Sustainable Business Magazine 01/18 by Sustainable Business Magazine

SUSTAINABLE ISSUE 01/18

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TORONTO, CANADA APRIL 25-27, 2018

CERTIFIED SUSTAINABILITY PRACTITIONER PROGRAM ADVANCED EDITION 2018 This challenging two-day training offered by CSE aims to give you all the latest practical tools and resources required to implement or upscale corporate sustainability in order to drive your initiatives to the next level by generating value and creating effective strategies. Executives from Fortune 500 companies, local governments and academia have trusted CSE and participated in our advanced training to become Certified Sustainability (CSR) Practitioners and earn a unique recognition in the Sustainability and CSR field.

What you get from the course:

• Earn the globally recognized Sustainability (CSR)-P Certification (CMI- Accredited). • Develop a two-year sustainability plan integrating sustainability across your organization’s value chain. • Access CSE business network (leaders from Fortune 500 Companies and Government Representatives). • This event will feature a presentation of CSE’s research “Sustainability (CSR) Reporting Trends in North America 2017”. • Receive sustainability reports related to your sector.

For more information contact sustainability@cse-net.org | www.cse-net.org Image Source. www.wallconvert.com

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George Newell Marcus Bonnano Cristina Amorim Sung-Dae Hong Rob Thornton Jacob Watts Graeme Watts George Bell Aaron Cooper Steve Phipps

CONTENTS ISSUE 01/18

Welcome to the latest North American edition of Sustainable Business Magazine Sustainable Business Magazine aims to spread awareness of the values of sustainability, as well as the brilliant ways in which organizations continue to meet challenges and champion corporate social responsibility. We begin this issue with a guest editorial from Thermo Fisher Scientific, an American life sciences company, about how scientific laboratories can invest in environmentally-sustainable products to reduce energy and resource consumption. Our ‘District Energy’ series, in partnership with the International District Energy Association, continues in 2018. Each installment of the series features detailed profiles of companies demonstrating state-of-the-art best practices in district energy across North America and is prefaced by a foreword from Rob Thornton, President & CEO of IDEA. This issue, we spoke to Joseph Sullivan, Vice President for Energy Policy and Development at Concord Engineering, about some of the American firm’s new district energy systems, and the future of generation. We also spoke to FlowEnergy, an innovative American cleantech company. Company President Tami Hansen and Director of Marketing Alicia Clarke talked us through their holistic approach to maximizing building energy efficiency through sophisticated hardware and software. Continuing our focus on the mining industry in North America and the Caribbean, we spoke to Dustin Angelo, President and CEO of Anaconda Mining, about the gold mines which are bringing long-term prosperity to communities in Atlantic Canada. In the Caribbean, we spoke to SMG Construction and Millwork, who serve the Bahamian market by driving excellence and leadership. We also spoke to Antigua Computer Technology, who are bringing automation and cloud computing services to the island and improving the efficiency and reliability of the local commercial and public sectors. We took an in-depth look at two companies who are bringing the flavors of Jamaica to international palates. Airline caterer Goddard Catering Group Jamaica’s General Manager Strephon Sanderson spoke to us about their investments in renewable energy and waste reduction. Meanwhile, Ricardo Nuncio, Managing Director at Red Stripe Jamaica, told us about Red Stripe’s investments in local people and agriculture, and how they bring Jamaican culture and products to the global market. Details of upcoming sustainability events in North America throughout March and April can be found on our events calendar. Our featured events are the Mia Green Expo & Conference (9th Edition) on March 14 & 15 at the MACC Convention Center in Miami, the Water Expo (7th Edition) on August 29 & 30, also at the MACC Convention Center, and the Center for Sustainability and Excellence Certified Sustainability (CSR) Practitioner Program, Advanced Edition 2018 in Toronto, April 26 & 27. We hope that you find this issue both interesting and inspiring. Thank you for reading. The Sustainable Business Magazine Team

Guest Editorial: Thermo Fisher Scientific

International District Energy Association (IDEA)

Concord Engineering

FlowEnergy

Anaconda Mining

SMG Construction Millwork

Antigua Computer Technology (ACT)

Goddard Catering Group

Red Stripe Jamaica

Global Events

Advertisers Index

COVER IMAGE: IMAGE PROVIDED BY ANACONDA MINING.

SUSTAINABLE BUSINESS MAGAZINE

THERMO FISHER SCIENTIFIC

Sustainability for the scientific laboratory: Manufacturing practices and products that are preserving our planet Written by Sung-Dae Hong, Vice President and General Manager, Laboratory Equipment Technologies at Thermo Fisher Scientific, and Cristina Amorim, Vice President, Life Sciences Sustainability at Thermo Fisher Scientific.

INTRODUCTION Many prominent businesses across diverse industry sectors have been treating sustainability as an important objective in their strategy and operations. The various benefits that a sustainable business model can offer companies, such as streamlining operations, generating competitive advantages, and reducing total cost of ownership, has made its implementation a business imperative. Purchasers need to ensure products and processes are environmentally friendly by reducing the use of energy and water, decreasing emissions from manufacturing and distribution processes, and minimizing waste.

Many laboratory managers are responsible for complying with their company’s sustainability objectives, making it important for them to source equipment that minimizes the impact on the environment.

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One setting where these practices can have a substantial impact on sustainability is in the scientific laboratory, because almost every lab depends on energy-intensive equipment. For example, freezers, centrifuges, and biological safety cabinets (BSCs) are essential to laboratory operations and must run continuously throughout each working day. This typically presents challenges to sustainability and potentially impacts the environment, with laboratories producing high levels of waste and consuming three to five times more energy than a typical office area due to the constant operation of such equipment. In order to drive adoption of sustainable business objectives, laboratory managers must therefore source equipment designed to optimize their site’s sustainability and decrease the overall cost of equipment ownership. This helps support a minimal impact on the environment, and allows laboratories to operate more efficiently, cost-effectively and sustainably. A GREENER ENVIRONMENT – INSIDE AND OUT As well as increasing growth and global competitiveness, sustainable business practices can minimize a company’s negative environmental impact, conserve energy and natural resources, and enhance employee, community, and product safety. Corporate Social Responsibility strategies are one example of how a business’s sustainability model can be incorporated into a company’s ethos, with the aim of creating

greener laboratory environments and utilizing products that reduce the laboratory’s environmental footprint. DEVELOPING INNOVATIVE PRODUCTS THAT SUPPORT SUSTAINABILITY The scientific laboratory is heavily reliant on certain pieces of equipment to ensure sample protection, growth, and the subsequent generation of reliable results. One essential piece of laboratory equipment is ultra-low temperature (ULT) freezers, which need to obtain temperatures as low as -80 degrees C to safely store precious biological samples. These freezers are crucial in reducing biological activity in the samples and preserving their structural integrity, to ensure they remain viable. Lab managers should consider units with natural, hydrocarbon refrigerants, instead of conventional refrigerants, to ensure a lower global warming potential (GWP), no ozone depletion capacity, and user safety. Typically, ULT freezers use chemical refrigerants such as chlorofluorocarbons (CFCs), which have a notorious GWP and if released in the environment will negatively impact the ozone layer. Freezers in particular consume large amounts of energy due to the constant cycling of the compressor in the unit, contributing to significant financial costs. The inefficiency of the CFC refrigerant compared to natural, hydrocarbon refrigerants, and the door design allowing cold air to escape as doors are opened throughout the day, means that extra energy is needed to maintain the necessary low internal temperature. It is therefore imperative when making the decision to purchase a ULT freezer that energy consumption as well as performance is taken into consideration, although one should not be at the expense of the other. For example, the Thermo Scientific TSX Series ULT freezers are 49 percent more energy efficient compared to conventional ULTs. This is because the system incorporates unique V-drive technology that enables the freezer’s compressor to run at variable speeds depending on usage, such as running at low speeds during stable conditions (e.g. overnight or on weekends) while being able to rapidly recover the desired temperature after the door is opened during the working day. The freezer is also designed with two insulated inner doors, as opposed to the original five inner doors, which reduces the amount of heat leaking into the freezer as the outer doors are opened throughout the day. The TSX series also uses a hydrocarbon refrigerant, R290 Propane, which is greener and more efficient than conventional CFCs. The R290 refrigerant does not need to be compressed as much as conventional CFCs to provide the same cooling benefit, and so uses less energy. These features earned the TSX Series freezer the U.S. EPA ENERGY STAR certification. PURCHASING DECISIONS THAT REDUCE ENVIRONMENTAL IMPACT Many laboratory managers are responsible for complying with their company’s sustainability objectives, making it important for them to source equipment that minimizes the impact on the environment. As such, they need to look for essential lab equipment, such as BSCs and centrifuges that have been designed to provide labs with sustainable alternatives that reduce costs and improve lab operations. One consideration is to look for equipment with low-energy motors and energy-saving ‘sleep’ modes, which can significantly reduce a lab’s energy usage and prolong equipment lifetime. For example, the low-energy dual-DC motors in the Thermo Scientific 1300 Series BSC are designed to use up to 75 percent less energy SUSTAINABLE BUSINESS MAGAZINE

THERMO FISHER SCIENTIFIC

than traditional AC motor cabinets, while also having an expected lifetime of over 11 years. Additionally, it is recommended that users source centrifuges that are compliant with global environmental standards (e.g. RoHS, WEEE), such as Thermo Scientific Sorvall LYNX superspeed centrifuges. These are well-insulated, and have high-capacity aerodynamically-designed rotors that generate minimal friction, meaning that less energy is spent turning the motor and cooling the refrigeration system. Carbon fiber rotors also promote long rotor life to limit the costs of replacing equipment. Labeling products as greener in the e-commerce environment enables lab managers to quickly identify products that may help them meet sustainability goals. Further, information and data supporting green claims is valuable for tracking sustainability metrics. For example, Thermo Fisherâ&#x20AC;&#x2122;s Green Leaf program develops and assesses products under set sustainability criteria. These criteria include reduced packaging, less hazardous, more energy-efficient, or reduction of plastic waste in the lab. This product labeling and clear documentation gives another level of transparency to greener product claims, enabling informed purchasing decisions, and supports

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sustainability reporting. Another product label that will aid scientists and procurement specialists in making these informed decisions is the recent launch of the ACT (accountability, consistency, transparency) label by My Green Labs. Designed to provide an environmental impact factor rating on laboratory consumables, chemicals, reagents, and equipment, this third-party verification covers information on a productâ&#x20AC;&#x2122;s manufacturing, user impact, and end-of-life. Plastic storage is another necessity in the scientific laboratory, which can generate landfill waste and create substantial disposal costs. Lab managers therefore need to look for innovative designs that reduce waste, but also maximize storage capacity, save lab space, and prevent contamination. GREENER MANUFACTURING Companies that are committed to sustainability have strong environmental programs to improve their operations. Beyond the direct implication of the products and equipment on the labâ&#x20AC;&#x2122;s sustainability footprint, it is important to consider what sustainability initiatives vendors have in place. There are a variety of factors that can be assessed when looking at what efforts a vendor is making to minimize their impact on the environment. One important point to consider is whether the vendor has initiatives in place to reduce the carbon footprint of their facilities. This is evident if they develop equipment that optimizes efficient energy use and has clear certification to support this. In addition, vendors that are committed to using energy from renewable sources (such as solar thermal systems and wind turbines) and that are members of the Carbon Disclosure Project demonstrate their commitment to minimizing fossil fuel use and reducing greenhouse gas emissions. Alongside this, a vendor committed to sustainability will ensure the supply chain is optimized to consolidate shipments and minimize the carbon footprint caused by transportation. Companies committed to sustainability will also reduce any hazardous waste through green chemistry and engineering initi-

atives. This includes developing equipment that generates less environmentally harmful waste, such as freezers with natural hydrocarbon refrigerants instead of CFCs. It is also important that vendors minimize overall waste, or have certified “zero waste” manufacturing facilities. For example, 13 Thermo Fisher facilities, including the lab equipment manufacturing plant in Asheville, North Carolina, are certified as “zero waste”, with at least 90 percent of their waste diverted from landfills. Also, if the vendor has moved paper documentation to online and provides electronic manuals then they are demonstrating their commitment to reducing the paper waste stream. A further consideration is whether the vendor has implemented sustainable practices to facilitate recycling and reuse. This includes using packaging materials that are recyclable, such as wood and cardboard, as well as reducing the use of non-recyclable plastics through innovative product designs. Additionally, using vendors that offer take-back of your instruments at end-of-life, and that run packaging recycling and return programs, ensures environmentally conscious solutions to curtail the impact on landfills and other disposal sites. SUMMARY Sustainability has become a business imperative across various industries. Not only does a sustainable business model minimize a company’s environmental footprint, it can also streamline operations, generate competitive advantages, increase productivity, reduce overall ownership costs, attract employees and investors, and ensure regulatory compliance. Implementing sustainable manufacturing practices and products for the scientific laboratory can help to harness this myriad of benefits, whereby laboratory managers and product vendors can play key roles in supporting sustainability.

Vendors must be committed to ensuring sustainable manufacturing practices, and must strive to design innovative products that minimize their impact on the environment and comply with official sustainability and safety standards while also enhancing lab operations. In turn, laboratory managers must be responsible for making purchasing decisions in line with their own company’s sustainable business model. The equipment they choose must optimize sustainability in the laboratory by saving energy and reducing carbon emissions, and must come from vendors that use sustainable manufacturing practices. As fossil fuels become more depleted, carbon emissions keep warming our climate, and energy and water costs continue to increase, sustainable choices play a critical role in protecting our environment, economy, and ultimately, our global future. c References • Adding efficiency to general lab equipment. Science; October 2017; http://www.sciencemag.org/features/2017/10/adding-effi ciency-general-lab-equipment • Internal data comparing to previous generation Thermo Scientific models. Data on file. • Calculated based on manufacturer published energy consumption data as of 2/26/2015 and energy cost assumption of 0.12 euros / kWh. Energy consumption is based on manufacturer published energy consumption data as of 2/26/2015. Data on file. Thermo Scientific TSU600V data with high-performance mode. • Based on data from internal testing and The University of Michigan Field Study of Class II Biological Safety Cabinet Energy Consump tion Costs, published in American Biotechnology Laboratory.

SUSTAINABLE BUSINESS MAGAZINE

INTERNATIONAL DISTRICT ENERGY ASSOCIATION UNIVERSITY OF TEXAS AT AUSTIN COOLING TOWERS.

“DURING THIS ERA OF HISTORICALLY LOW FUEL COSTS, THE IMPORTANCE OF ENERGY AND RESOURCE EFFICIENCY IS ESCALATING.”

DISTRICT A foreword to the ‘District Energy’ series by Rob Thornton, President & CEO of the International District Energy Association (IDEA).

ROB THORNTON, PRESIDENT & CEO OF THE INTERNATIONAL DISTRICT ENERGY ASSOCIATION (IDEA).

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On behalf of the board of directors and over 2100 members of the International District Energy Association (IDEA), I am pleased to support this special focus on district energy and combined heat and power

(CHP) for Sustainable Business Magazine. In light of the growing interest and investment in district energy/CHP as a more efficient and sustainable energy solution for cities, communities, and campuses, we applaud

SBM’s interest in sharing successful case studies from our industry. In particular, IDEA institutional members at colleges, universities, and healthcare campuses are demonstrating highly valuable and innovative approaches to reducing energy and carbon footprints while enhancing operational resiliency and economic sustainability. Now in our 107th year of operation, IDEA members are witnessing a profound paradigm shift “back to the future” in the way energy is produced, distributed, and consumed locally. In fact, the district energy renaissance marks a return to local generation of power and heat, reminiscent of the era of Thomas Edison when cities first turned to district energy/CHP to cut emissions, reduce fire risks, and improve urban air quality. Today, the convergence of generating electricity and useful heat and cooling is a proven technology that can reduce regional greenhouse gas emissions and help to optimize the grid. As our cities expand in population and the need for more resilient energy services increases, the value and appeal of district energy/ CHP widens. Even during this era of historically low fuel costs, the importance of energy and resource efficiency is escalating. Conserving water, recovering surplus heat, and balancing renewable energy supplies are all possible when multiple buildings are interconnected and a district energy system provides the thermal network scale to optimize production and distribution. We appreciate SBM’s interest in advancing understanding and providing insight to these

useful technologies, business practices, and integrative strategies. For his 2016/2017 term, IDEA Chair Tim Griffin has established “Sustaining our Success” as his theme to represent the importance of continued relevance, attention to environmental performance, and building on our legacy of collaboration and knowledge-sharing. We believe the ensuing articles and case studies to be shared in SBM will strengthen our outreach and support our mission. We are pleased to engage with the readers of SBM and welcome your inquiries at www.districtenergy.org. c

PRINCETON UNIVERSITY CO-GEN PLANT.

SUSTAINABLE BUSINESS MAGAZINE

CONCORD ENGINEERING

RETHINKING ENERGY Sustainable Business Magazine speaks to Joseph Sullivan, Vice President for Energy Policy and Development at Concord Engineering, about innovative energy systems, the importance of analysis, and the future of generation.

FOR MANY YEARS, CONCORD HAS BEEN HEAVILY INVOLVED IN DEVELOPING AND REHABILITATING DISTRICT ENERGY SYSTEMS.

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MARINA THERMAL FACILITY: CONCORD PROVIDED ALL MECHANICAL, ELECTRICAL, I&C ENGINEERING FOR THE ORIGINAL PLANT CONSTRUCTION AND SUBSEQUENT CHILLER PLANT AND COGENERATION ADDITIONS.

JOHN HOPKINS HOSPITAL: CONCORD PROVIDED COMMISSIONING AT TWO (2) NEW COGENERATION PLANTS THAT SERVES JOHNS HOPKINS HOSPITAL’S CURRENTLY EXPANDING CAMPUS.

Concord Engineering is an American engineering firm headquartered in Voorhees, New Jersey. Founded in 1989 by current CEO Michael Fischette, Concord has additional offices in Philadelphia and Atlantic City, and employs a team of over 100 engineers. Over the course of almost thirty years, Concord has worked on more than 9 million square feet of hospital infrastructure improvements and $1 billion-worth of mechanical, electrical, plumbing, fire protection (MEP/FP) projects. Concord has a long history of working on sustainable energy projects. “We do a lot of work on energy efficiency, and in the renewable energy field,” says Joseph Sullivan, Vice President for Energy Policy and Development at Concord Engineering. “We’ve also done a great deal of work developing microgrids and combined heat and power for campuses, and part of our expertise involves geothermal heating and cooling. So for a relatively small company, we’ve got a broad reach in this field.”

these projects. Geothermal is a financially preferable technology for these schools, particularly if they want to do solar photovoltaic and have a need for both heating and cooling systems. The biggest results are in the year-round schools, where there is utilization through the summer. When utilizing geothermal the air conditioning side is five times more efficient than traditional systems.” For many years, Concord has been heavily involved in developing and rehabilitating district energy systems. “We’ve worked at hospitals, at colleges and university campuses, and at industrial sites,” says Mr. Sullivan. “The way we look at it, district energy is an essential part of the solution. If you want to add renewables which are intermittent, like solar and wind, and you also want to be efficient, and very resilient and reliable, then district energy gives you that ability. The ability to have multiple sources of thermal

BIG RESULTS As the former Director of Economic Development and Energy Policy for the New Jersey Board of Public Utilities, Mr. Sullivan has been on both sides of the table when it comes to developing energy projects. “New Jersey was the first state in this country to develop a large geothermal project, at Stockton State College,” says Mr. Sullivan. “Subsequent to that, geothermal became a very popular technology for K-12 schools, and Concord was involved in a number of SUSTAINABLE BUSINESS MAGAZINE

CONCORD ENGINEERING

MICHAEL FISCHETTE IS THE CURRENT CHIEF EXECUTIVE OFFICER OF CONCORD ENGINEERING. MR. FISCHETTE FOUNDED CONCORD ENGINEERING GROUP INC., A NEW JERSEY CORPORATION, IN 1989 TO SPECIALIZE IN CREATIVE SOLUTIONS FOR FACILITIES AND POWER PLANTS.

energy going in and being distributed efficiently means you’re really going to benefit from the economy of scale.” DISTRIBUTED ENERGY Concord Engineering is currently working on several different CHP projects, as campuses

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and other institutions invest in district energy systems. “We did a major analysis for the University of Florida of an existing co-gen plant,” says Mr. Sullivan. “We also worked on a project through the federal government’s Energy Savings Performance Contracting program, adding district co-gen to the Na-

tional Institute of Standards and Technology (NIST) campus, Norfolk Navy Yard, and Aberdeen Proving Grounds. The developer was Johnson Controls International (JCI), and we did the engineering design and support for them. Going into any old campus which has legacy coal or gas, or multiple buildings and systems, and figuring out how to get something that fits and works in that location always requires some serious innovation. Cogen is a good complement to district energy. The development of a cogen district energy system often includes development of the interconnecting piping to add district energy to multiple buildings. It’s capital intensive, but it reduces energy use, so their operating costs go down considerably.” In New Jersey, the Board of Public Utilities recently put out a request for proposals for town center distributed energy resources (TCDERs). “They’re basically town center microgrids,” explains Mr. Sullivan. “We’re working on several of these at the moment. There are studies to try to figure out how in densely populated urban areas you can add a microgrid. When Superstorm Sandy came through, it knocked out a lot of towns and cities for multiple days, or even multiple weeks in some cases. We’re trying to see if there are alternative ways we can develop energy in town centers.”

US DEPARTMENT OF INTERIOR.

CLIENT FOCUS For Concord Engineering, the first stage in developing a new energy system, or rehabilitating an old one, is a focus on the specifics of the client’s situation. “It’s really critical to develop a sense of trust with clients, so they know we’re going to give them the benefits of the best way of resolving their particular situation, not what’s most profitable for us,” says Mr. Sullivan. “Sometimes a client wants to do something big and expensive, and we have to say: ‘Actually, we can do something simpler here.’ We believe if you advise the

US DEPARTMENT OF INTERIOR.

client to spend money inappropriately, that’s a short-term gain but a huge long-term loss. So we spend the time with the client to understand what they’re doing, look into their process and how they’re working, and then give them informed recommendations.” These recommendations emerge from careful analysis. “You can’t just sit in the director’s office,” says Mr. Sullivan. “You have to look around the facilities and talk to the people in the trenches who run the systems and the people in the buildings who use the energy, so you get an understanding

US DEPARTMENT OF INTERIOR.

of the culture of the people you’re working with and the thermodynamic issues that are going on. Even with all these cool technologies we love to play with, the first thing we want a client to do is look at the way they operate. We don’t want to put a state-ofthe-art geothermal system in to provide air conditioning to a building that has no insulation. Cost-effective energy efficiency makes it easier for our solutions to fit, and then we size the solution to the right size for an efficient operation. It’s about looking at both sides of the coin.”

RUTGERS UNIVERSITY: CONCORD WAS RETAINED BY RUTGERS UNIVERSITY TO EVALUATE AND PERFORM ENGINEERING DESIGN AND CONSTRUCTION SERVICES FOR UPGRADES TO THEIR OVERALL CAMPUS ELECTRICAL SYSTEM. CONCORD WORKED WITH THE UNIVERSITY TO UPGRADE THE CAMPUS ELECTRIC UTILITY SERVICE TO 69KV FROM THE PRESENT 26.4KV SOURCE.

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CONCORD ENGINEERING UNIVERSITY MEDICAL CENTER OF PRINCETON AT PLAINSBORO: THE COMBINED HEAT AND POWER PLANT UTILIZES A 4.6 MW SOLAR MERCURY 50 GAS TURBINE COUPLED TO A HEAT RECOVERY STEAM GENERATOR (HRSG) TO PRODUCE 14,000 PPH UNFIRED (ISO). A 6MW DIESEL GENERATOR PLANT SUPPORTS THE PLANT AND HOSPITAL CRITICAL ELECTRICAL LOADS.

BEST SOLUTION Recently, Concord Engineering worked with Rutgers University, as part of their campus expansion project. “They had a traditional CHP plant, but there were imbalances in

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the energy mix on the campus,” says Mr. Sullivan. “Through analysis and work with the staff, we realized that it would be much better to put geothermal in, because they could use the electric power much more

efficiently that way than trying to extend the hot water and cooling loops. It’s about setting aside what you preconceive, and finding the best solution for the situation, even if it’s a solution you didn’t expect when you started out.” The geothermal system which heats and cools Rutgers’s new business school on the Livingston Campus was later awarded the New Jersey Association of Energy Engineers 2013 Renewable Energy Project of the Year. “What we’re finding now is that, where we used to present these district energy or co-gen systems as primarily a financial project, clients are now much more interested in the environmental impact,” says Mr. Sullivan. “They want the calculations to include how much carbon they’re saving and how they’re improving the overall environment. We’re working on a project at the moment for a client whose parent company has a very ambitious carbon reduction goal. We started out with a small co-gen, and we mentioned the technology was capable of handling biodiesel and synthetic fuels. All of a sudden, they became very excited about the project, and we’re now working with them towards

MONTCLAIR UNIVERSITY: CONCORD DESIGNED A NEW COGENERATION PLANT AND DISTRIBUTION SYSTEM SIZED TO MEET THE GROWING ENERGY NEEDS OF THE UNIVERSITY. THIS PLANT CONSISTS OF A DUAL FUEL 5.6 MW SOLAR TAURUS 60 COMBUSTION GAS TURBINE, WITH A SUPPLEMENTARY FIRED NATURAL GAS HEAT RECOVERY STEAM GENERATOR (HSRG), PLUS A DUAL FUEL BOILER.

FOR CONCORD ENGINEERING, THE FIRST STAGE IN DEVELOPING A NEW ENERGY SYSTEM, OR REHABILITATING AN OLD ONE, IS A FOCUS ON THE SPECIFICS OF THE CLIENT’S SITUATION.

quantifying the environmental benefits. The culture is really changing, and we’re seeing a lot of innovation.” MICROGRID RESOURCES COALITION Along with Princeton University, NRG Energy, and IceTec, Concord Engineering is one of the founding members of the Microgrid Resources Coalition. “Microgrids are very complementary,” says Mr. Sullivan. “The next evolution of district energy is adding and integrating electricity to district heating and cooling. One of the best examples of a district energy microgrid is over at Princeton. They use all the tools they have very effectively, which we find very interesting and well-worth emulating in other locations.” Concord has collaborated with Princeton and NRG on several occasions. “A few years ago, we were the engineering construction manager on the University Medical Center of

Princeton,” says Mr. Sullivan. “Initially, it was going to be built with a couple of boilers, a couple of chillers, and emergency generators. NRG offered to come in and take over and own and develop the central utility plant. We worked with them to integrate the emergency generators to the co-gen plant, to have thermal storage, and now the hospital is able to use those capacities to provide a much more resilient, comprehensive energy mix.” The NRG Energy Center Princeton reduces the medical center’s carbon emissions by 18.1 million pounds of carbon annually, is capable of operating without interruption in a grid outage, and is even capable of being ‘black started’ without external power from the grid. SPREADING THE LOAD Looking forward, Concord Engineering anticipates increasing interest in microgrids. “We also think there’s a lot of opportunity

in distributed generation,” says Mr. Sullivan. “It allows owners to better manage their relationship with the electric grid, especially when you don’t have the right combination of thermal load and electric load to do CHP. There’s a huge financial benefit to these things, and if we do them well, and we do a better job integrating facilities to the grid, we think there are many more clients who can benefit from these types of technologies. We really haven’t scratched the surface yet.” “It’s going to be an evolving market,” says Mr. Sullivan. “One thing we believe is going to continue to happen is it’s going to move out into a more decentralized system, with integrated distribution out in the grid, rather than the model of the past. We hear from our colleagues in the utility sector that they recognize this, and they’re making changes and adapting. It’s going to be an interesting time for the next couple of years.” c SUSTAINABLE BUSINESS MAGAZINE

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FLOWENERGY

FLOWENERGY’S SYSTEM INTEGRATES PRECISION HARDWARE WITH AN INNOVATIVE SOFTWARE PLATFORM.

INNOVATION

IN HVAC

DISRUPTING A 100-YEAR

OLD INDUSTRY Sustainable Business Magazine speaks to Tami Hansen, President of FlowEnergy, and Alicia Clarke, Director of Marketing, about reshaping the energy sector with a data-based solution for optimizing chilled and heating water systems.

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FlowEnergy provides an integrated hardware-software system solution for optimizing chilled water infrastructure serving buildings and campuses. Founded in Washington State, the company has carried out projects across the country. Collecting data every step of the way, the company has documented an impressive record of outcomes — saving clients substantial amounts in utility bills and capital costs, improving comfort for building users, and even allowing operators to qualify for energy rebates. A HARDWARE-SOFTWARE SYSTEM SOLUTION FlowEnergy’s system integrates precision hardware with an innovative software plat-

Metering every air handling unit to capture data in real-time allows us to put these guarantees in writing.” REAL-TIME DATA IN CONTEXT “In other industries, technology is changing overnight,” says Ms. Hansen. “But unfortunately, the HVAC industry has been doing the same thing for decades. Innova-

tive technology has had a hard time breaking through. That’s why we doubled down on providing real-time data in context. We want to show results, to make things black and white and as transparent as possible.” As FlowEnergy’s software monitors system performance, it incorporates information about external factors affecting efficiency — generally, local weather, and a DELTAPVALVES INSTALLED AT UNIVERSITY OF WASHINGTON. (PHOTO CREDIT: FLOWENERGY).

DELTAPVALVES INSTALLED AT PORTLAND INTERNATIONAL AIRPORT. (PHOTO CREDIT: FLOWENERGY).

form — these components work together to increase the efficiency of a building’s existing chilled water infrastructure. The company’s patented SmartValve hardware is installed into existing infrastructure, where it precisely controls the flow of water to maximize energy efficiency. The software simultaneously monitors and displays insight and diagnostics on equipment performance, faults, potential issues, and more — all in real-time. Ms. Tami Hansen, President of FlowEnergy, explains, “We take a holistic approach and provide a system solution. We are transparent from the beginning and are able to guarantee energy and capacity savings in our contracts with customers. SUSTAINABLE BUSINESS MAGAZINE

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FLOWENERGY

DELTAPVALVES INSTALLED AT FLOWENERGY OFFICE / FACTORY. (PHOTO CREDIT: ARCHITECTURAL EXPOSURE.)

building’s spatial characteristics. With this contextual information, the software is able to provide precise, real-time data about a system’s operations. When the monitoring software identifies anomalies in the system,

it diagnoses equipment faults and alerts operators. Building operators are able to access this data at any time. Ms. Alicia Clarke, Director of Marketing, explains, “By knowing exactly how the air handling unit should

be performing, our software allows operators to see what’s happening behind the walls and fix it before tenants even notice. We have the software that tells you what’s going on, and the hardware to address it. That’s how we set you up for success.” Accurate real-time data not only allows operators to track their energy savings, but also makes it possible to carry out repair work before problems affect occupants. “Arizona Western College was getting over 10 comfort calls a day,” says Ms. Hansen. “We went in and applied our solution and they’re down to maybe one comfort call a week.” RECLAIMING CAPACITY FlowEnergy approaches chilled water systems completely differently. Instead of adding more chillers and capacity, they work within the existing infrastructure. By doing so, FlowEnergy’s system allows clients to reclaim lost capacity. “People think that coils are old, or that pumps need to be changed out, and in our experience, that’s not the

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case,” says Ms. Hansen. “The traditional solution in our industry has been to add more capacity. We’ve learned these systems have a lot of real estate that’s wasted. It’s like having a 100-storey building, but only having access to 70 floors. We reclaim that capacity and allow you to access that additional 30%. You don’t have to add more equipment – sometimes it’s the opposite. For example, at our Denver International Airport project, we took out almost 200 pumps, and reduced their demand by nearly a megawatt overnight. We tell our clients, ‘You’ve already made the investment. Maximize what you already have’.” ARIZONA WESTERN COLLEGE “Arizona Western College, located in Yuma, AZ, the sunniest place on earth, had a brand-new student union building which was so uncomfortable the students called it ‘the swamp’,” says Ms. Hansen. “It has a Starbucks and cafeteria — it’s beautiful, but nobody was in there because it was unbelievably humid and had some major comfort issues.” Our system fixed the humidity problems and recovered 600 tons of stranded

ARIZONA WESTERN COLLEGE; CASE STUDY SUBJECT. (PHOTO CREDIT: ARIZONA WESTERN COLLEGE).

cooling capacity, which allowed the university to add new buildings to their existing chilled water system. After that, the university was still able to save over 15% on their overall utility bill. Ms. Hansen says, “After the project was completed, the local utility provider called Arizona Western and said, ‘What have you done? Your utility bill dropped nearly 20%.’ The utility provider requested a report of the project, and Arizona Western ended up with a $275,000 utility rebate, the largest in Yuma County history.”

TEXAS A&M CAMPUS, THE SITE OF OUR LATEST INSTALLATION. (PHOTO CREDIT: TAMU).

CITY OF HOPE CANCER CENTER; CASE STUDY. (PHOTO CREDIT: CITY OF HOPE).

As for the student union building, it is now a cool and comfortable place for students to relax. CITY OF HOPE Located in southern California, City of Hope is a comprehensive cancer center — one of only 49 in the United States and noted for scientific leadership. City of Hope approached FlowEnergy when the center was forced to institute a system of rolling brownouts due to a lack of cooling capacity.

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SUSTAINABLE BUSINESS MAGAZINE

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FLOWENERGY

“WE WANT TO CHANGE THE BUILDING EXPERIENCE AND CONTINUE SHAPING THE ENERGY LANDSCAPE.”

FLOWENERGY FACTORY DEMONSTRATION. (PHOTO CREDIT: FLOWENERGY).

“They were shutting down buildings and sending nonessential workers home,” says Ms. Hansen. “They thought they would have to build a new chiller plant, which was going to cost them millions and be delayed because of permitting and regulation. We found that they actually had enough capacity, but it was being wasted due to poor control of water throughout the buildings. We installed our system and recovered 20% 18 | SUSTAINABLE BUSINESS MAGAZINE

of their capacity, and saved $500,000 on their utility bill in the first year. Now they are expanding their campus, and those new buildings will be served by the existing chiller plant. They received energy savings, and capital savings too.” As part of its project, City of Hope reached out to its local utility provider for collaboration. FlowEnergy worked with the provider to create a baseline for City of

Hope’s performance, and set metrics for energy savings. “We guaranteed savings of 4 million kilowatt-hours annually and they saved more than 5 million,” says Ms. Hansen. City of Hope received a $530,000 utility rebate from Southern Cal Edison. CATALYZING INNOVATION Ms. Hansen sees FlowEnergy’s system as a catalyst for innovation. “We want to be a

DASHBOARD SCREENSHOTS FROM OUR PROJECT AT CITY OF HOPE. (PHOTO CREDIT: FLOWENERGY).

pull-through for other innovations,” she says. “We’re creating a space for other solutions to come to market. We want to change the building experience and continue shaping the energy landscape. Heating and cooling account for at least 50% of the energy usage in a building. So when we reduce energy usage, that allows building operators to further invest in their sustainability.”

RESULTS THAT LAST With each client, FlowEnergy develops an energy savings plan. The company targets under a four-year simple payback period for clients to recoup their investment in the FlowEnergy system. “We want to be transparent about the cost and the payback from the start,” says Ms. Hansen. “And we have exceeded expectations for energy and capacity savings on most of our jobs.”

“FlowEnergy is disrupting the industry with next-generation technology that captures savings throughout a facility,” says Ms. Hansen. “By modernizing HVAC for the customer, we are better using the energy produced, and setting the standard for high performance buildings. For the first time, customers have the real-time data they need to guarantee change in their system – long after projects have recouped their costs." c SUSTAINABLE BUSINESS MAGAZINE

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ANACONDA MINING

PRECIOUS RESOURCE Sustainable Business Magazine speaks to Dustin Angelo, President and CEO at Anaconda Mining, about new exploration, the benefits of better data, and community support.

Anaconda Mining is a gold mining and exploration company with a producing gold mine and several properties under development in Atlantic Canada. Headquartered in Toronto, the company owns and operates the Point Rousse Project in the Baie Verte Peninsula in Newfoundland, which has an annual production of between 15,000 and 16,000 ounces of gold. Anaconda is also developing other major projects in White Bay, Newfoundland and Guysborough County, Nova Scotia. 20 | SUSTAINABLE BUSINESS MAGAZINE

“There’s been mining in the region since the 1800s,” says Dustin Angelo, President and CEO at Anaconda Mining. “At our site, we have a father and son where the son is the fifth generation of miners in Newfoundland. However, for the last seven years, we’ve been the only pure play gold producer in Atlantic Canada. Since I joined in my current role, in September 2010, we’ve been growing the company and generating cash flow from the Point Rousse Project.”

POINT ROUSSE When Mr. Angelo initially came on as President and CEO, Anaconda Mining had just finished upgrading the mill at what became the Point Rousse Project. “The company had just put in place a traditional ball mill flotation circuit, to better process the ore,” says Mr. Angelo. “It was a bit of a turnaround situation back in the beginning. It took us another nine months to commission the mill, and to get it running properly to reach a recovery

helping us turn the corner. We’re incredibly grateful to the community.” The Point Rousse Project started out as 660 hectares of property on the Baie Verte peninsula. “Over the next couple of years, we started to grow the property package when we saw we’d be able to turn around the project and mine and process profitably,” says Mr. Angelo. “We acquired nearly all the prospective property around the Ming’s Bight Peninsula, and we began to increase production. Today, we control 5800 hectares, so roughly ten times what we started with.” DEVELOPING PROJECTS In 2016, Anaconda made its first purchase outside the Baie Verte peninsula. “We acquired another property over on the Northern Peninsula, called the Viking Project,” says Mr. Angelo. “Later that year, we acquired another property 20km north of the Viking Project, which we call the Great Northern Project, where

we optioned a property called Jackson’s Arm. So we’ve grown the property base in Newfoundland from 660 hectares to close to 20,000 hectares, across four different project areas. We’re in the process of adding more resources, through exploration in the Point Rousse area.” In 2017, Anaconda acquired the Goldboro Project in Nova Scotia. “The Goldboro Project contains over 800,000 ounces of gold, at roughly 5 grams per ton,” says Mr. Angelo. “It’s a pretty high-grade resource, and we’re in the process of developing it now. That will be the next major project for us, and we’re looking to be in production by about 2021. When we hit that timeframe, we’d like to be producing about

level that was economical. Finally, in May 2011, we had our first month where we generated profit.” During that initial period, the support of local people was vital to Anaconda’s success. “The project received a lot of support from the community, from our local vendors, and from our employees,” says Mr. Angelo. “We were having problems getting the recoveries up, and the throughput, and reaching profitability, and everybody stuck by us when it was difficult for us. That support was huge in SUSTAINABLE BUSINESS MAGAZINE

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ANACONDA MINING

50,000 ounces a year in total production between Point Rousse and Goldboro, and we think we can grow the mineral resources at Goldboro as well.” AUTOMATED PROCESSES Last year, Anaconda completed a million-dollar mill automation project at the

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Point Rousse Project. “A key component of the project was we were able to take all our circuits and connect them to a central control facility, which allows us to manage the process much more easily,” says Mr. Angelo. “The data we get is more real-time, so we can make operational decisions much faster, and we can go back, look at the data, and identify trends, so we can pick up issues and correct them. We also did some upgrades to our ball mill, which allowed us to increase throughput, because we have better real-time control over the feed coming in, and the same with our flotation and leaching areas.” To improve efficiency, Anaconda employs various different technologies in its operations. “We use technologies to help with grade control, like GPS on our shovels, or blast movement monitoring,” says Mr. Angelo. “We also do a lot of training. So one of the big initiatives we had recently was lean manufacturing. We had our entire workforce go to a course teaching them to become more efficient and productive in their daily activities. We also have a system of accountability that we use as a management tool, which helps with efficiency as well.”

GREEN REVENUE Part of Anaconda’s environmental management involves looking for unconventional opportunities to reduce waste. “One interesting project we had on the environmental side is a project where we sold waste rock as a construction aggregate product for a project down in South Carolina,” says Mr. Angelo. “We shipped about 3 million tons of waste rock, and we were able to ship it out of the country and put it to productive use. So we look at ways we can use the resources we have to reduce environmental impact while also generating revenue. We’re currently looking into various ways we can repurpose our tailings. It’s about thinking outside the box.” In addition to adhering to all environmental regulations, Anaconda is actively involved in research on new technologies and types of testing to minimize environmental risk. “All our employees live within an hour of the site,” says Mr. Angelo. “It’s not a fly-in, fly-out situation. You’re talking about employees who work in their own backyards. So they’ve got a very personal interest in making sure we adhere to a set of standards.”

LOCAL INVESTMENT Anaconda invests regionally in several ways. “The simplest and most direct way we invest in the local area is by investing in our properties and assets to ensure that we continue gold production for many years to come,” says Mr. Angelo. “We do also have some other programs which benefit the region. We invest in our people to increase their skills and knowledge, so they have transferable and transportable skills. Obviously, we want to reap the benefits of that investment, but if for any reason they decide to go somewhere else, we’re creating highly skilled people in the Newfoundland labor market.” Anaconda also collaborates with local educational institutions. “We work with the College of the North Atlantic and Memorial University out of St. John’s on various research projects which could be commercialized in the future,” says Mr. Angelo. “We’re doing R&D with these institutions, and the things we’re working on could either have value in the marketplace and become other businesses, or just enhance our mining business, and contribute to sustaining our operations here. It’s a great partnership, and we’re very pleased with how it’s going.” COMMUNITY INVOLVEMENT Safety is more than Anaconda Mining’s highest-priority core value; it also informs its strategy for corporate social responsibility. “We’ve extended our safety focus into our community initiatives,” says Mr. Angelo. “Our biggest ongoing initiative is since

2016 we have sponsored the swim program in Baie Verte. Baie Verte’s got a regional swimming pool, so they have kids coming in from all over the area. We made a five-year commitment to donate $10,000 every year to sponsor kids to be able to learn how to swim. Prior to our donation, they were getting around 50 kids a summer, and now they’re getting close to 150 kids. We view swimming as a lifelong safety skill, and so we were pleased to be able to support something which reflected our core values.” Anaconda also supports various charitable organizations. “We have something called the Golden Nugget Award,” says Mr. Angelo. “Every month our employee of the month gets the opportunity to donate $250 to a local charity organization of their choice. We also made a donation two years ago of $50,000 to Hope Air, who provides free flights for folks in rural areas who need medical attention they can only find in urban centers. We know of several folks in the region who have received help from the organization, and we try to support initiatives which affect local people. We’ve also done other things, like donating gold to a local jewelry store in St. John’s so they can make jewelry to raise money for military families in need.” GROWTH AND DEVELOPMENT Anaconda’s focus is always on people, whether they are members of the community or employees. “Our employees have overcome many challenges to make the company successful, particularly in times

early on when people didn’t think we were going to make it,” says Mr. Angelo. “We’re proud that we’ve been able to develop the next generation of miners and mineral processers in Newfoundland. We have many employees in their twenties and thirties in leadership roles, and we’ve seen them mature over the last several years and make the next step up. Eventually, they’ll be the senior leadership, so it’s been very exciting to watch. We’re continuing to invest in our people. We’re building an internal continuing education system which we call Anaconda University, so we can invest in our people and grow their skillsets.” As for Anaconda’s core business, gold production, they intend to continue growing. “We’ve got about a million ounces in our portfolio, and we’re looking to at least double that amount in the next couple of years,” says Mr. Angelo. “We’re also looking at mergers and acquisitions, because we think there are other projects in Atlantic Canada which might be attractive for Anaconda, and if we bring them into our infrastructure and our way of operating, we may be able to put some assets into production sooner rather than later. We also have a $3.5 million R&D project right now, coming up with technology to be able to more economically mine narrow-vein, single-vein underground resources. If we can commercialize that technology, it could potentially open up deposits to be mined that today under conventional methods are not economically mineable, which would change the whole game.” c SUSTAINABLE BUSINESS MAGAZINE

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S.M.G. CONSTRUCTION & MILLWORK

CARIBBEAN LUXURY Sustainable Business Magazine speaks to Darren Ginns, Owner of S.M.G. Construction & Millwork, as well as Alannah Ginns, Co-owner and Marketing Director, Kenny Cargill, Chief Operating Officer, and Trevor Hiker, Director of Construction, about growth, recovery, and leadership.

24 | SUSTAINABLE BUSINESS MAGAZINE

S.M.G. Construction & Millwork was founded in 2001 by Darren Ginns, who came to the Bahamas in the mid 1990s as a partner in the Whistler Development Company to head up the construction of Sunnyside Estates, a 21 unit, 6 storey condominium project in Lyford Cay. This projectâ&#x20AC;&#x2122;s requirement was for the fine detail and finishes demanded by the owners of this upscale building which then in turn laid the groundwork for the conception of S.M.G. Millwork. The company began

Over the past five years, however, S.M.G. Construction has taken on commercial properties. “We are very proud to have our name behind the Old Fort Town Plaza, which is the home of the Fresh Market,” says Mr. Hiker. “This has been a huge benefit to all residents living on the western end of the island.” Recently, S.M.G. completed the Baha Mar Laundry. This great success led S.M.G. to be awarded the job of building

Katsuya Restaurant in the Baha Bar Hotel. S.M.G. Construction & Millwork worked closely together to produce this very high end quality restaurant. Mr. Hiker and his construction team are excited for more commercial jobs in the future. In August 2014 S.M.G. Construction & Millwork was destroyed by a large fire which devastated the entire operation. Needless to say, the company was on its knees and

and was soon offering homeowners custom kitchens, vanities, walk-in closets, furniture, and built-in entertainment units. Meanwhile S.M.G. Construction, the other division of the company, was also going strong. S.M.G. Construction is headed up by Mr. Trevor Hiker, who plays a key role and runs every aspect of the division. Mr. Hiker is responsible for building and directing high end custom homes in Lyford Cay, Albany, Old Fort Bay, and Ocean Club Estates. SUSTAINABLE BUSINESS MAGAZINE

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S.M.G. CONSTRUCTION & MILLWORK

“S.M.G. CONSTRUCTION & MILLWORK IS EXCITED FOR THE FUTURE WITH OUR LEADERSHIP, CULTURE, AND AMAZING TEAM IN PLACE.”

was in full recovery mode, but hoped to use this loss as impetus to build a bigger and better operation. Mr. Ginns recently explained that he separated the two companies in order that each could grow on its own merits.

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Through hardships, he realized that in order to have 100% customer satisfaction, he needed to create the right culture within the business, so after passionately researching to expand his knowledge regarding leadership values he introduced

a leadership program. “When good leadership is in place in a company it can be felt throughout the entire organization,” says Mr. Ginns. “Average is not good enough, so we drive our people to excel. Our goal is to make SMG the most

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S.M.G. CONSTRUCTION & MILLWORK desired place to work in the Bahamas. Our success depends on the talented builders and craftsmen within the company. Our focus is to hire young talented Bahamians for all positions. We are currently very proud of our upper management team, with accountants, quantity surveyors, architects, and interior designers all playing an incredibly key role in the success of S.M.G. Our goal is to teach, train, coach, and mentor these talented Bahamians resulting in growth for them as individuals and in turn a positive outcome for the entire company. We are proud to be building a 100% Bahamian-made product, and having this facility allows the employees to develop skills such as building, design, interior, carpentry, and precision installation.” Mr. Ginns hired Kenny Cargill, a motivational leadership consultant with a background in business as well as public relations, as Chief Operating Officer (COO). “With good leadership, corporate culture isn’t forced — it’s developed,” says Mr. Cargill. As a team, Mr. Ginns and Mr. Cargill have worked hard with each and every staff member and are doing an incredible job in creating a vision and culture from

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which the company has really begun to see positive and beneficial changes. Over the next few years, the aim is to grow the design/build division of S.M.G. “80% of the business is currently design/ build,” explains Mr. Ginns. “Among our 150 person staff we have six full time architects and two interior designers who are excited

about focusing on residential and commercial work. I want to expand the reach of both companies beyond Nassau and work on the outer islands of the Bahamas.” “S.M.G. Construction & Millwork is excited for the future with our leadership, culture, and amazing team in place,” concludes Co-owner and Marketing Director

Alannah Ginns. “We are not just employees, we are family. Running both a day and night shift, this is how fast we have grown. We are expanding our spray shop storage facility on the property in congruence with our growing company. Like a phoenix rising from the ashes, S.M.G. Construction & Millwork is poised for future flight.” c

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ACT

ISLAND Sustainable Business Magazine speaks to Salomon Doumith, CEO of Antigua Computer Technology, about automation, cloud computing, and the ‘Internet of Things’.

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ACT’S DRIVING FORCE HAS BEEN AS MUCH ABOUT CREATING AN ENVIRONMENTALLY FRIENDLY MARKET AS IT HAS BEEN ABOUT IMPROVING CLIENTS’ ECONOMICS.

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ACT

Antigua Computer Technology (ACT) is an information technology company headquartered in St. John’s, Antigua. ACT was founded in 1989 as one of Antigua’s first single-source computer technology providers, and today the company has built a far-reaching presence throughout Antigua’s computing sector, providing local and regional clients with technology, hardware, software, and repairs.

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With customers spread across home, commercial, and governmental users, and ACT representing a majority of Antigua’s market, the company offers hardware and software which not only improves efficiency but also decreases the demand for material resources for local companies. In this way, ACT’s driving force has been as much about creating an environmentally-friendly market as it has been about improving clients’ eco-

nomics. The company expects this market to continue to expand over the coming years as cloud computing and the ‘Internet of Things’ become more important. EARLY AUTOMATION When ACT began at the end of the 1980s, its goal was to enable companies across the island to automate their inventories and accounting processes. “Of course, it was dif-

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ACT

ficult to go paperless in those days, but we were able to automate, for example, a hotel guest folio,” says Salomon Doumith, CEO of ACT. “That meant that when someone checked into the hotel we enabled the establishment to capture the customer’s name, where they were from, how many beds they wanted, and other information that helped generate a bill and tax report. Small hotels at the time used hand-written entries to conduct all their business, so this automatic system was very popular. We also developed an application for automated payroll systems, which was also widely used.” During the 1980s and 1990s, the cost of computer hardware in Antigua was very high. Parts and systems had to be imported, typically from the United States, meaning a single home computer could cost $5,000 or more. Commercial systems required huge amounts of investment. To make computers more accessible and affordable, ACT made the decision to begin building and selling its own line of computer systems using genuine parts from Intel, Samsung, Toshiba, Premio, and others. The in-house technical skillset enabled the company to offer a 24hour repair or replacement service. “Within three years we had 70% of the market,” says Mr. Doumith. 34 | SUSTAINABLE BUSINESS MAGAZINE

By supplying not only intelligent software but affordable hardware, ACT cemented itself as the centerpiece of Antigua’s computing market. It continues to maintain this position today. The majority of servers and PCs currently being used in Antigua, whether at home, schools, commercially, or by the government, come from ACT.

INTERNET PIONEERS When the Internet started gaining traction as an important computing tool, ACT recognized the huge advantages the technology could provide users. “The Internet arrived in Antigua in 1995,” explains Mr. Doumith. “Cable and Wireless (C&W) were the only ISP in the country at the time. It also required a lot of configuration; it was not as easy to

log on then as it is today. Our guys were spending a lot of time undertaking configuration and installation for people to be able to connect to the Internet. It was then, in 1999 we went to the government to be licensed as an ISP.” When ACT was awarded the license, they became the first indigenous Internet Service Provider in Antigua and Barbuda after C&W. “Importantly, our license enabled us not only to be an ISP, but also to bring our traffic in via satellite,” says Mr. Doumith. “ACT became a provider of satellite Internet, which was a big thing for us. We could offer higher speeds at a fraction of the price to C&W. Home users especially welcomed it for offering inexpensive, reliable connections. We did this not because we wanted to be an ISP, but because we wanted to help the country gain access to affordable technology.” Subsequently, ACT became the first provider of Wi-Fi in Antigua. Inspired by a company building Internet antennas for remote regions in Africa, ACT took the idea and scaled it down into a 6”x6” box which could be used in a home or office building. Today, ACT offers Wi-Fi hotspots across the island, supporting thousands of locals and the important tourism industry. CLOUD COMPUTING In 2002, ACT built its first data center. The infrastructure is able to withstand 200+ mph winds, flooding, and provides several stages of back-up power in case of grid failure. The data center initially gained popularity with the gaming markets. The company also participated in bringing fiber optic cable to Anti-

gua, and as the Internet became increasingly important to the running of daily life, ACT’s data center came under greater demand. The advent of cloud computing has cemented the importance of data centers. “Cloud computing can give you access to the horsepower you need any time you need, and at a fraction of the cost,” explains Mr. Doumith. “Our vision is to offer all of these services here in Antigua more competitively than what is offered in the US. It’s local, so your data is local. It’s not in the US; it’s not in another country. In terms of protecting that data, you can rest assured that it’s sitting in a data center close to you.” PROUD ANTIGUANS ACT also contributes to several community projects. These include providing free Internet access to people with disabilities, as well as sponsoring many community and cultural events. Nine years ago, the company also built a number of mobile computer labs which could serve schools, nursing stations and communities. “We took a thirty seater bus, converted it, and installed tablets on the back of the headrests,” says Mr. Doumith. “There are 17 tablets and wireless access points in the bus with Internet provided via antennas. Five of these buses were made in 2008 and the project won an award from the Caribbean Association of National Telecommunications. The buses are currently undergoing renovation to update the technology.” ACT is also a keen employer of local Antiguans. “For nearly thirty years, hundreds of people have learned technical and engineering skills working with us,” says Mr. Doumith. “Our responsibility has not been just to hire,

but to train these employees in that skillset. That is not something you get from college or university, it is a hands-on experience learned in a company like ours.” ALL THINGS CONNECTED With cloud computing now a reality, the next wave that ACT is looking at is the so-called ‘Internet of Things (IoT)’. “For instance, imagine a farmer whose crops are dying because he isn’t able to properly monitor the necessary water levels,” says Mr. Doumith. “We’re able now to put sensors in these farms and become capable of monitoring whether something is too dry or wet, or whether there is a water leak, or if you’re using too much water somewhere along the line. We can give you sensors that are able to better manage water supply or wastage, and even pinpoint the exact source of a leak. That is the beauty of IoT. ACT is a rapidly evolving and maturing company that continues to be one step ahead as it introduces innovative and emerging technologies. Users won’t need their own servers and data centers, computer equipment, sensors and/or software any longer as ACT is able to provide this through its cloud computing and soon IoT services. “We’ll be able to help users keep track of valuable assets, monitor fuel consumption, for instance, or we’ll even be able to monitor your generator levels to maximize efficiency and so on,” Mr. Doumith concludes. “As our IoT offerings mature, ACT will deliver technologies to enable smart cities and a smart grid, which will be able to minimize consumer’s energy costs and our country’s carbon footprint. It’s a whole new world. Through these emerging technologies we will be able to make our country more competitive, efficient, and sustainable.” c SUSTAINABLE BUSINESS MAGAZINE

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GODDARD CATERING GROUP JAMAICA

GCG JAMAICA ARE KEEN TO CONTINUE EXPANDING THEIR COMMUNITY OUTREACH PROGRAMS WHILE DEVELOPING THEIR ENVIRONMENTAL STRATEGY.

TASTE OF

CHANGE Sustainable Business Magazine speaks to Strephon Sanderson, General Manager of Goddard Catering Group Jamaica, about solar power, waste reduction, and introducing Caribbean flavors to a diverse customer base.

Goddard Catering Group (GCG) Jamaica is a producer and supplier of catering services to a wide range of sectors throughout Jamaica. Founded in 1981, the company is spread across two sites, Norman Manley International Airport in Kingston, and 36 | SUSTAINABLE BUSINESS MAGAZINE

Sangster International Airport in Montego Bay, reflecting the company’s origins as an airline caterer. Today, while airline catering remains GCG’s core function, the company has also diversified into industrial and events catering.

MANAGING DIRECTOR STREPHON SANDERSON.

GCG RENEWABLE ENERGY.

Most recently, in May 2011, GCG Jamaica acquired Jamaica Dispatch Services, an airport ground handling company, which has boosted the experience and portfolio of the company’s airlines business. GCG Jamaica is part of the wider Goddard Catering Group. Currently, 26 companies operate as part of the group, covering the Caribbean and much of Latin America. The group is unified by strong top-down implementation of environmental and social responsibility policies. SOLAR POWERED As part of the overall group’s focus on environmental sustainability, in 2015, GCG Jamaica constructed two 100 kilowatt (kw) solar arrays at their sites in Kingston and Montego Bay. Built by Solaris Energy, these farms have helped reduce the company’s

carbon output by 30,000 tons since they went online. “Both arrays doesn’t fully power all our operations, but it covers a lot,” says Strephon Sanderson, General Manager at GCG Jamaica. “We operate a good system where we try to maximize sun hours. The idea is that most of our operations are centered on the hours between 8 a.m. and 5 p.m., which is when the most sunlight is available, and also the most active times for us. Everything after that is basic functioning, such as security lighting and refrigeration, so much of our energy use is covered. As a result, we have seen significant savings on our energy bills. That is why we chose to build two new arrays at both sites.” Buoyed by the success of these installations, GCG Jamaica recently invested in a second set of arrays. Built in 2017 at both GCG CATERING FACILITY.

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GODDARD CATERING GROUP JAMAICA

the Montego Bay and Kingston premises, these new farms have a total generating capacity of 120kw and 90kw respectively. “We want to boost not just financial savings but also improve our environmental footprint,” says Mr. Sanderson. “These initiatives are driven by our parent company.” WASTE NOT GCG Jamaica has adopted lean manufacturing principles, reducing waste through the production chain. “We have not only pre-emptively reduced potential waste, but we’ve also seen a positive impact on our manufacturing efficiency,” says Mr. Sanderson. “We also promote recycling in our operations. Then, for those items that cannot be recycled, we try to use eco-friendly methods of disposal. The aim is to reduce any negative impact we may have on the

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environment. We replant trees, recycle plastic bottles and containers, and even harvest rainwater for our operations.” With this in mind, GCG Jamaica is also looking at other renewable sources of power for their long-term future “We are particularly interested in the possibilities of wind power,” says Mr. Sanderson. “We are a proud Jamaican company, and we plan to harness the naturally-given resources present in Jamaica.” CORPORATE CITIZEN Alongside environmental responsibility, GCG Jamaica recognizes the importance of working closely with the local community. “Since we started in 1981, we have seen that it’s important to take part in the society of the communities where we operate,” says Mr. Sanderson. “Health and education

are our focus. One example is that we help a junior school and a high school by providing materials and resources to them. That can mean providing required equipment, or assistance in how they manage their operations. On the health side, we help local nursing homes by providing important goods such as food items, toiletries, and sanitation items – objects that ensure they’re able to function properly.” This pursuit of social and environmental responsibility is understood by GCG Jamaica as part of being a good corporate citizen. “As a corporate citizen, we have to ensure that we lead by example,” says Mr. Sanderson. “We ensure that our governance is strong. We ensure that we do everything transparently. And we ensure that what we do is sustainable. We have also taken a long-term approach to assist-

PORT ROYAL PRIMARY SCHOOL.

ing a number of charities. It is important that we connect with the communities in which we are established.” CARIBBEAN TWIST GCG Jamaica provides catering services to some of the best-known airlines in the world, and works to bring Jamaican cuisine to passengers, incorporating local flavors while ensuring dishes are suited to all tastes. “In the last two menu designs we have infused Caribbean culture into food for passengers from all over the world,” explains Mr. Sanderson. “The food we produce is always geared at creating that Caribbean experience but infusing that into international dishes. We do this

because not all travelers appreciate all the culinary styles of the Caribbean. What we look at is where the passenger is from and how we can infuse into that, whether that is jerk, specific spices, or different sides.” GCG Jamaica views this process as an important part of promoting the region. “For example, the national dish in Jamaica is ackee and saltfish,” says Mr. Sanderson. “Many people enjoy this but it’s not something we would put on just any international flight because it’s not readily embraced. Instead we might take a salmon dish and then support it with a Caribbean salsa or side dish, creating a new taste that the passenger might not recognize but is more likely to enjoy. We have over 200 people working on our

airline catering, and among our clients are high-profile airlines like Air Jamaica, Virgin Airlines, British Airways, Delta Airlines, United Airways, and many more.” Looking to the future, GCG Jamaica are keen to continue expanding their community outreach programs while developing their environmental strategy. “To become sustainable, we believe that carbon neutrality is the ultimate goal,” says Mr. Sanderson. “We’re proud of how far we have already come, and we believe that these core values will serve us well going into the future. We intend to do this for the next 100 years. To achieve that, we have to ensure that what we do is both socially and environmentally sustainable.” c

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RED STRIPE JAMAICA

BREWED IN JAMAICA Sustainable Business Magazine speaks to Ricardo Nuncio, Managing Director at Red Stripe Jamaica, about training young Jamaicans, supporting local agriculture, and improving the environmental footprint of brewing. Red Stripe is a Jamaican lager brewed by Desnoes & Geddes Limited (D&G). The company was founded a century ago, in 1918, when Eugene Peter Desnoes and Thomas Hargreaves Geddes combined their two Kingston-based businesses into a single entity. In 1927, D&G opened the Surrey Brewery in Kingston, and in 1928 they first brewed Red Stripe, which became a Jamaican institution. From 1993 to 2015, Diageo (previously Guinness Brewing Worldwide) owned a majority of Red Stripe’s shares and expanded the brand’s presence internationally, ultimately moving production to Pennsylvania in 2010, before the brewer was acquired by HEINEKEN, who returned production to 40 | SUSTAINABLE BUSINESS MAGAZINE

Jamaica and who now hold approximately 95% of the shares. Despite growing popularity worldwide, Red Stripe remains deeply embedded in Jamaican society, as a major employer and exporter. Today, Red Stripe is at the forefront of socially- and environmentally-sustainable brewing. ACQUISITION BY HEINEKEN HEINEKEN’s acquisition of Red Stripe was based on three key foundations. “The first foundation was the potential of the Jamaican market,” explains Ricardo Nuncio, Managing Director of Red Stripe Jamaica. “Even though Jamaica is a small country with fewer than three million people, and the per capita consumption of alcohol is

quite low when compared with other nations in the region, there is still a lot of potential to grow the domestic market. The second key factor is the iconic status of Red Stripe. HEINEKEN believes they can leverage this reputation into new areas worldwide. We are one of the ten international brands that HEINEKEN has decided to really explode and push across the world.” The third foundation is the local talent pool. “Jamaica’s homegrown talent is immense, but it is also largely untapped,” says Mr. Nuncio. “Our goal is to foster the education and training of Jamaicans, offer them jobs at Red Stripe, and then migrate them to other areas of the global group. So far we have exported three talents

into other HEINEKEN operations and are preparing to export more in 2018.” In turn, Red Stripe is able to take advantage of HEINEKEN’s wide-ranging expertise. In particular it has enabled Red Stripe to pursue an extensive and ambitious sustainability agenda focused on charitable work through the D&G Foundation, giving back to local communities, eco-friendly operations, and responsible drinking. FOUNDATION FOR THE FUTURE The D&G Foundation is an arm of Red Stripe committed to various charitable projects which aid and support Jamaicans. One of the foundation’s notable contributions is the Learning For Life (LFL) program, which trains young Jamaicans between the ages of 18 and 35, giving them employability skills in a wide range of areas

including agriculture, entertainment, and bar tending. “When the training is completed, Red Stripe will often hire the graduates,” says Mr. Nuncio. “Currently, nearly 14,000 Jamaicans have graduated from LFL since it began in 2008, with a hire rate of approximately 85%. Around four-fifths of these graduates are below the age of 30, and more than one-third of graduates are women. We believe these figures emphasize Red Stripe’s commitment to the long-term future of Jamaica and its communities.” SUPPORTING LOCAL COMMUNITIES One of the most important ways that Red Stripe is acting on its commitment to local communities is by providing jobs. “Recruitment through LFL is one example, but another strand of this commitment is

bringing farmers into our supply chain,” says Mr. Nuncio. “We achieve this by replacing imported raw materials for locally grown raw materials. Currently, 60% of our formula is malted barley while the remaining 40% is high-maltose corn syrup. We want to replace 40% of this imported syrup with locally grown cassava, which will significantly contribute to our economic impact in Jamaica.” Project Grow, which began in 2014, is Red Stripe’s concerted effort to make this happen. “Project Grow started on Diageo’s watch, but HEINEKEN saw its tremendous potential when they took over,” Mr. Nuncio says. “The project began with a 36-acre plot of land which we used as a pilot to grow cassava and explore the ways it can be grown to achieve the best results for our lager. As a result of the phenomenal successes SUSTAINABLE BUSINESS MAGAZINE

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RED STRIPE JAMAICA network of 100 farmers. “This is a great source of employment, because on average, each farm employs around 10 people,” says Mr. Nuncio. “You also have the economic multiplier effect of people dependent on these workers. Project Grow also trains people in the LFL program, giving young people the opportunity to learn agronomics through cassava farming.”

we gleaned from this pilot programme we moved at pace to expand the Project Grow footprint through the acquisition of a second plot. We have since expanded to two more farms and added another element of contracting medium to large scale farmers to supply us with cassava. Through this

programme we provide them with starter kits which include information on varieties, farming techniques, and how to harvest, in addition to hands-on training through our Extension Officers assigned to the project.” Today, under Project Grow Red Stripe has access to 1000 acres of land across a

Jamaica Packaging Industries Limited Email: sales@jamaicapackaging.com

Where quality unfolds

Main Office: Retail Outlet:

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154 Marcus Garvey Drive, Kingston 13, Jamaica Tel: (876) 923-8627-8 | Fax: (876) 937-1925 16 Ashenheim Road, Kingston 11, Jamaica Tel: (876) 923-7031-3 | Fax: (876) 937-2024

NEW FORTRESS ENERGY Red Stripe’s environmental focus is deep and extensive. Recently, the company struck a deal with New Fortress Energy to supply liquefied natural gas (LNG) to Red Stripe’s brewery. “Until recently, the brewery was powered through a combination of electricity from the national grid as well as an on-site combined heat and power (CHP) plant built in 2014,” says Mr. Nuncio. “This plant is powered by heavy fuel oil. The New Fortress Energy agreement will see us converting to LNG, which is more efficient and has lower carbon emissions.” This new fuel source will provide three major advantages for the combined heat and power (CHP) plant’s existing energy set up. “The first advantage is that the price of

to people of the legal purchase age, and we use a WeID age verification system at the point of sale to make sure this happens. ‘Right Amount’ means Red Stripe is to be consumed with careful thought for personal limitations. Our aim is to have a lot of consumers drinking a little Red Stripe, rather than too few consumers drinking too much of our lager at any one time.”

LNG is much more stable than oil, so we will have lower average costs over the course of a year,” says Mr. Nuncio. “We predict savings of approximately US$330,000 per annum Second, LNG is a much more efficient fuel. That means the CHP plant will be able to provide nearly all of our brewery’s electricity needs, which will make the site self-sufficient. The final advantage is that greenhouse gas emissions will be dramatically reduced. We’re expecting to cut output by approximately 6000 tons per year. New Fortress Energy is investing in Jamaica and building infrastructure for an LNG switchover in several aspects of Jamaica’s economy. We’re very happy to be the first private company to convert to LNG, illustrating our pioneering and innovative ethos that has withstood the test of time.” RECYCLING AND RE-USING Red Stripe, part of the HEINEKEN Company is also undertaking a number of other environmental initiatives. “We’re using returnable packaging,” explains Mr. Nuncio. “Rather than using cans or disposable glass, 95% of the packaging we sell is glass that can be returned to Red Stripe for re-sterilizing and re-using. The remaining 5% of volume is recyclable cans used for specialized areas, such as hotel bars and beaches where glass is not permitted.” Red Stripe will also be upgrading its enterprise resource planning (ERP) system to the one used by HEINEKEN. “This will improve the data gathering available to us, and will facilitate holistic data analysis over the full spectrum of the supply chain, from raw materials through to sales,” says Mr.

Nuncio. “We can use this data to provide improved efficiencies, and to streamline our operations. We also have an initiative to improve the water usage at the brewery. We’re working on a high-end water treatment plant that reduces overall usage by recycling and re-using water. We currently use seven liters of water per liter of beer (lw/lb) for Red Stripe. The new treatment plant will reduce that drastically. By 2020, we believe we will be below 5lw/lb.” RESPONSIBLE DRINKING Red Stripe’s Drink Right initiative focuses on responsible consumption in Jamaica. “Drink Right has three parts,” says Mr. Nuncio. “There’s ‘Right Way’, meaning we encourage people to accompany and/or space alcohol with food and water while also adopting the principle of never drinking and driving. ‘Right Age’ means we promote drinking only

RETURNING HOME “Bringing Red Stripe production back to Jamaica sends a very strong message to the whole country, a message that begins with HEINEKEN’s commitment,” says Mr. Nuncio. “By bringing back the volumes back to its roots we are signaling our belief in this country, our belief in this brand, and our belief in the people that live here. By bringing Red Stripe back home, we have been able to improve production and provide increased employment.” Moving forward, Red Stripe will begin using the Total Productivity Management program. “This will streamline the entire supply chain, improving production volumes locally through better reporting and use of innovative technology,” says Mr. Nuncio. “We’re pairing this with a plan to drive our export market with dogged focus, bringing Red Stripe to markets that have never experienced it before. We want Red Stripe to be an essential part of Jamaica’s brand across the globe. We want people to visit Jamaica and then go home and look for Red Stripe in their own country. There are a lot of challenges and obstacles, but we’re really passionate about our vision. We have a lot of support from HEINEKEN globally, so we are in good hands. We will ensure that our people are engaged with, motivated by, and connected to our vision.” c

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GLOBAL EVENTS

MAR

2018

14th - 16th

GLOBE Forum 2018 Vancouver, BC, Canada www.globeseries.com

This high-level event provides inspiration and collaboration between C-suite business executives, government officials, and civil society leaders. Engaging sessions and discussions on markets and innovation to turn environmental challenges into business opportunities.

25th - 28th

Sustainable Water Management Conference Seattle, WA, USA www.awwa.org

Presenting solutions for balancing the benefits of conservation with the costs, managing water resources, sustainable utilities and infrastructure, urban planning and design, energy efficiency, water conservation, stormwater, and reuse.

26th - 27th

Responsible Business Summit New York 2018 New York, NY, USA

The RBSNY agenda will help you uncover the potential for sustainability to deliver profit, build trust, and shape strategy with empirical justification through our independently researched agenda. There’s no corporate fluff in our agenda, just practical, deep-dive examples to show how businesses can transition to a more responsible and sustainable business strategy.

California Solar Power Expo 2018 San Diego, CA, USA www.events.solar/expo

The California Solar Power Expo is an interactive event designed for solar, smart energy, and storage professionals who are working in and with the California solar market to make powerful business connections. Featuring interactive training for installers as well as networking opportunities.

www.events.ethicalcorp.com

27th - 28th

International Offshore Wind Partnering Forum 2018 Princeton, NJ, USA

Engineering. Construction. Manufacturing. Offshore wind is the work of many. The Business Network for Offshore Wind connects industry to opportunity. More than 90 businesses strong – working together to learn, connect, and participate in the global offshore wind markets.

7th International Conference on Environmental Future Honolulu, HI, USA

This conference seeks to advance the global and multi-disciplinary conversation around environmental futures with a specific focus in 2018 on ‘Humans and Island Environments’.

International Biomass Conference & Expo Atlanta, GA, USA

Uniting current and future producers of biomass-derived power, fuels, and chemicals with waste generators, energy crop growers, municipal leaders, utility executives, technology providers, equipment manufacturers, project developers, and investors.

22nd

Earth Day 2018 Worldwide www.earthday.org

Earth Day is now a global event each year, with more than 1 billion people in 192 countries taking part in what is the largest civic-focused day of action in the world.

24th - 26th

Ceres Conference 2018 Boston, MA, USA

The annual Ceres Conference brings corporate sustainability leaders as well as institutional investors and social and environmental advocates together to focus on building a path to a sustainable global economy.

3rd - 6th

www.offshorewindus.org/2018ipf

16th - 20th

www.manoa.hawaii.edu/7ICEF

16th - 18th

www.biomassconference.com

www.ceresconference.org

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APR

2018

ADVERTISERS INDEX A Antigua Commercial Bank

P33

C Caribbean Structural Systems P27 Cement Depot Ltd P27 Centrica Business Solutions P12 Centre for Sustainability and Excellence Inside Front D De La Rue plc

P33

E Environmental Solutions Ltd

P39

F Flow Control Industries, Inc.

P17

H Hadeed Motors Ltd.

P33

J Jamaica Packaging Ind. Ltd.

P42

M Marksman Ltd.

P39

Mia Green Expo 2018

Back Cover

P Premier Importers

P27

T Tavares & Higgs Insurance Agents and Brokers

P28

W Water Expo 2018 Western Petroleum

Back Cover P22

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MARK YOUR CALENDAR

in MIAMI, The Americaâ&#x20AC;&#x2122;s Business Capital. Where manufacturers & distributors CONNECT BIG with Latin American, Caribbean & United States HUGE MARKETS 40 countries under one roof!

9th

March 14 & 15, 2018

edition! MACC Convention Center ENERGY |

INFRASTRUCTURE DISTRIBUTION MANAGEMENT STORAGE SAVING

Where ENERGY becomes POWER & PROFIT!

SOLAR | CLEANTECH | GREEN BUILDING |

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7th Edition

Aug. 29 & 30, 2018 MACC Convention Center www.TheWaterExpo.com | (305) 412-EXPO (3976) Empowering WATER & SANITATION for ALL of The Americas!