Sustainability - July 2022

July 2022 | sustainabilitymag.com

FORMULA E:

Charge for sustainability in motorsport

SUSTAINABLE DATA CENTRE CEO’S

ESG:

Simply Sustainable’s Nicola Stopps talks ESG talents

HINDUSTAN ZINC: A successful digital sustainability journey

Deloitte Enterprise Performance on Delivering the Sustainable Enterprise PRINCIPALS SUDEEP SINGH AND ALEC KASUYA DISCUSS ORCHESTRATING TECHNOLOGY, ASSETS, ECOSYSTEMS AND PEOPLE

FEATURING:

CALIBRE MINING:

ANHEUSER-BUSCH INBEV

7 - 8 SEPT 2022

STREAMED & IN PERSON

BUSINESS DESIGN CENTRE, LONDON

SHAPING THE BUSINESS OF SUSTAINABILITY 3,000+

Participants

2

Days

3

Zones

60+

Speakers

Get tickets

Sponsor opportunities

A BizClik Media Group Event:

Watch our 2022 Showreel

Join us at SUSTAINABILITY LIVE LONDON Showcase your values, products and services to your partners and customers at SUSTAINABILITY LIVE LONDON 2022.

Brought to you by BizClik Media Group SUSTAINABILITY LIVE LONDON, the hybrid event held between 7th-8th September is broadcast live to the world and incorporates three zone areas of Sustainability LIVE, B-Corp LIVE plus March8 LIVE in to one event.

With a comprehensive content programme featuring senior industry leaders and expert analysts, this is an opportunity to put yourself and your brand in front of key industry decision makers.

Get tickets

From keynote addresses to lively roundtables, fireside discussions to topical presentations, Q&A sessions to 1-2-1 networking, the 2-day hybrid show is an essential deep dive into issues impacting the future of each industry today.

Global giants and innovative startups will all find the perfect platform with direct access to an engaged and active audience. You can’t afford to miss this opportunity.

See you on:

7 - 8 September 2022

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The Sustainability Team EDITOR

TOM SWALLOW CHIEF CONTENT OFFICER

SCOTT BIRCH

PRODUCTION DIRECTORS

GEORGIA ALLEN DANIELA KIANICKOVÁ PRODUCTION MANAGERS

PHILLINE VICENTE JANE ARNETA ELLA CHADNEY

CREATIVE TEAM

DIGITAL VIDEO PRODUCERS

OSCAR HATHAWAY SOPHIE-ANN PINNELL HECTOR PENROSE SAM HUBBARD MIMI GUNN JUSTIN SMITH REBEKAH BIRLESON JORDAN WOOD DANILO CARDOSO CALLUM HOOD

MARTA EUGENIO ERNEST DE NEVE THOMAS EASTERFORD DREW HARDMAN

VIDEO PRODUCTION MANAGERS

MEDIA SALES DIRECTORS

KIERAN WAITE

MANAGING DIRECTOR

LEWIS VAUGHAN

EXECUTIVE ASSITANT

JORDAN HUBBARD CHIEF OPERATIONS OFFICER

MARKETING MANAGER

STACY NORMAN

PROJECT DIRECTORS

GLEN WHITE

LAUREN ALICE TYE BEN WIGGER

LEWIS HAMMOND

CEO

FOREWORD

Taking poll position in the global ESG agenda “A single invitation led to coverage of an initiative that is taking both motorsport and ESG to new heights”

SUSTAINABILITY MAGAZINE IS PUBLISHED BY

EV is climbing to poll position, becoming a catalyst for environmental impact. The technology behind this is accelerating organisations towards the global net-zero target A new era of reporting has opened up for us at Sustainability Magazine. A single invitation led to coverage of an initiative that is taking both motorsport and ESG to new heights, leaving a sustainable legacy across all four corners of the globe.

Highlighting the effects of Formula E and other sustainable organisations is impossible without consideration for the technology behind the scenes.

From data centres to automotive manufacturing, this issue covers new technologies that are pioneering electric motorsport and cascading effects across all commercial settings as businesses work towards gaining efficiency at no cost to the planet.

People make up the driving force in this instance.

Advocating more entry into STEAM subjects has propelled women in all industries and encouraged an overall increase in diversity, equity and inclusion.

TOM SWALLOW

tom.swallow@bizclikmedia.com

© 2021 2022 || ALL ALL RIGHTS RIGHTS RESERVED RESERVED

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CONTENTS

Our Regular Upfront Section: 10 Big Picture 12 The Brief 14 Timeline: UN peace initiatives, climate and social change 16 Trailblazer: Katrick Technologies 20 Five Minutes With: Raymond Onovwigun

26

42

Deloitte enterprise performance on delivering the sustainable enterprise

Charge for sustainability in motorsport

Deloitte

Formula E

56

72

World’s largest brewer in sustainability vanguard

Simply Sustainable’s Nicola Stopps talks ESG talents

Anheuser-Busch InBev

ESG

98

Netzero

80

The shift in global energy policy amid energy crisis

Calibre Mining Corp

Mining is a model organisation for ESG compliance

106

Master Power Technologies and Digital Parks Africa

120

Supply Chain

The trend of sustainable transformation among supply chain

128

140

Hindustan Zinc’s successful digital sustainability journey

CEOs pushing for Data Centre Sustainability

Hindustan Zinc

Top 10

12 - 13 OCT 2022 STREAMED & IN PERSON QEII CENTRE, LONDON

THE FUTURE OF DIGITAL PROCUREMENT 3,000+

Participants

2

Days

2

Zones

60+

Speakers

Get tickets

Sponsor opportunities

A BizClik Media Group Event:

Watch our 2021 Showreel

Join us at PROCUREMENT & SUPPLYCHAIN LIVE LONDON Showcase your values, products and services to your partners and customers at PROCUREMENT & SUPPLYCHAIN LIVE LONDON 2022.

Brought to you by BizClik Media Group PROCUREMENT & SUPPLYCHAIN LIVE LONDON, the hybrid event held between 12th-13th October is broadcast live to the world and incorporates two zone areas of SupplyChain LIVE plus Procurement LIVE in to one event.

With a comprehensive content programme featuring senior industry leaders and expert analysts, this is an opportunity to put yourself and your brand in front of key industry decision makers.

Get tickets

From keynote addresses to lively roundtables, fireside discussions to topical presentations, Q&A sessions to 1-2-1 networking, the 2-day hybrid show is an essential deep dive into issues impacting the future of each industry today.

Global giants and innovative startups will all find the perfect platform with direct access to an engaged and active audience. You can’t afford to miss this opportunity.

See you on:

12 - 13 October 2022

Sponsor opportunities

BIG PICTURE

Photo credit CC BY-NC-SA 2.0

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July 2022

Davos forum back in person and leaders discuss ESG action Texas, US

Following many global events that have not only shaped the population, but also the collective environmental, social and governance (ESG) agenda, leaders were able to attend the World Economic forum’s (WEF) Davos Forum this year.

Significant discussions took place to address world events like the current Russia-Ukraine war and the impending climate change risks that have been exacerbated further over the past few years.

COVID-19 restrictions stopped the WEF from hosting Davos, which meant moving it online, but now it is back, with the event in May marking the return of its in-person events. sustainabilitymag.com

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THE BRIEF “2022 IS THE YEAR TO SET THE STAGE FOR OUR SUSTAINABILITY JOURNEY” Petri Salopera

Vice President of Sustainability, Calibre Mining  READ MORE

“SIMPLY SUSTAINABLE IS A STRATEGIC MANAGEMENT CONSULTANCY, SPECIALISING IN ESG AND SUSTAINABILITY”

BY THE NUMBERS Percentage of consumers more likely to purchase from brands committed to sustainability (by region), according to Statista.

40% 45% 42%

North America

EMEA

APAC

READ MORE

Nicola Stopps

CEO, Simply Sustainable  READ MORE

“MY PHILOSOPHY IS THAT WE NEED TO MAKE SURE OUR HOUSE IS IN ORDER BEFORE WE COMMUNICATE” Julia Pallé

Sustainability Director, Formula E  READ MORE

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July 2022

Top 10 ways to improve workplace D,E&I Businesses are seeing the value of their employees, but some lack the initiatives to encourage D,E&I in the workplace, so here are 10 ways to do so READ MORE

ELECTRIC VEHICLE

charging raises cost questions Everyone knows the consequences of fossil-fuel consumption and the next-generation mobility that waits around the corner, but when will it become feasible?

There are currently many questions surrounding electric vehicle (EV) adoption, which are shaping the opinions of consumers and providing answers that could change the way they perceive the shift to all-electric vehicles.

Infrastructure isn’t yet ready to support the switch to electric vehicles – with many of them yet to meet the convenience needs of consumers – and the price of infrastructure must be aligned with the adoption of EVs to ensure that, as a whole, it is cost effective.

To break even on charging infrastructure requires consumption by owners of EVs; the rate of EV uptake is determined by the infrastructure in place to charge conveniently – it’s an on-going dilemma of both cost and convenience.

 CATHAY PACIFIC Following a hit from the coronavirus pandemic, Cathay Pacific’s sustainability report shows it’s on the up in terms of waste management and reducing emissions from aviation.  MASTERCARD The payments provider is incentivising its workforce to drive corporate sustainability by linking ESG to all employee bonuses across the board.

W I N N E R S JUL22

 VOLKSWAGEN The automotive giant was accused by a farmer in Germany of killing his crops, with him stating that he feels the company is ‘partly responsible’ for global warming.  EV INDUSTRY Concerns arise around the development of EVs due to potential shortage of lithium resources for future battery production

L O S E R S

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TIMELINE PEACE INITIATIVES,

CLIMATE AND SOCIAL CHANGE

From wartime peace to mitigating climate change, the UN became the most influential organisation bringing together nations from across the globe. Here are some of the events in its 60-year history

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July 2022

1941

1945

1953

Declaring post-war peace

The end of conflict confirmed

A second leader of the UN

As many endured the battery of the Second World War and nine exiled governments resided in the city of London, a movement was taking shape with the Declaration of St James Palace underway — a critical step to uniting nations and provoking post-war peace.

As the Second World War came to an end and the United Nations was formed, the behind-the-scenes actions of governments came to light. President Roosevelt, Prime Minister Churchill and Premier Stalin declared peace through the formation of the organisation.

In 1953, Dag Hammarskjöld of Sweden was voted in as the Secretary General of the United Nations, where he served an eight-year term before he was succeeded following a tragic plane crash in 1961.

1971

2002

2012

Introducing the People’s Republic of China

Sustainable development and action against poverty

Rio+20 Earth Summit

It was voted that the People’s Republic of China be granted seats in the United Nations as representatives from Bhutan, Bahrain, Qatar and Oman are welcomed to the organisation. At this time, the United Nations also recognised the collaboration of the International Atomic Energy Agency.

In August 2002, the UN held its World Summit on Sustainable Development in Johannesburg, with the aim of reducing poverty and promoting climate action as the environment becomes a focus for the organisation.

The UN held its Conference on Sustainable Development in Rio de Janeiro, Brazil, to agree on new global economic development policies and environmental protection initiatives.

At the Earth Summit, UN member states made the decision to develop a set of Sustainable Development Goals (SDGs). sustainabilitymag.com

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TRAILBLAZER

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July 2022

KATRICK TECHNOLOGIES Katrick Technologies has designed and patented a novel panel system for capturing wind energy that represents a viable alternative to conventional wind turbines

W

Marketing Manager Alexandra Basso discussed how Katrick Technologies solves this problem by cleverly designing the wind panel system to maximise the amount of kinetic energy captured.

ind power is one of a number of solutions to provide carbonneutral renewable energy.

However, it has various limitations, from sourcing a location to visual and noise disturbance. Co-CEO Vijay Madlani and

Advantages over conventional turbines Katrick's panels offer several significant benefits over turbines. They contain multilayered aerofoils that independently oscillate as the wind passes through the

Vijay Madlani Co-CEO, Katrick Technologies

Alexandra Basso Marketing Manager, Katrick Technologies sustainabilitymag.com

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TRAILBLAZER

panels, thereby creating energy pockets.

Variable-sized aerofoils increase the surface area for capturing kinetic energy, which can then be converted into renewable electricity.

Their smaller size makes them easier to construct and install while maintaining a substantial surface area within the working space and also allows them to be retrofitted to existing buildings and structures – even in urban and residential settings.

This is a significant advantage, as conventional wind turbines are limited by space and location; these panels are considerably more adaptable and flexible.

"When you deal with very low-quality energy, which holds to more than 50% of all the available energy, it isn't right," Madlani said. "Don't try to convert it all together in probably one single shop. Have all the energy captured and converted into those you must transfer in small pockets."

The size of the panels and configuration of the aerofoils allow them to capture wind of all speeds and frequencies, including ground winds that turbines cannot access. Adding additional foils can also provide a larger surface area for wind capture than turbines, which concentrate energy on a single focal point, the alternator.

Due to their modular design and rapid deployment, the panels are simple to implement at any scale, with a low initial cost and smaller size. In addition, they require little maintenance, which increases their overall service life and provides an additional advantage over turbines.

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July 2022

Eco-friendly yet profitable technology Technologies like Katrick's wind panels offer different ways to make energy. They also give businesses and individuals the chance to make money by making energy off the grid, like microgeneration sites.

Microgeneration allows businesses to make and store their own energy, preventing reliance on the grid and avoiding the associated environmental problems, which would be impossible for the average business owner to do with traditional wind turbines. In real life, these microgeneration sites could

energy-generating technologies like Katrick Technologies' wind panels.

"One of the critical things is that we want to be seen as one of the world leaders in bringing clean, green, innovative technology to market commercially-viable," Basso said.

even be used to power charging stations for electric vehicles. This would make it easier to charge and run EVs, making more people want to switch to them.

Investing in renewable energy is a crucial way to help the environment, and it can also speed up the process of becoming energy independent.

During times of geopolitical instability or conflict, the energy supply can be interrupted, making it more important than ever to have a reliable energy source during these times. A country can depend less on foreign gas and fossil fuels by developing and making green

Focus on innovation Madlani explained that, instead of merely penetrating the market, Katrick plans to continue improving its innovation for the next 18 months.

"We're not doing this as a business model just to penetrate the UK; we are looking at this as a global proposition that will have a real positive impact," Madlani said.

Furthermore, Katrick Technology's innovation is expected to encourage the market to prioritise eco-friendly technology to generate energy.

"What we are doing is not really stimulating the end-user; we are also stimulating the market," Basso said. "We are speaking with some of the largest wind navigators, and globally, they're very keen to be part of what we are bringing.

Because there is actually no urban ground effect bin technology that actually works."

"That's the main motto, which forms all the technologies we bring into the base. At the moment, we are only concentrating on the bin and passing it fully, but slowly we will develop multiple other sectors." sustainabilitymag.com

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FIVE MINUTES WITH...

RAYMOND ONOVWIGUN AS FOUNDER AND CEO OF ROMCO GROUP, RAY WITNESSES AND TAKES ACTION AGAINST ENVIRONMENTAL CONCERNS PLAGUING WEST AFRICA

Q. TELL US ABOUT WORKING IN NIGERIA?

» There have been so many peaks

and troughs—more troughs than peaks, if you like—to actually get us to where we are today, and that's the story that I resonate with. But, again, I already knew that I was mad for coming out here. Then that was further cementing the idea that I'm above my weight here. Should I really look at putting the brakes on this and cooling it down? There's no shame in failure, or learning from it and trying something else. But, I kept it going.

Fast forward to 2022, here we are today, pushing through, and hopefully looking to slash our targets.

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July 2022

Q. WHAT HAVE YOU ACHIEVED OR ARE CURRENTLY WORKING ON?

» We're looking to go to about

U$8mn in revenue. This year we will. We've got a run rate of close to US$38mn and should smash that even further. We're really pushing through that and we're looking to open up around seven plants within the next five years. I'm actually looking to stretch that target even further now and push it up to 10 plants, as we see potential cyber opportunities.

We conceptualised the move to Ghana last year, but because of COVID-19, we were restricted in our

“WE'RE FIRST ON THE GROUND IN TERMS OF ACTUALLY HITTING ALL THE POINTS OR ALL THE AGENDAS”

movement in terms of sourcing goods and people. We actually managed to finalise everything, wrap everything up, and launch earlier this year. We've got Ghana in play now, and we've got Nigeria in play. Across all our facilities, we're now operating on a land size of close to seven acres.

We recycle anything that comes through our doors. We’re committed to making sure that nothing goes back into landfill, but obviously our core products, what we actually recycle, are mainly aluminium and copper products. However, we're not limiting ourselves to that. We have looked sustainabilitymag.com

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FIVE MINUTES WITH...

“WE PLAN TO BE GLOBAL LEADERS OF RECYCLING; WE PLAN TO ONE DAY BE LISTED AS AN FTSE 100 COMPANY”

at lithium as a key diversification mechanism, or metal if you like, and we've also looked at plastics as well.

Q. WHO IS BUYING RECYCLED MATERIALS FROM ROMCO?

» The manufacturer of your car CD

player, those guys are buying our metals. The plane you use to get to your destination, that company that owns the plane is buying our materials. The drinks you'll most likely consume today, that company is buying our materials. Basically, it's essential for a lot of original equipment manufacturers (OEMs) or just in general production. You'll find that with this transition to a more green economy, you're probably seeing a lot of these metals being used, or they already are being used, in the expansion of power grids, as we see the roll-out of more EVs, the renewable energy roll-out, and sustainable housing.

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July 2022

Q. WHAT'S NEXT FOR ROMCO?

» You're not going to be turning

over stainless steel or silver cutlery, so the next more affordable option is going to be, more than likely, aluminium knives and forks or some type of base metal. But aluminium is the more affordable option and less corrosive. So, more than likely, that will be used in replacement of old plastic. Again, our products are literally being used every day. The minute we stop providing materials, there's a complete shutdown. These would be deemed essential. I seem to find myself working in these essential roles. It's always happening.

Q. ARE YOU ANTICIPATING ANY FUTURE CHALLENGES?

» Nothing more unusual than

the challenges that we have faced already in building the business. We plan to be global leaders of recycling; we plan to one day be listed on the

FTSE 100 company with billions in revenue. At the same time, we hope to achieve all our impact goals that we've set out by way of our UN sustainable development goals.

We're first on the ground in terms of actually hitting all the points or all the agendas: no poverty; good health and wellbeing. In terms of gender and equality, if you come to our plant, you’ll see that 50% of our staff

are women. We foster decent work and economic growth, Sustainable cities and communities—and when I mention sustainable cities and communities, I've literally seen where we operate now, in Lagos in particular, and how that has developed into a massive community and the economy that's been developed around our business is absolutely immense. sustainabilitymag.com

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Deloitte Enterprise Performance on Delivering the Sustainable Enterprise WRITTEN BY: SCOTT BIRCH PRODUCED BY: GLEN WHITE

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July 2022

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DELOITTE

Fully Invested in Sustainability: Deloitte Enterprise Performance Talks Orchestrating Technology, Assets, Ecosystems, and People Scott Birch Good afternoon, Sudeep and Alec, thank you for spending time with us on an important enterprise topic, Sustainability. Let’s start with some introductions. Would you mind introducing yourselves?

their operations. In this area, issues of environment and Sustainability are intricately linked. In my role, I am very excited to be teaming very closely with Sudeep and our EP leadership team, bringing our Sustainability capabilities to our clients.

Sudeep Singh Nice to meet you, Scott. I'm a Principal at Deloitte Consulting, based in Southern California. I lead our Sustainability practice for Enterprise Performance (EP), the largest offering portfolio in our consulting business.

To give you a sense of what that means, Enterprise Performance includes our technology-enabled business transformation practices, including ERP, finance, supply chain operations, and other operationsenhancing technologies, to help our clients with mid-office and back-office capabilities.

We also manage key technology alliances and partnerships. As for my role, I have spent most of my career leading large, complex business transformation programmes for some of the largest companies in the world.

Scott Birch Let’s explore that further – can you tell me a bit about what Enterprise Performance does to help clients and the role of Sustainability within that picture?

Alec Kasuya Great to meet you as well. I'm also a Principal in our Enterprise Performance practice.

I've worked in and around energy and Sustainability issues for the better part of my career, going back 15 years with Deloitte.

I specialise in global services, which brings an international development focus to our corporate clients in helping them expand 28

July 2022

Sudeep Singh We work with a large portfolio of clients across industries and many of them are facing similar challenges across how technology, operations, and finance interact with Sustainability’s goals.

We are helping them think through how they establish and execute on their Sustainability, climate and equity agenda; for example, their strategies to deliver net-zero operations.

“ Today’s Boards and Executives are discussing and implementing Sustainability strategies that go much deeper – with interaction points across far more enterprise stakeholders, creating real employee enablement” SUDEEP SINGH PRINCIPAL, DELOITTE

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DELOITTE

How does the modern enterprise operationalise and then industrialise these capabilities in accelerated timelines? Where does technology innovation, the most critical enabler, fit within the strategy? This is where we come in with our extensive experience in technology strategy and delivery capabilities.

As you can imagine, a lot of the historic Sustainability discussions to date have been

“ We are all-in as a partner, investor and orchestrator to drive Sustainability forward” SUDEEP SINGH PRINCIPAL, DELOITTE

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July 2022

manual, i.e. ‘off-line.’ These discussions were high-level strategies to satisfy external reporting regimes with limited fiduciary implications – and, therefore, accountability. We are quickly approaching a point, a level of maturity, that goes well beyond this ‘first round', and our clients are looking to implement real action. Today’s Boards and Executives are discussing and implementing Sustainability strategies that go much deeper – with interaction points across far more enterprise stakeholders, creating real employee enablement.

Our clients want to understand the landscape of options, and prioritise the pursuit of initiatives where they can make a material and measurable impact, with commitment and big investment behind it.

For example, think about new products built on circularity principles where you

DELOITTE

“ Informed by what I've seen with our clients, the kinds of investments that are going into Sustainability – with the innovation to drive it – is astonishing”

SUDEEP SINGH TITLE: PRINCIPAL LOCATION: UNITED STATES Based in Southern California, Sudeep leads the Enterprise Performance Sustainability practice at Deloitte.

An industry expert on ERP, Sudeep has led numerous business transformations for Fortune 500 companies. Critical for Sustainability transformation, Sudeep brings a background of deep in-house knowledge across the Power and Utilities sectors.

SUDEEP SINGH PRINCIPAL, DELOITTE

have to completely rethink the product life cycle. These are substantive initiatives with significant impact, which can become disruptive if not planned and implemented in a coordinated manner.

On the second part of your question – at Deloitte, we view the role of Sustainability across five main areas:

For each of the five areas, we help our clients in a variety of ways – this may start with a collaborative exploration and education process, a clarity of ambitions, setting the strategy and roadmap, defining and enabling measurement, and updating their core business capabilities to align with Sustainability principles, regardless of their drivers: social consciousness, consumer demand, regulatory or compliance requirements, and/or raising capital.

EXECUTIVE BIO

• Charting the path to net zero • Enabling sustainable supply chains • Automating ESG reporting and disclosures with appropriate controls and auditability • Understanding and managing climate-change related physical and transition risk, and; • Activating equity both within and outside the organisation through initiatives like diversity, inclusion, and impact sourcing

DELOITTE

Scott Birch What is your strategy when you connect with a large client? You mentioned exploration and education – can you describe how this process begins?

Sudeep Singh Certainly – in our opinion, Sustainability is a broad and complex topic that requires breakthrough thinking. At Deloitte, we have studied breakthroughs in great depth and have developed an immersive experience for it; we call it the Greenhouse Experience.

Alec Kasuya To go a little deeper on the Greenhouse Experience, it is a key asset and differentiator for us, and we believe it's going to be extremely impactful and inspiring when it comes to this particular topic with our clients. For those who haven't experienced it, our Greenhouse Lab is a fully immersive and sensory experience, where we invite key client leaders to meet with us, ultimately helping them with a vision forward to inspire innovation and creativity amongst their teams. The Greenhouse Lab is typically built with three parts: explore, discovery and commitment. The goal of these sessions is to orchestrate common understanding and viability – a path forward.

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July 2022

“ Between consumer preferences, employee choices, risks due to climate change, ESGearmarked capital, imminent ESG reporting, our clients are taking the topic of real action to drive Sustainability very seriously” SUDEEP SINGH PRINCIPAL, DELOITTE

In essence, we are working with our clients to orchestrate their Sustainability story.

The Lab can run the gamut from the simplest notion of energy efficiency to more complex topics like purpose and equity.

With Deloitte’s capability portfolio, we can go very broad and deep. We explore enterprise-specific impacts in the context of the energy transition as it relates to power, utilities and renewable energy, as well as oil, gas and biofuels. We explore regulatory environments and climate at both macro and micro levels, and the impacts that different regulatory regimes are – or will be – having on our clients’ businesses near-term, as well as the long-term planetary impacts.

Discovery via the Greenhouse is really about looking for solutions – identifying pathways that help drive to overall Sustainability goals. On the point about commitment, we are building on the foundation of the vision and getting to action, the tactical next steps, the plans, the roadmaps, the activities required to start

DELOITTE

mobilising. The Greenhouse Experience has been foundational for Deloitte for many years, in terms of our overall approach to unlocking the power of transformation, and will continue to have a similar impact with regards to Sustainability.

Scott Birch You mentioned enterprise goals and striving to meet those goals. Broadly speaking, do you think that, with ‘all hands on deck,’ the targets for limiting global temperatures are realistic and achievable? Thinking tactically – what kind of requests have you been getting from your clients? Combined, is that cause for optimism?

Sudeep Singh I do believe the goals are achievable.

Informed by what I've seen with our clients, the kinds of investments that are going into Sustainability – with the innovation to drive it – is astonishing.

“ The data aspect of ESG reporting is overwhelming for many clients and in turn, creating capacity challenges to concurrently deliver real value-chain improvements in this area. We, along with our technology partners, are helping them solve these challenges” SUDEEP SINGH PRINCIPAL, DELOITTE

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DELOITTE

ALEC KASUYA TITLE: PRINCIPAL LOCATION: UNITED STATES Alec Kasuya is a Principal in the Enterprise Performance Practice.

Alec is an industry leader in global services transformation, including intelligent automation and enterprise systems integration.

Alec has advised some of Deloitte’s largest multinational and federal government clients across the spectrum of complex Sustainability issues.

“ The notion that we should be striving towards a sustainable enterprise is very much a given. I think people are naturally gravitating that way, not out of this sense of fear or accountability, but more of opportunity and potential” ALEC KASUYA

EXECUTIVE BIO

PRINCIPAL, DELOITTE

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July 2022

So, yes, I do believe that there is a viable path for getting to those goals. As I mentioned earlier, historically, the types of commitments we’ve seen were very superficial – that mentality has completely changed since the beginning of this year. Between consumer preferences, employee choices, risks due to climate change, ESG-earmarked capital, imminent ESG reporting, our clients are taking the topic of real action to drive Sustainability very seriously.

To expound on that further – the largest influx of inquiries have been regarding ESG reporting. With the imminent SEC reporting needs, it has taken on a life of its own. To be able to make quality and transparent disclosures that have appropriate controls, auditable, and with a high level of automation – this is a very complex challenge. We are talking about pulling

DELOITTE

data from a broad set of internal systems, and sourcing Scope 3 Emissions and other benchmark data from external sources. The data aspect of ESG reporting is overwhelming for many clients and in turn, creating capacity challenges to concurrently deliver real valuechain improvements in this area. We, along with our technology partners, are helping them solve these challenges.

One of the ways we are addressing these challenges is to onboard more clients to our ESG Reporting-as-a-Service platform. We want to make ESG Reporting more repeatable, scalable and cost effective, and free their time to focus their efforts and investments on Sustainability initiatives such as circularity, sustainable procurement, energy transition, and logistics emissions.

In our discussions, we frequently find that enterprises can be consumed by current market conditions, inflation, supply chain issues and geo-political challenges, but we have to keep in mind that Sustainability is for the long-run, and so we need to deliver strategies that consider near-term challenges but that are built to deliver on commitments that will run for decades – many enterprises have made Sustainability commitments for 2030, 2050, and beyond.

All in all, I'm optimistic.

I spend a lot of time in Silicon Valley, and I have seen the kinds of innovation that we have been able to achieve over the last 20, 30 years.

With the changing social climate and significant investments being made,

I'm hopeful that we are applying the same kind of innovative lens to Sustainability, and we will begin to see the outcomes that will allow us to reach the goals we all want to achieve. The sheer number of start-ups and new entrants in the market is astonishing, and as enterprise-solution enablers, we haven’t even scratched the surface on the cuttingedge research and technology in the pipeline – combined with autonomous capabilities, AI, and the overall acceleration of technologydriven innovation – what we can achieve is evolving, daily. As demand matures in the next phase of technology evolution, we will see a lot more transformational capability.

I firmly believe that technology innovation is the single most important enabler to achieving the warming limits established internationally.

Scott Birch Earlier, you made reference to your Alliance network – can you explain why this is important in the context of Sustainability?

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DELOITTE

“ When we think about the complexity of Sustainability as an issue for our clients, we see Sustainability as a driver of transformation, not as a singular effort, but one that unifies the needs of divergent initiatives and stakeholders” ALEC KASUYA PRINCIPAL, DELOITTE

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DELOITTE

Sudeep Singh Our Alliance network is our solution ecosystem – whether they are software vendors or other service providers. In the ERP and platform space, SAP, Oracle, Salesforce, ServiceNow, and Anaplan are some of the platforms that are well known. We are working with them to synthesise the challenges related to Sustainability, and together, building solutions and use cases to address them.

We have a strong belief that we are operationalising and industrialising the business capabilities for companies to take action on their sustainable development goals. Without the right ecosystem partners and their innovative solutions, the

value proposition of technology-enabled transformation starts to diminish rapidly.

You need to have the know-how, the assets, the partnerships, and aligned objectives as partners to make this happen, efficiently, measurably, and with the human changemanagement perspective, all together.

We also partner with all the hyperscalers – AWS, Google and Microsoft as leading partners – to deliver scale and infrastructure. Last but not least are the growing capabilities of ESG companies.

There is a wide range – many of them provide brilliant new point solutions to solve specific issues for a particular industry, and the marketplace is very dynamic. sustainabilitymag.com

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SUDEEP SINGH “Combined with autonomous capabilities, AI, and the overall acceleration of technologydriven innovation – what we can achieve is evolving, daily” “We have to keep in mind that Sustainability is for the longrun, and so we need to deliver strategies that consider near-term challenges but that are built to deliver on commitments that will run for decades – many enterprises have made Sustainability commitments for 2030, 2050, and beyond”

“ We are uniquely positioned to bring together enterprise stakeholders; from the groups at the corporate centre, at the enterprise strategy level, stakeholders in manufacturing and supply chain, in finance, and in IT” ALEC KASUYA PRINCIPAL, DELOITTE

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For example, many in the energy industry are fairly mature, while others are trying to tackle data issues by delivering advanced analytics – the marketplace is expanding rapidly. The expanding ecosystem of solution providers are our partners in how we solve for Sustainability, to scale the outcomes, to make sure that solutions work together and stick for the longer term. That is what we mean by ‘the benefit of an Alliance network’ – to innovate and deliver on common enterprise goals, with the leading set of innovative, industrialized and integrated capabilities.

Alec Kasuya Going back a few points and to build on what Sudeep said initially in describing our practice as technology-enabled transformation

DELOITTE

“ This is EP's Sustainability mission: to help our clients bridge the gap between today's capabilities and the fully enabled Sustainable enterprise” ALEC KASUYA PRINCIPAL, DELOITTE

– when we think about the complexity of Sustainability as an issue for our clients, we see Sustainability as a driver of transformation, not as a singular effort, but one that unifies the needs of divergent initiatives and stakeholders.

At Deloitte, we are uniquely positioned to bring together enterprise stakeholders; from the groups at the corporate centre, at the enterprise strategy level, stakeholders in manufacturing and supply chain, in finance, and in IT. Also, the stakeholders who have been charged with managing the employee experience. Comprehensively, that covers your buildings and facilities management, fleet management, and the operations of the enterprise. Connecting all of that is the technology backbone, one that must continually evolve to meet the needs of the enterprise.

As we've evolved in this discussion around Sustainability and climate, what our clients want to focus on is what it really takes to reach tactical action and results – part of that is knitting together these different stakeholder groups around a common goal and common sense

of purpose, when they often have potentially divergent needs.

For example, when you think about the level of information and data that's required to manage energy efficiency in a manufacturing plant, it comes down to sensor-level technology where you are measuring voltage in milliseconds. How do you roll that up in reports to strategic stakeholders or externalfacing groups? From employee decision enablement to reporting, the enterprise requires an understanding of how the different aggregated data points impact the enterprise level. When we drop back down to the financial and external reporting lens, our clients are demanding that all internal and external data satisfies compliance and control requirements.

Wouldn’t it be simpler if all of this was integrated?

At Deloitte, because of our multidisciplinary focus, our belief in technology as the backbone of the enterprise – serving as the integration point that brings it all together – I think we're uniquely positioned to help our clients to bridge this gap between today’s capabilities and where we want to go to fully enable the Sustainable enterprise.

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DELOITTE

“ Our clients are demanding that all internal and external data satisfies compliance and control requirements.

Wouldn’t it be simpler if all of this was integrated?”

ALEC KASUYA PRINCIPAL, DELOITTE

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Scott Birch A compelling vision for the future of enterprise Sustainability – thank you for your time. To conclude, can you quickly touch on Deloitte's marketplace investments in this area?

Sudeep Singh At Deloitte, we've announced very substantial investments in Sustainability, Climate and Equity. Deloitte has committed to investing over $1bn in this area. We’re investing in talent, training 100% of our team members

DELOITTE

“ For clients and ourselves, Deloitte is committed to Sustainability as not just a near-term or longterm strategy, but as a permanent change; a new lens from which every strategy and decision should be assessed” SUDEEP SINGH PRINCIPAL, DELOITTE

address transformative change. For clients and ourselves, Deloitte is committed to Sustainability as not just a near-term or longterm strategy, but as a permanent change; a new lens from which every strategy and decision should be assessed.

Scott Birch A fascinating insight into how modern enterprises – and Deloitte – are taking tangible steps towards addressing Sustainability.

Sudeep, Alec – thank you for your time. on Sustainability principles and strategy, developing assets and innovative solutions, and investing in our ecosystem and alliances with the intent to build a marketplace for innovative Sustainability solutions. We are all-in as a partner, investor and orchestrator to drive Sustainability forward.

We are investing heavily in assets and asset-based services, as we believe speed and scale will help our clients industrialise their capabilities in pursuit of their sustainable development goals, which, as I mentioned earlier, frees up their time to

Alec Kasuya Thank you for the discussion, Scott.

Sudeep Singh Absolutely, thank you for this opportunity to speak about our Enterprise Performance perspective on how integrated technology, processes, and people can work together to address one of the biggest challenges of our time.

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U M R O F FORMULA E

e auge th g o t aders, e n l i l r B e B B A ula E in la E and otorsport m u r o m r F o d F nde s of loping m e v We atte ility sentiment e d n i ab nvolved i s r e sustain b er mem and oth LLOW

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7 - 8 SEPT 2022

STREAMED & IN PERSON

BUSINESS DESIGN CENTRE, LONDON

SHAPING THE BUSINESS OF SUSTAINABILITY

Watch our 2022 Showreel Get tickets

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FORMULA E

elevised events serve as great platforms for promoting specific causes and projects, but what issue is more pressing to the future of our planet than that of climate change?

What are the subsidiary actions required to proclaim a sustainable future?

Many have heard of the Formula series of motorsports, but the latest addition – and perhaps most influential – is Formula E (FE). The motorsport marks a show of many hands in the sustainability realm and prides itself in acting as a platform for change, and there are many areas in which it can provoke positive climate impacts while simultaneously driving social justice and inclusivity. From hyper-advanced electric vehicle development to the encouragement of female representation on-track, in the pits and research and development.

Formula E is a partner of the planet Targeting an urgent matter like climate change can lead to fluster among organisations, so the steady, measured approach is what FE took in terms of emissions reduction and ensuring that waste is managed in a circular fashion.

While the FE events are centred around the racing, there is also a huge sustainability element to be considered in every corner as it promotes an environmental legacy and sentiment towards its host cities.

“My philosophy is that we need to make sure our house is in order before we communicate,” says Julia Pallé, Sustainability Director at Formula E, as she explains why it is successful in minimising its impact on the environment and the areas in which it operates—sourcing is a major part of this.

“We've also partnered with the IOC, some other International Federations and our working group on signage because, after years of work with our branding partner, we managed to implement branding that does not use PVC plasticbut instead uses PT plastic that is recyclable.”

The teams are also involved in promoting environmental causes. One of these is the Mahindra driver, Alexander Sims, who sustainabilitymag.com

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FORMULA E

“WE “WE NEED NEED TO TO MAKE MAKE SURE SURE OUR OUR HOUSE HOUSE IS IS IN IN ORDER ORDER BEFORE BEFORE WE WE COMMUNICATE” COMMUNICATE” JULIA PALLÉ

SUSTAINABILITY DIRECTOR, FORMULA E

Julia Pallé TITLE: SUSTAINABILITY DIRECTOR COMPANY: FORMULA E Pallé is a corporate social responsibility (CSR) expert and has spent over ten years in the motorsports sector, ensuring sustainability compliance across the board.

Her career began at Michelin Motorsport, where she carried out the first-ever Life Cycle Assessment of a motorsport tyre in collaboration with FIA. She was later recruited by FE to overlook its sustainability strategy in the lead up to its 2014 E-Prix in Beijing, China.

leverages his fanbase to remove plastic from the ocean. The Fanboost function of the event – a unique feature of Formula E – means that, for every ‘fanboost’ he receives, 10 plastic bottles will be removed from the ocean.

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July 2022

called Tide, headquartered in Switzerland, which is responsible for the removal of plastic bottles from its other bases in Thailand and its new base in Indonesia.

Mahindra funded the company’s extraction of one million of these bottles, which were sent to Switzerland to be processed and broken down for reuse in other plastic materials.

Promoting D,E&I and a socially-conscious motorsport FE is also going one step further to develop as an inclusive motorsport. For many years, the Formula series of motorsports has been dominated by male representatives and, in the true nature of diversity, equity and inclusion (D,E&I), the organisation’s strategy incorporates more opportunities for females to get involved in racing. The main programme is the Girls on Track initiative that encourages young females to get involved at a young age – from as early as eight years old.

“I think inclusion is super important globally, and in motorsport, you can see it is predominantly a male sport. I think we

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FORMULA E

Alexander Sims TITLE: DRIVER COMPANY: MAHINDRA RACING

have a tremendous opportunity and we want to plant the flag to guide the rest of the championships,” says Alberto Longo, Co-Founder and Chief Championship Officer at Formula E. “There is a lack of opportunity for girls today, which probably comes from poor education as well. I'm a firm believer that girls can actually compete against the men in this sport.”

Driving economic value sustainably As motorsport is hot on press coverage, there are ample opportunities to speak to

Sims and his team at Mahindra are playing their part in reducing the amount of plastic in the ocean. Utilising FE’s unique Fanboost function, he is able to promote the cause and encourage his loyal fans to help the team remove 10 plastic bottles for every vote.

By day, he races for the Mahindra team, but is a sustainability advocate through and through, sourcing renewable energy for his home and purchasing sustainable household products. The platform provided by FE allows him to further encourage sentiment shifts, as he travels with the organisation across the globe.

the leaders in the organisation, and they’re not shy of a discussion about sustainability and how FE catalyses a shift in the broader economic strategy. FE showcases some of sustainabilitymag.com

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FORMULA E

Alberto Longo TITLE: C O-FOUNDER AND CHIEF CHAMPIONSHIP OFFICER COMPANY: FORMULA E Taking the unexpected route to his current position at FE, Longo worked as an investment advisor at Santander from 1997 to 2002. Over the years, he has partnered and shared ownership of businesses before taking the leap into Formula E Holdings. Longo is a keen advocate of inclusivity and promoting the involvement of females in motorsport through FE’s Girls on Track programme.

the most applicable forms of innovation like EV performance, extreme fast-charging capabilities and circular design principles, all of which are innovative traits that resonate with leading automotive manufacturers and EV-focused businesses.

“We cannot avoid talking about the big manufacturers that are in Germany, 50

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“THERE “THERE IS IS A A LACK LACK OF OF OPPORTUNITY OPPORTUNITY FOR FOR GIRLS GIRLS TODAY, TODAY, WHICH WHICH PROBABLY PROBABLY COMES COMES FROM FROM POOR POOR EDUCATION” EDUCATION” ALBERTO LONGO

CO-FOUNDER AND CHIEF CHAMPIONSHIP OFFICER, FORMULA E

FORMULA E

and some of them are obviously part of the formula E grid. Germany is such an important market globally, and, for us, it’s a no-brainer,” say Longo.

“That's basically the aim of Girls on Track: not only to become a driver, but also to become a journalist, an engineer, or a team principal.”

Planning and executing sustainable motorsports events is no mean feat, and it requires work on behalf of the entire team to ensure that host cities are on-board with the ethos of FE. “What’s important is we have to be in the right cities, which align to our value and the brand promise. Berlin fits that very well.

We need to use venues that allow us to be flexible and Berlin very much offers that,” says Jamie Reigle, Chief Executive Officer of Formula E.

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FORMULA E

Innovation and Leadership The event in Berlin is one of many occasions where motorsport has displayed technical innovation for the benefit of both the teams racing and further application outside of the track. Daniela Lužanin, Head of the ABB Formula E partnership at ABB, divulges the multiple facets of engineering that ensure the smooth operation of the events and explains how every successful race can be leveraged in business.

“We decided to join as of season four, because it was a perfect fit with our vision and values, with everything we do in our e-mobility business to promote the future of e-mobility. Since then, we have also expanded into different areas,” says Lužanin.

Jamie Reigle TITLE: CHIEF EXECUTIVE OFFICER COMPANY: FORMULA E Sports is a major part of Reigle’s career history, with over 10 years working in corporate development at Manchester United, as well as executive positions for the Los Angeles Rams and Extreme E. His education background in business and economics led him through these roles to eventually reach his current position and oversee the teams at FE. Gaining the position as the CEO of the organisation required Reigle to undergo a rigorous selection and vetting process to take on the leadership role.

ABB supports many of the events’ functions, including protection from blackouts – leveraging its UPS technology to ensure continuous broadcasting of the event – the OPTIMAX solution deployed to manage sustainabilitymag.com

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FORMULA E

Daniela Lužanin TITLE: H EAD OF THE ABB FORMULA E PARTNERSHIP COMPANY: ABB After joining ABB in October 2012, Lužanin has since progressed through many roles at the company. From Senior Project Manager of Digital Communication to her current role, she has witnessed many developments in the FE partnership.

As a company, ABB is responsible for leading technology innovation in software to allow connectivity in areas like automation, robotics and electrification. The organisation is home to more than 105,000 talented employees, a number that has grown throughout its 130 years in the industry.

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the energy consumption of the event’s energy sources. Another major milestone is the agreement with the FIA to make ABB its official charging partner.

As a result of the partnership, the company has been heavily involved in developing FE vehicles, including the Gen 3 version announced in Monaco in early2022 – its biggest triumph in FE charging and performance to date.

“Now they have two chargers, which also reduces the global travel footprint, something I think we’ve improved over time that helps the teams. It's more cost efficient and requires less shipping.” sustainabilitymag.com

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BUDWEISER BREWING GROUP

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BR Y: T B EN ROF T IT HC : WR AS N BY A D E R SE UC GGE D I O PR EN W B

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REWER, ABINBEV, IN

SUSTAINABILITY VANGUARD

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BUDWEISER BREWING GROUP

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Budweiser Brewing Group is meeting goals on sustainability, with ambitious measures on water use, agriculture and renewable energy

A

nheuser-Busch InBev (AB InBev) is the world’s largest brewer, both by volume and revenue.

A truly global company with local brewing operations across 150 countries and 170,000 staff worldwide.

Businesses don’t get much bigger, and neither do sustainability undertakings.

AB InBev was formed in 2008, when Budweiser brewer Anheuser-Busch joined with Stella Artois-maker Interbrew and Brazil’s AmBev. Budweiser Brewing Group (BBG) UK&I remains a proud part of AB InBev globally.

In the UK, BBG Budweiser Brewing Group employs 1,400 people in its three breweries in Magor, South Wales, Samlesbury, Lancashire and Enfield, North London and in its local headquarters in central London.

The organisation continues to grow, following acquisition of a number of US and international craft brewers, including Goose Island, Blue Point, and Camden Town Brewery and is innovating and growing the Beyond Beer category.

Helping to decarbonise customer supply chains As a member of the Science Based Target Initiative and a signatory to the UN Global Compact and its sustainable development goals, EV Cargo has powered the introduction of sustainable initiatives for many of its key customers to help reduce carbon emissions associated with their distribution operations.

@EVCargo www.evcargo.com

EV Cargo initiatives drive decarbonisation of AB InBev distribution Debbie Oram, Account Director at EV Cargo, discusses its partnership with AB InBev, which is driving sustainable transport of the brewer’s products The consumer goods industry is increasingly reliant on logistics and, with almost a third of global greenhouse gas emissions coming from transportation, this is a major area to be decarbonised to meet climate change targets.

Debbie Oram, Account Director at EV Cargo, explains the company’s focus on sustainability, the support for its partnership with AB InBev and how it has helped reduce carbon emissions associated with the brewer’s distribution operations. Oram oversees the

account for AB InBev at EV Cargo, which covers logistics and warehousing solutions in the UK, global supply chain management and related technology solutions for the world’s leading brands.

EV Cargo promotes a sustainable future Sustainability has become embedded in the organisation’s overall operation and is driving

its work with partners. “Our sustainability strategy is driven from the top, with CEO Heath Zarin and the sustainability committee responsible for all sustainability practices,” says Oram.

EV Cargo is a signatory to the UN Global Compact and supports the UN’s Sustainable Development Goals. It endorsed a global memo of understanding at COP26 to achieve 30% zero-emission new truck sales by 2030, increasing to 100% by 2040. It is participating in the UN’s Science Based Targets initiative for reducing emissions and committing to targets that will help limit global warming. EV Cargo is aiming to achieve carbon neutrality across Scope 1 and 2 emissions by 2030, by implementing an ambitious decarbonisation roadmap. As a critical logistics partner of AB InBev, EV Cargo carries more than 65% of its current capacity across the UK. “EV Cargo led the introduction of hydrotreated vegetable oil (HVO) fuel, a direct replacement for

traditional diesel, at Budweiser Brewing Group UK&I, part of AB InBev. Distribution trucks at Budweiser’s Magor brewery in Wales switching to the replacement fuel delivered an immediate 92% reduction in CO2 emissions,” says Oram.

Learn more

BUDWEISER BREWING GROUP

AB InBev’s global headline targets on sustainability were set as far back as 2017, and it aims to achieve these by 2025. Its goals in this area comprise four pillars: Packaging, CO2 Emissions, Water, and Agriculture In 2021, following the COP26 United Nations Climate Change Conference, it set out a new goal: to become net-zero by 2040.

“We want to lead by example,” says Mauricio Coindreau, Head of Procurement and Sustainability for Budweiser Brewing Group (BBG), the UK arm of the business.

“We're looking to become the first major brewer to have carbon neutral operations in all of our breweries in the UK in 2026.

We're looking at many different ways to achieve that commitment.”

One of those ways is through renewable electricity. In 2019 BBG signed the largest private solar power deal to build solar farms which now, in combination with the wind 62

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turbine constructed near their Magor site, meaning all beers are brewed with 100% renewable electricity.

Its investments in renewables mean BBG produces more electricity than it needs, which has enabled it to donate to good causes.

BBG is also investing in new technologies, such as green hydrogen with plans to build a first of its kind green hydrogen plant to power brewing and logistics.

Already there is a comprehensive program of projects to reduce brewing emissions, including the world’s largest wort cooler at its brewery in Wales.

Packaging biggest sustainability challenge for Budweiser Brewing Group Coindreau says the biggest sustainability challenge faced by BBG is its packaging, which accounts for almost 40% of its total CO2 emissions. In 2021 it went 100% plastic ring free and there are ongoing projects to minimise plastic in tertiary.

MAURICIO COINDREAU TITLE: H EAD OF SUSTAINABILITY & PROCUREMENT INDUSTRY: MANUFACTURING

EXECUTIVE BIO

LOCATION: UNITED KINGDOM Mauricio has 10 years of international experience in sustainability, entrepreneurship, consulting, e-commerce/retail, blockchain and procurement. He also has a successful track record in team leadership towards developing new products and services.

Mauricio joined ABInBev in July 2019 and in January 2021 was appointed the Head of Procurement & Sustainability for Budweiser Brewing Group.

He holds an MBA in Business Administration and Management from London Business School and University of Hong Kong.

Within Budweiser Brewing Group, he is responsible for all procurement operations across the Business Unit, which covers functions such as: packaging, raw materials, renewable electricity, transport and value creation. Mauricio also leads a team working across Budweiser Brewing Group’s multiple sustainability initiatives, including the 2025 Global Sustainability Goals set

by ABInBev around Circular Packaging, Climate Action, Smart Agriculture and Water Stewardship.

Leading the way in sustainable logistics Howard Tenens delivers exceptional service whilst embracing carbon reduction initiatives with investments in: y Solar photovoltaic panels and battery technology y Introduction of Hydrotreated Vegetable Oil

in place of diesel

y Compressed Natural Gas rigid trucks y BioLPG y Green energy supply y Recycling waste materials

Learn more

BUDWEISER BREWING GROUP

“OUR BIGGEST SUSTAINABILITY CHALLENGE IS AROUND PACKAGING” MAURICIO COINDREAU

HEAD OF SUSTAINABILITY & PROCUREMENT, BUDWEISER BREWING GROUP

Every year it is taking hundreds of tonnes of plastic out of circulation.

One of its targets is to have 100% of its packaging come from recyclable and reusable materials. But this is easier to achieve in some countries than it is in others, according to Coindreau.

“For example, in the UK, every time someone consumes a drink from a glass bottle, they chuck it in the bin and it goes into recycling,” he says. “But imagine if we could make this a returnable system, so that every bottle gets used maybe up to 30 times. That’s the most sustainable way to package beer, other than a keg. Another way is through renewable electricity so it is also investing in new technologies, such as green hydrogen.”

Such a system requires a high level of collaboration, because the majority of consumers need to be on board. Coindreau

says that this is why sustainable drink packaging is a challenge for the entire drinks industry.

“We need to convince retailers and other players in the drink industry to create a single approach, because consumers will respond best if it is easier for them to also participate, which it would be if there was just a single approach.”

“Beyond this, we are also exploring lots of innovations around packaging,” says Coindreau. “Last year for example, we introduced the world's lightest beer bottle, and also a low carbon can.”

‘Smart’ programmes around water and barley For a brewer of such scale, the main raw ingredients that make up beer – grain and water – also present significant sustainability challenges, which is why the global business, AB InBev, has ‘smart’ sustainability programmes both for agriculture and water. sustainabilitymag.com

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BUDWEISER BREWING GROUP

The goal of its Smart Agriculture Programme is to ensure 100% of its grain farmers are skilled, connected, and financially empowered by 2025.

“Climate change is affecting many of the regions that we work in; we want to minimise those risks and build resistance through crop management,” explains Coindreau.

“We know that, from high-quality crops comes high-quality beer, and so we want to continue working with the same growers.

We are taking a farmer-centric approach and supporting sustainable agriculture to help our farmers increase productivity and profitability, and also to efficiently use natural resources, such as soil and water, along the way. It's about giving them access to data, to technology, and supporting them throughout the process.”

Another strand to its Smart Agriculture Programme is to use locally grown crops – as BBG currently does in the UK, where in 2020, all its barley was locally came from British farms.

Water stewardship vital to AB InBev Beer’s primary ingredient is of course, water, and on this front, AB InBev’s Water Stewardship Programme is vital to its sustainability efforts, because a number of its operations are based in high-water-stress areas, where water availability and quality are issues.

“Water is not only a critical ingredient to beer, but it's also a critical ingredient to economies,” Coindreau says. “For humankind, water is one of the basics of wellbeing. Because of this, our challenge is to look beyond our operations and to increase water availability for all the communities with whom we operate.”

He continues: “Sometimes, this is about helping communities dig wells, or it can be about bringing piped water in from cities. But it is also about reducing the amount of water we use, per beer.”

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“WATER IS NOT ONLY A CRITICAL INGREDIENT TO BEER, IT'S ALSO A CRITICAL INGREDIENT TO ECONOMIES” MAURICIO COINDREAU

HEAD OF SUSTAINABILITY & PROCUREMENT, BUDWEISER BREWING GROU P

On that note, in some countries, AB InBev uses roughly two litres of water for every litre of beer it produces. On average, just five years ago, this was as high as four litres.

“It's all about finding efficiencies,” says Coindreau.

Energy efficiency measures are a focus in another area of its business: logistics. The company has a mammoth fleet of delivery and service vehicles worldwide, and its use of electric vehicles – and vehicles using renewable fuel – is a key plank of its drive towards net zero carbon emissions.

Partnering with EV Cargo on sustainable transport For example, the Budweiser Brewing Group building on previous route optimisation projects to reduce traffic and emissions, recently announced the launch of a sustainable transport initiative with a number of its industry partners, including EV Cargo, which offers solutions around international freight delivery, warehousing and distribution. sustainabilitymag.com

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See environmental compliance differently We enable UK businesses to make sustainable packaging decisions Support achieving ESG goals Preparing for Extended Producer Responsibility Packaging data collection and insights Modelling environmental costs

Learn more

Ecosurety In the climate crisis that we are facing, citizens, businesses, and governments, all have a critical role to play to mitigate climate change before it’s too late. Product manufacturers can be part of the solution by reducing the impact of their product lines and packaging on the environment.

Through and beyond environmental producer responsibilities existing across the world, manufacturers have the opportunity and the power to make a genuine impact by using business as a force for good, towards a circular economy.

• By thinking reuse, repair, before recyclability • By thinking recycled content • By thinking packaging material switch and minimisation.

At Ecosurety we support UK manufacturers to make sustainable packaging decisions and therefore contribute to achieving their sustainability goals.

We help businesses with their packaging data collection, creating dashboards for them to reveal insights triggering decision making, modelling environmental costs and facilitating supply chain engagement.

As a B Corp certified business, our purpose is to accelerate change towards an environmentally sustainable world, where we waste less resources and we recycle more.

If you share the same values and would like to discuss how your organisation can reduce the environmental impact of your products and packaging, please get in touch at: www.ecosurety.com

BUDWEISER BREWING GROUP

The initiative is designed to create modes of transport that can be powered by fuel made from hydrotreated vegetable oil (HVO), a biofuel that can be produced from a range of different vegetable and non-vegetable feedstocks, including used vegetable cooking oil, animal fat residue and ‘tall oil’, a by-product of wood-pulp manufacture “We have a longstanding partnership with EV Cargo,” says Coindreau. “As a company, this helps you move past operational work and allows you to collaborate on strategic goals, such as finding efficiencies throughout the supply chain, such as with HVO. The next step is green hydrogen. If we're able to power our fleet with green hydrogen, which has no emissions, our supply chain in the UK will truly be sustainable, end-to-end.”

But Coindreau admits that a lack of charging infrastructure is “is a problem” with EVs and that “we’re not in complete control of this”.

He adds: “For example, with our solution for green hydrogen we will have filling stations inside our breweries, where trucks pick up the beer. But we also need to convince one of our retailers to add a strategic filling point en route, because this is the only way you can get the range needed.”

For shorter routes, he says, BBG will depend “heavily” on electric vehicles, where the need for infrastructure is greatest.

If the infrastructure is slow in materialising then BBG will fall back more heavily on HVO as a diesel replacement fuel, because this produces 92% fewer emissions than diesel.

Coindreau also says that AB InBev makes the choices that achieve the most sustainable outcomes taking into account all the features of the local environments.

“Electric vehicles will make sense in some countries but in others it might be that rail is the way to go, or green hydrogen.”

Key collaborations with Ecosurety & Howard Tenens Across all its sustainability initiatives, Budweiser Brewing Group places great stock by collaboration with its partners, along similar lines to its work with EV Cargo on fleet sustainability.

Such a key partner is Ecosurety, a company that partners with food and drink brands to ensure sustainability compliance.

“We've been working with Ecosurety for over seven years,” says Coindreau. “They have become an extended part of our procurement and sustainability team.”

“After working together for so many years we've come to see them as an expert in so sustainabilitymag.com

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many areas, such as eco taxes and packaging measures. They are a strategy partner that helps us get a better sense of the everchanging future.

“It also helps that they are certified by B Corp, which is a global non-profit network helping transform the global economy to benefit all people. So this gives us the assurance they are looking for a better future.

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Another of BBG’s ABInBev’s key collaborative relationships is with logistics company Howard Tenens, with whom it has been working for three years.

Coindreau says: “They help us with some of our warehousing, both for materials and finished goods. We've always had a strong working relationship, whereby they're able to provide solutions for the ever-changing flow we're seeing in UK logistics.

“For example, when supply chains were being bottlenecked at ports, they were able to support us massively by bringing their warehouse throughflow to more than 250% of their initial capacity.”

The present is challenging enough around sustainability, but does Coindreau see happening on this front in the upcoming 18 months?

“I think we will see some really interesting solutions come into play,” he says. “Because when we set our 2025 goals in 2017, even though it was early in the game, we had a good sense of what was to come.”

BUDWEISER BREWING GROUP

T N A ISE E WNIM E S “W MI AT ISK M TO CLI GE R ING D CE P N L I A U AN RO H C Y B IST C NT” B ES GH E R OU EM REAUITY R AG OINDNABILT, OUP H T AN ICIO CUSTAIEMEN G GR M MAURD OF SOCURREWIN HE

A

BU

R B & P SER EI DW

He adds: “Today, we need to be thinking about net zero at 2040, and it will be all about where we are going to find innovation and collaboration across the supply chain to solve global sustainability issues. Every year it funds and mentors entrepreneurs innovating in sustainability via its Accelerator competition. This year one of the winners was a small business working on washing and reusing packaging.

“I think this is a massive challenge for the industry and for the world as a whole. This is the biggest single issue that we will face in the near future. But we are all facing it together, and so we need to come together to find the solutions.”

He concludes: “We're thrilled with the progress we've made on our sustainability goals for 2025, and we’re very excited to continue our work towards a net zero target.

Looking forward to a more sustainable future with more cheers”

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SIMPLY SUSTAINABLE’S

NICOLA STOPPS

TALKS ESG TALENTS CEO of Simply Sustainable, Nicola Stopps, talks about the hurdle in ESG talent recruitment and how companies can overcome that WRITTEN BY: BLAISE HOPE

S

imply Sustainable, a UK corporate responsibility and environmental consultancy, provides cost-effective services to its clients under the lead of the ‘Green Empress’ Nicola Stopps.

Simply Sustainable was established by Stopps in 2010. Stopps herself has more than two decades’ worth of experience in sustainability and responsible businesses after working for some of the largest companies in the world, including BBC, T-Mobile, Travelodge, Everything Everywhere, and DHL Express.

“Simply Sustainable is a strategic management consultancy, specialising in ESG and sustainability. We work with very

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large brands nationally and internationally, including VW Financial Services, Vestey Holdings, Big Yellow Storage, Easy Jet, Manchester Airport Group, Costa, to mention a few,” says Stopps.

Offering top-class practical advice, Simply Sustainable creates ESG strategies that are focused on material issues to make positive impacts for its clients, generated by the company’s talents. ESG talents are, however, in high demand lately, including in the UK. Stopps found out that there have been a lot of questions around the number of ESG and sustainability talents available in the UK, as the demand for such talent has increased far quicker than anybody would've anticipated.

ESG

“SIMPLY SUSTAINABLE IS A STRATEGIC MANAGEMENT CONSULTANCY, SPECIALISING IN ESG AND SUSTAINABILITY” NICOLA STOPPS

CEO, SIMPLY SUSTAINABLE

“I've been working in a sector 25 years now, and I want to see demand from businesses and all stakeholders for improving environmental and sustainability performance but, quite frankly, there aren't enough skills and talented people to deliver transformation and systematic systems change required to meet all stakeholders aspirations and the planetary requirement of net zero by 2030.”

ESG talents and the importance of conviction Looking at all the different areas of ESG, sustainability, and levels, it's particularly hard for companies and businesses to sustainabilitymag.com

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ESG

recruit mid-level professionals. These talents would need to be able to lead a team, as well as deal with various people from top management roles that make the decision down to the people who are working on the shop floor, on top of having technical prowess.

“You can see why we've got a talent gap there because it's a multifaceted job,” says Stopps. “They need to know about how to develop a strategy and how to implement that in a large business on the nuances of that and the political elements of that.”

As the legislation is changing so rapidly these days, these talents would also need a clear grasp of that, as well. Then comes the element of actually understanding businesses, such as what is the financial

“THEY ARE PUTTING IN PLANS TO DO SOMETHING ABOUT IT BUT THEY ARE NOT HAVING THE DIFFICULT CONVERSATIONS” NICOLA STOPPS

CEO, SIMPLY SUSTAINABLE

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risk of doing nothing, different financial opportunities, different pathways to netzero, and other sustainability aspects in the ESG performance.

“I think it's one of the toughest jobs because you have that perception issue, but also because you've got to have technical skills as well as really deep soft skills. It's multifaceted, it's really fast-paced.”

According to Stopps, the focus of her entire career itself is to deliver a better society and environment – a solid conviction to have when working in this part of the industry.

“Being a sustainability and ESG professional is hard work. You need to have that focus to keep driving you forward and a desire to improve current business systems.

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“EMPLOYEES WANT TO WORK WITH COMPANIES THAT MIRROR THEIR VALUES” NICOLA STOPPS

CEO, SIMPLY SUSTAINABLE

ESG

So it's not just the technical skills, you also need to have those innate values for that role to work,” Stopps says. “We're seeing people move into ESG sustainability, but I'm not actually seeing that personal conviction to actually fundamentally believe in a better society and environment.”

ESG talent recruitment and corporate values According to Stopps, as of now, businesses are at different stages of their journey and mindset on ESG and sustainability. Most companies, by now, recognise that they need to do something and some are starting to concoct some plans.

“They are putting in plans to do something about it but they are not having the difficult

conversations,” she says. “I think there is a misunderstanding on what pledging to be net-zero companies means. There's also a gap in understanding that the boards have to plan not for today, but plan for the future.

It’s just that knowledge is just not there.”

Companies need to understand what 90 to 95% carbon reduction actually means for this business. On top of it all, they need to understand how it can benefit them.

Therefore, companies tend to fiddle around the edges of business models instead of addressing the real problem.

“It's the decade of delivery, we need to deliver now,” says Stopps. “We need to do deep decarbonisation across our business and start that conversation about what we are actually doing.” sustainabilitymag.com

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ESG

“IT'S THE DECADE OF DELIVERY, WE NEED TO DELIVER NOW” NICOLA STOPPS

CEO, SIMPLY SUSTAINABLE

“It leads to this fact that companies need to listen to the expectations of others around them because the old business model has gone. I think the sooner businesses understand that, it will be a lot easier to improve their sustainability, their ESG performance and their transformational mindset to achieve that.”

This will eventually impact the process of recruitment, especially when it comes to ESG and sustainability talents. It has become really important for boards to demonstrate the values and the journey that they want to take in an external and internal way actively.

“It's interesting that in our experience, we don't have a problem attracting the best talents, which is nice because that's not what I'm hearing from others in the marketplace,” Stopps says.

“I was recently interviewing a very senior person to come to Simply Sustainable. They actually approached us and I asked them why.

And they actually said it's because you have stayed true to your one purpose to make it simple for all large businesses to be sustainable and responsible for the last 12 years.

“To attract the talent, which is out there at the moment, there's got to be an understanding that you've got to act and demonstrate on a daily basis the company's purpose and values. Employees want to work with companies that mirror their values.” sustainabilitymag.com

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MINING IS A MODEL ORGANISATION FOR ESG COMPLIANCE WRITTEN BY: TOM SWALLOW

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PRODUCED BY: ASHLEY KIRBY

CALIBRE MINING

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CALIBRE MINING

Petri Salopera shares Calibre

Mining’s approach to environmental, social and governance across operations in the Americas and a sustainable partner network

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ining is in a state of flux. Technology is shifting toward being either modular or remote; global demand for minerals and precious metals continues to increase; and fossil fuels, such as coal, will soon be obsolete. Within this context, mining is experiencing a complete overhaul that will shape the industry for a more sustainable future.

The mining of gold and other precious resources is under the spotlight for its intrusive nature. Leaders within the mining sector have been assigned what some deem to be a nigh-impossible task: finding a balance between productivity and compliance with high environmental, social and governance (ESG) standards.

The Americas are significant contributors to the industry. There are an astonishing 13,000 active mines in the United States, and even more in Latin America. Calibre Mining’s operations span Nicaragua and the western US state of Nevada. The Canadian-listed company produced 182,755 ounces of gold in 2021 and continues to increase its ounces as it looks toward the future.

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CALIBRE MINING

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CALIBRE MINING

Calibre operates the Pan Mine in Nevada and El Limon, La Libertad and Pavon mines in Nicaragua. Seeking to increase production, one of the company’s latest endeavours is the Eastern Borosi project, located in the Atlantic region of Nicaragua and scheduled to enter into production in 2023.

Petri Salopera, Vice President of Sustainability for Calibre Mining, is keen to share the company’s achievements as an advocate for corporate social responsibility. Salopera himself is responsible for overseeing Calibre’s overall sustainability performance in relation to ESG across its operations.

“ Mining is fundamental for the future of our planet” PETRI SALOPERA

VP SUSTAINABILITY, CALIBRE MINING

Originally from Finland, Salopera has lived in South America for most of his life. He is familiar with Latin American culture and fluent in Spanish, which was beneficial when he joined Calibre in 2021 and entered into what was, for him, new jurisdictions.

“The biggest challenge must have been the new jurisdictions,” says Salopera.

“I have worked in Latin America for almost 30 years, but I had never been to Nicaragua before. Fortunately, our team there is highly experienced and engaged, and I have thoroughly enjoyed working with them.

They have contributed to my experience, and I have learned from them. In Nevada, we have a small but very strong team. This allowed for a quick and solid incorporation of the Nevada operations into our overall sustainability framework.”

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CALIBRE MINING

While the company’s primary function is clear –to produce gold– Salopera also emphasises Calibre’s operational focus on sustainability and on creating value responsibly for those invested in the company’s actions.

“We are focused on delivering sustainable value for shareholders, local communities and all our stakeholders through responsible operations and a disciplined approach to growth,” Salopera says.

“At Calibre, I saw a fantastic opportunity to be part of a very dynamic mining company and its executive leadership team. What attracted me most, however, was Calibre’s interest in the sustainable development of its host communities, and its strong commitment to doing the right thing, both environmentally and socially, at all times.”

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Thanks to the culture of sustainability and commitment to ESG that Calibre promotes across its workforce, Salopera’s job is enhanced that much more as he works with professional, trustworthy teams that have expressed their positivity toward the company’s core values. Employees understand the importance of the surrounding communities and, therefore, focus on providing social support where possible, alongside efforts to influence reforestation programs and reduce greenhouse gas (GHG) emissions.

Calibre is a member of the World Gold Council (WGC) and committed to becoming fully compliant with the WGC’s Responsible Gold Mining Principles (RGMPs) by 2023. The company is also committed to reporting its position and progress on climate-related

CALIBRE MINING

EXECUTIVE BIO PETRI SALOPERA TITLE: VP SUSTAINABILITY LOCATION: SANTIAGO, CHILE Petri Salopera, Vice President of Sustainability, Calibre Mining Corp: He has held senior executive positions at Goldcorp, Rio Tinto, BHP and most recently as Country Manager - Ecuador and Chile for Newcrest Mining. He brings extensive field experience in Latin America on community relations, environment, sustainability, government relations and media. His wide range of expertise also includes other private sector entities, academia, and non-governmental organisations.

Petri obtained a Masters in Anthropology, Development and Latin American Studies from the University of Helsinki, Finland, and other postgraduate studies from the Sustainable Minerals Institute, University of Queensland, Australia.

CALIBRE MINING

risks, in line with recommendations of the Taskforce for Climate-related Financial Disclosures (TCFD).

Five-year strategy for sustainable mining practices Calibre has fully planned out its sustainability strategy for the next five years, and it is through this plan that Calibre will continue to promote its ideals in terms of responsible operations.

Covering the period of 2022 to 2026, this fiveyear sustainability strategy also incorporates the interests and actions of external stakeholders, such as local non-governmental organisations (NGOs) and public authorities.

“The objective is to improve Calibre’s sustainability performance even further, ensuring a culture of internal best practices,

including our strategic business partners,” says Salopera.

It also involves “contributions to the sustainability of our host communities beyond traditional mining activities, and connecting with efforts to safeguard the future through investments in favour of overcoming global challenges.”

To achieve these goals, Calibre Mining will reiterate its collaborative approach across all areas of planning, execution, and evaluation of mining performance. Cooperation with stakeholders will set a precedent for the company to follow as it aims to meet the needs of all individuals and organisations that engage within the industry. sustainabilitymag.com

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CALIBRE MINING

“ We are focused on delivering sustainable value for shareholders, local communities and all our stakeholders through responsible operations” PETRI SALOPERA

VP SUSTAINABILITY, CALIBRE MINING

According to Salopera: “We really hope to make important contributions to the quality of life of our host communities and their environment, which is especially important in jurisdictions like Nicaragua, where our social licence to operate and grow depends on our success in all aspects of ESG.” “2022 is the year we will set the stage for our sustainability journey,” Salopera says. “It will require an understanding of where we are and where we are headed, responsibly. We will focus on meeting higher operational standards from 2023 to 2025 and finally, in 2026, we expect to lead the way among our peers as a frontrunner in sustainability.”

In the grand scheme of things, to meet its objectives Calibre will require a significant level of input from its team, as well as collaboration with other entities.

The company will lean on its partners in areas where specific expertise is required.

Ensuring that partnerships are aligned with the company’s dedication to ESG is 90

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CALIBRE MINING

Governed by social responsibility Social responsibility is a key part of Calibre Mining’s sustainability strategy. The company is governed by its Social Responsibility Policy, which outlines the respectful nature of the organisation and its positive commitment to those impacted by its mining work.

Calibre’s community engagement has changed the lives of many within the vicinity of its sites in Nicaragua. Established performance standards for community engagement govern the miner’s ability

to meet best practices, as set out by the International Finance Corporation and the World Gold Council, and aligned with those of the United Nations Guiding Principles on Business and Human Rights.

Through its due diligence procedures, Calibre is well-educated on its surrounding communities. This enabled the company to carry out successful resettlement projects in both the Cedabilla and Santa Pancha – Pozo 7 communities located in the Limon Mining District.

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CALIBRE MINING

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CALIBRE MINING

“ The response of our principal partners has been very positive” PETRI SALOPERA

VP SUSTAINABILITY, CALIBRE MINING

a major factor in building long-standing relationships with other businesses.

Salopera explains that, “before starting any alliance, we take all partners through an intensive screening process, reviewing their business, health and safety, and ESG performance. This due diligence strengthens our selection process and allows us to better understand our future partners.”

Following a successful screening, “partners and contractors are welcomed by the company into our ONE CALIBRE collective approach to ESG, which signifies that we are all united in our intentions.”

Building a social and environmental advocacy network Calibre’s principal partners have responded positively and proactively to this process, and Salopera is excited to experience cultural alignment across the entire supply chain network.

“Our collaborators’ participation has been remarkable and, together, we have been able to positively change the lives of hundreds of families – even whole communities.”

“Thanks to companies like Civil Works, Puma Energy, NIMAC, Casa Pellas and others, we are opening opportunities for people in Nicaragua and elsewhere,” Salopera says. “This cooperation cannot sustainabilitymag.com

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CALIBRE MINING

“I saw a fantastic opportunity to be part of a very dynamic mining company and its executive leadership team” PETRI SALOPERA

VP SUSTAINABILITY, CALIBRE MINING

be underestimated; it is a clear manifestation of our common commitment in favour of sustainability wherever we work.”

The ethos shared between Calibre and its partners will carry on into the future, integrating their best interests into ongoing and prospective projects. With this combined commitment, businesses will work with the mining company to realise its plans for the future. This translates into a positive outlook for the organisation in terms of business growth and the expansion of its sustainability approach, as it enters new jurisdictions. The collective ONE CALIBRE approach will drive even more community engagement, seeking active integration of the public in its sustainability journey.

Having worked for other major mining companies and obtained insightful knowledge of the industry, Salopera divulges what he thinks will happen in the future and the ways in which society and the climate will shape the mining industry, and vice versa.

“Mining is fundamental for the future of our planet, and mining companies like Calibre can make an essential contribution to that future,” he explains.

Deeply rooted in the Americas, Calibre Mining will continue along its current trajectory toward a better, more sustainable world for all its stakeholders, internally and externally. Maintaining social support, improving its environmental stewardship, encouraging biodiversity, and protecting source waters are just some of the areas where particular attention will be placed.

Calibre is excited to challenge the norms of traditional mining, encourage the use of renewable energy, and promote technological innovation. “Renewable energy, electromobility, new innovations — all these require our contribution. A better future can only be achieved with robust performance in sustainability, and that truly is Calibre’s business edge.”

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NET ZERO

The shift in global energy policy amid energy crisis Global energy policy is facing an increasingly difficult dilemma as an energy crisis looms after the massive global pledge on no new exploration commitment WRITTEN BY: BLAISE HOPE

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ational energy policy regulates a set of measures related to climate actions of the country, with global energy policy setting the standards for all these directives.

To create an energy policy, countries have to take into consideration their selfsufficiency, how far their population can endure energy poverty, and energy consumption objectives, as well as the future consequences for national security and foreign policy upon taking certain energy-related decisions.

From energy planning, generation, transmission and usage to fiscal policies on energy-related products and services, there are certain countermeasures to ensure that energy won’t be the cause of friction between sovereign nations. With the post-pandemic transition to take place and Ukraine-Russia remaining in tension, the reconciliation process between global objectives and international rules with domestic needs and laws has become particularly challenging.

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On 24-25 March, to anticipate this, EU leaders agreed on the European Commission’s plan to wean off Europe from Russian fossil fuels before 2030 at the European Council. Supported by 85% of Europeans that believe that the EU should reduce its dependency on Russian gas and oil as soon as possible, the plan, called REPowerEU Plan responded with several measures.

The Commission proposed to achieve the goals through energy savings, diversification of energy supplies in collaboration with international partners, and accelerated roll-out of renewable energy to replace fossil fuels in homes, industry and power generation.

“ We need to make our energy systems more resilient” JOE KAESER

CHAIRMAN OF THE SUPERVISORY BOARD, SIEMENS ENERGY

At the same time, the Commission would seek to reduce fossil fuel consumption in industry and transport as well as to secure additional investment of €210 billion between now and 2027 to achieve energy independence, which will save almost €100 billion per year when compared to the spending the region has been sending to Russia.

The energy rush Russia was the world’s largest oil and natural gas exporter in 2021. Countries are in a rush to find alternatives to Russian oil and gas in the near term as the country is facing sanctions by the west due to its invasion of Ukraine. Some are readily abandoning last year’s advice from International Energy Agency (IEA) to develop no new gas, oil or coal projects in order to limit global heating to 1.5C - which most leaders of the world agreed to during the UN Cop26 climate summit in Glasgow in November.

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“ This could be a once-in-a-generation opportunity to diversify their economic structures to adapt to the new global energy economy that is emerging” FATIH BIROL

EXECUTIVE DIRECTOR, IEA

Israel, for instance, announced last week that it will launch a fourth exploration for natural gas in its territorial waters despite its recent announcement on December 15 to halt all searches for natural gases during 2022 and to focus on renewable energies instead. Energy Minister Karin Elharrar made no comment on that initial plan and instead revealed that the country has begun to discuss its crisis handling strategies with its international partners, especially from Europe, the US and Egypt.

Fatih Birol, the executive director of IEA, revealed that the world was far off track from achieving its shared energy and climate goals even before the invasion. Welcoming the new normal, global CO2 emissions reached an all-time high in 2021.

“Positive steps were taken at the COP26 Climate Change Conference in Glasgow in November … but we are not yet seeing the massive level of policy and investment efforts worldwide that would be needed 102

July 2022

to move us onto a net-zero pathway,” Birol wrote in a recent IEA commentary.

Investment in clean energy technologies has remained far below the levels that are needed to bring emissions down to net zero by mid-century – a critical but formidable challenge that the world needs to overcome if it is to have any chance of limiting global warming to 1.5 °C.” Birol shared his concern that rushing back to exploratory projects for oil, gas and coal might as well drive climate catastrophe to arrive even sooner, urging countries to find alternatives that won’t damage the longterm prospects of climate actions been done over the years.

In addition, recent investigations by the Guardian revealed that approximately 200 of those projects are already in planning, and some have even started to be in operation.

Each of these projects is calculated to produce at least 1bn tonnes of carbon dioxide emissions over their lifetimes,

equivalent to more or less 18 years of current global emissions.

“There are many ways to respond to the immediate energy crisis that can pave the way to a cleaner and more secure future,” Birol said. “I believe the world does not need to choose between solving the energy crisis and the climate crisis – and it cannot afford to ignore either of them.”

Finding common ground Joe Kaeser, Chairman of the Supervisory Board, Siemens Energy, is optimistic that the ripple in global politics and economy might

also accelerate the global energy transition, noting resilience and partnerships would bloom in the tumultuous time.

“To begin with, our economies need to be much better prepared for scenarios where energy supply is disrupted. We need to make our energy systems more resilient,” he said. “Another angle we should consider is that green energy partnerships are becoming increasingly important.”

According to the upcoming IEA analysis for our World Energy Investment 2022 report, global net income from oil and gas production in 2022 is projected to be nearly $2 trillion higher than in 2021.

“If the global oil and gas industry were to invest this additional income in low emissions fuels, such as hydrogen and biofuels, it would fund all of the investment sustainabilitymag.com

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“ I believe the world does not need to choose between solving the energy crisis and the climate crisis” FATIH BIROL

EXECUTIVE DIRECTOR, IEA

needed in these fuels for the remainder of this decade in the Net Zero Emissions by 2050 Scenario,” said Birol.

Birol advises countries to turn to projects with short lead times and quick payback periods, such as expanding production from existing fields and starting using existing sources more efficiently while figuring out how to reduce fossil fuel demands.

Countries can seek IEA, which has been

providing the data, analysis and policy advice on how decision-makers can make profitable yet climate-friendly energy investments.

“For oil and gas producing economies, this could be a once-in-a-generation opportunity to diversify their economic structures to adapt to the new global energy economy that is emerging.” sustainabilitymag.com

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MASTER POWER TECHNOLOGIES AND DIGITAL PARKS AFRICA AD FEATURE WRITTEN BY: İLKHAN ÖZSEVIM PRODUCED BY: LEWIS VAUGHAN

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MASTER POWER TECHNOLOGIES

Master Power Technologies (Africa) and Digital Parks Africa (South Africa) are transforming the Data Centre environment through data and regional development.

T

here is something important happening in the Africa Data Centre world. “We are the biggest Data Centre (DC) support company in Africa for overall turnkey solutions,” establishes Menno Parsons, CEO of Master Power Technologies.

“No other company on the African continent offers what we do in such a true turnkey fashion. Our offerings range from UPS, generators, boards, automation, modular DCs, monitoring & control systems and their hardware, Tier III & IV DCs and all their support services (such as site engineers and technicians) in one business service offering.

“This is why we’re successful; this is why our clients stay with us.”

Menno Parsons studied Electrical Engineering at the University of Port Elizabeth and worked for Siemens before establishing Master Power Technologies (MPT) in 1999. Since then, he has created and been at the helm of MPT — a company recognised for its effective, comprehensive DC services across the entire African continent. MPT is “in Africa, for Africa”.

As one of the most extensive and most successful turnkey DC providers on the continent specialising in design, build and managed services, MPT believes that data drives the digital economy and that access to data should be a basic human right.

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We do UPTIME

Example of an image caption sustainabilitymag.com

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Originally, MPT began as a UPS company that grew into a complete DC solutions provider. They intend to play a key role in enabling African economies through scalable DC solutions, where data can be economically distributed to drive sustainable growth. They have already won four Frost & Sullivan awards, demonstrating their ability to provide industryleading solutions to the African continent.

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“Besides just generating local revenue, we are committed to local skills development.

For this reason, when we build a DC in any African country, we incorporate and empower as many locals as possible throughout the journey, which may potentially lead to permanent employment of local content,” says Rory Reid, Head of Department for Data Centres at MPT. “Our DC handover extends

MASTER POWER TECHNOLOGIES

MENNO PARSONS TITLE: CEO INDUSTRY:TECHNOLOGY SERVICES

EXECUTIVE BIO

LOCATION: SOUTH AFRICA Menno Parsons founded Master Power Technologies in 1999, a critical power and Data Centre solutions provider that brings innovative and quality solutions to the market. Menno has led the company to evolve from an entity selling solely UPS systems to the largest turnkey Data Centre solutions provider on the continent. Master Power Technologies has a footprint in 16 African countries and provides critical infrastructure remote monitoring solutions to over 150 sites. The company received 4 Frost and Sullivan Data Centre Leadership Awards, a testimony of its excellence in Africa's Data Centre market. Menno has a deep understanding of client’s often harsh working environments and matches those conditions to world leading products to give customers the competitive edge needed to succeed in their markets. He is Proudly South African and dedicated to developing the continent with local content and resources. In addition, he is known for his passion for empowering and developing young individuals and professionals.

MASTER POWER TECHNOLOGIES

beyond delivering only a site; we continue to support our clients in areas such as operations, maintenance, remote monitoring or whatever it may be, for that DC.” Reid has a lengthy electrical industry background where he has witnessed the invariable link between economic growth and data. He now leads the DC business as Head of Department to support the massive increase in demand on the continent.

MPT provides brick-and-mortar, modular, and prefabricated data centre solutions. They are a trusted, true turnkey provider, supplying clients with the best-in-class solutions to suit their needs and environments.

MPT is not a one-size-fits-all operation; their priority is to work closely with clients and ensure that they are provided with the best, redundant and most reliable

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solutions explicitly catered to their unique requirements. In addition, MPT has forged strong partnerships with the big critical power OEMs (Original Equipment Manufacturers) and is the sole supplier for many in the region.

“We do not just deliver a site and then disappear,” says MPT’s Parsons. “We provide exceptional after-sales support, particularly because we intimately understand the particular challenges of the DC environments in Africa. Many global players adapt and design their DCs specifically to the environments they are accustomed to, but that which works for one environment doesn’t necessarily translate into being fit for another. It’s a question of familiarity and expertise.” says MPT’s Reid. “With over 20 years of experience in the region, we understand the issues distinctive to

MASTER POWER TECHNOLOGIES

OUR DC HANDOVER EXTENDS BEYOND DELIVERING ONLY A SITE RORY REID TITLE: HOD: DATA CENTRES INDUSTRY:TECHNOLOGY SERVICES

EXECUTIVE BIO

LOCATION: SOUTH AFRICA Rory Reid joined Master Power Technologies in 2014 as the Sales and Marketing Manager and has over 7 years' experience in the Data Centre industry. Rory delivers best-in-class data centre solutions to a portfolio of global clients and is involved with site audits to assist clients to identify improvements which could be made around reliability, efficiency, and redundancy of the complete system.

Prior to joining Master Power Technologies, Rory spent over 16 years leading sales and project management teams within the electrical and power industry. He successfully completed his Uptime Institute Tier Designer Accreditation in December 2020.

DIGITAL PARKS AFRICA

JACQUES DE JAGER TITLE: CHIEF OPERATIONS OFFICER INDUSTRY: IT SERVICES LOCATION: SOUTH AFRICA

EXECUTIVE BIO

Jacques has a strong technical background and is currently responsible for all Data Centre operation at Digital Parks Africa.

Prior to joining Digital Parks Africa, Jacques spent nine years in IT management for the electrical engineering and telecommunications industries. Armed with over a decade of Enterprise Networking, Information Technology Security, and Data Centre Infrastructure Management experience, Jacques successfully fulfils the role of Chief Information Officer at Digital Parks Africa.

AFRICA CAN’T GROW WITHOUT DC TECHNOLOGY

Africa and the environment. We treat each client on a case-by-case basis, making for successful projects and satisfied clients.”

Alongside providing end-to-end solutions from site inspection to planning, design and construction to onsite-commissioning, remote monitoring, and after-delivery services, MPT probably has the largest Uptime accredited team on the continent, including 10 Uptime Accredited Tier Design engineers — of which their CEO, Menno Parsons, is one.

In terms of their reach, MPT is building and providing turnkey data centres solutions across the entire continent — including in South Africa, Nigeria, Ethiopia, Djibouti, Madagascar, Somalia, Kenya, Tanzania, Malawi, Zambia, Mozambique, Zimbabwe, Botswana, Senegal, Ghana, Congo, DRC, Angola, and Namibia to name a few.

The Data Centre market in Africa is snowballing, and the necessity of reliable and resilient DC services and solutions has become critical to the continent’s digital development. MPT supports the evergrowing demands and is the most prominent DC builder in Africa. One of its most recent projects was designing and building Africa’s largest modular DC, Digital Parks Africa (DPA).

DPA is one of South Africa’s most resilient, carrier-neutral hyperscale DCs, that targets colocation, enterprise and hyperscale clients. It provides world-class DC services

with unrestricted interconnection between clients, thus, offering better value, lower latency, and higher resilience DC solutions.

MPT and DPA are two distinct companies that work in close collaboration to meet the growing demands for large-scale data services, hosting, and DC operations. Both are effective operators in the DC world, and they contend with similar considerations and have common problems for which to offer solutions, albeit in different ways.

When most clients hear the term ‘DC Flexibility’, they tend to only think about redundancy and tier classifications, but true flexibility should also be reflected in a business model strategy.

True business flexibility is a holistic attribute, and Menno Parsons clearly has it in abundance and is recognised for it across Africa and beyond its borders. On this very point, Parsons says: “For some of our projects across Africa, our Telco clients noted that they would rather operationalise some of their expenses than investing further Capex.

This was a big turning point and marked the establishment of Digital Parks Africa.”

“In a developed world, you don’t notice the massive impact of technology challenges,” says Jacques de Jager, Chief Operations Officer at Digital Parks Africa (DPA).

“Nevertheless, Africa has its challenges, and sustainabilitymag.com

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they are not all, obviously technology-related.”

Speaking from DPA, de Jager says: “Unfortunately, many parts in South Africa are underdeveloped, leading to various challenges such as increased cost of living, unusual power outages and transportation issues. Luckily, the digital world’s empowerment through connectivity solves many of these problems.

“At DPA, digitally, we are on the move, and our goal is to bring content to and educate consumers at high speeds. We are involved in many social development programs, as the link between development and data, is inseparable. I believe that this will be a big differentiator for the African continent. We want to make an impact in South Africa, both technologically and socio-economically, and we are already well on our way — living our slogan ‘The Digital Heartbeat of Africa’.”

Jacques de Jager‘s career started in the

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WE ARE IN AFRICA, FOR AFRICA MENNO PARSONS

CEO, MASTER POWER TECHNOLOGIES & DIGITAL PARKS AFRICA

information and communications field, focusing on Enterprise and IT-space type deployments and management thereof.

He moved on to work for enterprise companies, managing their IT environments in the DC space. De Jager is currently Chief Operations Officer at Digital Parks Africa (DPA) which is now one of South Africa’s fastest growing DCs. MPT and DPA play very important roles in

developing and connecting Africa. “There’s a lot of talent in Africa,” says DPA’s de Jager. “I think that DPA can play a big role in developing both the local regions and the community and providing opportunities to share insights and visions while adding value to the industry.”

De Jager believes that “Africa can’t grow without DC technology”. Simply stated, digitisation directly translates into economic growth, and the more digital services and operations that are channelled towards this goal, the more likely it is to be achieved.

DPA might be the new kid on the block, but it brings about a scalable environment and a bona fide ability to grow alongside rapid technological changes and advancements. With reliable infrastructure in place, it is no surprise that DPA is already one of the most resilient DCs on the continent.

Offering a remarkable, secure, and sustainable ecosystem for data-hungry technologies and ICT infrastructure, DPA provides flexible, high-power-density, ranging from 3-15kW per rack - which is phenomenal for South Africa.

DPA is the perfect solution for companies who want to convert their Capex into OPEX (Operating Expense). The facility is Uptime Tier III Design (level 1) Certified and offers concurrent maintainability and fault tolerance, with 2(N+1) redundancy. sustainabilitymag.com

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99.999% Uptime and our capacity Utility is

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DPA is currently undergoing Uptime Tier IV construct certification for its first of three phases (in Level 3) to guarantee the highest level of reliability.

DPA is built around best business practices, compliance, and maintains an internationally certified infrastructure.

Certifications include ISO 9001:2015, ISO 27001:2013, PCI-DSS and data privacy compliance. Furthermore, DPA is equipped with armed guards, 24/7 CCTV coverage, biometric access, vehicle trap, on-andoffsite Network Operating Centre managed

MASTER POWER TECHNOLOGIES

WE ARE THE BIGGEST DATA CENTRE (DC) SUPPORT COMPANY IN AFRICA FOR OVERALL TURNKEY SOLUTIONS MENNO PARSONS

CEO, MASTER POWER TECHNOLOGIES & DIGITAL PARKS AFRICA

to provide clients with enhanced security and reliability.

“DPA adopts modern technologies and energy-efficient backup power infrastructure that guarantees an uptime of 99.999%. The facility, which has a Utility capacity of 24MVA, has been purposedesigned to quickly scale up to meet customer demands, in line with its commitment to grow the South Africa Data Centre market. Besides the obvious needs of the digital economy, Industry 4.0 also requires a robust technological

communications infrastructure, which DPA can provide,” concludes de Jager.

“DPA is a proudly South African company, backed by an exceptional team of experts, including six Uptime Accredited Operations Specialists. We are privileged to play a part in the digital economy enabling companies to succeed in their digital transformation programmes," says Menno Parsons.

MASTER POWER TECHNOLOGIES DIGITAL PARKS AFRICA

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THE TREND OF SUSTAINABLE TRANSFORMATION AMONG SUPPLY CHAIN Thanks to pressure from customers and governments, companies are starting to implement measures to ensure sustainability throughout their supply chain WRITTEN BY: BLAISE HOPE

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C “ IT’S CRUCIAL THAT BUSINESSES EXAMINE THE SUSTAINABILITY OF THE ENTIRE OPERATION CHAIN” SCOTT BALLOCH

DIRECTOR OF ENERGY AND SUSTAINABILITY, OLT DATA CENTRE SERVICE

ustomers, employees, investors, and governments are becoming more and more sustainability aware, with pressure being put on companies to address environmental and social issues. Supply chains involve a significant number of resources, making them susceptible to unsustainable practices.

That being said, the majority of global companies and organisations today have taken the appropriate measures to ensure sustainability throughout their supply chain operations.

Achieving sustainability in supply chains is now a corporate goal. Companies are carefully observing the environmental and societal impact of their goods and services.

Being sustainable in their operations helps them attract customers, talents, and investors. Having good sustainable supply chain management goes beyond ensuring that a company is using a renewable energy source and minimising its waste production.

It also means ensuring a positive impact on the communities around the company’s operations. sustainabilitymag.com

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Having a sustainable supply chain means helping in addressing issues surrounding climate change, human rights, and corruption. According to McKinsey & Company, supply chains account for over 90% of a company’s environmental impact. Having sustainable supply chain management also benefits a company. A study by Nielsen has shown that almost half of consumers in the US would change their purchasing habits over environmental concerns.

Realising sustainable digital supply chain In a recent interview, Colt Data Centre Service director of energy and sustainability Scott Balloch said that “sustainability is central to how Colt DCS operates as a whole,

with environmental priorities integrated into all parts of operations”. Balloch explained that Colt CDS aimed to hit net-zero across their facilities by 2040, in line with the Paris Agreement goal to realise a net-zero economy by 2050.

To achieve the goal, Colt DCS said it would operate its facilities using renewable power by as much as 75% by 2023. In addition, 75% of leased vehicles used by the company will be electric by 2030, when the company will have made a “complete transition” from natural gas to renewable fuels.

Balloch insisted that “it’s crucial that businesses examine the sustainability of sustainabilitymag.com

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the entire operation chain”. He further explained that data centres should be designed with “environmental concerns in mind” and that sustainability should be an integral part of data centre facilities.

The COVID-19 pandemic has moved daily interactions to the internet. This also prompted many to shift to remote work and learning. The phenomenon resulted in a drastic increase in global energy consumption as the mass transition to the digital world means data centres need to 124

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work harder. Balloch explained that in 2021, data centres globally consumed at least 5% of global electricity.

Therefore, Balloch said, both consumers and businesses now must be enabled to make the decision to cut their own emissions by choosing the right data centre provider. “For example, Colt DCS is choosing to invest in renewable power for the running of buildings and leased vehicles and is committed to a policy of Zero Waste to Landfill,” he continued.

SUPPLY CHAIN

“ I HAVE SEEN THAT SOME OF THEM HAVE GOT THIS RIGHT AND THEY KNOW EXACTLY WHAT THEY'RE DOING” JACQUI ROCK

CHIEF COMMERCIAL OFFICER, NHS ENGLAND AND NHS IMPROVEMENT

This is supported by the result of the Digital Ecosystem Panel at Procurement & Supply Chain LIVE, where Andy Chivers, Head of Procurement at Walgreens Boots Alliance, Martin McKie, Principal Advisor of Supply Chain at AWS, and Soroosh Saghiri, Programme Director at Cranfield School of Management, discussed some of the important factors of adopting digital technologies.

The panel eventually agreed that digital ecosystems can provide an agile approach to planning, helping businesses to manage risk and become more resilient.

Diversity and inclusivity When talking about risk management and business resilience, both good in-house talents and partners are necessary components as well. Jacqui Rock, Chief sustainabilitymag.com

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Commercial Officer at NHS England and NHS Improvement, believes that this is the moment where everyone starts to acknowledge that there is a real difference in understanding capability when it comes to ESG. “I have seen that some of them have got this right and they know exactly what they're doing. They understand what the government's asking. They understand what England is asking and there are other trusts that clearly are struggling,” she said. “And that's one of the really interesting complexities about the NHS. They are all equal in terms of giving patient care, but not necessarily equal in terms of the understanding of having the right people in place.”

It was recently revealed that the NHS is going to revamp its plans for Greener NHS. Greener NHS was established to support the organisation’s net-zero ambition. Within this plan, each trust and integrated care system (ICS) has its own unique Green Plan, which sets out its aims, objectives, and delivery plans for carbon reduction based on the strategies of its member organisations.

“One of the things for us is to make sure that we bring up that skillset, make sure that those trusts that need that extra intervention and that extra support get them. Make sure that those trusts really understand what they're bringing,” Rock said. “This is a constant ongoing living collaboration.”

Also, when it comes to skillset, Rock has noticed a shift in conversation when it comes to people's day-to-day understanding of the supply chain, and this has made the industry become more appealing – even to those who are traditionally attracted to the profession, including women and those in later ages. What is left is a little nudge of encouragement.

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“ SUSTAINABILITY IS CENTRAL TO HOW COLT DCS OPERATES AS A WHOLE, WITH ENVIRONMENTAL PRIORITIES INTEGRATED INTO ALL PARTS OF OPERATIONS” SCOTT BALLOCH

DIRECTOR OF ENERGY AND SUSTAINABILITY, OLT DATA CENTRE SERVICE

SUPPLY CHAIN

“It is about the diversity of thought, and it's interesting because I was asked to be the executive sponsor of the age network and age networks are always very interesting,” she said. “What the age network looks to do is to support people at the end of their career because mature years don't mean it's the end of your career. It's about supporting them in getting those portfolios of careers and how they can be mentors and educate the young.” sustainabilitymag.com

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HINDUSTAN ZI

SUCCESSFUL DIG

SUSTAINABIL JOURNEY WRITTEN BY: TOM SWALLOW PRODUCED BY: GLEN WHITE

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INC’S

GITAL

LITY

HINDUSTAN ZINC

Arun Misra, CEO of Hindustan Zinc, divulges the company’s current position and how digitalisation plays a role in making underground mining sustainable

T

he Indian mining sector produces nearly 95 different minerals, consisting of fossil-fuel, metals, and non-metallic materials, as well as other minor minerals. But as some of the major polluting materials are phased out in years to come, the emphasis is turning towards materials with applications in new technologies for sustainable development.

As focus is shifting to more and more sustainable growth, it is imperative that more and more steel used in building infrastructure is galvanised. This will reduce the need for replacement, which accounts to almost 15% in infrastructure related steel consumption in India. Moreover, for a static energy storage solution, Zinc batteries will prove crucial in the coming years.

Hindustan Zinc is responsible for the production of those desirable minerals as the second largest zinc and lead miner in India—and the largest producer in the world if you include its silver mining operations. The company was responsible for one million tonnes of metal concentrate produced in 2021 and its figures continue to increase as it witnesses major growth across its underground mining operations, which is something that’s not so common across the country.

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Arun Misra, CEO

ARUN MISRA TITLE: CEO & WHOLE TIME DIRECTOR INDUSTRY: MINING LOCATION: INDIA Mr. Arun Misra – CEO Hindustan Zinc – has been leading the world’s 2nd largest integrated producer of Zinc & Lead and 6th largest Silver producer since August 1, 2020 – a period of time that can best be described as unprecedented. And in keeping up with the times, Mr. Misra’s leadership has been nothing less than extraordinary.

Under his leadership, Hindustan Zinc has achieved unparalleled operational excellence, and set global benchmarks in sustainable social solutions that have benefited the business, people and communities.

Mr. Misra was appointed Deputy CEO, HZL on November 20, 2019 and was elevated to CEO & WTD, Hindustan Zinc Limited from August 1st, 2020. In less than 10 months, he was moved to the Corner Office and placed at the helm of the world’s second-largest integrated producer of lead and zinc.

HINDUSTAN ZINC

“WE ARE READY TO FACE CHALLENGES IN BOTH DIRECTIONS, ON THE CONSUMPTION FRONT AND THE OTHER ON THE SUPPLY FRONT” ARUN MISRA

CEO & WHOLE TIME DIRECTOR, HINDUSTAN ZINC

While the company continues to improve its output and profitability yearon-year—and act as a major contributor to sustainable initiatives—it has its own agenda to take care of, and this includes decarbonising its operations and ensuring the firm remains within its principles as a sustainable mining organisation.

To share just how the company will achieve this, Arun Misra, CEO and Whole Time Director at Hindustan Zinc, divulges its plans for the future and explains how it will promote responsible sourcing, decarbonisation and better use of natural resources.

A leader of mining and smelting As a leader that is constantly learning, Misra was educated in electrical engineering at the Indian Institute of Technology in Kharagpur, before joining Tata Steel as a graduate trainee with a focus on maintenance functions. After he found a love for mining operations at the company, he began to climb the ranks as a leader, completing his stint at Tata as the Vice President Raw Material.

Putting his love for mining and knowledge of natural resources to use, Misra began work at Hindustan Zinc in November 2019 and quickly realised that India was very much developing its mining industry.

“It has been a very rewarding professional life. I’ve enjoyed improving my understanding of mining and producing metals & minerals.

Mineral processing is my favourite subject aside from mining,” Misra says.

He also explains that the global outlook of the business results in a successful turnaround of metals, as the price is dependent on the area in demand and the price within that area.

“At Hindustan Zinc, for the last two years, we have continuously improved our numbers in terms of production volume and profit. We are aware that the price of any metal is not in our hands, it is the factor of supply and demand across the globe.”

Sustainability brings commercial mining success In his leading role at Hindustan Zinc, Misra oversees sustainability at the company and its strategy is clearly aligned with the miner’s plans for success. With targets in place, it will begin to show its sustainability credentials and expects to see achievements by 2025.

Following this, the company expects to steer ever closer towards net zero by sourcing renewable energy solutions.

The firm expects to increase its renewable energy input through the procurement of 550MW of renewable energy — 200MW of which is getting closer by the day as it is in the process of signing a power purchase agreement (PPA).

A further action to reduce emissions across its underground mining sites is the adoption of all-electric underground mining vehicles, including transport trucks and loaders powered by solar energy. Not only does sustainabilitymag.com

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technology development enable this, but it also encourages a safer method of working in a highly dangerous environment.

“We are ready to face challenges in both directions, on the consumption front and the other on the supply front. Our target is to become completely green after 2030, which is one of the biggest challenges that every industry faces. This is more so for us as we operate underground mining and smelting, which are meticulous processes,” says Misra.

Another section of the business that Misra deals with is permissions. Social licensing is one of the critical areas of the business alongside the responsible use of resources.

“We cannot relax while we are using water from lakes that is primarily meant for human consumption. We have to ensure that our operations use 100% reusable water supplies,” says Misra.

Technology for safer and more efficient mining As its operations involve venturing deeper underground—roughly 1km below the surface — Hindustan Zinc must navigate through different and varied conditions without compromising health and safety, all the while making production more efficient.

According to Misra, the Indian mining industry is not used to such high productivity and neither are staff, meaning there is a gap in the available infrastructure and talent.

Working with its partner organisation, Normet, the company is changing the landscape for mining operations with the inclusion of digitally enabled equipment that can be operated and managed above ground. This involves telecommunication capabilities and digital connectivity. In order for these solutions to work, these systems sustainabilitymag.com

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must be reliable in providing constant data streams between underground and surface-level operations to provide a realtime picture of progress and predictive monitoring.

Operating these systems requires the expertise of technical professionals and data scientists to analyse mining operations for both efficiency and safety underground.

“There is a lot of live streaming of data coming from the mines, and that data is analysed by data scientists to predict operations, forecast failures, and then carry out more predictive maintenance,” Misra says.

The miner is also committed to the adoption of all-electric machinery for transport in and out of its mines as well as on-site loaders. Announcing this investment in July 2021, Hindustan is funding a complete switch from diesel in alignment with its sustainability goals.

According to Misra, Normet has become well integrated into Hindustan Zinc’s operations. “Normet is a very important partner for us because in mining, you can’t do everything by yourself. It requires a lot of supplies and support, for example, to carry explosives, charge the explosives,” he explains.

“You also need various utility vehicles, including those for carrying people in the underground mine, during the declining, and when dropping them at workspaces.

Normet does a very good job of that, and we have also signed a memorandum of understanding for the supply and joint development of electric vehicles.”

As a ‘win-win’ scenario for both teams, Normet works with Hindustan’s dedicated executive team to map out new developments, treating the company as though it is less of a supplier and more a part of the business.

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A further feat of digital transformation is shifting procurement and marketing functions online, with almost 50% of its marketing processes through an online platform and nearly all of its procurement being carried out via digital means.

“We are slowly moving to digital—just like COVID-19 spurred other industries to adopt touchless services and contactless delivery. Face-to-face negotiation is a thing of the past; it’s all ecommerce,” says Misra, as he reiterates why the firm has shifted its procurement functions online.

Shaping the future of mining in India As the firm moves forward in implementing its sustainable developments and environmental initiatives, technology and corporate strategy are going to play important roles in achieving them alongside its increasing output. The use of natural resources is critical as they shape the company’s production as well as its procurement and operational resilience. sustainabilitymag.com

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HINDUSTAN ZINC

“WE HAVE CONTINUOUSLY IMPROVED OUR NUMBERS IN TERMS OF PRODUCTION VOLUME AND PROFIT” ARUN MISRA

CEO & WHOLE TIME DIRECTOR, HINDUSTAN ZINC

The treatment of water is a key area, creating a circular approach to its mining operations, but also in providing clean water for use by local industries and communities.

Misra says: “We have put up sewage water treatment plants in Udaipur. We are carrying out the treatment of the entire sewage generated from Udaipur City and releasing about 30% of treated water back to the river to maintain Ecological Flow for ensuring uninterrupted flow in the river and further usage by the community, whereas the remaining 70% will be consumed by our own industry.”

Apart from its technology expansion, sustainable sourcing of goods and services— including renewable energy and the implementation of EV technology—its energy will be sourced from solar and wind power solutions, with excess energy stored for future use.

Beyond its mining and smelting remit, Hindustan Zinc will also look to support the development of Zinc-air batteries as Misra believes this is the next step in sustainable power storage—an industry that the mining firm will be heavily invested in.

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TOP 10

CEOS PUSHING FOR DATA CENTRE

SUSTAINABILITY By employing efficient designs and reducing power use, the following CEOs are significantly lessening their companies’ carbon footprint

WRITTEN BY: BLAISE HOPE

D

ue to the increasing usage of the Internet and the consequent increase in DC power consumption, the creation of green data centres has become essential across the industry. Add to this the rising cost of energy and the increasing awareness of environmental issues, and it’s clear why the public is continuing to pressure companies to adopt greener policies.

Since the importance of sustainability is increasing, here is a look at the top ten data centre executives leading the way in making their companies more sustainable. sustainabilitymag.com

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TOP 10

10 Rob Roy Switch

Rob Roy is the CEO and founder of Switch, a global leader in data centre ecosystem design and development. He is also active in various community initiatives.

He is a member of the GOED, a government agency that focuses on economic growth.

09

Dan Andersson EcoDataCenter

Dan Andersson joined EcoDataCenter in January of this year as the company's new CEO, succeeding the company's previous leader, Lars Schedin.

Dan is a well-rounded expert with over 25 years of experience in the Swedish Armed Forces and various managerial positions in different industries, including IT and heavy engineering.

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TOP 10

08

Robin Khuda Airtrunk

Robin Khuda is the CEO of Airtrunk and is responsible for the company's business expansion in the Asia-Pacific region. Before becoming the CEO of Airtrunk, Khuda was a member of NEXTDC, an organisation focused on helping multinational technology companies in the area.

07

Tor Kristian Gyland Green Mountain

Tor Gyland has been a part of Green Mountain since it was founded in 2011. He became the company's chief commercial officer in 2011.

Before becoming the CEO of Green Mountain in 2017, he had held various managerial positions in the telecommunications industry, such as those at Cisco and Alcatel. sustainabilitymag.com

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06

William Meaney Iron Mountain

Before becoming the CEO of Iron Mountain, William Meaney was the CEO of The Zuellig Group, a HongKong based conglomerate. He also held various other positions within the organisation. Before that, Meaney was the CEO of South African Airways and the Chief Commercial Officer of Swiss International Airlines.

05

Chad Williams QTS

Chad Williams has been the CEO and chairman of QTS since it was founded in 2005. Under his leadership, the company has become one of the fastestgrowing data centre service providers.

Before becoming the CEO of QTS, Williams was the CEO of QGC, a group of companies that operate in various industries such as commercial real estate and design-build development. sustainabilitymag.com

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04

Jean-Pascal Tricoire Schneider Electric

Since he joined Schneider Electric in 1986, Jean-Pascal Tricoire has held various positions within the company. He most recently held the position of Commercial Director for China and the Executive Vice President for the Asia Pacific, Middle East, and South America regions. In 2006, he became the company's chairman and CEO.

03

Niall Molloy Echelon

Over the course of his career, Niall Molloy has gained a reputation for delivering large-scale projects in the UK, Ireland, and the Middle East. As the CEO of Echelon Data Centers, Molloy is responsible for leading the company's strategy and overseeing the various operations.

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Marcos Peigo

Scala Data Centers Over his career, Marcos Peigo has gained a wide range of experience in the data centre industry. He is currently the CEO of Scala Data Centers, a hyperscale platform based in Latin America. He is also the operating partner of DigitalBridge, the digital infrastructure investment firm that founded Scala Data Centers.

Before becoming the CEO of Ark Data Centers, Peigo was the chairman of the Board of Modular Data Centers. He holds a degree in electrical engineering and telecommunications engineering.

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Huw Owen

Ark Data Centers Before becoming the CEO of Ark Data Centers, Huw Owen was the president of the global health division of British Telecom. He has also held various positions in the private and public sectors, such as the CEO of the Atlas Consortium and an adviser to the United Nations.

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