customers with a real personal touch,” says Robinson.

“Part of growing with the support of our community is also investing back into it. We like to partner a whole host of community causes in the province, such as junior rugby, junior surf-life saving, schools near to the areas we are based and around the sites we work, various children’s charities, a range of junior sports-people competing in national and international events, community infrastructure projects such as the development of the regional cycle velodrome and regional BMX track, the local Helicopter Rescue Trust, w w w. s y m o n s g r o u p . c o . n z

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Symons Group

Water Delivery for local community learn to swim program.

to name just a few. We are not an international company but a local one that intends to be around a long time. Part of being in a small community is doing our fair share to support people because we’ve been very fortunate to have a lot of support from the community ourselves. We strive to over deliver on the expectations people have of us but with a humble approach,” explains Robinson.

Integration of Transport and Energy Services Exceeds Customer Expectations Symons Group’s Transport Services division has become 134

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synonymous with delivering safe, exceptional transport solutions to their customers. This division is able to provide a nationwide service specialising in the areas of bulk liquid transport (includes food-grade) and oil related services.

“We have become renowned for innovation and our continued commitment to utilising the latest in technology and product innovation — our customers are receiving the safest, most efficient transport solutions,” says Robinson.

Significant elements behind the Company’s competitive advantage include their strong HSE record, excellent presentation of the single, modern Scania brand fleet and

Energy

investing time and resources into constantly looking to improve the service they provide for customers.

As part of that, significant, ongoing investments are also made towards high-quality equipment, such as trailers with certified bolsters and head boards, custom-built tankers, etc. Careful attention and resource application also goes towards driver training.

Symons Energy Services feature specialised equipment and operators familiar with the handling and safety requirements of oil field equipment, including the transport of casing, drill pipe and assorted drilling equipment. One of the top priorities here is to achieve

zero harm to people, property and the environment while delivering an optimised service with highly experienced and trained staff. “We work with companies in the energy sector to understand their needs. To better meet these needs we have developed a large, multipurpose, environmentally friendly site with a range of services and facilities, including a number of service providers to operate in the Symons Energy Services yard,� says Robinson.

By offering both Transport and Energy Services divisions, Symons Group is able to provide an integrated supply chain solution, offering the benefits of storage and inspection with logistical support w w w. s y m o n s g r o u p . c o . n z

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Symons Group of a transport hub. Through this, the Company can offer strong incentives for clients who choose to integrate their energy and transport services with Symons.

“We provide a one-stop energy service hub that allows customers to have one point of contact (make one phone call) to access a whole range of logistical support services,” says Robinson. “Not only does this reduce time and administrative function for clients dealing with us, but it also improves the efficiency with which we are able to provide services as we are able to coordinate our own resources with a lot more ease than if multiple parties were involved in this process. We are able to take a lot of the hassle often associated with managing logistics away from clients and allow them to focus more on key aspects of their business.”

“We can also respond much more quickly and effectively to emergency type situations. We are competitively priced but can save further costs by virtue of the efficiencies enabled through our integration. For example, there is far less downtime in working with 136

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Symons, and we also ensure that there is no charge on trucks when loading from within our yard, which is a significant savings in logistics across a drilling campaign.”

Furthermore, Symons Group maintains an operating consciousness regarding legacy issues for the companies they work with. They maintain a high regards for HSE and environmental measures, ensuring that they are of the highest standard. This includes reducing their environmental imprint.

For example, water they use through the inspection facility is rain water captured from their warehouses.

Strong Investments and Looking Forward This financial year has seen a significant investment in the Company’s facilities and equipment, growing their capacity across the Energy and Transport areas. The Group is in the process of completing their third warehouse. Shed Boss Taranaki, a company specialising in providing custom designed steel building solutions, has been

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responsible for the design, build and project management of all three warehouses. Shed Boss worked with Symons from early design stages, taking care of engineering, design, building consent documentation, all the way through to complete construction and project management. Shed Boss’ strong and right focus on their customers paired with their involvement in the steel building industry for nearly 10 years and 30 years of local experience in building and related trades ensured the safe and timely work for these warehouses.

In addition, Symons Group also continue to invest in the transport area, increasing the overall equipment inventory of the fleet by approximately 20 percent, with trucks, food grade tankers and trailers being added.

Robinson went on to discuss elements they’ll be pursuing to capitalise on this new growth: “We promote a culture of constant improvement, high expectations and innovation — there is a drive within the Group to always look to do things better than before throughout all of our operations. As part of this, we look forward to continuing to grow our team and continuing to develop the capability of our people to meet current and future challenges and opportunities. This includes continuing to work with existing and new customers to help improve their operations — we get a thrill out playing a strong role in seeing our customers succeed.”

Company Information Industry

Energy h ea d q u a r t e r s

Bell Block, New Zealand founded

1984 e m p l o y ee s

140 r e v en u e

Not Disclosed products/ services

Symons Group began with the establishment of Symons Transport in 1984. The group has now grown to also incorporate property interests and provide extensive services to the energy sector. The scope and size of the transport division has also grown significantly.

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CPFL Brazil

reliance, saving and partnership Voted the best of the country in the Energy Sector for three years in a row, CPFL focuses on growing and maintaining quality in the portfolio of products, services and support Written by Flavia Brancato Produced by Danilo Stefaneli

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PFL Brazil believes that producing and using energy in a sustainable manner is of essence for the future of mankind, by offering sustainable energy solutions with excellence and competitiveness.

Present on the Free Market since its creation, CPFL Brazil is a trader of Grupo CPFL Energia – the largest private group of the Brazilian electricity sector, with over 100 years of tradition and history in the sector. Serving about 350 customers in many commercial and industrial segments, the company trades electricity enough to serve nearly 6.2 million homes. In the past year alone, a little more than 13,500 GWh were traded, which means over 1550 MWm of energy sold in the year 2013.

THE DIFFERENCE Taking into account that on the free market you are entitled to choose from whom you buy or to whom you sell energy, CPFL Brazil stands out not

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only for the reliance of their services provided, but also for their business partnerships, offer of customized products and solutions created by the internal team of experts all over the country.

According to the CEO of CPFL Brazil, Fabio Rogerio Zanfelice, CPFL continues to thrive: “We are different from the competitors because of the reliance we offer to our customers, as we are part of CPFL Energia, in addition to the sale of energy from CPFL Renováveis, the Latin American leader in the generation of clean and renewable energy,” on the Free Market, thus allowing its customers to be a part of the select group of companies that purchase sustainable energy.

By selling energy to customers, the company offers products at indexed prices, price referenced to Price of Settlement of Differences (PSD), energy swap, customized agreements, in addition to serving as a bridge by means of the sale to generators. “We offer this very product to other traders, in addition to other types of structured operations. We also offer afterw w w. c p f l . c o m . b r / b r a s i l

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Your company is made of people, people are everything for WCA. For the last 30 years many companies have been searching for innovative alternatives in business management and productivity growth. Many of them have found the outsourcing as a practical, modern and profitable solution. What was once a trend has become a reality for worldwide organizations. If your company is made of people, people are everything for WCA. WCA excellence in: Outsourcing/ Recruitment and Selection/ Temporary Labor /Training

B R A SIL

www.wcabrasil.com.br

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hiring Energy Management services to help final customers manage their hiring,” Zanfelice says.

THE ENERGY MARKET According to the executive, the main market trend is the growth of medium- and small-sized companies where the consumption of energy represents a relevant element of their costs.

Zanfelice understands that “today the free energy market is the main option to provide saving against energy consumption. Within such trend, CRM role becomes stronger and stronger: it is necessary to identify what each customer group needs in order to deliver more and more a customized product, bringing benefits to all the parties involved in the process.”

It is also worth remembering that the

supplier profile

Fabio Zanfelice, President of CPFL Brazil

WCA BRAzIL

“8.000 employees in 400 customers throughout Brazil. Outsourcing is WCA´s speciality: It has been more than 30 years with recognized experience and excellence in the market. The solutions presented by WCA are unique, customized and aligned with the objectives and strategies of each company.

Outsourcing: Cleaning and Preservation – Gardening – Reception and Access Control – Handling and Warehousing – Industrial Operational Processes – Facilities Maintenance and Preservation – Administrative Processes.

Recruitment and Selection Processes: At all levels through customized projects.

Temporary Labor – Law 6.019/74: Tool to provide the needs caused by seasonality of commerce and production, and also to replace temporarily personnel due to trainings, vacations and absences.

Training: diversified and customized courses, workshops and lectures”.

Website: www.wcabrasil.com.br

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RaĂ­zen and CPFL.

Our energy generates a brighter future.

Raizen is an energy company which works from the growth of sugar cane, the production of ethanol, sugar and energy, to the distribution of fuel. We have emerged from the strategic view between Shell and Cosan, a joint that grows up boosted by its talents, technology, clients and win-to-win partnerships just like CPFL, that contributes to the improvement and development of Raizen’s bioenergy.

Our energy generates a brighter future. www.raizen.com.br www.facebook.com/RaizenOficial

THE ENERGY THAT COMES TO YOU PASSES THROUGH A ROMAGNOLE PRODUCT

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Steel towers for transmission

Electricity is a lever for economic and social development.

For over 50 years, Romagnole has been producing solutions to power grids and industrial facilities which lead the development to millions of people.

Small powe r transformer s

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Copper and aluminum cable s

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Single-phase transformers

nted Pad mou s mer transfor

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Concrete poles double T

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Submersible underground transformers

Three-phase transformers

MPS - Metalic Portable Switchgear

Romagnole Business Operation Center Rua Armindo Romagnoli, 309 - Parque Industrial

Phone: +55 44 3233 8500 Mandaguari - Parana - Brazil

Sales Center:

+55 44 3233 8500

www.romagnole.com.br

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procedures at the Câmara de Comercialização de Energia Elétrica-CCEE (Electric Energy Trading Chamber) represent an obstacle to the entry of some of such small-sized companies in the free market. Thus, another trend will be the creation of a Retailer - a trading modality that will benefit consumers with facilities to do business in the free market, and businesses are expected to start next year.

The sustainable growth that provides an expansion of the offer of energy by means of new energy generation enterprises can be deemed as one of the main challenges of the Brazilian electricity sector. Zanfelice also points out that, in the short term, “there is also the challenge created by the lack of rainfall, which results in high prices for the energy in 2015.”

To cope with such challenges, CPFL Brazil has its own model to build up the portfolio of agreements with consumers that steady energy generation projects, thus securing the final product to its customers.

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Commercialization desk

RENEWABLE ENERGIES AND REASONABLE CONSUMPTION A significant portion of the company trading operations is devoted to renewable sources. CPFL Renovรกveis, an arm of renewable source generation within Grupo CPFL Energia now has the full capacity of 2,108 MW hired, which corresponds to 1,773 MW in operation, in addition to other 335 MW under construction. Grupo CPFL Energia itself has programs that target energy efficiency wherein, by means of distributors, nearly BRL 56.5 146

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million was invested in 2013 in actions passed by the Agência Nacional de Energia Elétrica-Aneel (Brazilian Electricity Regulatory Agency).

The programs not only foster the reasonable use of electricity, but also join the urban forestation where, in the last year alone, 219 thousand seedlings were distributed to the Municipalities. Other outstanding projects are the Program for Revitalization of Philanthropic Hospitals – where the group has invested over BRL 5 million and benefitted more than 80 entities w w w. c p f l . c o m . b r / b r a s i l

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Commercialization desk

“We are different from the competitors because of the reliance we offer to our customers, as we are part of CPFL Energia, in addition to the sale of energy from CPFL Renováveis” – CEO of CPFL Brazil, Fabio Rogerio Zanfelice

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in the countryside of the State of São Paulo, the Program for Support to City Councils of Children and Teenagers, and the “Semear,” a program that involves more than five percent of the company personnel to develop voluntary work projects.

The group stands among the top 15 Brazilian investors in the cultural area. “Grupo CPFL Energia also has several works focused on the quality of life, health and safety. The Transformation Project, for example, focuses on preparing the company to continually grow in the years to come. We have also had weekly conversations on safety with the team (daily with field teams), which focus on health, safety and quality of life inside and outside the company,”

C P FL B r azi l

Baldin bioenergy

says Zanfelice.

INVESTMENTS AND STRATEGIES With an energy planning system and a system for approval of energy purchase and sale transactions developed by CPFL Brazil, it is possible to follow up very closely, and in real-time, the portfolio of agreements and customers’ management data, which allow us to manage the energy purchase and sale transactions with the utmost security.

As for the relationship with customers and suppliers, the CEO assures the relevance of communication and relationship actions. “Committed to the quality of the business management system and to the training of people, we hold the CPFL Brazil Forum to discuss current issues and the free energy market. We also sponsor events that provide this type of 150

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Company Information Industry

Energy h ea d q u a r t e r s

Campinas (SP) founded

2002 E m p l o y ee s :

57 Products / Se r v i c e s

discussion and bring us closer to our customers,” he adds.

Another point emphasized by Zanfelice is the company positive progress. “The plans for the company anticipate the focus on increasing the portfolio of sales to final customers by offering additional after-hiring Energy Management services on the free energy market.” Moreover, CPFL Brazil is structuring team and procedures to act in energy efficiency.

Energy Trader for final consumers and generators m anage m en t

Director-President: Fábio Rogério Zanfelice Market Director: Daniel Marrocos Camposilvan

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Desenvix adds tradition to sector with excellence in the renewable energy area With capacity of over 2,960 MW installed in Brazil, the company stands out in all lines of operations, mainly for best performance in wind energy generation Written by: Flรกvia Brancato | Produced by: Danilo Stefaneli

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ith the purpose of identifying, evaluating and developing business opportunities in the area of renewable energy, in almost two decades Desenvix has already developed and contributed to the implementation of over 5,300 MW in electric energy generation enterprises operating in Brazil.

The tradition and excellence in the electricity sector led the company to an even higher level. Focusing on the development, implementation and operation of new projects in the area of generation and transmission of electric energy from renewable sources is one of Desenvix major goals.

Among Hydroelectric Power Plants, Small Hydroelectric Power Plants, Thermoelectric Power Plants and Wind Power Plants, there are altogether 15 enterprises in operation to produce 100 percent renewable electricity, with own installed capacity of 349 MW.

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Moreover, the company takes part, with 25.5 percent, in two 511 km-long transition lines under implementation. The extensive portfolio of projects totals no less than 2,960.8 MW of capacity installed, comprised of 17 Priority Projects under Development in addition to 21 Projects under Development.

HIGHLIGHTS IN THE SECTOR Desenvix CEO, Roberto Coas, proudly assumes that the work focused on renewable energy projects, together with steady financial and corporate governance principles, was and continues to be of essence to the growth and the consistent development of the company. “We work to achieve excellence in all of our activities.

Our Plants in the Wind Farm of Bahia, for example, have the best performance in wind energy generation among the participants of the National Integrated System, with average capacity factor of 48 percent in the last twelve months, according to the Monthly Bulletin of Wind Energy Generation.”

On the occasion, he also highlights the success in the operations of the plants of Novo Horizonte and Seabra, which ranked first and second respectively, in the overall ranking.

The achievements along the way are also key factors that justify the primacy. In September 2011, Desenvix purchased the entire share control of Enex – a company specialized in the operation and maintenance (O&M) of power plants, substations and electricity transmission lines. Holding 100

Key People DESENVIX

Management

João Robert Coas - CEO

Directors

. Samuel Saldanha Teixeira . Paulo Roberto Fraga Zuch . Darico Pedro Livi . Paulo Marcelo Gonçalves Margarido . Margaret Rose Mendes Fernandes

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c o m pan y na m e

Operation Center (COS) of ENEX O&M

percent of the capital, the company currently works as a provider of operation and maintenance services for power plants and electric systems.

To that end, a few months ago, Enex O&M became the largest company of O&M in Brazil, totaling 46 agreements distributed in 75 plants – 40 of which are Small Hydroelectric Power Plants and 24 being Wind Power Plants – and about 1.8 GW in operation. Coas further points out that “in only eight years of operation, the company already accounts for 13 percent of the national total of Small Hydroelectric Power Plants (in volume of companies, excluding companies that perform O&M for their own assets).

Enex O&M goal is to ensure high productivity with reduced costs and great agility.”

An important point is the geographical location of the company, which brings a reduction of costs for clients. Furthermore, the Operation Center 156

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(COS) located in Florianópolis concentrates all the activities, quickly solving problems in remote locations, by making use of several resources available to the company across the country. “We see a great potential for growth for O&M, particularly considering the wind energy projects to be developed in the coming years,” adds the CEO. Still prioritizing sustainability in all the projects involved, Desenvix has in its operating system a strict environmental assessment that takes into account, for example, changes in the environment and influences on the socio-economic environment in the areas of direct and indirect influence of the enterprises. Going further, since 2004 the Engevix Institute – a social responsibility project of Engevix Engenharia S.A – has had the mission of promoting an improvement in the quality of life for low-income communities of the Great Florianópolis, in Santa Catarina. The program targets the w w w. d e s e n v i x . c o m . b r

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education and the recovery of citizenship of its target audience, by seeking ways of enhancing learning and the creative capacity of the community, assisting in their social development.

CORPORATE STRATEGY When it comes to management models, the company adopts high standards of corporate governance according to the standards required from publicly-held companies, such as, for example, the adoption of a Board of Directors and Audit Committee, hiring of external audit and maintenance of the Area of Relationship with Investors.

As for professional qualification, according to Coas, skilled labor is one of the major challenges for the company, particularly for Enex O&M. “This is a quite specific labor, especially when it comes to O&M for wind farms.

This is an area that should attract many jobs in a near future. Today we have difficulty in finding this kind of labor and invest in training, which has proved to be a successful formula because we have managed to put together a sound performance in all regions of the Country, which is crucial to support our customers with agility,” he explains.

Another key element regarding strategies to improve quality, health and safety, in addition to continuous investments in technology, is to keep dedicated professionals committed to the company mission. “To that end, we invest heavily in our personnel, outsourcing when necessary and focusing on the development of activities directly related to the business,” explains Coas.

“We see a great potential for growth for O&M, particularly considering the wind energy projects to be developed in the coming years” – Robert Coas, CEO w w w. d e s e n v i x . c o m . b r

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“For us, 2014 was a very important year, for establishing the financial principles, improving our debt profile, downsizing the structure, investing in productivity” – Robert Coas, CEO

Panel room from Monjolinho

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CORPORATE RESTRUCTING On September 22, 2010, after a corporate restructuring held for the indirect entry of Fundação dos Economiários Federais (FUNCEF) in its capital, the Company started to operate under the corporate name “Desenvix Energias Renováveis S.A.” (Desenvix). In September 2011, Desenvix was granted the registration of publicly-held Company by the Brazilian Securities Commission (CVM), and then had the Company shares listed on Bovespa Mais.

In March 2012, the Norwegian governmentowned company SN Power became a shareholder of Desenvix holding 40.65 percent of the company capital; Jackson Empreendimentos holds the same percentage; and Fundação dos Economiários Federais (Funcef), 18.7 percent.

Due to changes in the share control of SN Power Group, in June 2014, SN Power Brasil Investimentos Ltda. changed its corporate name into Statkraft Investimentos Ltda. Statkraft is a Norwegian company, the leader and the largest renewable energy generation company of Norway, and the third largest in the Nordic region of Europe since the 1990s, working in the segments of hydroelectric energy, wind energy and urban heating gas.

TRENDS AND THE FUTURE Keeping pace with the great potential for renewable energies in the sector, doubtlessly

E L EC T R I C ENER G Y G ENER A T I O N

Monjolinho’s turbines

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Desenvix diversification becomes even more remarkable. Coas celebrates the favorable winds considering that “first of all, it is important to emphasize that we see this force in the market for renewable energies, especially for wind farms. Dependence upon rainfall rates and the hydrological character of the Brazilian energy model, together with high prices of the energy and its distribution across the country, has encouraged the Government and the sector in general to focus their attentions on renewable energies such as wind energy and solar energy, in addition to biomass.”

Still, the evident impact of MP 579 – Provisional Measure addressing the reduction of charges in the rate and the renewal of concessions in the electricity sector, added to the crisis now faced by the energy sector, definitely bring up some obstacles. “Certainly (such factors) represent challenges with which we are coping very well, thanks to our steady 162

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Company Information Name

Desenvix

Industry

Renewable energy h ea d q u a r t e r s

Florianópolis (SC) Brazil E s ta b l i s h e d

1995 e m p l o y ee s

financial principles and focus on actions that can increase the company productivity and efficiency,” says Coas with satisfaction.

When asked how he sees Desenvix five years from now, CEO Roberto Coas is honest. “For us, 2014 was a very important year, for establishing the financial principles, improving our debt profile, downsizing the structure, investing in productivity. For the coming years, we will work on new projects and we are, for now, watching and studying all the possibilities.” He adds, “and it is crucial to point out that we currently have a company with sound financial principles.”

60 Desenvix / 350 Enex Products / Se r v i c e s

Mainly hydroelectric and wind energy generation; new electricity generation technologies, such as solar/photovoltaic and WTE

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Flexitallic’s Culture of Innovation and Quality Control Leads to Sustained Success With a wealth of experience in the sector, Flexitallic is well positioned to achieve its ambitious growth aims Written by: Abigail Phillips Produced by: Rosie Rowe

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“Quality and technical support is at the heart of what we do and we have quality assurance and technical specialists around the globe ” – Mark Horton, Managing Director, U.K.

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T

he Flexitallic Group is the world’s leading manufacturer and supplier of high quality, high value static sealing products, delivering industrial gaskets on a global scale.

Founded in 1912, the company has a long and varied history, which has been underpinned by a culture of innovation and world-class customer service.

Today, the company is going through a phase of aggressive expansion looking to new markets, strategic acquisition opportunities and product development. With a physical presence in the U.S., Canada, China, France, Germany, the U.K. and the UAE, as well as joint-venture partnerships in Saudi Arabia, Mexico and Kazakhstan, and licensee operations in Africa, Australia, India and Italy, Flexitallic is well placed to serve the market on a global scale.

Flexitallic is a manufacturing company that is heavily involved in the distribution of its products.

The company works with a number of third party distributors and manufacturers, all of whom are heavily vetted.

Working on a three-tier model the company has licensees who manufacture its products to Flexitallic quality standards and pay the company a royalty; Allied Distributors who distribute Flexitallic manufactured products worldwide and product distributors, who are essentially logistics partners.

“We work with a whole range of distributors to provide local supply and support in each

Energy

R&D technician setting up a gasket test rig in the lab

territory,” explained Mark Horton, Managing Director U.K. “Quality and technical support is at the heart of what we do and we have quality assurance and technical specialists around the globe who work with distributors and end users to solve problems and maintain our standards of excellence.”

Quality is King At Flexitallic, quality is paramount to success and as such the business has multiple checks and balances in place to ensure every product is of the highest possible standard. The company has adopted a very structured approach to quality control and has introduced operational efficiency initiatives to work towards a global standard.

Horton explained: “Every single manufacturing

Production manager (L) with Engineer (R) inspecting a solid metal gasket

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Training Manager (L) with delegate in training

“We work with our customers to solve their problems and if that means designing something bespoke, developing an existing design or reviewing an application we have the technical expertise to do that” – Mark Horton

Flexitallic Sigma 511

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facility operates in the same way and it doesn’t stop there. Quality assurance measures are in place throughout the entire supply chain.

“We ensure product quality is maintained by buying from approved vendors, checking

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Computer controlled co-ordinate measuring machine (CNC CMM) measuring a metallic gasket

all materials that enter our facilities, robust inprocess inspection and further checks on finished goods prior to dispatch.”

But at Flexitallic, quality isn’t just about the products it supplies, but the customer service it offers to end-users. Flexitallic will assist its customers with installation and training through its Academy of Joint Integrity and has a team of 50 application engineers around the world, who are tasked with solving customer problems.

“We work with our customers to solve their problems and if that means designing something bespoke, developing an existing design or reviewing an application we have the technical

Flexitallic Spiral Wound Gasket

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expertise to do that,” Horton added.

A Culture of Innovation The company’s ability to renew and develop its products positions it as a leader in the sector.

“Innovation and our technical expertise in the field set us apart from the competition,” Horton said. “We have a long and proud history of innovation, research and development. We carry many patents for different products and invest a lot of time, money and effort in creating solutions for the future”.

Its highly technical but competitive nature has seen the company win large contracts from many of the major players in the oil & gas and energy markets globally.

Its operation in France, Siem Supranite, has a world-class reputation in the French nuclear

50 Number of engineers solving customer problems in Flexitallic’s Academy of Joint Integrity team

Flexitallic Gasket installation training rig

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F l e x i ta l l i c

Operator inspecting flexpro kammprofile gasket

“We encourage our employees to contribute to the business from a creative point of view as well as a practical one” – Mark Horton

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November 2014

sector and is now expanding into China and other regions of the globe. Flexitallic’s nuclear approvals will also mean that the UK operation is perfectly placed to service the future expansion in the country’s Nuclear sector.

A culture of innovation is not something that is achieved overnight. The company has worked hard to build a philosophy of continuous improvement from the top down.

“We are a profitable, secure and growing business and people like to be part of that,” explained Horton. “We supply to 80 countries, so people can be involved in lots of projects around the world and we support and encourage staff to work overseas if they wish.

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“We operate a Talent Detection Programme to identify key staff and create fast track plans to develop them globally. We also have a local talent programme to promote people through the ranks as well. We encourage and reward all our employees to contribute to the business from a creative point of view as well as a practical one.”

Company Information Industry

Energy h ea d q u a r t e r s

Looking to the Future Flexitallic is a company with a rich heritage and lots of experience in the sectors it serves, however that doesn’t mean it will rest on its laurels.

The business aims to grow significantly over the next five years via strategic acquisition, geographical expansion, investment, and the innovation and development of new products.

In the U.K. the company has spent in excess of £1 million on new factory equipment since 2008.

In the U.S., Middle East, the United Arab Emirates and Kazakhstan similar investments have been made to bolster manufacturing capabilities on site.

“We are a global company operating locally,” Horton said. “We are dedicated to bringing our products closer to our customers.”

Flexitallic is a company with its eyes firmly set on the future and its knowledge, expertise and ambition set it in good stead to achieve its ambitious expansion plans. With innovation, quality and firm leadership the company will continue to grow long into the future.

England, UK founded

1912 e m p l o y ee s

1,200 r e v en u e

€250 million products/ services

Manufacturing and supply of industrial static sealing products

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