The Sustainable Business Review Magazine by The Sustainable Business Review

CATEGORY

As the world continue to rebound from all the uncertainties, organisations continue to look inwards to find more effective way to approach their business as they continue to engage and add value their operations. We start this issue with one Peru’s finest examples of a company who aligns social purpose and business strategy to deliver impact. We follow up with Barrick Gold’s established Pablo Viejo mine in the Dominican Republic whose operation continues to deliver in areas including safety, health and the environment while creating jobs for a generation. Staying in the Dominican Republic as part of our series on Airport and Terminals, we have brought you a very interesting conversation with Punta Cana International Airport (PUJ), a privately owned commercial airport who holds the 2nd busiest position in the Caribbean. We shed light on the company’s history, operations, partners and role in the very important tourism sector. We then travel over 10,000miles to Singapore to bring you the amazing work being done by the Civil Aviation Authority Singapore, Singapore’s National Aviation Authority and TSBR also spoke with another key agency in National Health Care Group Singapore. Both organisations share their unique offering in relation to the aviation and health sector respectively. Other companies featured in this issue include The Canadian National Railway Company, Sask Highway and Infrastructure who shares an insight Canada’s infrastructure and logistics sector. And we conclude this issue with 3 editorials in Africa including the Department of Water and Sanitation who shares their work on drought prevention initiatives, water management, education and projects. We also engage Australia Syrah Resources’ Balama Graphite Project in situated in the Cabo Delgado province of northern Mozambique and finally we conclude with Shanta Gold, Tanzania’s Junior Goldmine and its very impressive solar program.

Brain Jackson

TEAM Editorial: Brian Jackson Susette Horspool Michael Minihan

PRODUCTION Karen Hue Jason Olayinka

RESEARCH

John Mills Joseph Philips Candice Nice Neno Lopes

CONTENT QUARTER 3 2017 SPECIAL REPORT:

NTA-METROPOLITAN MASS TRANSIT SYSTEM LTD

PROFILE:

18 36 50 74 86 102 110 122 132

TRANS ADRIATIC PIPELINE (TAP) TANAP-TRANS ANATOLIAN NATURAL GAS PIPELINE PROJECT ESB IRELAND-ELECTRICITY SUPPLY BOARD ATHENS INTERNATIONAL AIRPORT AEROPORTI DI ROMA SANDFIRE RESOURCES SLC ARICOLA LUBA FREEPORT PETROMOC

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EVENTS: THE 4TH ANNUAL SUSTAINABLE FOOD & BEVERAGE CONFERENCE & EXPO Dates: 7 November 2017 Location: Ricoh Arena, Coventry

The event is being organised by Industry leading Publication Food and Drink Business Europe .Food and Drink Business Europe has over 20 yearsâ&#x20AC;&#x2122; experience in the food and beverage manufacturing industry. As a s result of its knowledge of the industry and its contacts within it, it organises food manufacturing events covering the issues that matter to the industry.

TORONTO-DOMINION CENTRE TORONTO, ONTARIO, CANADA Dates: November 23, 2017 Location: Dentons Canada LLP The seminar features updates by public and private mining companies on their Latin American projects and presentations and panel discussions on current trends and doing business in Latin America's mining industry (legislation, financing, country overviews, risk mitigation, CSR, etc.) by expert advisors and service providers to the mining industry (banks, law firms, engineering firms). Premier Sponsors include Toronto Stock Exchange & TSX Venture Exchange and Dentons Canada LLP. Hatch is Corporate Sponsor for our CSR Panel Discussion. Partners include the Mineral Resource Analyst Group (MRAG), Canada-Colombia Chamber of Commerce, Hispanics in Mining, The PeruvianCanadian Chamber of Commerce and Women in Mining (Toronto Branch). For More Info: www.onthegroundgroup.com

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EVENTS

MINING INVESTMENT NORTH AMERICA (SPI) A

THE FOREMOST NORTH AMERICAN FORUM FOR THE GLOBAL MINING COMMUNITY Dates: Thursday, 7th â&#x20AC;&#x201C;Friday, 8th December 2017 Location: Toronto, Canada Mining Investment North America is a strategic mining conference and exhibition for the leaders of the mining, quarrying and construction materials industries, bringing together 400 attendees from 35 countries. Ministers, mining companies, investors and service providers travel from all over Americas, Europe, Asia, Middle East and Africa for two days of partnering, networking and business matching.

INTER AIRPORT 2017

MUNICH TRADE FAIR Dates: 10-13 October 2017 Location: Munich. German The 21st International Exhibition for Airport Equipment, Technology, Design and Services will take place at the Munich Trade Fair Centre in Germany. Renowned as the leading one stop shop event for the entire airport industry, inter airport Europe is the first choice for airport operators when it comes to sourcing the latest airport equipment, technology and services for ground handling, terminal operations, airport IT and airport design. With its international audience of industry professionals from airports, airlines, air cargo carriers and aviation support the exhibition offers suppliers to the airport sector a unique marketing platform.

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50TH HAMBURG AVIATION FORUM Dates: October 12, 2017 Location: Hotel Hafen Hamburg, Hamburg, Germany Hamburg Aviation is the aviation cluster of the Metropolregion Hamburg - one of the world's most important locations in the civil aviation industry. In total, more than 40,000 highly qualified specialists are working on the future of flying. With their expertise, they cover the entire lifecycle of an aircraft: from development, manufacture and assembly through the air transport system, maintenance, repair and overhaul to recycling. This makes Hamburg the third largest location in the world's civil aviation industry.

E-MOBILITY REINVENTED Dates: November 15 - 16, 2017 Location: Santa Clara Convention Center, CA, USA Everything is Changing will reveal the latest advances and newest roadmaps in this radically changing industry. We balance the presentations from the giants with new faces revealing important breakthroughs. IDTechEx finds the companies and researchers that break the mould. www.idtechex.com

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EVENTS

FUTURE ENERGY NIGERIA Dates: 7-8th November 2017 Location: Eko Hotels & Suits, Lagos Nigeria Future Energy Nigeria has evolved from the West African Power Industry Convention (WAPIC). After 14 years of successfully sharing information and best practice from the West African region, Future Energy Nigeria will concentrate solely on Nigeriaâ&#x20AC;&#x2122;s future energy planning, infrastructure and project development. Not only will Future Energy Nigeria look at the technologies disrupting the traditional thermal generation base, such as battery storage and off grid solutions, it will also highlight the upcoming projects requiring investment. It is well known that the price of oil has negatively influenced the Nigerian economy and the impact has touched by all industries. This yearâ&#x20AC;&#x2122;s conference takes on a new direction as we delve into the active projects that are finding traction.

www.future-energy-nigeria.com

WAMPOC 2018

WEST AFRICAN MINING & POWER CONFERENCE

Dates: May 30-June 1st 2018 Location: Accra International Conference Centre, Ghana Endorsed by the Ministry of Energy and Petroleum, Ministry of Lands and Natural Resources, the Volta River Authority and the Electricity Company of Ghana in 2016, this event, has been dubbed the West African Mining Indaba. It is attended by industry stakeholders and influential decision-makers with an interest in the Mining and Power Sectors in Ghana and West Africa. The Ghana Chamber of Mines will once again hold its Annual General Meeting on the third and final day bringing together representatives of the industry as well as partner Chambers of Mines from across the sub-region. Over 150 delegates attend WAMPOC including government and academia to discuss latest regulations, policies, challenges and opportunities set within a comprehensive information packed 2-day programme. Energy Commission of Ghana, provides an unrivalled international platform where opportunities are created and business deals are concluded. www.wampexghana.com

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NTA 8

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METROPOLITAN MASS TRANSIT SYSTEM LTD THE INFRASTRUCTURE COMPANY PROMISING RELIEF IN ISRAELâ&#x20AC;&#x2122;S FUTURE Quarter 3 2017 - The Sustainable Business Review

THE SUSTAINABLE BUSINESS REVIEW When people think of vibrant Mediterranean cities, Tel Aviv is often overlooked. And yet, anyone who has been to the city comes away with the impression that it’s arguably the best display of all that is modern in the region quite a big claim when it can count Rome and Athens among others in its vicinity, but it’s a claim which Tel Aviv can stake a strong claim to.

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For example, Israel has more companies on the NASDAQ, the world’s benchmark technology stock exchange, than any other country other than the United States. Most of these companies work out of Tel Aviv. It recently was voted the 2nd most innovative city in the world, and the best city in the Middle East for young people to live in.

NTA It’s only right then, that the city should have an infrastructure that reflects its growing stature.

The NTA is responsible for the design and construction of a mass transit system for the Tel Aviv metropolis. We recently spoke with Mr. Sharon Volfer VP of Resources at the NTA, about how the project is progressing and how it will make Tel Aviv a model for sustainable transport in the region when finished. The NTA was founded as far back as 1997, but has really only come into its own since current CEO, Yehuda Bar-On was appointed in 2014, from when the company began pushing ahead with its plans for Tel Aviv. As Volfer explains: “Construction of the first LRT line – The Red Line – began in August 2015 and it is expected to be operational in October 2021.”

NTA SETS ABOUT RESOLVING TEL AVIV’S INFRASTRUCTURE PROBLEMS Until the beginning of the 21st century, Tel Aviv was a city whose population had grown at a reasonable rate for decades. But around that time, increased jobs and opportunities combined with a growing reputation led to a spike in the population. From 2005 to 2015, the population began to grow at a much faster pace - over 1% annually. This growth called for an updated, modern transport system. As Sharon Volfer explains: “NTA’s vision is to provide a convenient and advanced public transport service, which will be an attractive option to a wider public, so

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Photo: Dagan avs.

Israel's leading real estate and infrastructure group. Creating sustainable living environments around the world for us and for generations to come

www.shikunbinui.co.il

NTA

SHIKUN & BINUI SOLEL BONEH INFRASTRUCTURES Tunnel boring beneath a vibrant metropolitan area is always a challenge. Tunneling the new and first subway system in Tel Aviv, Israel’s busiest and most crowded area, without noise or interference from the upward movement is even more challenging and complex. The 23 km light metro Red line (to first line to be built) will link Petah Tikva city northeast of Tel Aviv with Bat Yam to the south. Shikun Binui - Solel Boneh Infrastructures Ltd. is in charge of construction The Box works of the western section of the Tel Aviv light rail. The western section includes two parallel tunnels of 5 km each (10 km total) and the construction of six underground stations. Shikun & Binui Group, a part of the Arison Group, is Israel's leading infrastructure and real estate group, its origins go back90 years. Shikun & Binui is a global group active in over 20 countries in four continents. The Group is involved in mega projects all over the world worth billions of dollars, characterized by high complexity levels while maintaining the highest performance standard. Alongside the engineering challenges, there is a major and crucial factor in this big dig mega project. Ehud Danoch, CEO, Shikun & Binui Solel Boneh Infrastructures: “It is a complex project that includes stringent environmental requirements designed to significantly facilitate business owners and residents during the execution of the work”. Orry Ben-Porath, Shikun & Binui's VP Sustainability: “We invest a lot of work and resources into stakeholder engagement under the direction of our client NTA. We make sure that we minimize the effects of the massive construction works on the environment and on our surrounding stakeholders”. There are many interfaces with which it is necessary to be in touch all the time and coordinate steps with them, such as Israel Police, the Ministry of Environmental Protection, NTA, Ayalon Freeway (30 meters above our works), residential buildings around and above the places where the work is being carried out, 5 different local authorities such as Tel Aviv-Jaffa or Ramat-Gan municipalities. This complexity requires technological sensitivities and tools that must be run online with a control room. Danoch: “Shikun & Binui adopted a vision of Sustainability: ‘to be a leading business group that creates a sustainable advanced living environment in Israel and worldwide, for our own sakes and for future generations’. Shikun & Binui adopted advanced sustainable construction standards, and put emphasis in conducting itself with transparency while cooperating with stakeholders and others”.

www.shikunbinui.co.il

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THE SUSTAINABLE BUSINESS REVIEW that in 2040 it will be able to serve 40% of the metropolis residents, similar to the norm in the world's big cities.” Getting to that stage is a considerable undertaking for the NTA; Sharon Volfer tells us: “The Red Line is considered to be the largest and most complex infrastructure project in Israel. It passes through the busiest routes of five municipalities – each requiring specific coordination, as well as complex coordination with infrastructure companies.” No expense has been spared to ensure that the project’s development matches the ambitions of the city it serves. The project budget is approximately US$4.5 billion, fully funded by the Israeli government. NTA currently employs 140 workers, and in total, the project employs several thousand people, including local and foreign contractors and advisors.

GOOD INFRASTRUCTURE IS SUSTAINABLE INFRASTRUCTURE The first point to note about the NTA’s Tel Aviv transport plans are the number of cars it will take off the road when operational. Sharon Volfer says: “The Red Line is expected to serve approximately 250 thousand people a day, once it becomes operational. According to the forecast, the train line will remove approximately 50 thousand private vehicles from the roads.” He continues: “NTA is committed to environmental and sustainability values

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throughout the project. Even at the design stages, a guide was formulated requiring the integration of green construction standards and a supervisory system to oversee the project’s sustainability values.” This includes considerations for solid waste, water recycling and the replanting of any trees which need to be moved during construction. The same criteria are demanded of its partners. As Mr. Volfer points out: “All implementation

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contractors are required to hire environmental managers to monitor the project, and management companies supervise the process. In the process of designing the carriages, requirements were included for energy efficiency, regeneration of energy, use of recyclable materials and more.”

PARTNERSHIPS While NTA has employed the services of Parson Brinckerhoff as the project managers on the project (PB is working as the Senior Consultant providing programme management, technical,

NTA

engineering, planning and commercial assistance for the network), the majority of those employed by the project - both companies and people - are Israeli nationals. Sharon Volfer explains: “The larger part of the suppliers for the project are local. The project is, in fact, responsible for the employment of thousands of Israelis. Foreign suppliers are also obligated to reciprocal procurement in Israel.” First among them are the construction companies. Mr. Volfer notes: “The implementation of the underground sections of the line will be carried out by partnerships

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Proud to be a part of the NTA National Project In the construction of the light rail of Tel Aviv Ben Gurion Train

Italy’s D’Appolonia takes charge of quality control on all operations, while further local firms like Dana engineering and Spivak engineering are responsible for engineering functions on the western and eastern part of the project, respectively. Finally, CRC (Changchun Railway Vehicles) is the supplier of the rolling stock, while systems tenders are currently in operation.

Bridge 6 / Latrun

Ben Gurion International Airport

MINRAV

MINRAV ENGINEERING & BUILDING LTD

972-88516265 www.minrav.co.il

MINRAV HOLDINGS GROUP The Minrav Holdings Group was founded in 1969 by Avraham Kuznitzky, who serves as chairman of the company, and focuses mainly on the real estate sector, including: initiating residential construction projects (through the public subsidiary of Minrav Projects); BOT franchising; contracting work for construction and infrastructure in the public, business and private sectors as well as rental and management of yielding properties. Among other things, the company established the IDF Training Base in the Negev, Israel's newest and most advanced military base, Bridge 6, which is one of the longest bridges in Israel, tunnels for the Jerusalem express train, etc. In the past year, the subsidiary, Minrav Engineering and Building began to carry out the construction of the Turkish Railway Portal for the Red Line of the NTA Light Railway. The project includes, inter alia, construction of the section from Koifman Street in West Tel Aviv to Pines Street in East Tel Aviv, about a kilometer long, including the construction of the Eliflet station and the tunnel using the Hafur and Kasa method. From the station to the entrance to Herzl Street. Minrav Engineering, which won the tender to carry out the work several months ago for a total consideration estimated at NIS 224 million plus VAT, is expected to build the project within 36 months. www.minrav.co.il

of large Israeli construction contractors and experienced Chinese tunneling companies.” These include CRTG and Solel Boneh on the western part of the construction and tunneling, and CCECC and Danya Cebus on its eastern part.

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NTA

OPENING BRIGHT OPPORTUNITIES IN TEL AVIV

the north and south of the city), both to be constructed by the NTA. In addition, the NTA has been assigned to begin planning for metro lines that will be added to the network in the future.

Make no mistake, the NTA’s LTR project will transform the fabric of Tel Aviv for the better. Mr. Sharon Volfer firmly believes this: “NTA’s network of light railway lines is being constructed at the time of vast regeneration and development of the metropolis. The light railway will upgrade the urban space, improve the environment and create a new and advanced urban culture similar to that in the largest and most beautiful cities in the world.”

The NTA’s motto translates as something close to ‘tough now, relief later.’ The light rail project will provide much relief to commuters in Israel’s

The Israel government has also recognized its importance to the country as a whole, already setting the budget for two further LRT lines the Purple Line (from the east of the city to the heart of Tel Aviv) and the Green Line (connecting

second biggest city, considerably improving sustainability in the city - and presenting a side to Tel Aviv that many aren’t familiar with: the Mediterranean’s most impressive 21st century cities. Quarter 3 2017 - The Sustainable Business Review

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Trans Adriatic Pipeline (TAP):

BRINGING A NEW ENERGY SOURCE TO SOUTH EASTERN EUROPE AND BEYOND

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TRANS ADRIATIC PIPELINE Political tensions in Eastern Europe tend to have a number of consequences - not least for energy security. In the winter of 2009, many central and eastern European states went without vital gas supplies as tensions between Russia and Ukraine spilled over. The issue drew a line under Europe’s energy dependence and the undiversified sources of that energy. Something had to change. The Trans Adriatic Pipeline (TAP) will certainly form part of the overall solution. It will form the European leg of the Southern Gas Corridor, one of the most complex energy value chains in the world. In a recent wide-ranging interview with TAP Managing Director, Ian Bradshaw, we spoke about the pipeline, the effort behind making it a reality and the difference it will make to the countries in south east Europe and beyond.

A new frontier for Europe’s Energy We began by asking Mr. Bradshaw about the scale of TAP and a little more about how it would increase the diversity of Europe’s energy sources: “TAP will transport natural gas from the giant Shah Deniz II field in Azerbaijan to Europe. The approximately 878 km long pipeline will connect with the Trans Anatolian Pipeline (TANAP) at the Turkish-Greek border at Kipoi, cross Greece and Albania and the Adriatic Sea, before coming ashore in Southern Italy.” Construction on the pipeline began in mid-2016 and will run until the end of 2019. The pipeline comprises of 32,000 pipes in Greece, 13,000 pipes in Albania, 660 pipes in Italy and 9,400 pipes offshore, with each pipe weighing about 10 tonnes. It can justifiably claim to be one of the world’s most important infrastructure projects currently underway, so it is of little surprise that its shareholders include the likes of BP (20%), SOCAR (20%), Snam (20%), Fluxys (19%), Enagás (16%) and Axpo (5%).

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Mr. Bradshaw explained: “TAP’s routing can facilitate gas supply to several South Eastern European countries, including Bulgaria, Albania, Bosnia and Herzegovina, Montenegro, Croatia and others. TAP’s landfall in Italy provides multiple opportunities for further transport of Caspian natural gas to some of the largest European markets such as Germany, France, the UK, Switzerland and Austria.” Eventually, it will provide 10 billion cubic metres of gas annually - enough to supply 7 million households. The goal is to provide access to a clean and stable flow of energy. Mr. Bradshaw says: “Europe needs new sources of natural gas to meet its long-term demand, fuel economic recovery and diversify energy supply. Gas – as the cleanest of fossil fuels – will continue to play a key, strategic role in the energy mix for decades to come. According to the European Commission’s strategy, each member state should have access to at least three different sources of supply. In this regard, the resources from the Caspian region are the next great opportunity for Europe to benefit from.” The role that TAP will pay here is crucial -– able to connect to different infrastructure such as the Ionian Adriatic Pipeline (IAP) and the Interconnector Greece Bulgaria (IGB) and bringing a new source of gas to countries such as these which currently depend on a single source or are without access to gas at all. The statistics bear out Caspian gas’s importance to countries in the region: the gas that TAP will transport represents approximately 40%

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of Bulgaria’s need (1bcm/a), a third of Greece’s gas demand (1bcm/a), and around 12% of Italy’s gas demand.

Knock-on benefits and Stakeholder engagement While energy security is the bigger picture, the TAP project is already impacting positively in other ways, as investments of this size often tend to. For one, it has created thousands of direct and indirect jobs in its host countries. Currently more than 5,200 people work for the project in Greece, Albania and Italy, as part of TAP’s network of key contractors. Also, there are numerous people employed at subcontractor companies, which provide various goods and services to the project. The company is also ensuring that the host countries see the benefits too. Mr. Bradshaw tells us: “We are investing over 55 million Euro in projects along our neighbouring communities. These include rehabilitating schools, cleaning marine litter, donating equipment to fire brigades and emergency services, to name just a few. We have also rehabilitated 58 kilometres of access roads and bridges in Albania, which also benefit over 200,000 people.” It has involved its stakeholders at every part of the journey, implementing stakeholder engagement plans for each country - highlighting the importance of good business practices and corporate citizenship to the company. Mr. Bradshaw says: “An overall stakeholder

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MTC MAKEDONIKI GROUP In an era when the environmental burden has reached critical levels, to achieve acceptance of a major technical work, the project-affected population should be convinced for the necessity of the project, its contribution to the public interest, the fair compensation for any impact, and the implementation of every possible mitigation measure. In the context of the Trans-Adriatic Pipeline Project, all Contractors of TAP AG are committed to the Principles and Values of the Company, which has as a benchmark the Performance Requirements of EBRD. This commitment generated brilliant results in the acceptance of the project by the Stakeholders, and to the Project itself. TAP is an international best practice in terms of technical excellence, quality of procedures, and respect to the environment, the local communities and all the personnel involved with the high levels of Health and Safety rules it has established. Our three companies, MTC - Makedoniki (Engineering Consultancy), INFODIM (IT and GIS) and ENY (Law Firm) had the privilege to be awarded the Land and Easement Acquisition (LEA) activities along TAPâ&#x20AC;&#x2122;s route in Greece (550 km â&#x20AC;&#x201C; 13,000 directly affected persons), in an excellent collaboration with the Management and Executives of TAP (TAP LEA team). In the context of LEA activities, the local unique characteristics have been treated by our 3 Companies with professionalism and respect, with ingenuity in coming up with original solutions and with the use of every modern technology. The high rate of acceptance and voluntary agreements with the project-affected persons is a result of keeping Stakeholders informed, resolving issues (e.g. cadaster) as they arise, offering fair compensation, and providing support whenever needed. All these based on meticulous and transparent documentation with the use of specialized IT and GIS tools and, constant and responsible on-site presence of experts eager to engage in a meaningful and transparent manner, with a view to resolve issues and address requests and concerns in the best possible way. www.makedoniki-etm.gr

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engagement strategy and comprehensive stakeholder engagement plans for each country guide the detailed identification and mapping of the full range of stakeholders. Through these engagements, the process is also refined over time as appropriate to be as meaningful and effective as possible for stakeholders. In Greece alone for instance, more than 800 community meetings and 45,000 individual ones have been conducted, in order to explain to local residents the why, when, and how of the project.”

Partnerships Diverse is a word that could be used to amply describe TAP’s partnerships, which range from its host countries to community groups, and the corporations it works with on the operations. Mr. Bradshaw tells us: “First and foremost, TAP enjoys a very robust cooperation with the host governments of Greece, Albania and Italy. They have been staunch supporters of our pipeline and continue to be fully committed to making TAP a reality. However, most important of all is our partnership with the communities living along the route where the TAP pipeline traverses. We are guests, and, as such, remain committed to holding an open dialogue and building trustful and lasting relationships with the communities residing along the pipeline route.”

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ENERECOâ&#x20AC;&#x2122;S INTERNATIONAL teams provide prefeasibility and feasibility studies, basic and detailed design, including studies related to environment and safety, owner engineering, and assistance to procurement and authority engineering, construction and commissioning management and maintenance services. We are able to combine design requirements with environmental and social concerns: environmental engineering aims at preserving and improving natural resources as well as considering social impact. www.Enereco.com

TRANS ADRIATIC PIPELINE For the project execution, Technip, SNAM, UTG and RSK are providing project management services, Corinth Pipe Works and Salzgitter are supplying line pipes., In addition the companies Bonatti J&P Avax, Spiecapag, MaxStreicher and Saipem are constructing the pipeline and Renco Terna are constructing the compressor

Impact Assessment (ESIA) process. This was conducted in each of the transit countries by technical experts and in consultation with all relevant stakeholders. A number of measures have subsequently been taken which show the firmâ&#x20AC;&#x2122;s commitment

stations. Combined, these companies have made their own commitment to hire locally, Mr. Bradshaw estimates that some 85% of the people working for the TAP project in Greece and Albania have been employed locally so far.

Environmental Sustainability and CSR Natural gas is a relatively clean form of energy, but a project like TAP inevitably brings challenges to ensure that the environment is adversely impacted in any way. Before any work was carried out, the team identified potential environmental and social impacts as part of their thorough Environmental and Social

to put sustainability into practice. Examples of this range from sensitive water management (including the re-use of hydrostatic test water), to reducing the width of the pipeline right of way in forest or other areas of concern, comprehensive waste management, the use of low impact, non-toxic and biodegradable chemicals, preserving valuable topsoil, translocating olive trees and of course, careful pipeline route selection.

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As previously mentioned, TAP will invest over €55 million the communities along the pipe’s route as part of its commitment to Corporate Social Responsibility in. Mr. Bradshaw singles out three initiatives in particular which have been brought about by TAP - one in each country: “In Greece, we have invested in specialised equipment for the maintenance and full operational restoration of the firefighting fleet of the Central Macedonia Fire Brigade; in Albania, we rehabilitated a double lane bridge in the city of Çorovoda, which will improve transport infrastructure as well as access to the main hospital in the city; and finally, in Italy, we offered a high-level training programme dedicated to the food sector, aiming to enhance the service quality in the tourism sector.”

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A stable future for Europe’s Energy At a time when countries are looking to move away from the most polluting fossil fuels of oil and coal, TAP is a hugely positive step in the right direction towards a cleaner and more sustainable Europe. When it begins operations in 2020, it TAP will add to a whole new reality for European energy. When asked about the legacy he hopes it will have, Mr. Bradshaw is emphatic: “we can build a true long-lasting legacy for our shareholders, the host countries and the communities along our route. A legacy in which we can all take pride.” He concludes: “With regards to how we want to be described after one or two decades of operation, it’s simple. When our pipeline starts transporting Caspian gas in 2020, we want to look back with satisfaction at a job well done - Not only a strategic piece of infrastructure, but a pipeline that: safely delivers Caspian gas to Europe, has minimal environmental, cultural and socio-economic impacts during its construction and operations and respects and cares for the communities and stakeholders along the route.”

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TAN

AZERBAIJAN TO THE 36

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TANAP

NAP

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TANAP Traditionally, the jokes which Russians made about Azerbaijanis revolved around them being extremely wealthy. One such joke from the 1960s involves an Azerbaijani gentleman arriving in his restaurant and putting his bag on the table. The waiter politely says: “Sir, would you remind removing your bag from the table?” To which the Azerbaijani gentleman responds: “That’s not my bag, it’s my wallet.” This wealth came from oil and gas, which has traditionally been a huge source of revenue to the Azerbaijan economy. These resources were supplied to other central Asian states, but only recently, with energy security coming to the fore, did the idea to send the assets further afield.

The TANAP (standing for Trans Anatolian Natural Gas Pipeline), achieves this goal, sending Azerbaijan’s gas to far as Turkey and beyond into Europe. When completed, TANAP will run through 20 Turkish provinces until it arrives at the GreekTurkish border in the ípsala district of Edirne. Once it reaches here, it can provide European nations with steady flows of gas. It’s a huge step for the diversification of Azerbaijan’s energy exports, effectively bringing a central Asian country right to Europe’s doorstep, and undoubtedly opening up other avenues for trade between the blocs. 208

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“A transformational project” The World Bank provided a $400 million loan to make the TANAP project, which they call “transformational,” a reality. Cyril Muller, the World Bank’s Vice President for Europe and Central Asia said: “TANAP will not only boost competitiveness and create economic opportunities for people in Azerbaijan and Turkey, it will also support regional trade, improve connectivity, and support energy security in Turkey and in Europe.” The project’s statistics give some idea of its scale, and perhaps an indication of why it has taken so long to come to fruition. Including a 19km stretch running under the Sea of Marmara, the main pipeline within Turkey alone comes to 1,850km. Bear in mind, too, that this isn’t piping alone - piping is only part of the network required to make TANAP a success. It also includes 7 compressor stations, 4 measuring stations, 11 pigging stations, 49 block valve stations and 2 off-take stations to supply Turkey’s own domestic gas network.

A commitment to an integrated management system The terrain of Central Asia and Turkey is another reason why a project like TANAP probably took so long to be realized. Vast mountain ranges, rocky terrain and arid land make for stunning landscapes, but present a myriad of challenges

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TANAP

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The system that it has in place ensures that TANAP always carries out its obligations with the highest quality with care to minimize impacts on health, safety, environment and communities. The system is process-based, and fully compliant with all aspects of ISO 9001, ISO 14001 and OHSAS 18001 standards. Furthermore, as the largest FDI project ever conducted by the Azerbaijani state, the government are keen for it to be a flagship project which sets new standards and projects a positive image of the country abroad.

Minimal Environmental Impact Natural gas is a relatively clean form of energy, but projects of the size of TANAP could lead to

The Sustainable Business Review - Quarter 3 2017

detrimental environmental impacts if not managed TANAP have put in place a range of measures w aspect of this has been how independent consult to oversee the environmental aspect of operations

The external consultants are responsible for an E each year of TANAPâ&#x20AC;&#x2122;s operations, which also be TANAPâ&#x20AC;&#x2122;s route. All sensitive areas along the route ( been identified through a thorough survey. This su sites which were previously unknown.

d properly. Keenly aware of this reality, the team behind which minimize all such risks. The most encouraging tants and assessors have been invited onto the project s.

ESIA (Environmental and Social Monitoring) report for enefits from stakeholders such as communities along (archeological, ecological, soil and water, etc) have also urvey identified 9 fauna species and 106 archeological

TANAP

Other measures in place include special protective measures being integrated into pipeline route selection and design activities to avoid or mitigate impacts to environmentally sensitive areas. An engagement strategy has also been put in place to achieve mutual understanding between project stakeholders and TANAP, where they can both participate and be consulted on the ongoing decision making process of the project.

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TANAP

Tekfen Construction and Installation Co., Inc., Today a leading organisation in challenging fields of contracting activities but also a studious environmentalist, traces its roots to an engineering consulting company established in 1956. An uncompromising dedication to global quality standards in its business conduct has underscored the company's consistent growth and stability for six decades. Presently, Tekfen Construction, as an affiliate of Tekfen Holding Co., Inc., is a respectable signature as an international contractor with major accomplishments in Turkey, the Middle East, North Africa, Caucasia&Central Asia. It’s wide span of activities range from heavy civil works to refineries and petrochemical plants; from high rise buildings to major industrial processing plants; from pipelines and marine structures to power plants, electrical and communication works. With its sister companies and strategic partnerships, Tekfen is capable of extending its services to large span of clients, worldwide. As an ISO 9001:2008, ISO 14001:2004 and OHSAS 18001:2007 certified Company, Tekfen is dedicated to higher quality standards, aiming excellence through "continual improvement" and strict belief in "teamwork" and that uncompromising commitment to people is evidenced by its outstanding accident-free record on projects throughout the world. Within Tekfen’s ongoing projects, TANAP’s Lot 3, the Sivas Eskişehir section of the approximately 1.900 m long TANAP line, stretching through the provinces of Sivas, Yozgat, Kırşehir, Kırıkkale, Ankara and Eskişehir, is one of the most important one. This 509-km section has been being laid with 56 inch pipes and include 14 valve stations and two piging stations. Added to the Lot 3 of TANAP’s main line, construction of 3 compressors and 4 metering stations are also within Tekfen’s scope with another contract.

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Partnerships Constructing over 2,000km of pipeline and the requisite support network simply couldn’t be achieved by any one organization. The tenders for TANAP attracted bids from all over the world, reflected in the companies that have been given responsibility for different parts of the project. These range from local Turkish firms to those as far away as the United States, all working together to ensure that Azerbaijan’s largest ever infrastructure project is a benchmark for others to follow. These include Bechtel International, which dealt with the specifics of the complex engineering procurement, and construction management project: Trysan, a Turkish firm, which took care of engineering, procurement and management of the camps along the route; ABB of Sweden, which was responsible for telecoms in the project, and Italy’s Nuovo Pignone, taking care of the gas turbine driven turbo compressors (CS1 and CS5).

The Sustainable Business Review - Quarter 3 2017

TANAP

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TANAP

Linking the past to the future The archeological findings found along the route of the TANAP are testament to the long history of communities along its pathway. In the west, we’re often guilty of overlooking the significance of countries only slightly beyond the horizon, such as Turkey and Azerbaijan. The presence of TANAP is one step to ensuring that won’t happen again and that ties between Europe and Central Asia are as strong as they’ve ever been. By the time it is finished in 2018, TANAP will enhance the profile of both Turkey and Azerbaijan as regional energy hubs, provide employment to thousands in areas which in the past, have lacked employment opportunities, strengthen ties between two regions, and of course, bring a new level of energy stability to central and eastern europe. Clearly, it’s no understatement to say that the TANAP project is transformational.

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The Sustainable Business Review - Quarter 3 2017

ELECTRICAL SUPPLY BOARD IRELAND

ESB

UNLOCKING A BRIGHTER FUTURE

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For more than a century the world has placed reliance on massive power plants and power grids to provide energy to power our homes and businesses. The energy landscape is undergoing change as many types of new connected technologies, which have mushroomed outside the electricity grid, are changing how we interact with our energy supply.

ESB

is leading the transformation of electricity to benefit industry, domestic customers and the environment. The company was established by the Irish government in 1927 to develop Irelandâ&#x20AC;&#x2122;s electricity network. They operate a range of generation assets across the Republic of Ireland and the UK including nine hydro stations, 11 thermal stations and 19 wind farms â&#x20AC;&#x201C; amounting to a total of 5,727 MW, with a further 112MW under construction.

The Sustainable Business Review - Quarter 3 2017

ELECTRICAL SUPPLY BOARD IRELAND

A Vertically Integrated Utility

establishment of regional energy markets (REM); and lastly a challenging European and Irish economic environment.

ESB Chief Executive, Pat O'Doherty told TSB Review that there is currently significant uncertainty for European power utilities and that ESBâ&#x20AC;&#x2122;s strategy has been framed to

ESB has identified vertical integration as providing balance and adaptability in the context of uncertain environments. They have evolved into a strong, diversified, vertically integrated utility. Today, they operate right across the electricity market: from generation, through transmission and distribution to supply. Additionally, ESB extracts further value at certain points along this chain: supplying gas, using their networks to carry fibre for telecommunications, developing electric vehicle public charging infrastructure and much more.

ESB creates value by managing and developing a portfolio of activities across the energy value chain. Key brands within the group are: -Electric Ireland is the retail arm of ESB, supplying electricity, gas and energy services to the business and residential markets in the Republic of Ireland and Northern Ireland. - ESB Networks builds and maintains the transmission and distribution system through which electricity flows from generation stations to supply points near cities and towns across Ireland. respond to drivers of change like future fuel prices, decarbonisation and technological evolution. He highlighted three factors that will transform ESBâ&#x20AC;&#x2122;s operational context. The first is the European and national energy and climate policy; followed by market integration through

-ESB International works in partnership with clients to deliver modern, efficient and dependable energy systems and have completed projects in more than 120 countries including Europe, Asia, Africa and the Middle East. Quarter 3 2017 - The Sustainable Business Review

THE SUSTAINABLE BUSINESS REVIEW -ESB Telecoms DAC is a wholesale telecommunications provider that owns and manages a portfolio of more than 400 telecommunications towers and sites nationwide, they provide transmission services for mobile and wireless operators, private communications companies and emergency services. -NIE Networks owns the electricity transmission and distribution networks, serving over 840,000 customers in Northern Ireland.

Market integration to an all â&#x20AC;&#x201C; island electricity market by

2025

In response to the integration of the UK and Irish electricity markets, ESB is growing the scale and capabilities of its generation, trading and supply businesses so that they can compete within this new all-islands competitive environment. ESB currently generates electricity in the UK as an independent supplier after entering the market in 1992 with the development of a 350 MW power plant at Corby, Northamptonshire. Since then, ESB has significantly grown its presence across the UK. They also own the 884 MW power plant at Carrington, two

The Sustainable Business Review - Quarter 3 2017

ELECTRICAL SUPPLY BOARD IRELAND windfarms in England and Wales. The Carrington plant is flexible and can ramp up power quickly by switching to renewables such as wind and solar on the grid system at any given time.

They are also constructing a new £190m renewable power facility at the Port of Tilbury, Essex. This marks ESB’s first investment in the UK’s biomass sector with the plant generating green electricity from waste wood. ESB is scheduled to start selling electricity and gas to consumers in the UK next year. Further investment in power projects in the UK also affords ESB International the opportunity to deliver growth in a neighbouring market of strategic importance.

Transforming Future Energy New technologies have revolutionised the energy industry. The customers of today are nothing like the customers of a few years ago. They need greener solutions, faster connections and more flexibility. Responding to this need, networks are becoming smarter, allowing customers to take control of their energy in a way that was never possible before, increasing efficiency and enabling them to turn from user to producer. In 2015, ESB entered into a joint venture with Vodafone to deliver a 100% fibre-to-the-building broadband network. They launch SIRO, a company that delivers a 100% fibre-to-the-building broadband network, with speeds of up to 1000 Mbps. This ground-breaking project is helping to propel Ireland into the ranks of the world’s fastest broadband countries and open a new

Quarter 3 2017 - The Sustainable Business Review

THE SUSTAINABLE BUSINESS REVIEW world of possibilities for Irish consumers and businesses. At the core of all these technologies is the environment and ESB is harnessing the power of solar, wind, wave and storage to generate green energy. ESB’s foray into green energy began in 1998 when it opened its first wind farm in Ireland, Crockahenny. The wind farm has a combined

Investments in infrastructure partnerships include: -Kingspan and ESB joined forces to bring Funded Solar, a solar PV product that enables a business to use its roof space to generate clean, renewable electricity, without any upfront capital costs. -ESB and Bord na Móna set up a codevelopment agreement to develop solar power in three locations in Ireland: Roscommon, Offaly and Kildare. They will provide renewable energy to power the equivalent of 150,000 homes. -ESB and UK Green Investment Bank plc (GIB) are jointly investing in a new £190m renewable power facility at the Port of Tilbury,

capacity of 5 MW which is enough green energy to meet the electricity needs of around 3,000 homes. ESB now has an operational wind portfolio of over 400 MW and supplies clean electricity for 240,000 homes. In 2010, ESB established the ecars business unit to roll out the charging infrastructure for electric vehicles (EVs) and to support the introduction and demand for EVs nationally. ESB installed 1,200 public charge points across the island of Ireland, including fast and standard charge points. ESB currently pledges to install free home charging points for the first 2,000 ecars sold in Ireland.

The Sustainable Business Review - Quarter 3 2017

ELECTRICAL SUPPLY BOARD IRELAND turbines. This new investment adds to ESB’s existing platform of 400 MW, which is being developed in partnership with Coriolis Energy alongside an additional partnership with Savills to deliver a further 35 MW project.

Essex. The project marks ESB’s first investment in the UK’s biomass sector with the plant generating green electricity from waste wood. -ESB and REG Power Management recently signed a Development Services Agreement spanning two concept-stage wind farms in Scotland which will have a combined capacity of approximately 400 MW. The farm at Knockodhar could accommodate up to 50 turbines and Greenburn, approximately 15

Smart Energy Services Smart Energy Services was established by ESB in 2016. This business unit works with large energy users to identify and implement efficient, cleaner and more affordable energy solutions. This is done by using data analytics capabilities, demand response management platforms and leveraging cutting-edge technology and finance to reduce energy

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The Sustainable Business Review - Quarter 3 2017

ELECTRICAL SUPPLY BOARD IRELAND

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THE SUSTAINABLE BUSINESS REVIEW consumption and costs for industrial and commercial customers. During its first year of operations, Smart Energy Services partnered with more than 50 Irish and UK companies, including Tesco, to help deliver energy savings of over €20 million and reduce their energy use by more than 25%. The division aims to achieve €50 million in savings with its partner companies by 2018.

A skilled and capable workforce ESB has a highly trained and committed workforce of more than 7,000 people operating in their diverse and high-skill business units. Five percent of ESB is held by the trustees of

The Sustainable Business Review - Quarter 3 2017

an Employee Share Ownership Plan. Every year, ESB Networks invests about €8.6 million in skills and training for its employees. In 2016, ESB was awarded the Chambers Ireland Award for Overall Excellence in Corporate Social Responsibility (CSR). The award also recognises the CSR impact of their staff through the operation of their social justice fund, Energy for Generation Fund and the volunteering efforts of their staff. In 2016 their staff recorded over 30,000 volunteering hours. Annually the ESB Networks Apprenticeship Programme attracts a high number of applicants

ELECTRICAL SUPPLY BOARD IRELAND with participants learning a variety of electrical and practical skills. Approximately 300 apprentices are currently receiving world class training at their training centre in Portlaoise, Co Laois. Their award-winning Graduate Development Programme is also highly sought after by students. The three-year tailored programme offers students placements across

The company helps to develop future talent by supporting the development of skills in science, technology, engineering and maths (STEM) through partnerships with Science Gallery Dublin, Web Summit (ESB Spark of Genius) and Engineers Ireland. Through their partnership with the Science Gallery, they run MAKESHOP workshops to bring basic electronics workshops to young people across Ireland using their network of ESB volunteers. They also actively work with Techspace, a national movement that aims to change the lives of young people in Ireland by becoming Ireland’s leading creative technology network for outcome focused youth development. A further €1 million a year is donated through support for Electric Aid, staff volunteering, in-kind support and other CSR initiatives. Their Wind Farm Community Funds

a range of disciplines including Engineering, IT, Digital, Data Analytics, HR, Marketing Accountancy and Business.

Building a brighter future for our communities ESB has a presence in every community in Ireland and they play a vital role in supporting these communities to build a brighter future and help them reach their full potential. The Energy for Generations Fund awards more than €1 million through quarterly funding to charities working in the areas of suicide prevention, alleviation of homelessness and education access and support.

are in place for all 19 of our wind farms across Ireland and the United Kingdom and they have invested €5m over the last five y ears i n these communities and supported almost 450 projects in total.

Game plan for 2025 The

plan

2025,

ESB

will

delivering one-third of its electricity from renewable generation and will achieve carbon net-zero by 2035. ESB is proactively supporting wind and solar energy through the trialling of ocean energy, the use integration of battery-storage and technologies and investing options to reduce the carbon intensity of its coal-fired and peatfired stations.

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In Ai

CA TO OL

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ATHENS INTERNATIONAL AIRPORT

Athens

nternational irport:

ARRYING THE ORCH FOR THE LYMPIC CITY

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THE SUSTAINABLE BUSINESS REVIEW Greece is renowned the world over for its shipping industry, being home to some of the worldâ&#x20AC;&#x2122;s largest companies in that industry. Thanks to Athens International Airport, the country now has a recognized name in the airline industry as well. In just over 20 years since it was first founded, the airport has become one of the real success stories of Greece and is now leading its revival after the economic crisis.

The Sustainable Business Review - Quarter 3 2017

2017 looks like setting another record year for passengers using the airport, eclipsing the 2016 record of 20 million people. In each of the past 4 years, passenger numbers have grown in double digits, and increasingly coming from more and more diverse regions. By its 2016 figures, the airport is the fifth most popular in Southern Europe and growing faster than any others in the top five. Hiring over 13,000 people, it also contributes over 2% to the Greek economy - meaning its success is inextricably tied to that of its country.

ATHENS INTERNATIONAL AIRPORT

Beginnings Athens International Airport S.A. was established in 1986 as a public-partnership, with the Greek state holding 55% of shares and the private sector holding 45%. It was the first major global greenfield airport with the participation of the private sector - with finance composed of bank loans, private shareholders equity and EU and Greek State grants. The low-fare flight revolution still hadnâ&#x20AC;&#x2122;t gained much traction when Athens International

Airport was given the green light, so its planners showed remarkable prescience in bringing the project to reality. Furthermore, it has weathered economic storms by creating a diverse set of revenue streams everywhere from a real estate portfolio to commercial and marketing operations in its terminals.

Setting benchmarks in aviation One of the benefits of being a relatively new airport is the ability to look at what has worked and what hasnâ&#x20AC;&#x2122;t in airports across the globe. Primary among these are the highest standards in safety and security, efficient transfers for passengers, minimal delays on the ground or in the air and state-of-the-art technology and equipment.

Athens International Airport is also Greeceâ&#x20AC;&#x2122;s first 24-hour airport operation, with operations on two independent runways and terminal capacity. While these have all proven attractive to international aviation companies in the past 20 years, they can also avail of attractive incentive schemes, which makes AIA more attractive relative to its competitors. Quarter 3 2017 - The Sustainable Business Review

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A balanced stakeholderfocused approach Materna ips has been a leading player in the aviation industry for over three decades with a onestop-shop portfolio consisting of check-in, baggage drop-off and access solutions for passenger handling. Our long-term track record is your guarantee for fieldproven, reliable, secure and costefficient solutions that simplify your passengerâ&#x20AC;&#x2122;s journey. www.materna-ips.com

The Sustainable Business Review - Quarter 3 2017

The corporate policy of Athens International Airport is based on responsible and efficient collaboration with all of its stakeholder, right from its business clients and air travellers to its employees, shareholders and members of the local community. Because there is such a large government holding in the business, it needs to be reflected in a strong commitment to public service. The policy applies to other areas of the Athens International Airportâ&#x20AC;&#x2122;s dealings as well, with the company looking to surpass expectations in the realm of corporate social responsibility wherever possible. The reality is that Athens International Airport serves as a first point of

ATHENS INTERNATIONAL AIRPORT

contact for many tourists and business people entering Greece, and what comes across is that it takes its role as national ambassador very seriously indeed.

Looking to the environment As the nexus of a community of stakeholders, Athens International Airport is not alone in wanting to care for the environment. Since the airportâ&#x20AC;&#x2122;s inception, it has been a priority and AIA and its partners are committed to both protecting the environment and preventing or lessening impacts wherever possible, as reflected in the companyâ&#x20AC;&#x2122;s Corporate Environmental Policy and procedures.

Environmental

conditions

are

closely

monitored at the airport and its vicinity, and it has implemented a number of initiatives based on international best practice for improving its environmental performance. The company is also in continuous engagement with its own employees, the airport community and local community to raise awareness about environmental issues.

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Simon Technologies SA SIMON TECHNOLOGIES SA provide advanced turnkey Communication and Security Systems solutions for their clients. They are the official partner of the largest manufacturers of security and communication products in the world. Their integrated Airport solutions rely on the cutting-edge technology that the world has come to expect from BOSCH, VANDERBILT, NEC security and protection products. As a highly recognised and valued brand throughout Greece and the Balkan countries, SIMON TECHOLOGIES SA has grown its reputation over the past 30 years, providing over 25,000 security and communication solutions to both private and public sectors clients including Athens International Airport (AIA).

The Sustainable Business Review - Quarter 3 2017

They have a team of experienced engineers who consult on site and can propose a turnkey solution which is economical and responsive to the clientâ&#x20AC;&#x2122;s needs. They only use specialist technicians to undertake the installation of the systems and provide full after service support for any extensions or improvements. They recently won the bid, following an international tender process, for the supply and installation of Access Control systems at collection and packaging facilities in the Seychelles for TAI-UNION. For more information about Simon Technologies productsâ&#x20AC;&#x2122; portfolio and provided solutions, please visit website: www.simon-technologies. com

ATHENS INTERNATIONAL AIRPORT Primary among the environmental initiatives in which the airport actively participates is that led by Airports Council International (ACI) Europe, which is aimed at managing greenhouse gas emissions (GHG) with the cooperation of airport operators. Under their terms, Athens International Airport has been upgraded to level 3+ Neutrality of the Airport Carbon Accreditation Programme. 676 Last but not least, by investing strongly in the area of energy efficient infrastructure and operations since its foundation - and increasingly so over the past 10 years - the company has managed to significantly reduce its carbon footprint to the extent that it became the first carbon neutral airport in Greece in 2015 - a credit to the Environmental Management System which it has developed over the course of several years.

Partnerships As the previous sections alluded to, Athens International Airport is just the nexus of a large number of stakeholders. Primary among these are the suppliers which allow it to maintain a world-class service to its passengers. Among them are Greek firms like Simon Technologies, OFC Aviation Fuel Services and Generali Hellas Insurance, who look after technology, fuel and finance respectively. Among the international partners are the German Materna Gmbh, Swedenâ&#x20AC;&#x2122;s ABB Aviation and Qatarâ&#x20AC;&#x2122;s Aktor Facility Management - providing services in technology, ancillary aviation services and facilities respectively. Many of these companies also bring expertise gleamed from other engagements which AIA can leverage at its base.

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ATHENS INTERNATIONAL AIRPORT

An Ancient City looks forward The growth figures that Athens International Airport has experienced over the past few years tell their own story; one of the worldâ&#x20AC;&#x2122;s historical focal points has an airport befitting such a title. Although the city around it is ancient, in just over 20 short years, AIA has become an integral part of the cityâ&#x20AC;&#x2122;s infrastructure and its future growth. As Greece pulls further away from the recession which held it back for several years, Athens International Airport will play an important role in its burgeoning capital city.

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AEROPORTI

DI ROMA MADE IN ITALY

The Sustainable Business Review - Quarter 3 2017

AEROPORTI DI ROMA

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THE SUSTAINABLE BUSINESS REVIEW It is only fitting that Italyâ&#x20AC;&#x2122;s largest airport is named Leonardo da Vinci Airport, after the man who designed the first helicopter and flying machine in 1480. Also known as Rome Fiumicino, the airport was initially used during the 1960 Olympics to cope with the additional traffic congestion from Rome Ciampino airport. It officially started operating in 1961, and since then has undergone modernisation over the years, currently operating four runways. The airport is one of Europeâ&#x20AC;&#x2122;s busiest airports, serving 41.7 million passengers in 2016. Privatisation took place in 1997 and Aeroporti di Roma controls both Rome Fiumicino and Ciampino airports. Aeroporti di Roma S.p.A. is controlled by Atlantia S.p.A. which owns 96.7% of the shares. The remaining share capital is owned by the local authorities and some minor shareholders. The 2044 masterplan of Rome Fiumicino Airport aims to provide capacity for the expected increase of over 80 million passengers per annum. The plan concentrates on developing the area to the north of the existing airport and provides an additional two runways, new road and railway access, a larger passenger terminal, and an airport city and commercial development. The terminal has been designed in a figure H configuration and comprises four piers, two reserved for Schengen traffic and one for non- Schengen traffic and the other will be flexible. This development will mean a further increase in total capacity of an additional 50 million passengers per year. When the Master Plan is completed, the overall capacity of the system will exceed 100 million passengers per year.

The Sustainable Business Review - Quarter 3 2017

AEROPORTI DI ROMA

Piazza del Made in Italy Visitors to airport’s new commercial offering at Leonardi da Vinci airport can experience the quintessential Italian love for fashion, art, food and wine. It is located in Pier E and has been developed at a cost of €390 million. Called the ‘Piazza del Made in Italy’, it consists of a 10,000sqm shopping mall with tenanted by major luxury fashion brands like Valentino and Bulgari. There are over 40 fashion outlets which provide luxury Italian and international brands. Italy’s love of good food can be experienced at the airport with 3,000sqm of food stores. Shoppers can experience authentic Italian pizza at Farinella and Autogrill Bistrot. The Michelangelo Roman Bistrot offers a full-service restaurant and they stock a wide variety of prestigious wines from all the Italian regions. Heinz Beck, a star rated chef has chosen Fiumicino to open his first airportbased restaurant, which is called Attimi. Italian national cultural and artistic heritage is showcased through live shows and musical performances at the airport. Visitors to the international boarding area E this year will be surprised to find that it has been transformed into a museum thanks to a partnership between Aeroporti di Roma and the Ostia Antica Archaeological Park. Three original statues dating back

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AEROPORTI

to the 2nd century A.D. and found during the 1939 excavations are on display at the airport, representing Apollo, Aphrodite and the river god of the Tiber. Other initiatives have been implemented by Aeroporti di Roma to promote Rome and its environs and provide top-quality entertainment services to passengers and this is done through a collaboration with Ostia Antica Park. The latest initiative currently under way is â&#x20AC;&#x153;Navigare il Territorioâ&#x20AC;? (Navigating the Area), a project that enables the public and passengers to visit the Imperial Ports of Claudius and Trajan free of charge. These are directly linked with the airport by means of a free shuttle service. The architectural concept of the shopping area was created with reference to the historic and artistic heritage of the City of Rome. The design is infused with classic shapes, transparency and maximum use of natural light and large windows, providing an outdoor experience.

Rated number 1 in Europe by ACI The ACI- Airports Council International has rated Leonardo da Vinci first out of 300 airports after surveying travellers about the quality of service that was offered to them. This award came even though the airport had to cope with increased passenger flow for the year. The features most appreciated by tourists are staff reception and airport comfort. Security controls was rated well for staff courtesy, precision and speed. Passport controls were also rated high, primarily due to the speed of the control and the installation of a 32 eGates, for the digital reading of European passports.

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AUTOMATED PASSENGER CHECKPOINT

CASSIOLI The effective management of transfers and baggage screening is a priority for airports around the world. The baggage must be moved, manipulated and controlled with accuracy, speed and security. CASSIOLI Airport Division is the answer to this challenge. The full range of products BHS and aptitude for innovation, quality and improved production processes, enable solutions CASSIOLI Airport Division to meet the needs of modern airports. www.cassioli.com

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AEROPORTI DI ROMA

“The Piazza del Made in Italy has become a worldwide benchmark for comfort, convenience and quality shopping and for its food and wine range, in addition to enterprising cultural initiatives, and contributed significantly towards the airport winning the top ranking” said Aeroporti di Roma CEO, Ugo de Carolis.

of the “Atlantia care”, which has seen the company increase investments in infrastructure and quality services, focusing attention on passengers and their needs.

Carolis explained that Fiumicino began its climb towards efficiency in 2013, when it ranked bottom place among all major airports. This new customer experience is because

The group cares about the welfare and quality of life of its employees and have a number of initiatives in place to improve each person’s work-life balance. They have set up tools for

Welfare and quality of life of employees are central to work- life balance

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THE SUSTAINABLE BUSINESS REVIEW listening to the needs and expectations of employees, for managing any personal difficulties and/or problems. They believe that the welfare of the company is based on the ability of the organisation to promote and maintain a high degree of physical, psychological and social well-being of workers at all levels and roles. The corporate welfare initiative includes health care, family care and people care initiatives and Aeroporti di Roma is committed to the development and enhancement of people who work at Fiumicino and Ciampino.

Improving the management ofairtraffic control Airport Collaborative Decision Making (A-CDM) is an operational procedure aimed at improving the management of air traffic. This is done through an exchange of information between all stakeholders like airport operators, handlers, airlines, air traffic controllers, and CFMU - Central Flow Management Unit. This new process allows for high levels of efficiency and punctuality through the optimization of traffic flow and management of airport capacity,

The Sustainable Business Review - Quarter 3 2017

AEROPORTI DI ROMA

SOME THINK AIRPORT EFFICIENCY HAS REACHED ITS LIMITS. WE THINK DIFFERENT. “Streamlined” is a term often used in the aviation industry. Where some apply it to aeronautics, we apply it to excellence in baggage handling. BEUMER Group offers a unique blend of hardware, software and “brainware”. For us, streamlining doesn’t simply mean quicker, greener and safer technology. It means seamlessly integrating end-to-end baggage handling solutions that meet an airport’s specific requirements. For us, efficiency doesn’t end with project commissioning; it just starts there. Our global Customer Support organisation ensures you reap efficiency gains from day one and continue to do so long into the future. For efficiency without limits, visit www.beumergroup.com

BEU_AirportsCrisbag_AirportAdvertIndia_165x117_EN.indd 1

21.06.16 13:37 reducing delays, better forecasting events and optimizing the utilization of resources.

The A-CDM procedure starts with the transmission of the ATC flight plan 3 hours before the EOBT (Estimated Off Block Time) and continues through 16 milestones that describe the progress of the flight in all its phases until take-off of the aircraft (ATOT Actual Take Off Time). The benefits of A-CDM is that airlines adhere to slots reducing taxing times. Ground Handlers practise better planning and use of resources. Airport operators benefit from a reduced environmental impact; improvement in punctuality, better planning and management of gates and stands; and maximum utilization of capacity.

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Intermodality and sustainability The terminals system is being extended as per the Master Plan and a feature of the airport facilities planned is the flexibility and the high degree of intermodality of the links with the territory and the city. 50% of passengers will reach the new airport using public transport, integrated and connected through an innovative Ground Transportation Centre.

To improve connectivity with the airport, passengers are provided with many services, from Easy Parking car parks to the free carpooling services, which allows the airport community to provide and/or request journeys to and from their workplace, using private cars and thus helping to reduce traffic and carbon dioxide emissions. There is a high level of environmental sustainability flowing from the development, making Fiumicino a virtuous example thanks

The Sustainable Business Review - Quarter 3 2017

AEROPORTI DI ROMA

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THE SUSTAINABLE BUSINESS REVIEW to self-generation of energy and use of renewable energy resources. Aeroporti di Roma has adopted local area values in the new facilities, providing integrated management of the recycling of waste and the realization of appropriate environmental compensation works. The new development features a technological power plant to ensure the self-production of 85% of the airports overall power requirements. Production of 30% of electricity requirements will be from renewable sources and the production of 50% of thermal power requirements will also come from renewable sources. There will be a reduction

of emissions equal to approximately 15,000 tonnes of CO2 per year. Aeroporti di Roma has put in place an efficient management system to effectively respond to the increases in traffic volume, while having regard to the quality standards of the service provided, safe conditions for aerodrome operations, health protection and safety in the workplace, environmental safeguards, and efficient use of energy resources.

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AEROPORTI DI ROMA

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AEROPORTI DI ROMA The system ensures environmental safeguards and energy efficiency: to deal effectively with any issues of water, noise and air pollution, and sustainable waste management. Aeroporti di Roma has committed towards sustainability through the certification by third parties of its management systems, according to international standards (QualityISO9001/Environment-ISO14001/Energy-ISO 50001/ Safety-OHSAS18001). They took a decision to reward and select suppliers that adopt quality, health, workplace safety and environmental management systems, defined and certified according to internationally renowned standards: ISO 9001, ISO 14001 and OHSAS 18001. Open communications with stakeholders is important within ADR Group’s sustainability strategy. The projects that they have launched with their stakeholders relate to aspects linked to limiting impact on the land, protecting the environment, energy efficiency and communicating with institutional entities regarding programming and planning activities. The group has also supported initiatives aimed at the community, such as Italian Foundations and Non-Profit Organisations, by funding and sponsoring charity and cultural projects.

Airport linked to Italy’s economic growth and competitiveness The airport is directly linked to Italy’s economy and is a key contributor to its growth and competitiveness. By its presence the airport is capable of producing a significant benefit to a country in terms of employment, added value and GDP. The economic impact of the European airport network on the GDP is estimated at 4.1%, while the impact of the Italian airport network on the GDP amounts to 3.6%.

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DOING IT RIGHT FROM THE BEGINNING

SANDFIRE RESOURCES

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SANDFIRE RESOURCES

n the first half of the last decade, the world was in the midst of a commodities boom, and mining firms were seemingly springing up on a weekly basis, in the rush to convert mineral resources into wealth. Many of these firms closed operations shortly afterwards their fortunes fading with that of the commodity prices they staked their futures on. By contrast, Sandfire Resources, founded in 2003, is the second-largest publicly listed copper producer in Australia. The ongoing success of Sandfire Resources is testament to its founders, a group of Australian mining entrepreneurs, each with over 30 years of experience in exploration, development and mining. Beginning back in 2009 with the DeGrussa Copper-Gold Mine in Western Australia, their most recent project is the Black Butte Copper Project. We recently caught up with Karl Simich, Managing Director and CEO of Sandfire Resources, to talk about the project and its impact on Montana in the United States.

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Introducing the Black Butte Copper Project The Black Butte Copper Project is the first time that Sandfire Resources has ventured outside of its home country, Australia. Located in central Montana, it bought into and funded the project through Canadian mining firm Tintina Resources. Sandfire Resources has already invested over several million in Tintina and holds a 61% stake. Both companies have made a strong commitment to doing it right from the beginning = in every sense of the word. At full capacity, it will employ 265 direct employees and full-time contractors and as Mr. Simich tells us, “Black Butte will be the largest employer in a 100km radius, creating economic opportunity for the region while building transferrable skills to a workforce. Young and talented students have not been returning to their homes after attending college, and workers who would traditionally remain on family owned ranches have been forced to look for employment in other counties and states. They all want to come home.”

The project is also something of a coup for Sandfire Resources to show what it can do. As well as holding around 600,000 tonnes of copper, it has the potential to generate substantial social and economic benefits over the course of its initial 11-14 year project life, with outstanding exploration upside. What’s more, as a wholly underground mine, its surface impact is absolutely minimal.

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Contributing to Montana Montana has lost many of its young skilled people to other regions and Sandfire Resources and Tintina are committed to making a lasting impact on the community and bringing some of them home. As well as working with all local stakeholders, it is committed to transparency and ensuring all environmental regulations are met and exceeded. It is estimated that the projected will increase the tax take by around $20 million a year - money which can go a considerable way towards developing infrastructure and social projects in the area. As Mr. Simich points out: “Our responsibilities are many. Perhaps one of the most important things we can do with this project is to set a new standard, not only in Montana, but for the international mining industry. By meeting all exacting nondegradation standards, treating all waters on site and by returning this leased land back to full agricultural use once we have completed mining sets an example that we believe the industry will hold as a showcase for future mining projects.”

Balancing economic growth with the protection of natural resources The mining industry has developed its environmental credentials considerably over the past 30 years, with projects having to pass

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a number of ESG criteria before gaining the green light. The Black Butte Copper Mining Project was no different in this regard. In fact, Montana is even more stringent than most in this area as it has a rich tradition of caring for the land. Mr. Simich says: “In addition to this, we have recently hosted visits from four Montana tribal organizations who have appreciated our efforts to be respectful and minimize our environmental footprint. Our next outreach step is creating a Stakeholders Group made up of all segments of our community to make sure we are adding environmental and economic value to create a net positive impact. We can and will protect the environment. Montana has some of the strongest environmental laws in the world and we will meet and exceed them.”

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we’re talking about increased county, state and federal taxes; and we’re talking about a positive knock-on or multiplier effect, both during construction and operations, which could really be quite significant for the region,” says Mr. Simich of the project. The state of Montana is sometimes called the ‘Treasure State,’ and the ongoing success of the Black Butte project supports this lofty claim.

The Black Butte Copper Mining Project will use proven environmental protection methods, which will ensure any land which is disturbed through the mining process will be restored to its original condition after operations have finished. It’s a complex process, but one which Simich says “eliminates the need for a tailings pond, so there is no significant seepage, no danger of impoundment failure, and quick and thorough reclamation of the area back to its current use, cattle grazing.”

Right from the beginning, right into the future The Black Butte Project is considered one of the top 10 best projects of its kind globally. This in itself gives ample indication of the kind of impact that it can have on all of its stakeholders. As “To put it simply, we’re talking about jobs;

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BELIZE INFRASTRUCTURE LIMITED

Belize INFRASTRUCTURE LIMITED

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Beautiful

Belize: LAND OF THE FREE BY THE CARIB SEA!

The chorus line from the Belizean national anthem aptly describes this tranquil tropical paradise. Located on the Yucatรกn Peninsula, Belize shares a border with Mexico in the north and Guatemala in the west. Once part of the great Mayan Empire, Belize is now an eclectic mix of several diverse cultures. Belizeans are very passionate about sport despite limited funding and a lack of sporting facilities. The Government of Belize (GOB) has begun addressing this problem through several capital projects, creating sport and recreation infrastructure throughout the country. In 2012, the GOB decided to form a public company to act its agent to undertake the design, construction and management of capital projects in Belize. Initial emphasis was placed on sporting and other multipurpose facilities targeting at least one initiative in each municipality, the largest being the rebuilding of the Belize City Center.

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Belize Infrastructure Limited (BIL) Belize Infrastructure Limited (BIL) is the GOBâ&#x20AC;&#x2122;s executing agency with the overall responsibility to bring each project to fruition, from start to finish. A community engagement process began in late 2013 with each Municipality, assessing their needs and guiding them in the repurposing process for their existing sport facilities or assisting them in envisioning new facilities to fill certain gaps within their sporting services. BIL would then create the Terms of Reference for the project envisioned in order to procure the design team. Once the design was complete, BIL would continue to procure the construction team and follow through with the assisted supervision and necessary project management. The advantages of this execution model are that an independent company with international procurement operational standards allow for the process to function outside the immediate realm of government interventions and bureaucracy. It functions with the full transparency, efficiency, quality and competitiveness of any private sector company and, most importantly, would function with expediency.

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Creating Public Private Partner ships In late 2014, it was announced that the portfolio of BIL would be expanded to act as the Public Private Partnership (PPP) UNIT for the GOB, bringing private sector partners to the table and driving community infrastructure benefits as well as a wider range of sector services delivery partnered with private sector monies to grow the economy. The GOB has established priority projects in all sectors of Government within its recent five-year Manifesto, inclusive of large scale capital investments that vary from significant pieces of infrastructure to upgrading of services, physical and social. Christy Mastry, General Manager of BIL, believes that the future PPP opportunities will allow the private sector to come to the investment table in a wide array of sector development. She said that despite all its challenges, there is still no better partner that the Government who certainly is committed to its country. BIL, as an already established development company successfully procuring capital projects throughout the country, is currently poised to expand its procurement model into public private partnerships with capacity building through past regional IFI assistance, using this wider reaching advanced contracting model.

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Strategic Partnerships The Board of Directors of BIL are a productive mix of public and private sector allowing for expedient and effective decision-making with full awareness of the benefits, challenges and opportunities for each sector involved. The seven local Municipalities remain engaged in the project design, construction and handover through details Operations and Management contracts. They have an ongoing commitment to take these projects into their inventory to enhance community activities, youth sporting, build revenue stream and commitment to the ongoing maintenance and sustainability of the project.

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BELIZE INFRASTRUCTURE LIMITED BIL also engages with the Ministries of Sports, Finance and Works as well as the National and Local sports councils where sporting projects are being delivered to ensure the ongoing efforts of building youth sporting opportunities through these projects.

Promoting the use of local contractors BIL ensures that the procurement of licensed professionals from the Association of Professional Architects of Belize (APAB) and the Association of Professional Engineers of Belize (APEB) are included for all design work put out to bid. This extended to the procurement

for the General Contractor as well with criteria set for projects of comparable size, scale and nature as well as criteria for local participation to ensure the work was spread throughout the country by qualifying firms. Mastry believes that this set up has realised savings by alleviating internal capacity costs. The savings allow for more funds to be channelled to the projects and an investment in local professionals and specialized consultants. BIL staff also benefits from the exchange of specialised knowledge and skills. Local contractors were used creating much needed employment. Below are some of the project partners: â&#x20AC;˘ Falcon Field - the design/Build Contract for the construction rehabilitation of the Falcon Field Recreation Center and Facilities

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was awarded to Mr. Daniel Arguelles of International Environments Ltd from Belize City. • Victor Galvez Stadium – The contract for the construction phase of the Victor Galvez Football Complex and Facilities awarded to Mr Salvador Habet from BCG Ltd of Belize City. • Isidoro Beaton Football Field – The construction contract was awarded to Mr Pedro Lizarraga of Pedro R. Lizarraga & Sons Ltd of Red Creek, Cayo District. • Carl Ramos Football Complex- The contract for the construction phase of the Carl Ramos Football Field and Facilities was awarded to Mr. Hubert Usher from Hubert L. Usher & Sons Ltd from the Stann Creek district. • Belize City Center Arena and Cultural Complex -The contract for the construction phase has been awarded to the local JVCA of Medina’s Construction Ltd. / International Environments Ltd. • Punta Gorda Sports Complex – The contract for consulting services and architectural design was awarded to Mahung and Partners Limited. Sustainable recycling and reusing community spaces The set of sporting projects – over 12 in total with a budget of BZD $60 million, are all brownfield sites with prior usage at some point in time by the community. All projects

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can reuse, recycle and adapt what was on the ground. Social recycling of significant community spaces led to the projectâ&#x20AC;&#x2122;s significant success and the tremendous support from the end users before, during and after the construction completion. Where finances allowed, material choice assisted in the sustainability with local material more readily available, LED lighting, and even simple well water technology for watering of the fields where necessary. The Belize CITY CENTER development implemented green technologies such as high efficiency cooling systems, LED lighting controlled at variant levels of usage, steel frame technology and superior insulating systems for minimal climate control usage. The main floor has been designed +14ft above grade to serve as a disaster shelter from storm surge, a water collection and cistern system has been incorporated into the foundation providing grey water as needed for the building, as well as back up water supply for disaster scenarios.

Future Outlook With the completion of the sporting projects, the Government sees the growth of country through private partnerships as its next advanced challenge for the office of BIL. Over the past two years, the Lake Independence Master Plan has been in development, planning the area as a mixed-use district. The Plan is expected to generate over +220,000 Gross Square Feet on government-owned parcels alone that will be held together by a cohesive public space network that offers a range of environments and public amenities with a road system appropriate to the user groups of the area inter-connecting all adjacent private land in the Plan. This will be the next phase of development to come and hopefully another success story for the country of Belize. Quarter 3 2017 - The Sustainable Business Review

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SLC AGRICOLA

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SLC AGRICOLA Brazil is sometimes referred to in terms of “three, four and five.” It is the world’s third largest territory, its fourth largest population and its fifth largest economy. Since the country’s foundation, commodities have constituted a significant part of that economy and as a result, the country is home to some of the world’s most prominent players in the sector. Before many the current cohort of companies arrived to take advantage of Brazil’s agricultural riches, SLC Agricola was already a household name in Brazil. It was founded in 1977 by the SLC Group, and focuses on the production of cotton, soybean and corn. 30 years after its foundation, in 2007, the firm listed on Brazil’s BOVESPA stock exchange - making it an industry reference both in Brazil and internationally. We recently caught up with Frederico Logemann, Investor Relations Manager at SLC Agricola, who took time out to tell us about the company, its commitment to sustainability and its plans for the future. Mr. Logemann began by outlining the company’s operations in Brazil, spread across six separate states and extending from the North East right down to Porto Alegre in the South.

A diversified approach, a nationwide presence SLC Agricola has developed a hybrid business model, which can be divided into three separate categories: agricultural operations on its own land, agricultural operations on leased land (and joint ventures) and the acquisition of raw/ pasture land for transformation and sale. The total size of these operations, according to Mr. Logemann, is just under 400,000 hectares.

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THE SUSTAINABLE BUSINESS REVIEW He says: “We currently operate 14 production units located across six Brazilian states, totalling 395,141 hectares. The breakdown is roughly 230 thousand hectares of soybeans, 87,500 hectares of cotton, 72,000 hectares of corn and nearly 5,000 hectares of other crops such as sunflower, wheat, corn seed, soybean seed and sugarcane.” The company has well-developed sales channels for all of its output both domestically and internationally, as Mr. Logemann explains: “The grains are mostly sold do trading companies, which then export a good part of the product. On cotton, we sell only a minor portion of our output to the domestic market, and export around 50% directly to the Asian textile market, delivering the product on the Asian port. The balance is also sold to trading houses, that the export the fiber.”

Mutually beneficial and long-lasting partnerships SLC Agricola’s partnership with John Deere, when it still produced, machinery, back in 1977 was one of the catalysts behind mechanization in the Brazilian agriculture industry and it was just one of many partnerships which the company has developed over its history, to its own benefit, but also to the benefit of the wider Brazilian community. The company has two joint ventures: the Planeira Farm, which it operateswith the Dois Vales Group, and SLC-MIT, which it operates with one of Japan’s largest industrial conglomerates, Mitsui. And although SLC Agricola employs over 2,700 people - sustaining many Brazilian companies indirectly as a result - most, but not all, of its partnerships are with international firms.

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“Sowing the Good” Program, which was founded in 2011 by the Social Cotton Institute (SCI) to improve social and environmental action among cotton producers. SLC Agricola won the Best Landfill and Waste Management award in 2016.

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SLC AGRICOLA Mr. Logemann tells us: “Most of our largest suppliers are multinationals with operations in Brazil. To name a few, we have names like Monsanto, Bayer, Yara, Kepler-Weber and Syngenta. We also buy fertilizers from large trading companies, such as Bunge and ADM. What we source locally, or close to the farm sites, is labour, while some of the employees on the operational level come the farm vicinity.”

Sonhamos grande como a SLC. Temos orgulho em investir em soluções que alimentem o mundo, respeitem o planeta e impactem as gerações futuras.

Sustainability in inputs and outputs As one might expect from a company of SLC Agricola’s size and industry, sustainability is at the heart of its operations. It regards it as a core competency, and is one of the pillars of the company’s growth strategy. The company’s management now have to consider sustainable development in every aspect of the planning, implementation and operation of their proejcts or areas. This commitment is also in evidence by several ongoing programs that SLC Agricola implements. Among them are the “Sowing the Good” Program, which was founded in 2011 by the Social Cotton Institute (SCI) to improve social and environmental action among cotton producers. SLC Agricola won the Best Landfill and Waste Management award in 2016. SLC Agricola also actively participates in the Water Producer Program, which aims to reforest deforested areas of the river basin on the Queima Pé river in the state Mato Grosso. As Mr. Logemann points out: “supported the Project by building level curves, aiming rain water contention avoiding erosion and soil silting.”

Even at non-agricultural company sites, SLC Agricola is making an effort to improve sustainability. In 2016, it began installing photovoltaic roofs on many of its buildings to absorb heat and reduce the energy consumption of its buildings. Its buildings have also moved towards maximizing natural lighting with translucent tiles and natural ventilation systems. Where waste is concerned, the firm has invested nearly US$1m in a state of the art effluent treatment system, which repurposes effluent for garden irrigation and road humidification. It also has put in place strict measures for kitchen oil and solid waste, where it recently invested around US$500,000 in infrastructure for temporary storage of waste and briquetting.

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The co inclusive in B people amon awarene campus, thro teams, on-ca

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ompany is also probably the most Brazil, employing over 90 disabled ng its ranks and actively promotes ess of diversity and inclusion on its ough lectures, workshops, training ampus sign language professionals and in-house publications

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Social Programs SLC Agricola prides itself on its CSR initiatives. Mr. Logemann says: “we encourage our employees to work as volunteers through the Social and Environmental Action Group (GAS) implemented at all units, where citizenship projects related to environmental and social issues are carried out, with a focus on improving the quality of life of local communities. This Group is formed by around 100 volunteer employees.” He continues: “Until now, around 5,000 people per year are benefited by the GAS projects. A good example is the Furnishing Lives Project, where the Company employees teach volunteers how to produce manually a shower and feed chair made from PVC adapted for children with multiple disabilities who received assistance from Kinder, a philanthropic organization in the city of Porto Alegre.” The company is also probably the most inclusive in Brazil, employing over 90 disabled people among its ranks and actively promotes awareness of diversity and inclusion on its campus, through lectures, workshops, training teams, oncampus sign language professionals and in-house publications. The initiatives have gained awards outside the company, as Mr. Logemann notes: “In 2016, the Company was elected by its employees one of the 10 Best Companies to Work For in Rio Grande do Sul (Great Place to Work) and received the Top Human Being

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THE SUSTAINABLE BUSINESS REVIEW Award from the Brazilian Human Resources Association in Rio Grande do Sul (ABRH-RS) for the internal communication case study “Our Way of Being.””

Plenty on the horizon for SLC Agricola Mr. Logemann tells us that “a major difference between SLC and the rest of the market is that we have a “corporate approach” do farming, in contrast with the usual “family estate” approach, which is by far the most common way to do farming (not only in Brazil, but worldwide).” This also makes careful planning for the future even more of a necessity. And according to Mr. Logemann, the firm has plenty of things on the horizon, telling us: “Our main focus is to continue expanding the operation (overall planted hectares) on the regions where we operate, both through the development of our land bank (which today stands at around 45 thousand hectares of undeveloped land) and also through new leasing contracts. We also view “certified production” as an important trend in the market.” “Furthermore, we currently study the possibility of “adding value” to our products. That opens up to several possibilities, ranging from entering the protein markets and the seed “multiplication” businesses. These are all alternatives under study. We also see strategic possibilities on the renewable energy scope, that is, on on-farm generation of energy (solar and/or wind, and also biomass).”

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LUBA FREEPORT

LUBA FREEPORT GATEWAY TO THE GULF OF GUINEA

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THE SUSTAINABLE BUSINESS REVIEW Luba Freeport is situated on the island of Bioko, which is part of a volcanic chain of islands located in the middle of the Gulf of Guinea. It is a natural deepwater port and oilfield service logistics base, which is strategically located next to several West African countries that border the Atlantic Ocean.

The Gulf of Guinea

is home to one of the largest oil and natural gas deposits in the world and the region is experiencing an economic boom.

The port has a natural depth of 10 metres which can be increased to 20 metres with the extension of the quay. There are no other ports in the region which can accommodate the new super container vessels that have a requirement for a 20 metre draught. Luba offers unrestricted marine access at all states of tide. Howard McDowall, director and general manager of the company said: â&#x20AC;&#x153;Luba Freeport

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is a gateway to countries like Benin, Ghana, Togo, Nigeria, Cameroon, Gabon and Equatorial Guinea. Companies such as Hess, MI, Schlumberger, and Baker Hughes have made use of Lubaâ&#x20AC;&#x2122;s tax and duty-free storage facilities and despatch goods when needed, using coastal vessel, to other countries within

LUBA FREEPORT the region. This eliminates berthing delays experienced by larger vessels when using other ports in the region.” Luba is well positioned to support the booming oil industry from Côte d’Ivoire in the north right down to Congo. Low oil prices in 2016 has

resulted in less drilling in the region, and this has resulted in a reduced number of vessels berthing at Luba during that period.Vision of a single location Oil Service Centre Luba functions as a ‘one stop facility’ in line with the government’s vision to have a single

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TLC sa As the only agent permanently based within Luba Free Port Ltd (since 2003) and holder of the CEMAC licence since 2008, TLC Equatorial Guinea is ideally located to deliver logistics services to the whole Gulf of Guinea. Present in Angola, Congo, Gabon Mozambique and Ivory Coast, the Group extends its expertise to mining, construction and other industrial sectors. Concentrate on your core business, we handle the rest!

tlc@tlc-com.ch

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location Oil Service Centre. Vessels that come into the quay can receive fuel, bulk chemicals, water and cargoes without the need to change berths. Luba Freeport was officially opened in 2003 and a 25-year concession was granted for the land as well as the granting of status as a tax-free zone. An agreement was signed with GEPetrol to assume the governmentâ&#x20AC;&#x2122;s interest in the Luba Freeport Ltd. GEPetrol was established as the National Oil Company of Equatorial Guinea. Lonrho acquired 63% of the shares of Luba in 2006 and are now responsible for the management of the port. They have concluded a joint venture with the government of Equatorial Guinea, which holds 37% of the shares. Luba operates as an autonomous duty-free zone equipped with its own 24-hour customs and immigration regime and they provide fuel storage and bunkering services. Dockyard facilities include warehousing, storage, workshop, fabrication, repair, and maintenance with the capacity to handle deep water drilling rigs.

Key partnerships with blue chip companies Over the last decade, Luba has amassed a strong client base of blue chip companies and a strong reputation of providing an efficient quality service. They are known for their quick turnaround times, making port calls more efficient and more economical for their clients.

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THE SUSTAINABLE BUSINESS REVIEW Mobil Equatorial Guinea Inc (MEGI) has renewed their lease for 70 000 sqm of space making them the largest anchor tenant since 2005. They have erected a world class facility which serves as a base for MEGI and includes warehousing and office space, marine hose storage, an API specification pipe yard, an inspection shed, wash bay and storage area. The set-up of a fabrication yard in the port was a key project to increase the value proposition of Luba. They signed a 10-year contract with Andron Engineering, which is an international fabrication company with a solid reputation. Andron has plans to develop a 60 000 sqm area with fabrication shops, blasting and paint workshops. They intend to make Luba their West African base, bringing with them the business of Swire Pacific vessels, for whom they act as preferred agents. The port attracts other big players in the oil industry and provides services to ExxonMobil, Schlumberger, Amerada Hess, M-I Swaco, Noble energy, Marathon, SBM, Baker Hughes, LOTEG, Nalco, Ophir, TLC, Panalpina, Tenaris, PetroSA, AMT and CNOOC.

Investing in the workforce and their well being Luba believes that the development and transfer of technology throughout their workforce is vital for their success. They have a comprehensive training plan in place and provide numerous courses and training opportunities for their staff. Local content is prioritised at Luba and they strive to pass on expertise to local employees.

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LUBA FREEPORT The company employs eight Equatoguineans in senior management and a large number in supervisory roles. To achieve high international standards for quality in all aspects of its business, Luba provided training in Banksman, rigging, helicopter landing procedures, crane and forklift operations, and firefighting. International courses attended by staff include ISPS Code, IMDG, Port facility security officer, and Commercial Port Management.

The company provides a catering facility which boasts an ultra-modern kitchen, refrigerated storage facility, and a restaurant capable of accommodating 135 diners. Meals are prepared to international standards and they serve approximately 85 breakfasts, 130 lunched and 80 dinners daily.

Supporting the local community of Luba with essential services Their qualified medical staff offer in house courses on First Response First Aid. Through APAVE they offer internationally recognised course on operating of plant and machinery. In house, vocational training allows skilled staff to pass their knowledge to other team members. Other training concluded was that for security officers. The health and well-being of their workforce is an important consideration for Luba and they run a fully equipped emergency response clinic which runs 24 hours throughout the year. The clinic is equipped with a laboratory, pharmacy, x-ray facility, consultation room and a two-bed ward.

From the early years of the project, Luba has assisted local authorities in the development and day to day operation of Luba town and the surrounding areas. They assist the local hospital by supplying mosquito nets, providing the assistance of the company doctor, and the use of the company ambulance for emergency evacuations to Malabo. The company also assisted the government with the construction of a new water house and canal system which benefits housing provision in Luba. In addition, the Luba Freeportâ&#x20AC;&#x2122;s fire engine and response team are made available 24/7 to respond to fires in the Luba area. Early childhood development is supported through the provision of a building to host a nursery school and, together with the government, the company funds three teachers. The school Quarter 3 2017 - The Sustainable Business Review

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THE SUSTAINABLE BUSINESS REVIEW which is open during the week supports about 118 learners. Local suppliers are sourced to provide goods and services which includes fruit and vegetables supplied by a former employee who has become a successful entrepreneur. In support of their policy of protecting the environment, the company provides skips throughout the town of Luba for the disposal of household rubbish. They work with the government to ensure that the skips are collected daily and the company assists in the maintenance of the landfill site and provides education in waste management. Last year the company participated in a CSR initiative which was identified by government. It involved the renovation of an old basketball court situated on the campus of a local college. Local contractor, Welding and Fabrication Services EG Ltd was appointed to complete the project to specifications.

Future expansion project McDowall is confident that Luba Freeport has a good value proposition to increase business in the short to medium term. Two of its biggest advantages to encourage expansion, is the fact that the government fully supports the project and the port is not landlocked providing sufficient room and land which was set aside by the government for expansion. Land has been earmarked by the government for the development of an industrial petroleum city which will be serviced by the port. The company has been investing in infrastructure development of the quay. Lonrho has plans to expand the port to meet the growing demands of the oil and gas industry in the region and the West African hub to other industries.

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PETROMOC

Petromoc

Providing energy security for Mozambique

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THE SUSTAINABLE BUSINESS REVIEW According to KPMG research, Petromoc (Petróleos de Moçambique), is the second largest company in Mozambique employing over 650 people. Formed in 1997, it is the second largest gas company in Southern Africa. Petromoc is a state- owned company which is primarily responsible for the distribution and marketing of petroleum products and for setting selling prices in Mozambique. They are a distribute a variety of petroleum products like liquefied petroleum gas (LPG), petrol, diesel, aviation fuel, kerosene, fuel oil, bitumen, and lubricating oils and greases. Their slogan ‘always present’ has significance to their role in providing fuel and power to keep Mozambique running and through their business activities, contribute much needed revenue for the fiscus. They are the largest provider servicing the country’s largest agricultural, maritime and mining companies. Petromoc has the capabilities to provide their customers with full technical support. They boast a market share of 42% and achieve annual domestic sales of over 14 million cubic feet in Petromoc. Exports to neighbouring countries like Zambia, Zimbabwe and Malawi amount to over 1.2 million cubic feet. The company owns and operates the country’s biggest retail network, which consists of over 120 service stations, 133 retail and 500 consumer positions and 28 convenience stores throughout

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PETROMOC the country. They also own and operate pipelines and storage facilities across all the

key Mozambican ports, with a total capacity of over 17.6 million cf. Assets include oil terminals located at Lingamo, Beira, Matola and Nacala. Petromoc has achieved certification in the ISO 9001 quality standard in 2016 as a result of the implementation of the Integrated Systems (SGI) for quality, environment, safety and occupational health.

Natural gas reserves Mozambique has the third largest proven gas reserves in Africa â&#x20AC;&#x201C; at least 100 trillion cubic feet in the area known as the Rovuma basin. Onshore gas fields have estimated reserves of 2.1 trillion cubic feet (Pande), 1 trillion cubic feet (Temane), and 10 million cubic feet (Buzi- Divinhe). As the third largest exporter of liquefied natural gas (LNG), Mozambique has been attracting large investors, which has the potential to boost the economy exponentially and create over 700, 000 jobs according to Standard Bank research. Quarter 3 2017 - The Sustainable Business Review

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THE SUSTAINABLE BUSINESS REVIEW Petromoc is well placed to access and take advantage of these gas reserves. Their strategy for development provides for the diversification to new products and services; the opening of new segments; and opportunities to explore upstream and downstream projects.

Strategic partnerships Sasol, the South African energy company, has partnered with Petromoc in 2015, to purchase condensate from the Central Processing Facility which is located in Temane, Inhambane province. Petromoc believes that to ensure that the oil and gas industry is used as a catalyst for the economic growth of Mozambique, local content must be promoted and this regard Sasol has used Mozambican suppliers wherever possible. Sasol has over a decade of experience in Mozambique and have developed the Pande/ Temande natural gas project with its partners, CMH and IFC. Mozambique has given the goahead to Sasol to develop additional oil and gas in the country and plans to produce gas and transport it via pipeline to South Africa. Petromoc are also partnering with ENH and CFM, the national ports and railroad company, to develop storage depots where hydrocarbons players can process gas.

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Bunkering at Port of Maputo Through a joint venture headed by Petromoc Bunkering and the Maputo Port Development Company (MPDC), the Port of Maputo has started providing bunkering services. Since November 2016, the port offers fuel and oil to vessels moored or at anchorage. Contracts were awarded to dredge the 76km approach channel which now allows for vessels with drafts up to 14.2 metres to access the port. This dredging project was completed early in 2017 making way for larger ships of up to 120, 000 dead weight tons to access the port. CEO of Petromoc, Fernando Obed Uache, said that this project will provide cost- savings for shipping lines, making the port a competitive option from both a regional and international shipping perspective. It is expected that increased shipping activity will be realised from this partnership, resulting in increased tax revenues and a boost to the economy of Mozambique. Mozambiqueâ&#x20AC;&#x2122;s competitive advantage is its location and its 2470 km long coastline. The proximity of the Port of Maputo to Johannesburg, Botswana, Malawi, Swaziland, Tanzania, Zambia and Zimbabwe, holds a lot of promise for an economic boom in the region. The port offers the shortest distance by rail to Johannesburg.

PETROMOC

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THE SUSTAINABLE BUSINESS REVIEW The first phase of the projects is due to be completed in the third quarter of 2017. Intertek, a leading provider of quality testing,

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The Matola Ocean Terminal The terminal is based at the Port of Matola and receives a variety of fuels, like gasoline, diesel, aviation fuel and domestic gas transported by ships. Petromoc distributes these fuels to petrol stations. Construction is underway of an oil storage terminal at Matola and the contract has been awarded to Galana Petroleum Ltd, who are in partnership with Oiltanking GmbH. It is expected that the Matola Terminal will have a storage capacity of approximately 60,000 m3. On completion of the project, the terminals will be able to store refined oil products, including Gasoil (Diesel), Mogas (Gasoline), and Jet A-1.

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Lingamo Oceanic Oil Terminal The Lingamo Terminal is about 40 hectares and is in Matola and is the entry point for petroleum products into Mozambique. The site has an operational capacity of 410.000 cubic metres and has a biodiesel refinery and an LPG filling plant. It offers storage facilities for

PETROMOC petroleum products to companies that supply the regional market. Plans are afoot to develop Lingamo and increase its operational capacity, modernize the filling cranes for wagons and tank trucks, and other improvements.

Beira Oceanic Oil Terminal The Terminal is located in Munhava, Beira and has an installed capacity of 44, 000 cubic

metres. The facility handles substantial amounts of fuel because of its strategic location, to Zimbabwe, Zambia, Botswana, Malawi and the DRC. The reception of the fuels handled, takes place through the fuel terminal of the Port of Beira that connects to this and other oil depots in the port area, through a pipeline that, together with the reception, also allows the operation of loading tankers. It has an additional advantage which is the connection to the pipeline of CPMZ (Pipeline Company Mozambique - Zimbabwe), which allows the pumping of petroleum products to Zimbabwe.

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PETROMOC Currently an LPG terminal is under construction, which will be operational and ready for the reception of LPG by ship, storage of 3,000 tons of product, shipping by lorries and the cylinder filling line.

There are two other facilities owned by Petromoc in Quelimane (7000 cubic metres capacity) and Pemba ( 7000 cubic metres). Petromoc plans to increase the capacity at Pemba by an additional 11,000 cubic metres and the project is earmarked to be operational by 2018.

Future outlook Regional expansion, the maximisation of the logistics network and diversification of its energy portfolio by developing new products and services that add value and stability features high on the outlook for Petromoc.

Social and Environmental Responsibility Nacala Oceanic Oil Terminal The terminal is located in Nacala Porto - Zona Industrial and has an installed capacity of 45,000 cubic metres. This terminal supply fuel to the entire northern part of the country and is the fuel gateway to Malawi and Zambia as well as the domestic market. It is connected to the fuel terminal by a pipeline owned by Petromoc, which has an extension of about four kilometres, enabling the installation for fuel reception operations and for the "back loading". The LON has infrastructures that allow the loading of trucks and tank cars. The facility has recently undergone a rehabilitation allowing the receiving and shipping line to pump different petroleum products in a segregated way contribution to conservation and longevity.

Petromocâ&#x20AC;&#x2122;s mission is to promote excellent oil derived products and services, aiming at customer satisfaction and the development of the country, while focusing on environmental protection. Their corporate social and environmental responsibilities are taken very seriously. Petromoc supports events focused on the development of Mozambiqueâ&#x20AC;&#x2122;s national culture and identity including educational needs. They invest in the rehabilitation of the Bagamoyo Primary School, where the company financially supports students who struggle with financial resources. Healthcare campaigns are also supported by the company and senior staff play a leading role in training activities and workshops aimed at combating HIV.

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