Sustainable Business Magazine

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SUSTAINABLE ISSUE 08/15

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SOVENTIX

CANADA INC SUSTAINABLE CAMPUSES

UNIVERSITY OF BRITISH COLUMBIA

ALSO FEATURED THIS ISSUE

CARILEC • CanSIA • AASHE

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SBM Media Ltd Norwich Enterprise Centre, 4B Guildhall Hill, Norwich, Norfolk, NR2 1JH, United Kingdom • T: +44 (0)1603 516519 Email: info@sustainablebusinessmagazine.net www.sustainablebusinessmagazine.net Editor: Fiona FitzGerald Assistant Editors: Thomas Massey George Newell Profile Writer: Marcus Bonnano Contributors: Rebekah Braswell Lindsay Davis

John A. Gorman Thomas Hodge Andrea Huggins Sammy Lyon

Meghan Fay Zahniser Web Administrator: Steve Phipps

CONTENTS ISSUE 08/15

Welcome to the latest issue 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.

This issue features the second installment of our ‘Caribbean Energy’ series in partnership with CARILEC. The series showcases how CARILEC members are contributing to a more successful and sustainable Caribbean energy industry, and is prefaced by a foreword from CARILEC’s Interim Executive Director Thomas Hodge. For this installment we spoke to Kelly Tomblin, President and CEO of JPS, about how they are taking new approaches to powering Jamaica, and we spoke to Jervan Swanston, General Manager at NEVLEC, about the big strides they have made in renewables over the last 15 years. Alongside the CARILEC series we are delighted to include an in-depth article on Sol Petroleum which focuses on their commitment to supporting local communities and their cutting-edge new product.

This issue also includes the third installment of our ‘Solar Leadership’ series in partnership with CanSIA, which celebrates how CanSIA members are producing and delivering clean, reliable renewable energy. The series is prefaced by a foreword from CanSIA President and CEO John Gorman, and this installment features articles on Soventix Canada, hb Solar, and Evergreen Power.

Our ‘Sustainable Campuses’ series in partnership with AASHE celebrates how universities continue to develop and operate sustainably, as well as the role they’re taking in educating students and the wider public about sustainability. The series is prefaced by a foreword from AASHE’s Executive Director Meghan Fay Zahniser. For the latest installment we spoke to John Robinson, Associate Provost for Sustainability at the University of British Columbia (UBC), Victoria Smith, Director of Communications and Engagement for the UBC Sustainability Initiative, and John Madden, Director of Sustainability and Engineering at UBC, about UBC’s new 20-Year Sustainability Strategy.

Details of upcoming sustainability events can be found on our events calendar. This issues’ highlighted event is the AASHE 2015 Conference & Expo which took place from October 25 - 28 in Minneapolis, USA. The theme of this year’s event was Transforming Sustainability Education, and it celebrated campus sustainability successes and AASHE’s ten year anniversary.

This issue’s three guest editorials have once again been provided by a selection of industry experts and feature an environmental report from Rebekah Braswell, Director, Land Life Company, a technology report from Lindsay Davis, Business Development Coordinator, Sustainable Water, and a social report on the Green Ambassadors program from Sammy Lyon, Environmental Service Learning Coordinator, Environmental Charter Schools.

We hope that you find this issue both interesting and inspiring. Thank you for reading.

The Sustainable Business Magazine Team

02

Environmental Report Land Life Company

04

Technology Report Sustainable Water

06

Social Report Green Ambassadors

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Caribbean Electric Utility Services Corporation (CARILEC)

10

Jamaica Public Service Company Limited (JPS)

16

Nevis Electricity Company (NEVLEC)

22

Sol Petroleum Jamaica Limited

28

Canadian Solar Industries Association (CanSIA)

30

Soventix Canada Inc.

36

hb Solar Canada Inc.

42

Evergreen Power Ltd.

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The Association for the Advancement of Sustainability in Higher Education (AASHE)

50

University of British Columbia (UBC)

58

AASHE 2015 Conference & Expo Event Review

62

Global Events

64

Advertisers Index

FRONT COVER IMAGE IMAGE PROVIDED BY JAMAICA PUBLIC SERVICE COMPANY LIMITED.

© SBM Media Ltd 2015. No part of this publication may be reproduced in any form for any purpose, other than short sections for the purpose of review, without prior consent of the publisher.

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ENVIRONMENTAL REPORT

PLANTING IN THE SAN GABRIEL MOUNTAINS IN CALIFORNIA.

ENVIRONMENTALREPORT

Written by Rebekah Braswell, Director at Land Life Company.

The Cocoon: Enabling Sustainable Land Revitalization One quarter of the land on this planet is highly degraded, affecting more than 1.5 billion people worldwide. Land degradation from urbanization, over-farming, mining, industry, and wildfires is pervasive and is responsible for about 20% of carbon emissions globally.

Nature cannot come back unaided. When tree canopies are lost and soils are destroyed, a vicious cycle is unleashed where water catchment decreases and the sun burns through soils and kills any chance a seed may have at turning into a tree. The magnitude of this challenge requires scalable solutions. Current practices are often ineffective, resulting in unacceptably low survival rates, or inefficient, using expensive systems and wasting water.

As a result, Land Life Company developed the Cocoon to enable the sustainable planting of trees on arid and degraded lands, and to make it possible to restore the world’s degraded land at the scale required.

COCOON & TREE SHELTER.

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THE COCOON TECHNOLOGY Acting as a tree incubator, the Cocoon nourishes tree seedlings, resulting in high survival rates (75-90%) and increased vigour and resilience to adverse growing conditions. The Cocoon is a water reservoir that is planted subsurface with tree seedlings and delivers

REBEKAH BRASWELL, DIRECTOR AT LAND LIFE COMPANY.

small amounts of water directly to the tree’s roots via wick irrigation.

It gives the seedling sufficient water to survive during the root establishment period, but not so much that the tree becomes dependent on an external water source. The seedling’s roots are still forced to go deep and wide to find water and nutrients. The technology can be used for various applications: Nature restoration, wildfire reforestation, agroforestry, highway wind and sand buffers, and landscaping.

The Cocoon technology is 10 times cheaper and requires 1000 times less water than traditional irrigation. This is not a new form of efficient water irrigation – it is a completely different concept that puts natural processes at its core. The Cocoon is biodegradable and the organic material becomes substrate for the plant as it degrades.

This eliminates any maintenance or removal costs and or need to disrupt the environment again after planting the seedling.

Land Life Company developed the Cocoon to enable the sustainable planting of trees on arid and degraded lands, and to make it possible to restore the world’s degraded land at the scale required.

REVITALIZING NATURE Around the world, we are working with nature to bring it back. The Cocoon has been used in eight countries from Kenya to Mexico. In Saudi Arabia, we planted moringa trees with the Cocoon that are now a year and a half old and 6 feet high. The summers have been 110-120°F and there has only been 4 inches of rain during this time.

In California, the Cocoon is being used to restore fire impacted areas and protect against future wildfires, prevent erosion of mountain sides into hiking trails, manage flood plains, and reintroduce native species. The recent and historic drought and wildfires in California are bringing into sharp focus the role trees can play in supporting and protecting California’s communities and economies. This shift in mindset is driving forward sustainable businesses like ours.

Consumers and citizens are demanding responsible management of our natural resources and a revitalization of the land we have lost.

Our ability to use the Cocoon at scale across the U.S. and world at large is helping us realize our goals as a company – to get more people involved in revitalizing nature and to bring back ecosystems that are fundamental to our climate and our health and well-being as people. c

MORINGA PEREGRINA, SAUDI ARABIA. 6 FEET TALL AFTER 2 SUMMERS.

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TECHNOLOGY REPORT

TECHNOLOGYREPORT

Written by Lindsay Davis, Business Development Coordinator, Sustainable Water.

The WaterHub® – A New Paradigm in Sustainable Water Management.

How Higher Education Set the Bar for Water Reclamation and Reuse Emory University, a top-tier research institution in Atlanta, Georgia, is most notably recognized for its medical school and various professional programs. Recently, however, the University has garnered additional attention for their revolutionary approach to water management by recycling nearly 40% of their total water footprint. Trading in tradition for innovation, Emory University has catapulted higher education into a new paradigm of sustainable water management.

The WaterHub provides a number of environmental, social, and economic benefits to the University and broader community.

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Together, Emory University and Sustainable Water of Richmond, Virginia, tackled regional water challenges through an innovative new model for urban, campus-scale water reclamation and reuse with a facility known as the WaterHub. Highly recognized for its contribution to the campus and community, the WaterHub at Emory University has already won five awards.

Among these accolades is the 2015 Innovative Project of the Year presented by the WaterReuse Association (WRA) – the water industry’s leading research institution for water reclamation and reuse.

CHALLENGES THAT AFFLICT A COMMUNITY The University has witnessed the perfect storm of water-related challenges. Consistent seasonal drought is exacerbated by the City’s location in one of the smallest watersheds for a metropolitan area of its size. Regional water stress is further compounded by a 25-year political dispute over rights to water supply between Georgia and the neighboring states of Florida and Alabama.

Unfortunately, these challenges are only part of the story when discussing the region’s many water stresses. Aging infrastructure threatens the overall reliability of the municipal water supply in select

localities. Additionally, federal consent decrees, aimed at resolving critical water and stormwater infrastructure challenges, cost the City of Atlanta and DeKalb County in excess of $4 billion and resulted in sky-rocketing consumer water rates.

WATER RECLAMATION THROUGH ECOLOGICAL DESIGN Commissioned in the spring of 2015, the WaterHub at Emory is a wastewater reclamation plant that can treat up to 400,000 gallons of campus wastewater each day for on-site reuse. The system recycles the equivalent of two-thirds of the University’s wastewater production. Once treated, reclaimed water is reused for campus heating and cooling operations, as well as toilet flushing in select dormitories. The system has already saved the University 35 million gallons of potable water this year, and is expected to save in excess of 75 million gallons next year.

The WaterHub was designed utilizing the latest techniques in ecological engineering. Considered an adaptive, ecological wastewater treatment process, the system is designed to mimic natural methods of water treatment, such as those found in wetlands. It’s natural, odor-free design helps it blend seamlessly into the existing campus framework, allowing the University to maintain its iconic architecture.

Nestled between campus housing and the baseball field, the primary treatment facility resembles a glass greenhouse. On an adjacent parcel, additional treatment capacity is in a series of inconspicuous outdoor planting beds – similar to raised garden beds – which are filled with a host of native plant species. Nearby pedestrians do not realize this is a wastewater treatment plant, but beneath the surface is a highly engineered system.

Overall, the WaterHub provides a number of environmental, social, and economic benefits to the University and broader community. These benefits include pollution abatement through reduced wastewater discharge, extended lifespan of community water-related infrastructure, redundant water supply, and long-term utility cost savings. Douglas Hooker, Director of the Atlanta Regional Commission, emphasized this point as he spoke to a crowd of a few hundred people during the WaterHub’s ribbon cutting ceremony in April, saying: “This WaterHub will shine as a model for other universities, other governments, and commercial campuses to replicate. The benefits of this project are not theoretical or abstract, they’re very real, very measurable, and they’re very immediate. Leaving no doubt of the direct beneficial impact that sustainable practices can have on our water systems.” c

LINDSAY DAVIS, BUSINESS DEVELOPMENT COORDINATOR, SUSTAINABLE WATER.

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SOCIAL REPORT

SOCIALREPORT

Written by Sammy Lyon, Environmental Service Learning Coordinator, Environmental Charter Schools.

Engaging Youth in Urban Environmental Leadership At Environmental Charter High School — an urban patch of paradise nestled among some of the busiest freeways in Los Angeles — students use the environment as a lens to become agents of change. The school’s curriculum is interdisciplinary, authentically engaging students in real-world issues while achieving a 96% college acceptance rate. Many students are the first in their families to go to college. Through a program called Green Ambassadors, students

use the environmental lessons they learn in school to engage with community partners and take action beyond their campus.

Green Ambassadors interns are fifteen and sixteen year olds who lead workshops to educate their community about food, water, waste, energy, and environmental justice and serve as “junior consultants”, helping local businesses reduce their carbon footprint by conducting sustainability audits and offering recommendations.

Most recently, they partnered with Dogeared, a local Southern California jewelry company and certified B Corporation, to visit the facilities and evaluate four key areas of sustainability: Energy, waste, water, and community culture.

SUSTAINABILITY AUDITS Students took their previous knowledge about the California drought, energy efficiency, and waste reduction methods such as composting and recycling, to develop a set of questions and markers to look at while visiting the company. After spending the day speaking with employees and department directors, students returned a month later to present their findings and make recommendations that promote sustainability practices, such as installing LED lighting and low flow toilets and replacing bubble wrap

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packaging with biodegradable honeycomb wrapping to help the company. 11th grade intern Vanesa Iniguez gave sound advice: “Start small, so you can see changes right away, while the bigger changes are being implemented.”

REAL WORLD SKILLS These partnerships provide opportunities to translate students’ academic skills into real-world professional experience, developing young environmental stewards who are well-versed in sustainability no matter what career they go into. “We’ve learned about these things in our classes, so it is exciting to see an actual business take them into consideration,” said Cristian Anhielo, 11th grade intern. Green Ambassadors fulfills a dual purpose: Students are of service to their local community, and community partners facilitate a much-needed School-to-Career track for college-bound students.

SUSTAINABILITY IS COMMUNITY Green Ambassadors projects also build a sense of community among students and with the school’s neighbors and partners.

Green Ambassadors interns are fifteen and sixteen year olds who lead workshops to educate their community about food, water, waste, energy, and environmental justice and serve as “junior consultants.”

Carolyn Lam, 11th grade intern, said recently in her keynote speech at the Green California Schools Conference, “Sustainability is not just about green technology and innovation — that is certainly an aspect — but it’s also about community.” Not surprisingly, Green Ambassadors students rely on 21st century skills such as collaboration, creativity, communication, and critical thinking, working together to accomplish their goals.

Intern Vanesa Iniguez asks each of us: “Imagine a world where every person and every business tried to do their best to make their surroundings better and more sustainable. Think: What can I do to make my home, my business, my community, just 5% better?

Because every action has a reaction, and that reaction can lead to something monumental.” These students are not the leaders of tomorrow, but of today. c About Green Ambassadors Green Ambassadors is an award winning environmental education program developed by Environmental Charter Schools that empowers youth to be agents of change in their communities and world.

The Green Ambassadors Institute offers professional development for educators and organizations looking to implement hands-on sustainable education.

Environmental Charter Schools (ECS) is a growing network of free public schools in underserved communities of South Los Angeles. Learn more about Environmental Charter Schools at www.ecsonline.org & www.greenambassadors.org.

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CARIBBEAN ELECTRIC UTILITY SERVICES CORPORATION

CARILEC TEAM, CHAIRMAN AND EDF CEO.

THE CARIBBEAN ELECTRIC UTILITY SERVICES

CORPORATION (CARILEC) SUPPORTS THE CARIBBEAN

IN ITS THRUST TOWARD SUSTAINABLE ENERGY CARILEC EXECUTIVE DIRECTOR MR. THOMAS HODGE.

A foreword to the ‘Caribbean Energy’ series by Thomas Hodge, Interim Executive Director of CARILEC. The Caribbean power sector is witnessing important changes in the energy landscape: Changes to the regulatory framework, high-penetration of renewable energy technologies, increased use of electric vehicles, and greater customer demands. Electric utilities are at varying stages of readiness, and have their own unique challenges for renewable energy adaptation, and future demands. CARILEC recognizes the benefits of the changes in the power sector and welcomes them.

CARILEC TECHNICAL TOUR AT BAHAMAS ELECTRICITY CORPORATION.

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BACKGROUND CARILEC was formed in 1989 (as part of an electric utilities modernization project funded by USAID) nearly 16 years after the oil crisis of 1973. The corporation’s main focus was on “modernization of electric utilities” – which at the time, was not particularly

focused on generation diversification or renewable energy production. By 2008, oil prices skyrocketed, and the levelized cost of electricity for wind power and solar PV continued to decline. Almost overnight, renewable energy had firmly asserted its position in the region’s energy landscape and things began to change rapidly.

CARILEC’s role in the region’s thrust toward sustainable energy is to facilitate capacity building, communication, and cooperation among its electric utility members, associates, and other stakeholders. In the context of this task, CARILEC’s role is particularly important.

CARILEC’S SERVICES CARILEC understands the importance of collaboration, shared learning, and networking in improving utility operations.

quakes, flooding, and volcanic eruptions.

This service is especially important to strengthen energy security for all member utilities. Some of the activities undertaken by the secretariat under this programme include the deployment of engineers to undertake damage assessments and line crews to carry out transmission and distribution line restoration work.

With the introduction of IPPs, regulatory bodies, and consumer groups, forums are necessary to promote effective communication between stakeholders. In this regard, CARILEC organizes several utility symposiums and conferences for utility industry professionals and stakeholders.

CARILEC understands the need to promote engagement and effective communication between utilities, governments, regulators, and other stakeholders. Since 2010 CARILEC has brought over 550 utility personnel and Caribbean regulators together in renewable energy and regulatory forums.

Technological advances in the industry (such as AMI and Internet of Things)

have brought changes to the way power is served to consumers. Today’s customer also demands a higher quality of service, is digitally connected, and sensitive to the environment. In preparing Caribbean utilities for the new environment, CARILEC trains approximately seven hundred utility employees in about 35 courses each year. The courses cover diverse disciplines ranging from utility-specific technical courses to management training. CARILEC also offers technical certifications and web-based training.

CARILEC’s Disaster Assistance Programme (CDAP) is one of the many benefits afforded to members of CARILEC and is a service which is opportune during times of major disasters such as hurricanes, earth-

THE PURSUIT OF PARTNERSHIPS CARILEC is aware of the importance of partnerships and the potential to influence change on a larger scale. As part of its strategic objectives, CARILEC fosters relationships with organizations that have mutual interests or shared visions including CARICOM, CDB, IDB, OAS, the Clinton Foundation, Carbon War Room, and Rocky Mountain Institute, amongst others. With varying perspectives and a diverse pool of strengths, CARILEC’s collaborative projects bring the best in experience, research and financing to the region.

THE FUTURE CARILEC will continue to play a constructive role in the transformation of the region’s electrical sector to a more robust, modern, and sustainable model. Although oil prices are low, the utilities know that history is capable of repeating itself. U.S. Vice President Joe Biden recently quipped, “There’s an old saying: The best time to fix a roof is when the sun is shining.” The sun is shining now, figuratively speaking. The time is now. c

BOUILLANTE GEOTHERMAL PLANT, GUADELOUPE.

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JAMAICA PUBLIC SERVICE COMPANY

SMART ENERGY

FOR JAMAICA Sustainable Business Magazine speaks to Kelly Tomblin, President and CEO of Jamaica Public Service Company Ltd., about new approaches to powering a nation.

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THE COMPANY SERVES 600,000 CUSTOMERS, AND EMPLOYS 1700 PEOPLE; AS THE DESCENDANT OF THE VERY FIRST ELECTRICITY COMPANIES ON THE ISLAND, IT IS A VENERABLE JAMAICAN INSTITUTION.

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JAMAICA PUBLIC SERVICE COMPANY OLD HARBOUR POWER PLANT, OLD HARBOUR BAY.

Jamaica Public Service Company (JPS) is the sole distributor of electricity in Jamaica, handling a peak demand of a little under 650 megawatts. The company serves 600,000 customers, and employs 1700 people; as the descendant of the very first electricity companies on the island, it is a venerable Jamaican institution.

This doesn’t mean JPS isn’t open to change, though. “Since I joined JPS three

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years ago, we’ve been focusing on repositioning the company,” explains Kelly Tomblin, President and CEO of JPS. “We want to be much more of an energy partner than we have been in the past.” JPS is working on making the Jamaican grid smarter. The company has a branch which sells energy efficiency products, and they are introducing new options like prepaid metering, and new methods of communicating with customers.

“What we’ve established is, if people are overusing our product, it ends up bad for everyone,” says Ms. Tomblin. “We want to provide customers with bills they can afford.” Another vital change JPS is working towards is fuel diversity. The company has secured the first non-FTA permit to import liquefied natural gas from the United States to Jamaica, a process which will commence in 2016. “We’ve also partnered with developers to bring 80 MW more renewables to

the grid,” says Ms. Tomblin. “That will bring our renewables up to about 160MW.” NATIONAL PARTNERSHIP Diversifying away from heavy fuel oil and automotive diesel oil to cleaner natural gas and renewables isn’t just environmentally advantageous for JPS; it also makes sense as part of a national focus on energy security. Nor is this the only way JPS is allied with Jamaican national development.

“We have a newly-established group called Community Renewal and Energy Solutions,” says Ms. Tomblin. “The purpose of this group is to bring energy to places where it hasn’t been legitimately consumed in the past.” JPS has an estimated 200,000 energy users who don’t pay bills. “We don’t want to eliminate their usage of energy,” says Ms. Tomblin. “We’re partnered with government entities and USAID to go out

KELLY TOMBLIN, PRESIDENT AND CEO.

to those disenfranchised communities and help them get on the grid.” One of JPS’s explicit goals is to participate in growing the Jamaican economy. “A utility never outstrips the economy it does business in,” explains Ms. Tomblin. “Our team recognizes that. I personally sit on the board of

the American Chamber of Commerce of Jamaica, which is designed to help American investors access our markets. First and foremost, we’re trying to eliminate waste in the energy market. Other countries which have done that have seen their GDP go up by 1% a year.”

SECTION OF THE HUNTS BAY POWER STATION.

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JAMAICA PUBLIC SERVICE COMPANY

“WE WORK HARD TO GROW OUR PEOPLE RESOURCE IN JAMAICA, AND TO MAKE SURE WE’RE TRAINING AND HIRING JAMAICANS.”

SECTION OF THE HUNTS BAY POWER STATION.

JOSEPH WILLIAMS, VICE PRESIDENT, GENERATION.

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Perhaps JPS’s most important contribution to Jamaican economic development is its workforce development. “We work hard to grow our people resource in Jamaica, and to make sure we’re training and hiring Jamaicans,” says Ms. Tomblin. “It’s good for the utility market to get people with fresh faces and new ways of thinking, especially in the digital age. Last year we lost 50% of our linemen to Canada, which we actually see as a positive. While we lose some people, they’re going to be prosperous somewhere else, and we get to hire new people, which

gives someone who was heretofore unemployed a job.”

SOCIAL RESPONSIBILITY JPS’s commitment to Jamaica can be seen in the company’s many corporate social responsibility (CSR) programs, some of which are remarkably extensive. “Our early childhood nutritional program helps serve 26,000 kids a day,” says Ms. Tomblin.

“We are developing model schools in needy communities. We’ve established energy clubs in schools. We’ve partnered

great way for us to change the DNA of our company, because it gets us one-onone and intimate with our communities.”

SUSTAINABLE OPERATIONS JPS operates one wind farm and nine hydroelectric facilities. “Everyone forgets hydro is a really, really good option for Jamaica,” says Ms. Tomblin. “We’ve also been helping develop new wind projects. We sell rooftop solar; we sell solar mills. Soon we’ll have 160MW of renewables, plus another 30MW of rooftop solar.”

For JPS, though, the key to sustainability is on the demand side. “It’s all about getting the right mix for Jamaica,” says Ms. Tomblin. “We can’t just depend on fuel prices getting lower. We have to really take control of our energy use.” In addition to selling energy efficiency products, JPS has taken the lead on promoting energy conservation. “We have our school energy clubs,” says Ms. Tomblin. “We held a dance contest. We had a local star do a song called ‘I Love My Light’. We had a reality show where families competed to see who could reduce their energy furthest, which was very well-followed. We’ve done all these campaigns to educate people about their energy use. At the moment, we’re fighting for a new regulatory framework. Utilities should not be paid for selling kilowatt hours in today’s market. I’m lob-

bying hard for this. Our incentive should be to build and manage the grid, and sell you whatever you want. We should not be incentivized for selling you something you can’t afford.”

OFF THE OPERATING TABLE “When I got here three years ago, we had a ‘Fight for your Light’ campaign against JPS, and we had 22% customer satisfaction,” says Ms. Tomblin. “Now we’re in the high 60s, which isn’t all the way there yet, but it’s a start. We’ve been reestablishing trust with our customers and our communities, and we’ve got JPS off the operating table.”

Next, JPS plans to build upon its recent achievements. “We’re really excited to build on our smart grid, our fuel diversity, our leadership team, and our customer solutions,” says Ms. Tomblin. “We’re preparing to do some really great things. Prepaid meters are going to be here – we’re targeting 50%. We’re going to get 100,000 people back on the grid in the next five years.

We’re going to bring in a mobile money solution. We’re going to have mini-offices in some communities, so it’s easier to reach us. We’re going to eliminate, except where it’s absolutely necessary, the practice of disconnections. JPS is poised now, and you’re going to see and hear even more exciting, creative news from us in the next few years.” c SECTION OF MAGGOTTY DAM.

with Junior Achievement on a learning program called Jamaica Biztown, where fifth-graders learn about the business of energy. We also partner with a local foundation - GraceKennedy - on a Science and Technology Centre for kids. One of my favorites is a program we have called BannaBags.” The BannaBags program turns unused vinyl banners into waterproof backpacks and pencil cases, which are then distributed to children in need of support. “We’re really making CSR a part of the culture,” says Ms. Tomblin. “It’s a SUSTAINABLE BUSINESS MAGAZINE

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NEVLEC

POWER UP Sustainable Business Magazine speaks to Jervan Swanston, General Manager at Nevis Electricity Company (NEVLEC), who reveals the big strides they have made in renewables over the last 15 years.

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NEVLEC

Nevis Electricity Company (NEVLEC) is the sole provider of electricity to the Caribbean island of Nevis. Formerly a department of the Nevis Island Administration (NIA), in September 2000 the company became an independent subsidiary.

Though it remains a subsidiary of NIA, it now has complete control over its financial and operational infrastructure. Today its primary energy source is diesel, with the 18 | SUSTAINABLE BUSINESS MAGAZINE

company having 14.14 megawatts (mW) installed capacity but NEVLEC is making great headway in transforming its infrastructure into one based on renewable energy. It hopes to be drawing 100% of its electricity from renewable resources within 10 years.

There is no doubt that NEVLEC is on the right path to achieving this goal. When it broke away from NIA operation 15 years ago, the company gained an opportunity to

take full control of its finances. Whereas it had previously been tied to the finances of other Government departments, NEVLEC was now able to reinvest every cent it makes back into development and production of its own operation. Steady, long-term plans became possible, with personnel training in particular becoming a focal point of the company’s practice. Jervan Swanston, General Manager at NEVLEC, explains why this

LEADING THE WAY WITH SUSTAINABLE ENERGY IS A GOAL NEVLEC HOPES TO CONTINUE PURSUING WITH A NUMBER OF RECENT DEVELOPMENTS.

mattered: “We are better able to cater to the needs of individual staff, to train them in ways that utilities need them to be trained.

The training offered under government wasn’t as specialized as what we are now able to offer as an independent body.”

PIONEERS One example of how successful NEVLEC has become is its windfarm. Commissioned in

2009, it was the first in the entire Organization of Eastern Caribbean States (OECS) - an economic group that comprises Antigua and Barbuda, Dominica, Grenada, Montserrat, Saint Lucia, Saint Vincent and the Grenadines, and Saint Kitts and Nevis. The 8 turbine farm consistently delivers 1.6mW, though at full capacity it can produce 2.2mW. Mr. Swanston explains that the windfarm has been important for NEVLEC.

“Over the past 15 years our proudest moment has been that we were the first in the OECS to have a windfarm attached to our grid and to steadily gain power from it. Others are now catching up with us but NEVLEC was the first. The company is now looking at ways of expanding the utility.”

Leading the way with sustainable energy is a goal NEVLEC hopes to continue pursuing with a number of recent developments.

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NEVLEC

“OUR PLAN FOR THE NEXT DECADE IS TO BECOME ENTIRELY RENEWABLE, TO BE THE FIRST ENERGY GREEN ISLAND.”

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The highlight of these is the development of geothermal wells on the island of Nevis, a project designed by NEVLEC in conjunction with NIA and engineered by newly established Nevis Renewable Energy International (NREI). Three exploration wells have already been dug and the construction of production wells is set to begin in the near future. NIA has provided a lot of support for this project by making significant concessions such as duty free import on machinery and by making available the land on which the plants will be built. The power purchase agreement (PPA) between NEVLEC and NREI is currently in its final stages and, with continued support from the Government, will help NEVLEC reach its goal of becoming fully renewable within a decade.

WASTE-TO-ENERGY Another significant development has been the recent signing off on a Power Purchase Agreement (PPA) between NEVLEC and USA-based Omni Alpha for a waste-to-energy plant. “This plant will be coming online very shortly,” says Mr. Swanston. “It will do two things for us. First, it will help Nevis with its garbage problems. There is only so much that can be put into landfill so being able to transform that waste into energy will be a big step in tackling the garbage problems on the island. Secondly, its construction is really going to help with the difficult economic times experienced by people here. It will provide an upsurge in labor opportunities and offer many people employment.”

The plant itself is to be coupled with a solar array, taking advantage of one of the Caribbean’s most abundant natural resources, and once it comes online the combined waste converted and solar energy output will total 2mW. Though it will not be the first OECS island to make use of the region’s sunlight, Nevis’ waste-to-energy plant will be the first of its kind in the area.

Support from NIA will once again play an important part as it will source and provide much of the intelligence and manpower required to complete the plant. The strong links between NEVLEC and its owner illustrate how cooperation plays an important part in developing a better energy infrastructure for all.

STANDING ON SHOULDERS However, NIA has not been the only important partner in these considerable achievements. NEVLEC made a concerted effort during the past few years to gain knowledge

from experts throughout the international renewables industry.

“We have had representatives at a number of different symposiums such as trade and energy conferences, CEO conferences, renewables conferences, and so on,” explains Mr. Swanston. “Sometimes we are called to make presentations and as a result of these we have had a number of nominations. I returned just recently, for example, from Washington DC and Vermont, USA, where I attended the International Visitor Leadership Program sponsored by the United States Department of State Bureau of Educational & Cultural Affairs. This came about after President Obama’s April 2015 statement emphasizing the need for U.S. involvement in the Caribbean’s developing renewables industry.”

“The U.S. embassy in Barbados nominated persons from different utilities throughout the region for training and I was very fortunate to get a nomination. I travelled to Washington DC to attend this program in Caribbean renewable energy regulation and development, and was able to meet with many of the people involved with regulation and legislation of renewables in the U.S. including stakeholders, lawyers, legislators, and so on. We also visited Burlington, Vermont, a city that is on track to become 100% sustainable energy powered by 2022. NEVLEC is part of a growing network and we feel it is important to meet these people that have been there and done that so that we can tap into their resources in an effort to move ourselves forward.”

ALLIANCES FOR A GREENER FUTURE NEVLEC is keen to help fellow industry organizations and companies by sharing its own knowledge with those a step or two behind where NEVLEC is today. One way it is doing this is by working with the Caribbean Electrical Utility Services Corporation (CARILEC) who offers utility industry-specific training courses to other nations. Close to home, it is also looking at teaming up with neighboring island Saint Kitts to offer its utility professionals training under its own schemes. In this way it aims to forge strong, useful alliances across borders and throughout the industry.

“Our plan for the next decade is to become entirely renewable, to be the first energy green island in the OECS through wind, solar, and geothermal energy,” says Mr. Swanston. “To be able to look back at the last 15 years and see how far we have come is important. We are very proud of the advances that NEVLEC has achieved.” c SUSTAINABLE BUSINESS MAGAZINE

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SOL PETROLEUM JAMAICA LIMITED THE DYNAMIC SOL TEAM AT AN EVENT PROMOTING ITS WIDE RANGE OF HIGH QUALITY SHELL LUBRICANTS WITH A FOCUS ON THE FULLY SYNTHETIC SHELL HELIX ULTRA WITH PUREPLUS TECHNOLOGY. L-R - STACY FRANCIS, LONCEY EARLE, WENDY WALLACE & KAROLINE SMITH.

SOL PETROLEUM PROUDLY SERVING

JAMAICA AND THE CARIBBEAN Sol is the premier supplier of petroleum products to the Caribbean Basin.

The company provides energy solutions to individuals, families, businesses, and government organizations across the Caribbean.

Robert Jackson (General Manager) and Karoline Smith (Marketing Implementer) are two of Sol’s executives in Jamaica. Sustainable Business Magazine speaks with them about Sol Petroleum; its commitment to supporting the communities in which it operates, and its cutting-edge new product.

Sol, the largest independent petroleum marketing company in the Caribbean Basin, is one of the Caribbean’s best business success stories. While Sol and its iconic blue and orange logo may be considered new to Jamaica, its role in 22 | SUSTAINABLE BUSINESS MAGAZINE

the Jamaica energy landscape is very significant.

Sol was founded a decade ago by Caribbean entrepreneur Sir Kyffin Simpson.

The company started operations in 2005 when it purchased the Caribbean assets of

Shell, a multinational oil and gas company.

Following Sol’s initial purchase of Shell’s assets in the Eastern Caribbean, Guyana, Suriname, and Belize, Sol has expanded to twenty-three Caribbean territories. This expansion included the conversion of some of

robust offer of engine oils. We provide Shell Spirax Axle, Gear, and Transmission Lubricants to keep the equipment protected and working efficiently. We also have the Shell Tellus Hydraulic Oils and Shell Gadus Greases. We are excited about the introduction of Shell’s new, cutting-edge full synthetic products: Shell Helix Ultra with PurePlus™ Technology which are already available on the market.”

PUREPLUS TECHNOLOGY Mr. Jackson explains that Shell PurePlus™ Technology is a revolutionary gas-to-liquid process that converts natural gas into a crystal-clear base oil with virtually none of the impurities found in crude oil. The unique combination of Shell PurePlus technology with active cleansing technology enables Shell Helix Ultra to deliver even higher levels of cleansing and

protection for today’s engines, making it Shell’s most advanced fully synthetic motor oil ever.

“Shell PurePlus Technology was first designed at the Shell Technology Centre in Amsterdam, 40 years ago. It is currently produced for commercial use in Qatar. The end product, Shell Helix Ultra with PurePlus Technology is available now in Jamaica, where we are already getting great feedback”, explains Mr. Jackson.

Karoline Smith, Marketing Implementer at Sol Petroleum Jamaica, stated “Shell Helix Ultra with Shell’s PurePlus Technology and Active Cleansing Technology offers superior protection against the build-up of engine deposits as well as unsurpassed sludge protection. It also provides better defense against wear and corrosion, helping to extend engine life and reduce maintenance costs.”

Shell’s service stations to Sol service stations, as well as the purchase of the Caribbean operations of ESSO in 2014. As a result, Sol operates three separate retail brands (Sol, Shell, and ESSO) across the region.

Sol solidified its footprint here in Jamaica in June 2013, when the company became the macro distributor for Shell lubricants. As a result of this move, Sol Petroleum Jamaica provides local consumers and partners with a world-class portfolio of Shell lubricants that meet and exceed the highest standards in the global industry. Subsequently, Sol partnered with Petrotec to provide bunkering services in the Kingston harbour. Robert Jackson, General Manager of Sol Petroleum Jamaica, spoke to Sustainable Business Magazine about Sol’s portfolio of products.

“We have a portfolio of Shell family products that fulfill the industry’s needs,” explains Mr. Jackson, “Shell Helix, Shell Advance, and Shell Rimula make up our SUSTAINABLE BUSINESS MAGAZINE

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SOL PETROLEUM JAMAICA LIMITED L-R - STACY FRANCIS & KAROLINE SMITH OF SOL PETROLEUM ( SHELL LUBRICANTS MACRO DISTRIBUTOR) PROMOTING SHELL’S HIGH QUALITY RANGE OF LUBRICANTS.

ENVIRONMENTAL PROTECTION IS A PILLAR OF SOL PETROLEUM’S SOCIAL INVESTMENT INITIATIVES.

COMMITTED TO HEALTH, SAFETY, AND ENVIRONMENT Both Mr. Jackson and Ms. Smith noted that Sol has a vested interest in health, safety, and the environment. Across the organization, Sol is committed to preserving the energy and vibrancy of life in the Caribbean. That’s why across all levels of the organization, a range of policies have been implemented along with procedures designed to protect the health and safety of Sol employees, and

the communities and territories in which it operates.

For Sol Petroleum Jamaica, rigorously collecting safety data is a vital part of doing business. “We take it very seriously,” said Mr. Jackson. “We take record of our activities, and any incident has to be reported and addressed immediately. We have our group policy, which provides an outline of all the facets of operational safety; this is displayed in our offices and distributed to all employees. We have management

L-R, FRONT) DWAYNE WORRELL, MARKETING ASSISTANT (SOL CARIBBEAN LTD), GINA CUMMINS, SALES & MARKETING MANAGER (SOL BARBADOS) (SOL CARIBBEAN LTD), ANDREW ROLLINS, DIRECTOR AND CFO OF THE SOL GROUP, ROBERT JACKSON, GENERAL MANAGER ( SOL PETROLEUM JAMAICA LTD).

(L-R, BACK) ROGER BRYAN, SOL REGIONAL MANAGER- BARBADOS & WESTERN CARIBBEAN, SIMONE WARDLOW- WRIGHT -ACCOUNTANT, LONCEY EARLE-FRONTLINE TECHNICAL SUPPORT, KAROLINE SMITH – MARKETING IMPLEMENTER & COLINNETTE WILSON –H.R /ADMIN OFFICER (SOL PETROLEUM JAMAICA LTD).

24 | SUSTAINABLE BUSINESS MAGAZINE

systems in place to track our activities. Most importantly, we have annual audits, which we’re graded on.”

Sol Petroleum Jamaica also has regular safety presentations, and all meetings and daily activities begin with safety briefings. “We do have a strong safety culture that is present through the daily tasks,” stated Mr. Jackson.

Sol Petroleum Jamaica also provides Health, Safety, and Environment (HSE) standards support to customers, which includes

ROBERT JACKSON, GENERAL MANAGER OF SOL PETROLEUM JAMAICA LTD.

PETROSPEC LIMITED

1c East King’s House Circle, Kingston 6, Jamaica W.I. Tel: 876 978 9665 • Fax: 876 946 9298 Mobile: 876 815 1989 • Email: petrospec@cwjamaica.com

Provides a wide range of Independent Inspection Services:• Specializing in Oils & Petrochemical Cargoes, steel bundles cargoes • Ship’s loading and discharging • Ship’s Bunkering and Bunker Surveys • Cargo Sampling Services • Petrospec team of Surveyors take pride in our Clients satisfaction 24/7

INSURANCE BROKERS TO THE CARIBBEAN www.cgmgallagher.com

One family, serving yours.

Born from a family with over 70 years in the Automotive Industry. The Stewart’s Automotive Group has brought together the ultimate names in the Automotive, Industrial, Paint, Tyres, Accessories and Auto Rental Industries.

Headquarters: 49-51 South Camp Road, Kingston 4, Jamaica, WI 876-928-5041

www.stewartsautomotivegroup.com

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SOL PETROLEUM JAMAICA LIMITED SOL SCHOLARSHIP AWARDEES POSE WITH ROBERT JACKSON, GENERAL MANAGER OF SOL PETROLEUM JAMAICA LTD. (L-R, FRONT) TRUDY- ANN DAVIS, SASCHELLE RICKETTS, CHARLETTE CLARKE, SONEILLIA GREEN, ROBERT JACKSON – GM SOL PETROLEUM JAMAICA. (L-R, BACK) RUSHAINE GOULBOURNE, CYNANIE SAWYERS-HAYLETT, DEXTER-DEAN COLQUHOUN, MICHAEL BERRY.

SOL PETROLEUM JAMAICA WON THE MOST RECENT AWARD FOR BEST CORPORATE SOCIAL RESPONSIBILITY AS A RESULT OF THE NUMBER OF COMMUNITY PROJECTS THEY HAVE ENGAGED IN.

inspecting their sites and advising on safe storage. The company also offers support to contractors, who are provided with orientation and training. “We basically try to pass on our safety culture to our stakeholders and partners,” said Mr. Jackson.

CORPORATE SOCIAL RESPONSIBILITY Even though Sol Petroleum Jamaica is a relatively recent addition to the Sol family, it already has an impressive Corporate Social Responsibility track record within Sol’s group of companies. At The Sol Group’s annual “Blue Carpet Awards”, Sol Jamaica won an award for best Corporate Social Responsibility for its community projects which include contributing supplies to local schools, sponsoring scholarships, partnering with a local mechanics institution, organizing a ‘Pink Day’ for Breast Cancer Awareness, and providing Christmas food baskets to the homeless in West Kingston.

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Environmental protection is a pillar of Sol Petroleum’s social investment initiatives. “We continue to play our part in the conservation of the environment and marine life,” said Ms. Smith. “We’ve got many programmes that are aimed at protecting reefs and other important maritime resources in the Caribbean.” As a part of its environmental initiative, Sol proudly contributes to the Nature Foundation, a Marine Conservation initiative in Sint Maarten, the Turtle Conservation Society

in Guyana, the Used Oil Recovery Project in Belize, and the Reforestation Project in the Dominican Republic and Haiti.

Sol is also heavily involved in several sponsorship activities and events across the region each year. The projects range from small educational projects in local communities to regional community initiatives with major sporting associations. Sol funds the Sol Scholarship which supports high-performing students at the University of the West Indies in a variety of emerging areas, including renewable energy. “We have made public our intention to support research into the next generation of biofuels,” said Ms. Smith.

“We contribute to the leadership growth that is necessary to move the market towards green, sustainable development.”

Sol is also involved with the Annual Safety Fair in Anguilla, the Pomeroon Education Project in Guyana, and the Instituto

THE SOL PETROLEUM LOCAL AND REGIONAL TEAMS WERE OUT TO SUPPORT THE ANNUAL UWI CAREER FAIR HELD AT THE UNIVERSITY OF THE WEST INDIES, MONA CAMPUS IN JAMAICA.

L- R CYNANIE SAWYERS-HAYLETT ( SOL SCHOLAR), DWAYNE WORRELL (MARKETING ASSISTANT), KAROLINE SMITH (MARKETING IMPLEMENTER), SHOLA MAPP (MARKETING ASSISTANT), LONCEY EARLE (FRONTLINE TECHNICAL SUPPORT) & COLINNETTE WILSON (HR/ADMIN OFFICER).

Tecnologico de Santo Domingo (INTEC) in the Dominican Republic.

As a part of its operations, Sol Petroleum ensures it minimises any risk to the environment. “There are several steps we take,” said Mr. Jackson. “For example, when we’re fuelling ships, we ensure everything’s in place so we don’t contaminate the ocean, that is ensuring the hoses we use are regularly inspected and certified, and also ensuring the vessel we use to do bunkering has all the relevant certificates and that all of the certificates are current. Or for waste disposal, for example, we only deal with companies who are authorized by the National Environment and Planning Agency to do this disposal.”

PROMOTING SUSTAINABLE VALUES Sol Petroleum Jamaica works to pass on its values to employees. “We encourage them to live a healthy lifestyle,” said Mr. Jackson.

“We have a gym here, and we do exercise

classes three times per week, which is something we provide as a benefit to our staff. We encourage them to bring family members along if they want.” Sol Petroleum Jamaica also participates in Sol’s regional Goal Zero programme, which aims for zero significant incidents in any of Sol’s 23 territories across the region. Employees are encouraged to apply this approach to their personal lives too. “We want to minimize personal accidents and road accidents,” said Mr. Jackson.

“If you’re not healthy and safe, then you can’t come to work, and that hurts productivity.” People within the company who operate safely are recognized through programmes like the annual Fleet Week, in which safe driving is acknowledged.

NEW OPPORTUNITIES According to Mr. Jackson, Sol Jamaica is looking towards the future with optimism, exploring various opportunities for growth.

“We’re now looking to get into opportunities like aviation, retail, and the commercial fuel business,” stated Mr. Jackson. “We’re also looking at power generation. We know there’s a move now by these companies towards gas, and we’re exploring this to see what opportunities are there for us, and to see how we can add value. As the Panama Canal expands, Jamaica is looking into the new logistics hub, which opens up more opportunities. As a group, we supply our territories through our chartered vessels, and we see Jamaica as a strategic location to service the whole region. The sky’s the limit for us here at Sol Petroleum Jamaica.” c Sol Petroleum Jamaica uses Shell trademarks under license. The views expressed in this release or statements are made by Sol, and are not made on behalf of, nor do they necessarily reflect the views of, any company of the Shell Group of Companies.

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CANADIAN SOLAR INDUSTRIES ASSOCIATION

“OUR GOAL IS TO BUILD A CANADIAN SOLAR ENERGY INDUSTRY WHICH IS STRONG, EFFICIENT, ETHICAL, AND PROFESSIONAL.”

SOLAR LEADERSHIP A foreword by John A. Gorman, President and CEO of the Canadian Solar Industries Association (CanSIA).

JOHN A. GORMAN, PRESIDENT AND CEO OF CANSIA.

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On behalf of the members of the Canadian Solar Industries Association (CanSIA), I am pleased to offer this foreword to the “Solar Leadership” series in Sustainable Business Magazine. The Canadian solar industry is proud of the sector we have built, with nearly 2 GW installed by the end of 2014! As CanSIA members, the solar industry is poised to solidify solar electricity as a mainstream energy source and an integral part of Canada’s diversified electricity mix.

The sun provides an inexhaustible supply of clean fuel to power our homes and our economy. Solar energy is posi-

tioned to play a key role in our transition to carbon-free lives and a carbon-free economy. Our goal is to build a Canadian solar energy industry which is strong, efficient, ethical, and professional, with capacity to provide innovative solar energy solutions and to play a major role in the global transition to a sustainable, clean-energy future.

CanSIA members are companies involved with the delivery of solar energy products and services in Canada, or with the delivery of other products and services to Canada’s solar energy sector. CanSIA proudly represents manufacturers, installers, project developers, builders, architects,

engineers, consultants, and a variety of other companies and organizations who contribute directly to the growing number of solar projects in Canada.

In Ontario, where the vast majority of Canada’s solar is installed, government support for solar has enabled rapidly declining costs for manufactured components. Capital costs for solar have declined by 65% over the last 6 years, to where solar + storage technology is getting cheaper than anyone ever imagined. The value of solar + storage is exactly what electricity systems of the future need (i.e. empowered consumers and a clean, cost effective solution that enhances the predictability, reliability, flexibility, and resilience of the electricity grid) with none of the unwelcome and costly social, health, and environmental externalities.

Innovations in solar + storage, with announcements like Elon Musk’s Powerwall energy storage system, designed to connect to a home solar installation, will revolutionize our energy system and make every home energy independent. The solar world has been anticipating this day, and is abuzz with the possibilities. Solar + storage is the key to making solar dispatchable as it circumvents the energy source’s main difficulty, that the energy it generates is only available when the sun is shining. Distributed generation like solar on rooftops can delay distribution system upgrades as demand on a circuit grows, because less power has to be shipped into the circuit. It also can reduce the need to build new transmission lines to carry power from distant grid-scale generation. Solar’s unique nature as a distributed

source of energy means that it can empower Canadians to reduce their carbon footprints not only with respect to their electricity use, but also by enabling carbon reductions in buildings, industry, and transportation.

As we learn to adapt to a carbon-constrained future, growing load on the electricity system with plug-in electric vehicles (PEVs), a new model of energy consumption is emerging. Getting that energy from renewable sources like solar is a primary objective. As we hope to demonstrate in this series, the solar industries sector recognizes the importance of clean fuels to Canadians. We encourage you to read more about CanSIA and the work of the solar industry at www.cansia.ca, or contact me with your questions or comments at jgorman@cansia.ca. c

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SOVENTIX CANADA INC

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COMMUNITY Sustainable Business Magazine speaks to Ahmad Antar, Project Development Manager at Soventix Canada Inc., about involving communities in solar projects.

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SOVENTIX CANADA INC

SO FAR IN 2015, SOVENTIX HAS COMMISSIONED AND CONSTRUCTED FIVE LARGE-SCALE ROOFTOP PROJECTS IN THE GREATER TORONTO AREA.

Soventix Canada is a Toronto-based solar project developer, the Canadian subsidiary of the German company Soventix GmbH. Entering the Ontario market in 2010, Soventix Canada works within the framework of the provincial Feed-In-Tariff (FIT) Program, which supports renewable energy projects with a generation capacity of between 10 and 500kW. 32 | SUSTAINABLE BUSINESS MAGAZINE

What sets Soventix apart from other developers is their focus on working within a specific niche of FIT. “Other developers may like to spread their eggs in several baskets,” explains Ahmad Antar, Project Development Manager at Soventix Canada. “But for us, our biggest strength is that we really only do one thing, and we do it very well.” That one thing is community-based solar projects

– projects which are eventually owned and operated by community groups.

COLLABORATION With these community-based projects, the residents typically live alongside or in the same area as their solar project. A community co-operative invests in a solar installation, and when the project begins

they understand that just because they may not necessarily personally be a project host doesn’t mean that they can’t benefit economically and see money circulate within their communities. It’s been very advantageous for us. To partner with groups like this really makes predevelopment activities easier, and as a sustainable energy company, it’s great to have that sort of community buy-in on a project. We’re always looking to embody the triple bottom line of sustainability and practice what we preach.”

So far in 2015, Soventix has commissioned and constructed five large-scale rooftop projects in the Greater Toronto area.

Recently, however, Soventix has begun to explore projects of a different nature. The company now has a portfolio of ground-mounted solar projects either about to enter construction or under construction, all of which are community-based. “The ground-mounted solar projects are exciting for us,” says Mr. Antar. “They’re a little bit more challenging on the engineering side, and we get to explore new technologies, born out of innovative problem-solving. As the solar market matures, we’re particularly exploring different kinds of tracking - single-axis versus dual-axis. Working on ground-mounted solar projects, we have that latitude.”

SOURCING LOCALLY It’s not just Soventix’s customers who are locals; the company also aims to hire local people and sources its materials locally. “Hir-

ing local has plenty of economic benefits,” says Mr. Antar. “But there are also many practical benefits as well. These people are the ones who understand the land best.

Also, when we hire local, it means more people see their neighbors benefiting from these solar projects. The more local people we get involved, the better.” A particular boon for solar companies operating within Ontario is that, up until 2014, FIT had a domestic content requirement, meaning a certain percentage of materials going into FIT projects (60% for solar PV) was required to be manufactured within the province.

“Although that requirement doesn’t exist anymore, a lot of these industries have grown up in Ontario,” explains Mr. Antar. “That means they’ve become more cost-competitive. An inherent part of the Ontario market now is that a lot of the equipment is produced domestically, which is an inherently sustainable component of these projects.”

CONTRIBUTING TO POLICY As a developer, Soventix is uniquely positioned to provide feedback on solar initiatives to the provincial government.

“Essentially, we see the role of the developer as bringing all the different stakeholders together,” says Mr. Antar. “That’s the municipalities, the communities, the financial institutions, the tradesmen, and the equipment providers and suppliers.

We have a great view of what’s going on across the entire spectrum of the industry.

producing a cash flow, the co-operative profits. “We build and design these projects in such a way that it allows the co-operative to meet their investment hurdles,” says Mr. Antar. “It’s very different from what comes to mind initially when people think of what community engagement entails for these larger solar projects. People are a lot more open and receptive to these projects when SUSTAINABLE BUSINESS MAGAZINE

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SOVENTIX CANADA INC

SOVENTIX’S TWO PROUDEST ACHIEVEMENTS ARE THEIR PROMOTION OF THE COMMUNITY INVESTMENT APPROACH, AND THEIR HIGH SUCCESS RATE AT SEEING THROUGH PROJECTS.

Because the Ontario solar industry is relatively young compared to others globally, we have the opportunity to participate in a lot of stakeholder engagement sessions with governmental organizations. We make a real effort to participate and give as much information as we can. What are the challenges we’re facing? What things are easy and what things are hard? We see it as really important that we give the policymakers 34 | SUSTAINABLE BUSINESS MAGAZINE

as much insight as we can into what’s actually happening on the ground.”

PAST AND FUTURE Soventix’s two proudest achievements are their promotion of the community investment approach, and their high success rate at seeing through projects in a particularly competitive generation procurement environment. “It’s done well for us because

we’ve worked with so many different co-operatives,” says Mr. Antar. “We’ve really been able to do a lot to further the community investment model here in Ontario.

We’ve also managed to stay on the leading edge of a difficult market, adapting as the business environment has changed. We’ve experienced great success as a result. The quality of our work and the fact we’ve been able to maintain that while working within

such a competitive environment, while also giving back to the communities at the same time, has been something we’re all very proud of.”

In the future, Soventix hopes to expand into other provinces. “A lot of the provinces are developing new frameworks for renewable energy policies,” says Mr. Antar. “We’re actually quite involved in that, again on the stakeholder engage-

ment side of things. As those policies develop, we’ll start looking to explore other Canadian markets.” As a subsidiary of a multinational company, Soventix Canada has excellent insight into how their business can operate in different frameworks.

“We get first-hand feedback on what’s going on in all those international markets, what’s happening on the ground, and how that translates on the financial side, which

is a big advantage when we consider expanding,” says Mr. Antar. “Right now we’re going to keep focusing on operating here in Ontario within the framework of the FIT program. We think the market’s going to evolve, and things will translate into a new model, which we intend to stay involved in. In the meantime, we’re going to keep doing what we’re doing, and we’re going to keep doing it well.” c SUSTAINABLE BUSINESS MAGAZINE

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HB SOLAR CANADA INC

MOUNTING PRESSURE

Based in Ontario, Canada, hb Solar Canada Inc. is a small but rapidly expanding racking supplier for roof top solar projects that has led its market since it was founded in 2009. Sustainable Business Magazine talks with Managing Director Ingo Wolfert to discover what has made the company successful in a difficult market.

What hb Solar Canada Inc. is able to offer are products that respond to almost every rooftop solar racking need. The company began as it intended to go on: By offering a solution unique on the market at the 36 | SUSTAINABLE BUSINESS MAGAZINE

time. In 2009, hb Solar put out the market’s lowest ballasted racking system available for photovoltaic (PV) arrays on rooftops.

Named Scirocco and still available today in a number of different configurations, the

system comes in at an average of just 3 to 4 pounds per square foot (psf), including ballast, while also offering low impact on the rooftop itself through rubber mat separation. During the past 6 years the

company has gone on to produce five other product lines to meet the needs of residential roofs, metal roofs, roofs where seismic attachments are required and flat roofs.

As of today, hb Solar has one of the most comprehensive and competitive offerings for roof top solar – every product is of high quality and engineered to last.

AHEAD OF THE GAME “Canadian hockey player Wayne Gretzky once said, ‘I always skate to where the puck will be, not where it is’, and that is exactly true of how we approach our industry,” says Managing Director Ingo Wolfert. “There is no resting on our laurels: We always have to see what the industry will need next. One

of the big pushes last year was that clients wanted cheaper mounting systems so it was up to us to deliver that. We struck up a relationship with a U.S.-based manufacturer and gained Canadian rights to a very special system made from polymer that delivers a cheaper product without compromising on quality.” This product, the Ecofoot2+, uses a White UL listed resin base and metal components to deliver a very sturdy mounting system - its simplicity, only 3 components, and installation speed (average of 15 panels per man hour) make this system very attractive in our highly competitive market.

However, hb Solar does more than just gain rights. It has also been involved in the creation of entirely new products intended

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HB SOLAR CANADA INC

to meet the demands of modern rooftop arrays. One such example is the Vicerack line, a mounting system for metal roofs that enables the customer to utilize 100% of roof space by giving even north-facing panels up to 30 degree additional tilt . The usefulness of this has been proven in hb Solar’s largest project yet, a 1.1 megawatt (mW) array installed on an entirely north-facing rooftop.

INTERNATIONAL APPEAL The efficacy of hb Solar’s products can be measured by the reach of their product: Not

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only has it carried out numerous installation throughout Canada, including on the country’s southernmost location close to Pelee Island, but across the U.S. as well. Arizona, California, Massachusetts, Michigan, New Jersey, Oregon, Pennsylvania, and Utah are all home to the company’s mounting systems with business continuing to grow in the country due to its strengthening currency. Its most recent project was a 600 kilowatt (kW) system at San Diego Airport, California, where it has gained a high profile for its connected metal roof racking with tilt

WE WORK VERY CLOSELY WITH OUR CUSTOMERS TO OFFER A VERY HIGH STANDARD OF SERVICE AND DON’T CONSIDER A PROJECT COMPLETED UNTIL THE CLIENT IS 100% HAPPY.

that does not increase the wind load on the building. The customer chose VICERACK for its safety, outstanding engineering, and ease of installation.

Mr. Wolfert considers the growth and strength of hb Solar’s business to be its most important achievement, especially within an industry known for its volatility. “Despite all the trials and tribulations we have been able to grow into a sizeable, prospering company in this market. My business partner Eric Stephenson and I thank our customers, small and big, for that. Also, without our excellent and dedicated employees, this would not have been possible,” he says. “Alongside we have been able to create a portfolio of comprehensive racking solutions for customers across North America thanks to Eric’s sharp engineering mind.”

“All of this emerges from our customer-centricity, though a lot of people use it very lightly. We work very closely with our

customers to offer a very high standard of service and don’t consider a project completed until the client is 100% happy. The success of this approach can be seen in our client base, where most are repeat customers that have returned to us . They like the price they get, the level of service, and of course the product itself – we solve their problems and let them focus on making their customers happy.”

Customer service is not the only factor in hb Solar’s popularity, though, as the company has a committed social responsibility program in which they provide products to non-profit organizations at no cost to the recipient. One recent example of this was the Jamaica National Children’s Home in Kingston, Jamaica, where a rack was donated by the company and it also provided engineering support for its installation.

Carried out in conjunction with St Lawrence’s College, it will form part of a large SUSTAINABLE BUSINESS MAGAZINE

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HB SOLAR CANADA INC

HB SOLAR UNDERSTANDS THAT BOTH CUSTOMER-CENTRICITY AND PRODUCT INNOVATION ARE IMPORTANT TO ITS SUCCESS.

array enabling the children’s home to lower its operational finances.

The success of hb Solar will be built on by expanding its market into regions such as the Caribbean, where it already has a presence through its charitable work, as well as into the emerging renewable markets in Middle and South America. It is also looking at further reducing costs in the PV market in innovative new ways such as net metering and cross-discipline collaboration to optimize overall system cost.

DEFYING THE LIMITS “Racking needs to get to a point where people aren’t pushing every year to get the price down by another couple of cents” explains Mr. Wolfert. “The price 40 | SUSTAINABLE BUSINESS MAGAZINE

of mounting systems is already nearly at a point where it will begin to level off - a good thing - but in order to continue improving value we now need to look at the entire system (racking + panels + inverter + installation) more holistically. In the past, equipment suppliers have been striving to optimize their own scope of supply but now we must begin looking at optimizing across boundaries.

“The overall system approach is compromised when racking suppliers reduce their racking costs while disregarding how this might impact the way the whole system comes together or how the panels are supported. If we could find a way to optimize racking and panels together while simultaneously reducing the overall

material content and improving installation efficiency, we would truly revolutionize the market. In order to accomplish that component suppliers have to look over the fence. Clearly, key players in the industry must work together interdependently rather than independently.”

ALREADY INVESTED IN THE FUTURE As the solar industry continues to spread and evolve, the companies that rode the initial wave just for the sake of making a quick buck have begun to drop out. In Mr. Wolfert’s opinion this was reflected in 2015’s smaller but more focused Solar Ontario conference, and also in his opinion, is of great benefit to the market. As a company planning to be in the industry

for a long time, hb Solar understands that both customer-centricity and product innovation are key to its success. Listening to the needs of its customers and reacting to what they need next forms the foundation of its practice.

“If you are in manufacturing, you cannot doubt your own future. A lot of your money is tied up in inventory to allow for short lead times for customers. If we were to stop manufacturing tomorrow there would be a lot of money lost. Each wind tunnel test we undertake costs approximately $50,000 and this needs to be amortized over a large number of projects - thus we work closely with our customers to make each project a reality. We always look to where the puck will be.” c SUSTAINABLE BUSINESS MAGAZINE

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EVERGREEN POWER LTD

ENERGY Sustainable Business Magazine speaks to Tim Burke of Evergreen Power Ltd. about how his company has flourished since moving into the solar industry.

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EVERGREEN POWER LTD

TO DATE NEARLY 19,000 KILOWATTS OF SOLAR ARRAY HAS BEEN INSTALLED

BY EVERGREEN POWER ACROSS THE STATE OF ONTARIO.

Evergreen Power Ltd. provides a clear example of how an emphasis on renewables has transformed the utilities landscape in Ontario, Canada, since 2009. After the Provincial Government introduced the Green Energy Act (GEA), legislature that not only loosened regulations around the renewables sector but also actively promoted it through financial incentives, commercial opportunities exploded. Not only were new businesses created in order to take advantage of the GEA, but existing organizations, seeing potential, shifted their focuses onto this emerging industry. Evergreen Power is one such company.

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Evergreen Power began in 2005 as a residential and commercial electrical contracting company. In 2006, it entered the solar industry following numerous requests from customers for installations of off-grid solar photovoltaic (PV) arrays. Researching and recognizing the potential of these systems, particularly for clients located too far from conventional utility lines to be connected, it continued pursuing solar PV as a small but notable portion of business. For the next two years investment was put into training staff and building up a network to create an effective solar PV capability within the company.

SEISMIC SHIFTS “That put us in a great position in 2009 when the GEA and Feed-in-Tariff (FIT) program came into existence,” says Tim Burke, Owner and Chief Operating Officer of Evergreen Power. “We began to install grid-tied solar arrays for residential and agricultural clients at first but the GEA really changed the marketplace and over the ensuing two years grew rapidly and extensively. Between 2010 and 2012 the Ontario renewables sector went through a lot of growing pains with many changes in regulation, but it eventually settled down towards the end of 2012. As a result Evergreen Power adapted its business

model, changing in early 2010 from turnkey installations and system design for residential projects, to providing a range of ‘a la carte’ engineering, construction, installation, and long-term maintenance for largescale commercial developers and portfolio owners.”

Today, working in the solar industry accounts for approximately 85% of Evergreen Power’s business, with general electrical contracting having taken a background role as a result of the market’s changing direction.

The company retains a full staff of electricians on their books but their primary tasks are aiding with the installation and connection of commercial size solar PV arrays. This

change in job description has come with heavy investment into specialized training and equipment to maintain Evergreen Power’s reputation for high quality service.

SERVICE CULTURE Alongside solar systems already installed

by Evergreen Power, the range of services available to customers spans a wide spectrum: Comprehensive system performance analysis, efficient on-site troubleshooting, full repair capabilities, and an annual maintenance service for all systems the company has installed. Investment into equipment has meant the company’s electricians use

dedicated vehicles equipped with a complete inventory of commonly required spare parts and specified testing equipment and are available at any time. The company has also provided advice to customers about retrofit program application, and has worked with them over the last few years on programs such as saveONenergy and EcoFIT. MADE IN ONTARIO To date nearly 19,000 kilowatts of solar array has been installed by Evergreen Power across the state of Ontario. Mr. Burke considers a project from their early SUSTAINABLE BUSINESS MAGAZINE

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EVERGREEN POWER LTD

“WE HAVE ALSO BEEN SUPPORTING THE ONTARIO SOLAR INDUSTRY BY BEING AN ACTIVE MEMBER OF THE CANADIAN SOLAR INDUSTRIES ASSOCIATION (CANSIA).”

history to have been one of their best achievements. “One of our very first portfolio projects was with the Ministry of Education back in early 2010. It was a portfolio of 14 sites that the company was able to execute very quickly and efficiently despite it being early in the history of Ontario’s solar industry - a time when materials and resources were not so built up. We built a very high quality product in the infancy of Ontario’s solar industry.”

Other notable projects include a number of arrays in the Kawartha Lakes region. “We have built a number of arrays in the Kawartha Lakes region, which is where our offices are located,” explains Mr. Burke. “A couple of those were built for the Lindsay Agricultural Society and the Lindsay Boys and Girls Club, both of which are non-profit organiza46 | SUSTAINABLE BUSINESS MAGAZINE

tions.” These, along with a retrofit application support and rooftop array installation at the Canadian Mental Health Association (CMHA) of Kawartha Lakes, represent an effort by Evergreen Power to help its local community through its business.

“What I am most interested in as the owner of Evergreen Power is improving the opportunities and competitiveness of our local area,” says Mr. Burke. “As director of the local chamber of commerce, I am keen to strengthen our locality’s ability to bring in more business and in that way improve the employment opportunities for residents of the local area. I have also been co-chairperson of United Way, a local organization seeking to improve the availability and accessibility of community resources, and in this capacity I have

definitely used both personal and business contacts to improve the effectiveness of the cause. In addition to this we have also been supporting the Ontario solar industry by being an active member of the Canadian Solar Industries Association (CanSIA), where we have helped raise the profile of solar energy within our province.”

HIGHLIGHTS FOR THE FUTURE Presently, Evergreen Power are looking forward to a number of new portfolio projects in the Kawartha Lakes region which are scheduled to begin construction over the next two to three years. The company is currently working closely with their partners on the building and development of the construction plans, project assessment, and economic development in order to ensure

the best possible outcome once construction on the arrays commences. They are also committed to the process of long-term maintenance services for their existing and future commercial customers, with the company continuing to invest in improving equipment and their ability to continue serving a province-wide network which is already tens of megawatts and growing.

When asked about long-term future plans for growth beyond Ontario, Mr. Burke reiterated Evergreen Power’s aim to remain local. “Our core competency as a company is our boots-on-the-ground offering. There is limited amount of practicality for sending our technicians long distances and we think remaining within a 200 to 300 kilometer radius of our home will be our focus for the next few years.” c SUSTAINABLE BUSINESS MAGAZINE

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AASHE SFSU-CHANT LEADER MICHAEL ZAMBRANO GETS READY TO KICK THINGS OFF.

RAIN GARDENS AROUND THE UNIVERSITY OF DAYTON CAMPUS ARE DESIGNED TO COLLECT, RETAIN AND SLOWER ABSORB WATER RUNOFF FROM SURROUNDING SURFACES OR ACT AS A NATURAL FILTER SO WATER IS CLEAN BY THE TIME IT ENTERS A STORM SEWER.

SAN FRANCISCO STATE UNIVERSITY TO END COAL INVESTMENTS: THE SFSU FOUNDATION HAS AGREED TO NOT INVEST IN COMPANIES “WITH SIGNIFICANT PRODUCTION OR USE OF COAL AND TAR SANDS.” THE FOUNDATION WILL ALSO SEEK TO LIMIT INVESTMENTS IN FOSSIL FUEL COMPANIES.

SUSTAINABLE

CAMPUSES A foreword by Meghan Fay Zahniser, AASHE Executive Director

MEGHAN FAY ZAHNISER, AASHE EXECUTIVE DIRECTOR.

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The Association for the Advancement of Sustainability in Higher Education (AASHE) supports and encourages the advancement of sustainability at higher education institutions through programs such as the Sustainability Tracking, Assessment & Rating System (STARS), professional development offerings, and an annual conference & expo.

STARS is a transparent, self-reporting framework for colleges and universities to measure their sustainability performance.

This comprehensive assessment tool helps institutions understand exactly how they are performing, as well as identifying areas for improvement related to sustainability in academics, operations, and administrative efforts on campus. With more than 650 institutions registered for STARS, it has transformed the way campuses track and monitor their sustainability progress. We have institu-

tions that participate in STARS annually and are able to see their improvements through an increased score. Institutions, both national and international, work toward a Bronze, Silver, Gold, or Platinum rating, or they may opt to be recognized as a STARS Reporter where they only report data without receiving a rating. In addition, given that transparency is critical to sustainability reporting, all STARS data is made available to the public which easily enables our members to share information and best practices.

Professional development opportunities also boost sustainability efforts and are one of the top member offerings and benefits.

Members can access webinars for free and receive discounts for workshops, STARS, and conference registrations. Members also have access to the Resource Center. The online Resource Center is a comprehensive

BABSON UNIVERSITY.

DELTA COLLEGE LIVING WALL.

source of information on sustainability in higher education. It provides administrators, faculty, operations staff, students, and other campus stakeholders with the tools, information, and guidance they need to lead a sustainability transformation on their campus.

We are also looking forward to welcoming AASHE members and others in the campus sustainability community to the AASHE 2015 Conference & Expo, themed Transforming Sustainability Education, in Minneapolis, Minnesota, on Oct. 25-28. The annual conference allows everyone the opportunity to share and exchange ideas on the expansion of

sustainability efforts, as well as providing a platform for feedback. Attendees also have an opportunity to hear from internationally recognized sustainability leaders such as last year’s featured keynote speaker Annie Leonard, Greenpeace Executive Director and creator of “The Story of Stuff Project”.

Founded in 2005, AASHE celebrates its tenth year throughout 2015, and remains committed to inspiring and catalyzing higher education to lead the global sustainability transformation through the aforementioned efforts and many other exciting celebratory initiatives planned throughout the year. See the AASHE website for information on these

initiatives including live tweet sessions and a video campaign kicking off at the conference in Minneapolis!

I’m excited to build on past successes from my six years at AASHE. It is vital that we remain focused on providing support and additional resources to empower higher education institutions to be the foundation for a thriving, equitable, and ecologically healthy world. Sustainable Business Magazine’s continued support highlighting sustainable campuses is pivotal to furthering the campus sustainability community and AASHE’s vision, and we are thrilled to continue the partnership, especially throughout this monumental year for AASHE. c VIRGINIA TECH.

UNIVERSITY OF ILLINOIS CHICAGO STUDENTS TEACH DIVERSITY WITH GARDENS.

WESLEYAN UNIVERSITY.

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UNIVERSITY OF BRITISH COLUMBIA BUCHANAN COURTYARD, REVITALIZED AS PART OF AN EFFORT TO CREATE CAMPUS SPACES THAT FACILITATE SOCIAL INTERACTIONS AND LEARNING OPPORTUNITIES OUTSIDE OF THE CLASSROOM. PHOTO CREDIT: DON ERHARDT / UBC.

INTEGRATION AND

REGENERATION Sustainable Business Magazine speaks to John Robinson, Associate Provost for Sustainability at the University of British Columbia (UBC), Victoria Smith, Director of Communications and Engagement for the UBC Sustainability Initiative, and John Madden, Director of Sustainability and Engineering at UBC, about the university’s new 20-Year Sustainability Strategy.

JOHN MADDEN, DIRECTOR OF SUSTAINABILITY AND ENGINEERING AT UBC.

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The University of British Columbia (UBC) has a twenty-year history of sustainability.

They were the first Canadian university to have a Campus Sustainability office and implement a sustainable development policy, and, in 2010, they set some of the most aggressive greenhouse gas reduction targets in the world. Last year, UBC went even further, releasing an ambitious 20-Year Sustainability Strategy for the development of its Vancouver Campus. The Strategy outlines the university’s sustainability vision and aspirations through to 2035, built around three pillars of (1) teaching, learning, and

research, (2) operations and infrastructure, and (3) the UBC community. At the heart of the Strategy are two radical ideas: That sustainability research and operational sustainability can be integrated, and that the ultimate goal of sustainability should not be harm reduction but a net-positive impact.

The Strategy was created using an extensive engagement process. Drafters involved over two thousand people over a four-month period, and a steering committee consisting of staff, faculty, students, and community members oversaw the whole project. “We felt it was incredibly important

or residents’ policy, all of these have big sustainability applications,” explains John Robinson, Associate Provost for Sustainability at UBC. “So we’ve made that explicit.

Let’s see how we can attach research and teaching to these projects. Once you bring the academic world into connection with the operational side, they feed off each

other, creating this incredible positive feedback loop where suddenly students have this whole new realm of applied, practical research, and the operational side get this resource they could never ordinarily afford.”

For John Madden, Director of Sustainability and Engineering, this aspect of the strategy offers a new approach to decision-making.

STUDENTS AT A ZERO-WASTE EVENT, PART OF RIPPLE EFFECT UBC, AN ANNUAL, STUDENT-FOCUSED SUSTAINABILITY CAMPAIGN. PHOTO CREDIT: DON ERHARDT / UBC.

to engage the campus community,” says Victoria Smith, Director of Communications and Engagement for the UBC Sustainability Initiative. “The draft strategy we started with looks nothing like where we ended up. You have to be prepared to go where the conversation goes, as opposed to looking for what you want to see out of the process.”

NEW IDEAS Enshrined at the center of the Strategy is the concept of ‘Campus as Living Lab’. “The idea is, when we make a decision about building a new building, or food services,

STORMWATER MANAGEMENT FEATURE, AN EXAMPLE OF INTEGRATED STORMWATER MANAGEMENT PLANNING AND A SPACE FOR COMMUNITY CONNECTIONS AND LEARNING. PHOTO CREDIT: DON ERHARDT / UBC.

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UNIVERSITY OF BRITISH COLUMBIA ORCHARD COMMONS, ONE OF FIVE MULTI-PURPOSE HUBS TO BE BUILT AT UBC, PROVIDING A SPACE WHERE STUDENTS CAN LIVE, STUDY, SOCIALIZE AND ACCESS SERVICES TO MEET DAILY NEEDS. PHOTO CREDIT: PERKINS+WILL.

THE FACULTY OF PHARMACEUTICAL SCIENCES, AN AWARD WINNING LEARNING AND RESEARCH FACILITY FEATURED ON UBC’S GREEN BUILDING TOUR. PHOTO CREDIT: HOVER COLLECTIVE.

UBC’S SEEDS SUSTAINABILITY PROGRAM ENGAGES OVER 750 FACULTY, STAFF AND STUDENTS IN APPLIED RESEARCH PROJECTS. PHOTO CREDIT: MARTIN DEE / UBC.

A WASTE MANAGEMENT TRUCK FUELLED BY COMPRESSED NATURAL GAS REDUCES EMISSIONS BY 10 TONS PER YEAR. PHOTO CREDIT: MARTIN DEE / UBC.

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“The Strategy really impels us to incorporate integrative decision-making as part of our regulatory review,” says Mr. Madden.

“It’s causing us to look more holistically at problems and challenges across the campus, to seek to forge interesting solutions that integrate a range of disciplines at a variety of scales. For example, our stormwater management plan considers stormwater as an actual resource to be used on campus for irrigation, flushing toilets, even potentially as a source for the aquatic center.”

Another noteworthy aspect of the Strategy is its emphasis on ‘regenerative sustainability’. “We’re interested in finding areas of human activity which don’t have to be minimized because they’re damaging, but where the activity actually makes things better, both in terms of human and envi-

CURRENTLY, WE DIVERT 63% OF OUR OPERATIONAL, CONSTRUCTION AND DEMOLITION WASTE FROM THE LANDFILL.

ronmental wellbeing,” says Dr. Robinson.

“Traditionally, the focus of LEED and other ratings systems is doing less harm,” explains Mr. Madden. “The 20-Year Sustainability Strategy really reframes that dialogue.

Instead, we’re actually asking ourselves: How do we achieve a net positive outcome?”

commercial, institutional, plus municipal infrastructure,” says Mr. Madden. “We’re also unique in that we’re the property owner, the regulator, and the operator.

This allows us to be pretty aggressive in terms of our sustainability policies, and in terms of the solutions we can incorporate.

These solutions can be on different scales;

SHAPING A CAMPUS UBC’s Vancouver campus is the size of a small municipality where some 20,000 students, faculty, staff and other residents live, work and learn together. In total, however, the campus attracts and educates nearly 60,000 students from 140 countries and employs over 15,000 staff and faculty. Consequently, campus buildings have a mixture of different uses.

“We have academic buildings, residential, SUSTAINABLE BUSINESS MAGAZINE

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UNIVERSITY OF BRITISH COLUMBIA

THE BIO-ENERGY RESEARCH AND DEMONSTRATION FACILITY, A LIVING LAB PROJECT THAT DEMONSTRATES USE OF RENEWABLE ENERGY AT COMMUNITY SCALE. IT GENERATES 8% OF CAMPUS ENERGY AND REDUCES CAMPUS EMISSIONS BY 11%. PHOTO CREDIT: DON ERHARDT / UBC.

anything from low-carbon district energy, to integrated stormwater management on-site, to reducing overall demand in the buildings themselves. The Strategy particularly provides guidance in terms of the development of other policies to guide campus growth. This includes the Climate Action Plan for 2020, where we’re looking at a variety of innovative ways to develop net-positive buildings where there’s passive design elements, plus renewable sources 54 | SUSTAINABLE BUSINESS MAGAZINE

of energy that will create a net-positive condition. We have a Zero Waste Action Plan, where the target is to divert 70% and 80% of our overall waste from disposal by 2016 and 2020 respectively, toward a longterm goal of zero waste disposal. Currently, we divert 63% of our operational, construction and demolition waste from the landfill.

As part of the implementation of the Plan, we’re now in the process of rolling out Zero Waste stations to divert organic waste,

plastics, and paper. These are present across 80% of the campus so far.”

STUDENT PARTICIPATION UBC’s commitment to sustainability on-campus doesn’t stop with buildings and infrastructure. “We do a tremendous amount around student engagement,” explains Ms. Smith. “It’s about empowering others to get their colleagues, networks, and friends excited. Every year we have a team

Empowerment Through CSR At CIBC Mellon, we are committed to doing well by doing right. We empower our employees across our company through Corporate Social Responsibility initiatives, from organizing volunteer activities to developing new sustainability programs. CIBC Mellon’s commitment to corporate citizenship means better results for clients, employees and communities – today and in the future. cibcmellon.com/csr Twitter: @cibcmellon ©2015. A BNY Mellon and CIBC Joint Venture Company.

CIBC Mellon is a licensed user of the CIBC trade-mark and certain BNY Mellon trade-marks, is the corporate brand of CIBC Mellon Trust Company and CIBC Mellon Global Securities Services Company and may be used as a generic term to reference either or both companies.

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HAWORTH IS A PROUD SUPPORTER OF THE UNIVERSITY OF BRITISH COLUMBIA’S COMMITMENT TO SUSTAINABILITY

Haworth is proud to have partnered with the University of British Columbia on the CIRS project. Haworth has worked with the campus on many projects over the years integrating sustainable materials and practices on all projects.

www.haworth.com

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UNIVERSITY OF BRITISH COLUMBIA

UBC IS CURRENTLY CONVERTING ITS AGING STEAM HEATING INFRASTRUCTURE TO A MORE EFFICIENT HOT WATER HEATING SYSTEM. WHEN COMPLETED, IT WILL REDUCE CAMPUS EMISSION BY 22%. PHOTO CREDIT: MARTIN DEE / UBC.

of Student Sustainability Ambassadors who go out and engage with their peer groups and clubs. We’re able to reach around three thousand people through this, getting folks on the ground engaged in sustainability projects and initiatives. We also do a lot of work with students around behavior change, conserving water and energy. Or there’s our UBC Reads Sustainability program, where twice a year we bring in two high-profile authors. For example, this year I’m very excited to say we have Naomi Klein and Raj Patel. That generally reaches about four thousand people.”

UBC also has a 250-hour internship program called the Sustainability Scholars Program, in which graduate students go off-campus to work with local government and regional sustainability partners, doing real-world applied projects. “First time we did that, it was so successful, the City of Vancouver wanted to continue it and even cost share for it,” says Dr. Robinson.

“Now we’ve increased the program to 60 scholars. The partners are keen because they recognize the tremendous value they get out of it, and the students love it because they’re out there doing stuff in

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Collaboration Among Experts Propels Campus Sustainability Just as UBC is called on for their academic expertise, UBC collaborates with experts to enhance their sustainability efforts throughout their campus. All new buildings and major retrofits on campus are LEED Gold certified and incorporate high performance features in their design. To supplement existing construction practices, UBC designed their own programs to ensure teams brought on campus will help them achieve their environmental goals.

UBC has partnered with ESC Automation, based out of Surrey, BC, on over twenty retrofit and new construction projects across campus. What makes such a partnership successful? And how does UBC choose a controls integrator to help them achieve their sustainability goals?

ESC Automation Project Manager Steve Egglestone states that when selecting a controls integrator to partner with, you should evaluate the expertise of the firm above all. “UBC knows that when they ask us a question, they get a fast response. We can typically get back to them within 24 hours.” Egglestone emphasizes that fast response is the hallmark of a knowledgeable team. “We also have the expertise to

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EARTH SCIENCES BUILDING.

make suggestions before equipment gets installed on-site — before it gets expensive.”

UBC needed that expertise when they joined with ESC on their Earth Sciences Building. The facility employs an advanced Thermenex system, an efficient but complex heating and cooling system that redirects heat from sections of the building where heat isn’t currently needed so it can be reused elsewhere. The system is very efficient but required the creation of a complex sequence of operations in order to run correctly when combined with the other heat reclamation systems on-site.

ESC helped make the Earth Sciences project a success and helped UBC to meet their sustainability goals with that project. ESC has worked on many projects across campus, bringing energy meters online in the student dorms of Ponderosa Commons - Phase 2 and in the Brimacombe building where the Advanced Materials and Process Engineering Laboratory is housed. Egglestone states, “If you have similar goals, such as designing and maintaining sustainable buildings like UBC, be sure that the companies you partner with have the experience to help you reach those goals.” c

EVERY YEAR WE HAVE A TEAM OF STUDENT SUSTAINABILITY AMBASSADORS WHO GO OUT AND ENGAGE WITH THEIR PEER GROUPS AND CLUBS.

STUDENTS ON THE GREENHEART CANOPY WALKWAY AT CANADA’S OLDEST UNIVERSITY BOTANICAL GARDEN, A LIVING LAB FOR RESEARCH AND PUBLIC EDUCATION. PHOTO CREDIT: MARTIN DEE / UBC.

the real world.” “Plus, many of them are getting hired by these organizations after they’ve finished their reports,” notes Ms. Smith. “It’s a really great model that others around the world can replicate. It’s fairly low-barrier to do the program, but it generates great results beyond campus.”

SUSTAINABLE FUTURE UBC set very bold climate action goals in 2010, setting out to reduce carbon emissions below 2007 levels by 33% by 2015, by 67% by 2020, and by 2050 to be net positive. Once 2015 ends, UBC expects to have reached the 33% reduction target. “Other municipalities across B.C. have set the 33% goal for 2020,” says Mr. Madden. “So it’s a remarkable achievement.” This success was driven by the implementation of a new Bioenergy Research and Demonstration Facility, providing thermal heat to the district energy system through renewable wood scrap material; by converting the campus’ aging district energy system from steam

to hot water; and by identifying seventy buildings on campus to be adapted for improved energy performance.

“We’ve been on this journey for 20 years now, and we’ve set our path forward for the next 20,” says Ms. Smith. “We’re doing great things, and we need to push forward and do more, beyond just harm reduction.

The 20-year Sustainability Strategy provides guidance for doing that work.” Dr. Robinson agrees. “We teach, we research, we have a physical campus, and a public mandate.

We just have this opportunity, as a sector.

It’s one aspect of the future of universities, deepening societal relevance by engaging with these grand challenges.” c

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AASHE 2015 CONFERENCE & EXPO

THERE WERE OVER 400 SESSIONS AVAILABLE, INCLUDING CASE STUDIES, PANEL DISCUSSIONS, AND NETWORKING EVENTS, AND AN EXPO HALL HOUSED OVER 80 EXHIBITORS.

AASHE 2015 CONFERENCE & EXPO Between October 25 and October 28 2015, the Association for the Advancement of Sustainability in Higher Education (AASHE) held its annual Conference & Expo, bringing together over 2,300 attendees under the theme Transforming Sustainability Education, for a celebration of campus sustainability successes and its much-anticipated tenth anniversary.

Senior leaders, faculty, staff, and students from institutions across seventeen countries gathered at the end of Campus Sustainability Month for AASHE’s highest-attended event yet in Minneapolis, the ‘City by Nature’, to celebrate innovations in campus sustainability and embrace the 58 | SUSTAINABLE BUSINESS MAGAZINE

role of the higher education community as a foundation for a thriving, equitable and ecologically healthy world.

Among the speakers were Unity College President Stephen Mulkey, Oberlin Project Founder David Orr, Brave New Workshop’s Margi Simmons and Elena Imaretska, and

CEED Executive Director Shalini Gupta. Discussion involved themes of growth, transformation, social justice, learning through play, and hope. Attendees networked and shared innovations, activities, frameworks, learning outcomes, tools, strategies, research, theory, and leadership initiatives which are

changing the face of sustainability on their campuses and within surrounding communities. There were over 400 sessions available, including case studies, panel discussions, and networking events, and an Expo Hall housed over 80 exhibitors.

VISION At the Conference & Expo, AASHE Executive Director Meghan Fay Zahniser, alongside Julian Keniry from the National

Wildlife Federation (NWF), Jaime Van Mourik from the U.S. Green Building Council (USGBC), and Tim Carter from Second Nature, set forth a bold, collective vision: “By 2020, 20 million graduates across all majors will be global sustainability citizens: Learning about relationships between natural, physical, economic, social, and cultural systems, understanding how their personal and professional choices impact these systems, and having the agency to

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AASHE 2015 CONFERENCE & EXPO

create solutions that allow people and the environment to thrive.”

To achieve this vision, AASHE, NWF, Second Nature, and the USGBC pledged to advance the sustainability of higher education institutions by working more closely together in three key areas: Convening and empowering higher education leaders, emboldening students and preparing them for 21st century careers, and aligning rating systems, frameworks, and recognition platforms. The organizations pledged to hold quarterly meetings to address their ongoing collaboration.

2015 SUSTAINABILITY AWARDS A highlight of AASHE 2015 was the announcement of the 2015 AASHE 60 | SUSTAINABLE BUSINESS MAGAZINE

Sustainability Awards winners in the categories of Campus Sustainability Case Study, Student Sustainability Leadership, and Student Research on Campus Sustainability.

“I’m honored to see such distinguished and hard-working sustainability leaders recognized,” said Ms. Zahniser. “These leaders are truly pioneering the campus sustainability movement and their achievements represent big wins for our community.”

Among the winners were Portland Community College for a case study addressing food insecurity at the student level; Southern Oregon University for a case study examining a set of practices that support pollinators, resulting in a Bee Campus USA designation; the University of British Columbia for a case study on

student research projects that use the campus as a living laboratory and support the integration of academic and operational sustainability; Pierre Parranto from the University of Hawaii Maui College, on behalf of a student sustainability club promoting sustainability practices through community-based education projects and events; Temple University for its student-run food cooperative café ‘The Rad Dish’; Bailey Rowland from the University of Pennsylvania for research into the effectiveness of the university’s sustainable living certification program; and Thomas Bryan with the University of Madison-Wisconsin for an innovative research project aiming to determine the carbon footprint of food items from a campus eatery.

“The award provides a worthy signpost along the road to sustainability that reinstates and recognizes the mission of campus sustainability,” said winner Thomas Bryan.

SUSTAINABLE MINNEAPOLIS AASHE 2015 was held in Minneapolis, Minnesota, at the Minneapolis Convention Center (MCC). For AASHE, Minneapolis was an easy choice for the Conference & Expo because of the city’s impressive commitments to sustainability. The state has embraced a new Minnesota Energy challenge, with over 31,000 state-wide participants causing Minnesotans to save around 250,000,000 lbs. of CO2. Minneapolis introduced a Climate Action Plan in June 2013 to take local action working towards a

reduction of greenhouse gas emissions, and the city has many buildings which promote sustainability, like the Minneapolis Public Library where low-growing prairie plants reduce storm runoff, or the Minnesota Twins Ballpark which has over 300 bicycle parking spaces near the entrance. A recent survey of 30 U.S. cities found the Twin Cities topped the list for green commercial space, with 77% of commercial real estate space certified as green. What’s more, Minneapolis also leads in Energy Star label categories, and in LEED certification categories. The MCC itself is also committed to sustainability, with goals related to waste, energy, and water, and has been certified as an environmentally sustainable venue under the ASTM Standards.

A SUCCESSFUL EVENT “The energy was apparent in the Expo Hall and educational sessions during AASHE 2015,” said Ms. Zahniser. “Attendees were abuzz with ideas and excitement for transforming sustainability education and the future of the campus sustainability movement. The conference is a great place to make the connections to advance sustainability in higher education and build lasting relationships.” AASHE 2015 was marked out as not only the largest annual gathering of higher education sustainability professionals and students, but also the most successful to date.

The AASHE 2016 Conference & Expo will be held in Baltimore, Maryland, from October 9 – October 12. c SUSTAINABLE BUSINESS MAGAZINE

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GLOBAL EVENTS

JAN

2016

Abu Dhabi Sustainability Week 2016 Abu Dhabi, UAE

Abu Dhabi Sustainability Week (ADSW) is the ground-breaking global forum that unites thought leaders, policy makers, and investors to address the challenges of renewable energy and sustainable development.

18th - 21st

EcoWATSE 2016 Abu Dhabi, UAE www.ecowaste.ae

EcoWASTE showcases the latest innovations and technologies, enables the exchange of best practice, and opens up new business opportunities, playing an important role in and helping meet ambitious landfill and recycling targets.

20th - 22th

Sustainable Food Summit San Francisco, CA, USA

Food ingredients, marketing developments, and sustainable packaging are focal themes of the North American edition of the Sustainable Foods Summit. How are new technologies creating novel sustainable ingredients? How can food & beverage firms reduce their packaging impacts? Such questions will be addressed in the summit.

The 36th Annual EcoFarm Conference Pacific Grove, CA, USA

Regenerating our lands and water.

The EcoFarm Conference is more than a conference. It’s a gathering for inspiration, renewal, and celebration brought to you by the Ecological Farming Association.

ESTC North America Tampa, FL, USA

The Ecotourism and Sustainable Tourism Conference (ESTC), organized

by The International Ecotourism Society (TIES), is a unique annual conference focused on the advancement of sustainability goals for the tourism industry.

15th - 23rd

www.abudhabisustainabilityweek.com

SUSTAINABLE

B U S I N E S S

www.sustainablefoodssummit.com

M A G A Z I N E

PROMOTE YOUR EVENT HERE If your organization has a trade show or event, please let us know and we will promote your event on our global events pages.

20th - 23rd

For more information please contact us at: info@sustainablebusinessmagazine.net

www.eco-farm.org/conference

25th - 27th

www.ecotourismconference.org

1st - 3rd

SeaWeb Seafood Summit St. Julians Malta www.seafoodsummit.org

The goal of the Summit is to define success and advance solutions in sustainable seafood by fostering dialogue and partnerships that lead to a seafood marketplace that is environmentally, socially, and economically sustainable.

13th - 18th

SPIE Green Photonics 2016 San Francisco, CA, USA www.spie.org

SPIE Green Photonics 2016 highlights papers from OPTO and LASE that showcase the latest photonics and optoelectronic R&D that will reduce power consumption, enable cleaner manufacturing, monitor the quality of the environment, and create new energy generation for a broad range of applications.

18th - 19th

Net Postive Energy + Water Conference 2016 Phoenix, AZ, USA

Dedicated to the exchange of technical expertise, bold strategies, and provocative case studies—all aimed at accelerating the global shift towards Net Positive Energy and Water buildings and communities.

World Sustainable Energy Days Wels, Austria

The World Sustainable Energy Days, one of the largest annual conferences in this field in Europe, offers a unique combination of events on sustainable energy. For more than 20 years, experts from all over the world have gathered in Upper Austria to attend the conference.

www.netpositiveconference.org

24th - 26th

www.wsed.at/en/ world-sustainable-energy-days/

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FEB 2016

DUBAI, UAE (FEBRUARY 17-18) HOUSTON, TX (FEBRUARY 25-26) LONDON, UK (MARCH 10-11) TORONTO, CANADA (APRIL 14-15) NEW YORK, NY (JUNE 16-17)

Advanced Certified Sustainability (CSR) Practitioner Training

More exciting destinations for 2016 You might have missed the opportunity of receiving the globally recognized certification as a CSR Practitioner, but in the New Year how about receiving a certified training on sustainability and CSR issues? How about becoming the CSR champion within your organization?

This challenging 2-day training offered by Centre for Sustainability and Excellence (CSE), aims to give you all the latest tools and resources required to implement or upscale existing sustainability initiatives taking place in your organization.

Dubai, UAE

Houston, TX

London, UK

Toronto, Canada

New York, NY

February

February

March

April

June

17-18

25-26 10-11 14-15 16-17

For more information visit http://www.cse-net.org/article/127/upcoming-trainings or contact us at sustainability@cse-net.org SUSTAINABLE BUSINESS MAGAZINE

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ADVERTISERS INDEX B BC Bioenergy Network C Centre for Sustainability and Excellence CGM Gallagher Insurance Brokers Jamaica Limited

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P55

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CIBC Mellon Corix Utilities Inc.

Back Cover P55

M Mia Green Expo & Conference Inside Back

E ESC Automation

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P Petrospec Ltd.

P25

H Haworth Inc.

P55

S Stewarts Automotive Group

P25

Green Mia 8 th Edition

Expo & CoNFERENCE

February 9, 10 & 11, 2016 Miami Airport Convention Center

Meet Major Suppliers - Get Best Deals - Increase Professional Value Obtain Educational Credits - Connect with Innovation - Scout Representations Uncover Business Opportunities - Network Locally, Regionally & Globally (40 countries under one roof) Accredited sessions at special rates for Architects, Engineers, Interior Designers & LEED Pros.

Green Mia

Green Building | SOLAR | CleanTech | Energy Saving

Where Sustainability E x p o

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Green Mia E

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in East USA, Latin America & The Caribbean

To Attend: Register NOW & SAVE at www.MiaGreen.com

To Exhibit / Sponsor call (305) 412-0000 or mail@MiaGreen.com

Ask for current specials

Social Finance: Enabling Positive Change Through Investments Responsible investing is part of a transformative change to recognize the importance of sustainable business practices while creating value for investors.

Social finance tools and strategies such as screening for environmental, social and governance factors can help plan sponsors, endowments and other institutional investors as they pursue positive change and financial returns.

To learn more: cibcmellon.com /csr @cibcmellon Š2015. A BNY Mellon and CIBC Joint Venture Company.

CIBC Mellon is a licensed user of the CIBC trade-mark and certain BNY Mellon trade-marks, is the corporate brand of CIBC Mellon Trust Company and CIBC Mellon Global Securities Services Company and may be used as a generic term to reference either or both companies. This is not an offer to provide any product or service even if reference is made to the product or service. Some products or services are available only through BNY Mellon.