CATEGORY
PEOPLE, PRACTICE & PURPOSE QUARTER 3 2016
GMR HYDERABAD INTERNATIONAL AIRPORT ONE FAMILY, ONE MISSION
NI WATER
MEETS FIRST MILESTONES FROM LONG TERM PLAN
TURK & CAICOS AIRPORT AUTHORITY
MANAGING AIRPORTS ON THE WORLD'S FAVORITE ISLAND
GULF RELATED I AL MARYAH CENTRAL A POWERFUL JOINT VENTURE WITH A BOLD VISION Quarter 3 2016 - The Sustainable Business Review
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Hello Friends, we are delighted to share yet another quarter’s issue of The Sustainable Business Review. Though Britain’s vote to exit Europe led to the resignation of a prime minister, record losses in the market, the pound hitting record lows and growing uncertainties in the region, there still seems to be sign of recovery in the global market. The much anticipated Olympic also took place in Rio Brazil and contrary to all speculation of a pending disaster; the event was an outstanding success. This quarter starts with an iconic development in Abu DhabiGulf Related Al Mayrah Central project; housing the best shopping, dining and entertainment, located at the heart of Abu Dhabi's most exciting new mixed-use development, Al Maryah Island. We follow this up with a Q & A with the team at main port of entry for this summer’s Olympics in Rio Brazil. The Rio Galeao International Airport; the team provides us with insight into the various development as set up to welcome the world. We continue the our focus on Airports with an award winning operation in GMR Hyderabad International Airport whose very impressive renewable energy program led TSBR to Enerparc India, a German subsidiary whose outstanding work in solar energy sector extends to both Delhi International Airport and Manila International Airport Philippines. We follow up our airport coverage to the Caribbean islands of Turks and Caicos, where TSBR spoke to Mr John Smith of Turk and Caicos Airports Authority who gives us an insight into the interesting developments at the airports on the islands. We continue our coverage on sustainable water infrastructure; we have brought you stories on Northern Ireland Water and The Water and Sewage Corporation of Bahamas. Other editorials on Tanzania Port Authority and Transport Infrastructure Ireland are also in this issue including selection of events across the world. Finally don’t forget to click on the adverts to learn more about what these exciting companies have to offer. And don’t be greedy, please share the magazine with your colleagues and friends We hope you enjoy this quarter’s edition Brian Jackson
TEAM Editorial: Brian Jackson Susette Horspool Michael Minihan
PRODUCTION Karen Hue Jason Olayinka Arantxa Salas Cifuentes Arabella Sansegundo Mulero
RESEARCH
John Mills Joseph Philips
CONTENT QUARTER 3 2016 SPECIAL REPORT:
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GULF RELATED
PROFILE:
28 38 48 58 72 82 88 96 108
NORTHAN IRELAND WATER THE WATER & SEWERAGE CORPORATION OF THE BAHAMAS TURKS AND CAICOS ISLANDS AIRPORT AUTHORITY RIOGALEÃO GMR HYDERABAD AIRPORT ENERPARC KALAHARI GEOENERGY TANZANIA PORT AUTHORITY TRANSPORT INFRASTRUTURE IRELAND
THE SUSTAINABLE BUSINESS REVIEW
EVENTS: THE 10TH ANNUAL CR REPORTING AND COMMUNICATIONS SUMMIT Dates: 20-21 Oct 2016 Location: Grange Tower Bridge | London The event will provide you with practical guidance on how to use your sustainability report to enhance your business, engage people with your work and embed your values. With case studies from Pirelli, SABMiller, Ericsson, IKEA Group, Marks and Spencer, The European Commission, Schroders, Nestle DeBeers, Vodafone and many more. www.ethicalcorp.com
WORLD MINING CONGRESS 2016 - 24º CONGRESSO E EXPOSIÇÃO MUNDIAL DE MINERAÇÃO Dates: 18 & 21 Oct 2016 Location: Rio de janeiro, Brazil
24th World Mining Congress
The World Mining Congress is a global mining event,
MINING IN A WORLD OF INNOVATION
18th to 21st October 2016 SulAmérica Convention Center Rio de Janeiro - RJ - Brazil
held every three years, headed by a Secretariat with an organization status, associated to the United Nations
THE EVENT WILL COMPRISE EXHIBITION, CONFERENCE AND TECHNICAL-PAPERS PRESENTATION AREAS.
and based at the Central Mining Institute in Katowice, Poland. The event aims to promote and support, both
Participate in the largest and most traditional technical mining event in the world! The first time ever in Brazil. Early-bird registration until 30/8/16.
technically and scientifically, the cooperation for the national and international development of mineral areas and resources; implement a global information network concerning mineral science, technology, economy, occupational health and safety and environmental
Come and take part in the debate on the most important issues in national and international mining. You will be up-to-date on the world mining sector and get a first-hand look at the latest business innovations and opportunities at our exhibitor’s stands.
RESERVE YOUR PLACE NOW! Don’t miss this opportunity to exhibit your latest technology, as well as equipments, softwares and other products linked to the mining industry.
protection.
For more information regarding stands, sponsorship and merchandising: +55 (31) 2108-2121 or secretary@wmc2016.org.br
www.wmc2016.org.br PROMOTION
EDITORIAL SUPPORT
INSTITUTIONAL SUPPORT
OPERATIONS MANAGEMENT
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SPECIAL SUPPORT
COMMUNICATION AGENCY
EXECUTIVE PRODUCER AND MARKETING
EVENTS
WASTE TO ENERGY (W2E) MIDDLE EAST Dates: 29-30 NOVEMBER 2016 Location: GRAND MILLENNIUM HOTEL, MUSCAT, OMAN The event will provide you with practical guidance on how to use your sustainability report to enhance your business, engage people with your work and embed your values. With case studies from Pirelli, SABMiller, Ericsson, IKEA Group, Marks and Spencer, The European Commission, Schroders, Nestle DeBeers, Vodafone and many more. www.wastetoenergyme.com
SMART BUILDINGS MIDDLE EAST Dates: 6-7 DECEMBER 2016
Location: INTERCONTINENTAL DOHA, DOHA, QATAR
www.smartbuildingsmiddleeast.com
15TH WORLD RENEWABLE ENERGY CONGRESS 2016 (15TH WREC) Dates: 19-23 SEPTEMBER 2016 World Renewable Energy Congress (WREC) is biennial event dedicated to promoting renewable energy global development organized by World Renewable Energy Network (WREN). This 3 days Conference and Exhibition will have several Plenary Sessions featuring top international experts, policy makers and business practitioners addressing the most strategic issues of sustainable energy development and innovation. Intensive discussion addressing the issues in more in depth will take place in many Technical Sessions which will run after the Plenary
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THE ENERGY MANAGEMENT EXHIBITION Exhibition: 16-17 November 2016
Location: Conference: ExCeL, London
EMEX is the energy management show that connects all energy users with leading experts, policy makers, suppliers and technical solutions. This ÂŁ8bn marketplace includes a free to attend conference programme that will help you control energy costs, gain industry insights, source innovations, share knowledge and stay up to date with the latest and upcoming legislative changes and how these are affecting businesses in the UK. www.emexlondon.com
GLOBAL AVIATION FESTIVAL Exhibition: 7-8 September 2016
Location: Business Design Center, London, UK
The conference will bring Global airline and airport CEOs together to learn and discover innovative technology that can help them save money, time and improve the end-to-end passenger experience. This is the place to meet senior airline executives. In addition to the premium conference, this year there is also an airline and travel technology exhibition. If you are involved in the airline or travel technology business as a buyer, tech developer or airline then this is the industry event you cannot afford to miss. www.terrapinn.com
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EVENTS
WORLD SUSTAINABLE DEVELOPMENT SUMMIT 2016 Date: 5-8 OCTOBER 2016
Location: INDIA HABITAT CENTRE, NEW DELHI
The World Sustainable Development Summit 2016, themed, 'Beyond 2015: People, Planet & Progress', will be among the first international platforms to discuss the new agenda post the adoption of the Sustainable Development Goals and the signing of the Paris Agreement. The attempt will be to initiate discussions on methodologies to be adopted to chalk a path to realise the Goals beyond 2015. www.wsds.teriin.org
14TH GLOBAL CONFERENCE ON SUSTAINABLE MANUFACTURING Date: 3rd - 5th October, 2016
Location: Stellenbosch, South Africa on
Technische Universität Berlin and Stellenbosch University will jointly organize the 14th GCSM in Stellenbosch, South Africa. This conference is sponsored by the International Academy for Production Engineering (CIRP, www.cirp. net). GCSM serves as a forum for academics, researchers, and practitioners from international universities, research institutes and industrial companies working on topics related to sustainable manufacturing. It offers keynote speeches, panel discussions and parallel session presentations www.gcsm.eu
15TH WORLD RENEWABLE ENERGY CONGRESS 2016 (15TH WREC) Date: 19-23 SEPTEMBER 2016
Location: INDIA HABITAT CENTRE, NEW DELHI
World Renewable Energy Congress (WREC) is biennial event dedicated to promoting renewable energy global development organized by World Renewable Energy Network (WREN). This 3 days Conference and Exhibition will have several Plenary Sessions featuring top international experts, policy makers and business practitioners addressing the most strategic issues of sustainable energy development and innovation. Intensive discussion addressing the issues in more in depth will take place in many Technical Sessions which will run after the Plenary
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Gulf Related | Al M
A POWERFUL JOINT VENTURE WITH A BOLD V
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Maryah Central
VISION
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Gulf Related is the latest in a growing line of impressive companies rising in the Middle East combining financial acumen and real estate wizardry. Long associated with oil wealth, the region is now producing companies in areas as diverse as technology, education, renewable energy and development. Into that last category comes Gulf-Related, a real estate company based in Abu Dhabi, the capital of the UAE. Gulf Related was founded in 2009 as a joint venture between Gulf Capital and the Related Companies, which have a legacy of over 50 years in real estate investment in the USA. Gulf Capital are a UAE asset manager and private equity investor. They specialize in GCC investment opportunities and have a strong portfolio of successful investments. Related Urban is the prominent New York-based developer led by legendary developer Ken Himmel Combined, Gulf Related represents a formidable development organization – almost unparalleled even in the Middle East. Their portfolio, which on the Related Companies side includes New York developments such as the Time Warner Center and the Hudson Yards , thought to be the biggest ever US development in terms of cost. The Galleria shopping center on Abu Dhabi’s Al Maryah Island and now Al Maryah Central ( “AMC”) represent the latest additions to the portfolio.
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Peter Anderson,
Development Director for Gulf Related We recently spoke to Peter Anderson, Development Director for Gulf Related about the company’s plans, progress and vision. Mr. Anderson began by talking through AMC’s impressive statistics: “It is a 2.3 million square foot retail shopping mall. There are 2 other elements to the project – a residential apartment block of around 40 floors in height and the other is a premium hotel with over 100 luxury apartments on the same site as the shopping mall.” The Galleria was where it all started for the firm in Abu Dhabi and set the tone for what we can expect from AMC. As Anderson says, “the success of The Galleria was what led us to being invited to develop AMC.” Designed by architects Elkus Manfredi, RFR Group and Benoy, The Galleria is part of a mixed-use development that features luxury retail and fine dining in an attractive waterfront setting, spread over 550,000 square foot and two floors and 130 outlets in total. The combination of the two projects will create a new neighbourhood in the heart of Al Maryah Island, Abu Dhabi’s new financial district, Abu Dhabi Global Market; two luxury hotels – the Rosewood Abu Dhabi and Four Seasons Hotel (which opened in May), Cleveland Clinic Abu Dhabi, a world-class, 364-bed multispecialty hospital and the new headquarters of Al Hilal Bank.
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THE SUSTAINABLE BUSINESS REThe credentials of The Galleria have been awarded with several international honours. The International Council of Shopping Centers (ICSC) recognized it as the ‘Best International Retail and Leisure Destination’ at its Global Retail Leisure International Awards, the Divine Detail Award of Merit on behalf of the American Institute of Architects Middle East and the GCC Hospitality and Leisure Project of the Year Award from Middle East Architect magazine. In total, the project will amount to a real vote of confidence in Abu Dhabi and the future of its retail sector Gulf-Related is working with Brookfield Multiplex, a world-class project contractor
Impact
Projects of the scale of the The Galleria and AMC will inevitably have an impact on their immediate environment. Gulf-Related, like its parent company, Related, do not sell their properties; rather, they develop and own. This inevitably creates a long-term focus which pervades all their developments. There’s none of the pitching up and leaving town for the next job that one might sometimes expect from large development firms. AMC will provide a substantial boon to employment in the local area. Mr. Anderson believes that, where skilled staff are concerned, it will involve about 100 people: “Within the Gulf Related side of things, there are just over just over 100 people of which 75-80 of those are directly involved with the development of the project.”
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GULF RELATED Likewise, their partners, Brookfield Multiplex are “very committed to using as much local labor, local skilled labor and local supply chain as possible.” The sheer size of the project means that there will numerous direct and indirect opportunities for the Abu Dhabi community especially Emiratiowned construction and supply chain firms. He estimates the total numbers employed during construction running in excess of 4,000 people. The sub-contractor market here has a number of Emirati owners and local businesses involved in it.” Beyond the construction phase, there’s something larger at stake, he says: “We’re part of a master plan community here, which created a vision for the island. It’s going to become effectively a new downtown. Our shopping mall will create a whole lot more than that. They’re going to create a destination and give people a reason not just to work here but to live here, to come here at all times: to shop, to relax and to dine.” And of course, there’s also an environmental aspect to the project. Western press can sometimes portray a less-than-flattering image of the UAE where sustainability is concerned. However, the long-term sustainability goals of Abu Dhabi and its neighbours would put many western countries to shame. Quarter 3 2016 - The Sustainable
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GULF RELATED JLW as the MEP contractor for the Al Maryah Central project play a pivotal role in bringing the built form of the project to life. Through the engineering, procurment, installation & commissioning of all MEP services, it is JLW’s responsibility to ensure that the MEP services meet and exceed the requirements of the client and ultimately the public at large. JLW is working closely with the entire AMC team to ensure that key MEP benchmarks are met including the selection of quality MEP equipment and installation & commissioning practices which meet stringent client requirements. Through the use of JLW’s centralised engineering department, a fully coordinated Revit MEP model has been produced for the AMC project which has allowed JLW to successfully implement MEP offsite prefabrication techniques. JLW’s prefabrication has resulted in an increased speed of installation, minimised construction waste and provides a level of installation quality which is superior to traditional site installation works. In line with the clients requirements to achieve Abu Dhabi Urban Planning Council’s Estidama Pearl 1 rating, JLW is key in ensuring that the energy model credits specified by the consulting team are implemented through our equipment procurment strategies and procedures. JLW Chairman Michael Boufarhat notes that “JLW takes great pleasure in working alongside Gulf Related, Brookfield Multiplex and the entire AMC team in this prestigious project”
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Mr. Anderson says: “We’re introducing over 10,000 square feet of green, natural areas. We’re doing that on the lower levels but also on the upper levels. We’re also creating a park with water features where children can play. So we believe we’re creating something quite special here with this development.”
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GULF RELATED
AMC:
ALL GO FOR 2018
AMC looks like building on the considerable success of Gulf-Related in Abu Dhabi. As a firm that owns and manages its properties, the emphasis is always on long-term, sustainable quality, rather than short-term economic realities. As Mr. Anderson told us: “For any development project, to be successful, you’ve got to undertake a lot of research into the local market – particularly into where there’s demand. Our shopping mall will be successful because of that.” He continues: “We’re happy to be part of the 2030 plan for Abu Dhabi and we’re working hand-in-hand with the authorities here on a lot of initiatives: green landscape parks and part of what they’re planning for a sustainable and vibrant environment in Abu Dhabi. The plan is very ambitious but very achievable and part of that is creating a higher profile for the Emirate. Part of that is development. There’s a large international airport being built, which is due to finish in 2017. We’re committed to delivering our project on-time and at 100% quality in 2018.” From what we’ve seen already at GulfRelated, 2018 looks like being a good year for this Emirate on the development front.
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BROOKFIELD MULTIPLEX
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BROOKFIELD
MULTIPLEX Successful collaboration could be said to be the unifying link between all successful projects. In a recent interview with Kevin Ryan, COO for developer Gulf Central, he was keen to stress the role of Brookfield Multiplex in the Al Maryah Central project in Abu Dhabi. Notably, Mr. Ryan commented how long Gulf Related spent looking for a partner before deciding Brookfield Multiplex was ideal.
In the world of construction, the name Brookfield Multiplex requires little introduction. Since its establishment in 1962, the firm has delivered over 900 projects across the globe. Its arrival in the Middle East in the 1990s coincided with the construction of some of the region’s most well-regarded developments. In many ways, the region’s ongoing progress is reflected in that of the firm.
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BROOKFIELD MULTIPLEX
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THE SUSTAINABLE BUSINESS REVIEW The Al Maryah Central project is one of the firm’s latest in the region and its first collaboration with Gulf Related. When completed, it will house over 2 million GLA of retail space and play host to over 400 separate tenants, including anchor tenants Macy’s and Bloomingdales. At the time of writing, over 90% of the procurement for the project has been completed, while the overall RC structure is past the halfway point, with finishes underway in many parts of the development. As the main construction contractor for Al Maryah Central, Brookfield Multiplex is playing a comprehensive role in the
project. Its responsibilities have included RCC and block work, structural steel works for the entire project, MEP works, finishing works (excluding the tenant areas), landscaping works and façade works. It should be noted that all of this work was aided by the collaboration of Gulf Related which took on the majority of the project’s foundation works.
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The 6 tower cranes now visible on the project site have all been supplied by Brookfield Multiplex’s Plant & Equipment Division. They provide a reminder to onlookers not only of the scale of the operations, but also some indication of the complexity. All six will rise as the building itself rises, and ultimately removed when cladding, steelworks and main skylights have finished. Sustainability underpins Brookfield Multiplex’s work. Its ultimate objective is to improve the social and environmental outcomes associated with the design and construction of every one of their projects, along with the wellness and safety of their employees, end-users and the community at large. This is another way in which Brookfield Multiplex complements Gulf Related – both companies have adopted an integrated approach to delivering a sustainable and socially responsible mall for Abu Dhabi. Something exciting is emerging with the Al Maryah Central project: aside from a beautiful development which promises to breathe new life into this corner of Abu Dhabi, a new collaboration has been born – that of Gulf Related and Brookfield Multiplex. Two reputable and capable firms have come together at the nexus of a state which is keen for development. That can only be good news for future projects Abu Dhabi and beyond.
BROOKFIELD CATEGORY MULTIPLEX
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Northern Irelan Meets First Milestones From Long 26
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NORTHAN IRELAND WATER
nd Water
g Term Plan
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I
ncluded in Northern Ireland Water’s annual report for 2014/2015 was a statement from the company’s new CEO, Sara Venning. “Over the past two years we have continued our journey towards becoming a modern efficient water utility on a par with any to be found on these islands or across the world. The facts speak for themselves; as a company NI Water delivers a significantly better service than five years ago at a significantly reduced cost to its customers.”
Her statement referred to an increased closing of the water delivery efficiency gap with England and Wales from 49% in 2007 to just 13% in 2015, while the average customer bill went down during 2014/15 by 11.7%. Venning said she was aware that “the journey is not complete,” that the company is committed to “innovate, invest, and inspire our organisation” to continue with improvements that reflect customer needs and desires regarding water supply and treatment.
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NORTHAN IRELAND WATER One way the company is building on its progress is to create a Long Term Water Strategy, which they did in 2015. The Northern Ireland government’s Utility Regulator established a six year price control period to support it. This plan is already being carried out via major infrastructure projects to reduce leaks and improve water quality and sewerage treatment across Northern Ireland. From 1973, when it was first established, NI Water has passed significant milestones.
Company History Before 1973, the provision of water and sewerage services in Belfast (Northern Ireland’s capital) were the responsibility of the Belfast Water Commissioners. Water services outside of Belfast were provided by local councils. In 1973, Northern Ireland’s Department of the Environment took over responsibility for all water-connected services. By 1999 the work had been rebranded as Northern Ireland Water Services and responsibility shifted to the Department for Regional Development (now called the Department for Infrastructure). At this time water was free of cost to consumers. During the years 2002 through 2007, the state contemplated charging for water and sewerage services, but a huge public outcry postponed those plans. In 2007 the government set up a regulating body, the Authority for Utility Regulation, which compared Northern Ireland's water system with those of English and Welsh companies. The report noted a performance gap in potable and wastewater quality, leakage, customer service, and company efficiency. In 2010 the company imposed its price controls, established by the Utility Regulator, to be evaluated periodically. Prior to each evaluation, NI Water provides the Utility Regulator with a business plan, showing the work required to keep up and increase its water and wastewater standards during the next period. The Utility Regulator evaluates the plan and determines a proposed price structure that will meet the plan.
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NORTHAN IRELAND WATER
In 2012-2015 the government identified and built private borewells (boreholes) for households in the country that had no access to public water mains. Eighty householders obtained wholesome water supply for the first time, while the government acquired new geologic information to guide future development.
Current Company Structure & Projects Today NI Water is much bigger and more efficient than it was in 2007. Today, with its 1,300 member staff, the company supplies 1.8 million customers in 818,000 households and businesses. It processes more than 560 million litres of potable water per day and treats 318 million cubic metres of wastewater per year. The infrastructure network contains 26,700 kilometres of water mains and 15,200 kilometres of sewer mains. Water is treated in 23 facilities with 360 pumping stations. Wastewater is treated in 656 facilities with 1,277 pumping stations. In addition, the company manages and maintains 346 service reservoirs and owns 27 impounding reservoirs. To improve wastewater treatment, NI Water recently completed a new wetlands system in Stoneyford, consisting of two settlement ponds and five treatment ponds. Because the designers based it on processes that occur in natural wetlands (utilising interaction of water, plants, microorganisms, the sun, the earth, and the air) the system ended up being low in cost and using hardly any energy. It looks natural, is aesthetically pleasing and is rich in biodiversity.
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THE SUSTAINABLE BUSINESS REVIEW Current projects include improving security of water supply infrastructure for its South Belfast area and working in Newtownabbey to improve the water mains infrastructure there. The company estimates that it spends about £2 million per week on water and wastewater infrastructure. Between now and the year 2020, NI Water plans to invest £3 billion more in infrastructure repairs to reduce leaks and improve water quality. The company just awarded a £18.6 million contract for leak detection services to three local contractors: RPS Environmental Management, Larsen Water Management, and Crowder & Company. Technopath provides the company with water testing kits, and GoPower supplies its electricity. All of these projects and new contracts are communicated to its customers via social media outlets like Facebook and Twitter.
Supplying Proud Energy Supplier Sustainable Energy to NI Water of NI Water 028 8676 0600 sales@gopower.energy www.gopower.co.uk ChooseGo @GoPower_Energy
Tel: 028 8676 0600 Web: www.gopower.co.uk
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NORTHAN IRELAND WATER
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Community
Engagement In addition to providing news about upcoming company and water supply improvement projects, NI Water posts Facebook and Twitter messages that engage customers to improve their health, conserve water, and take part in company events. Recent posts have encouraged customers to stay hydrated during warm weather and have promoted outdoor summer musical events for the public. The company also encourages and makes it easy for the public to check on where the water for their location comes from and how it is treated. It shows them how to water lawns
properly and gives regular tips on how to keep the environment clean and where to swim (or not). Customers are encouraged to conserve water and report water leaks. Any blockages in the system are reported on social media, and customers are able to respond, if they want to. To further promote its work, the company turned its Silent Valley Reservoir, located in the designated Mourne Area of Outstanding Natural Beauty, into a popular tourist spot. It built a visitors centre, walking trails, and a coffee shop with homemade meals, open during spring and summer. In addition to its own work, NI Water supports projects that are water related, like the University of Ulster’s “Step Up” programme and the WaterAid programme in Africa and Asia, all part of its customer outreach program.
Colilert®-18
for rapid E.coli and coliform testing is now compliant with the new ISO 11133:2014 standard. The Colilert®‐18 test became the ISO 9308‐2 standard for the detection of E.coli and total coliforms in water in 2012, and later as EN ISO 9308‐2 in 2014.
Also available Enterolert-DW®
Accurately detects enterococci in drinking water in 24 hours. Enterolert-DW delivers confidence in enterococci detection: • More accurate and specific compared to ISO 7899-2 • Confirmed enteroccoci results in 24 hours • Same easy-to-use platform as Colilert*-18 Now DWI Approved Distributed by: TECHNOPATH | Unit 1D Fort Henry Business Park, Ballina, Co. Tipperary V94W967, Ireland IRL TEL: (0)61 338544 | UK TEL: (0)28 30833808 Email: info@techno-path.com | Web: www.techno-path.com
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NORTHAN IRELAND WATER
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THE WATER &
CORPORATION OF
ISLANDS IN T
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THE WATER & SEWERAGE CORPORATION OF THE BAHAMAS
& SEWERAGE
F THE BAHAMAS
THE STREAM
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THE WATER & SEWERAGE CORPORATION OF THE BAHAMAS
“W
hen the well is dry, we know the worth of water.” So said Benjamin Franklin over 250 years ago. Mr. Franklin was extremely prescient. In 2016, cities and countries all over the world face the reality of diminishing clean water supplies. The Bahamas are no different. The stunningly beautiful Carribbean nation faces many of the same challenges surounding water provision that many more high-profile cases confont. Indeed, providing clean and safe water in the Bahamas comes with its own set of challenges: The island has a population of just under 400,000, but welcomes around half a million tourists to its shores every year. Although it welcomes them with open arms, the influx creates an obvious strain on the nation’s water resources. The organization whose role it is to step up to this challenge is the Bahama Water and Sewage Corporate (WSC).
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A Brief History Of The WSC
A common misconception surrounding water is that islands are blessed with it. And while the Bahamas has some of the world’s most famous coastlines, it has traditionally had a challenge in providing enough freshwater for its citizens. Until relatively recently, the majority of Bahamians have dug shallow wells and collected water from rooftop drainage, sinkholes and pits. An escalating need to address the situation forced the government to develop a longerterm strategy to the water shortage issues and the WSC was born 40 years ago in 1976 by government decree. At that time, the Bahamas had a little under half its current population and
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much lower demand from industry for water usage but it was still a time of severe water rationing and growing demand. Initially, the new corporation had the mandate of managing and growing the water supply in the two population centres of the islands: New Providence and North Andros. However, by 1989, the mandate was expanded so that it included the responsibility for the control, protection, and use of the water supply throughout the Commonwealth of The Bahamas. Slowly but surely, WSC has managed to dramatically improve the Bahamas’ water quality ad distribution systems – to the extent that the average tourist wouldn’t notice any material difference from their own country’s
THE WATER & SEWERAGE CORPORATION OF THE BAHAMAS
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THE SUSTAINABLE BUSINESS REVIEW water supply. But such is the extent of the work that WSC have carried out over the years – something in the region of $110 million in total – and leading to an increase in the islands’ output of quality water from about 1 million gallons per day in 1976 to about 16 million in 2012.
Community involvement
40 years in the community has led to the WSC becoming an integral part of the Bahamian life. Its Water Month in June 2016 was an example of how it moves outside the confines of its assigned mandate to contribute in other ways to life on the islands. It included visits to primary schools on the islands and various
family events, all with the aim of educating islanders on water’s ongoing importance. Public Affairs Manager at WSC, Visna Armbrister said: “The most engaging and satisfying teaching happens when students are transported beyond the four walls of the classroom and begin to make connections between their own experiences and the wider world. WSC is happy that we had the opportunity to speak with and listen to students about the importance of water in our lives. We had an exciting time, sharing an important message.”
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THE WATER & SEWERAGE CORPORATION OF THE BAHAMAS
Elsewhere, the WSC was also involved in regenerating Community Park on International Good Deeds Day earlier in 2016. Joined by volunteers of Miya Bahamas, a team of WSC workers fixed swings, restored benches, mowed lawns and planted flowers in a small but meaningful statement to the surrounding communities. 2016 marked the 10th year of the Good Deeds Day for WSC and previous gestures by the firm included enhancing the facilities at the Unity House Home for the Aged and working on restorations at the Elizabeth Estates Children’s Home.
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THE WATER & SEWERAGE CORPORATION OF THE BAHAMAS
Further
downstream The WSC recently announced that it had reduced its non-revenue water losses by more than 50%, saving nearly 3 billion gallons in the process. The knock-on effect this will have further down the line is considerable. Its introduction of an app in 2016 for its customers is further testament to how the organization continues to move with the times. 2016 will also see the introduction of a wastewater management plan – a relatively high number of Bahamian sewage treatment plants are still in relatively poor condition, despite the excellent work of the WSC. The wastewater management plan will address this issue for the longer-term. A new water act will also be signed in by the government to address the usage of water by the agricultural sector. Addressing these challenges will bring increased operational efficiency to the WSC. The organization is already making steady progress on paying off legacy debts, and its continued infrastructure improvements will allow it to continue on this path. The international stereotype of people from the Carribbean is a friendly and relaxed individual who likes to go with the flow. Thanks to the WSC, where freshwater is concerned, there will always be a flow.
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TURKS AND CAICOS
ISLANDS AIRPORT AUTHORITY MANAGING AIRPORTS ON THE WORLD’S FAVORITE ISLAND
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TURKS AND CAICOS ISLANDS AIRPORT AUTHORITY
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THE SUSTAINABLE BUSINESS REVIEW The Turks and Caicos Islands may not be the first island that comes to most people’s minds when the word ‘island’ is mentioned, but as of 2016, they hold the distinction of being the world’s best island, according to TripAdvisor. com. In 2015, the islands welcome around 440,000 visitors to their sun-kissed shores – a phenomenal figure when one considers that there are a little over 3,300 beds available on the main island.
Of course, none of this would be possible without good transport links to the rest of the world – notably airports. The Turks and Caicos Islands Airport Authority (TCIAA) manages the operations and development of the six airports on the Turks and Caicos islands – overseeing annual growth of flight passengers to the island of around 20% on last year. We recently spoke to the Authority’s CEO, Mr. John T. Smith about the TCIAA, its role on the island and its plans for the future.
TCIAA:
From loss-maker to growth leader The TCIAA was founded in 2006, through a regulatory change which gave rise to it and the islands’ Civil Aviation Authority. The islands were home to six airports, which faced several challenges. Among these challenges, was the enforced shortening of the main runway at Providencialest from 7600 feet and had to be shortened to 7200 feet because of an obstruction at one end - a step backwards for the TCIAA at a time when it was hemorrhaging around $3m a year. Thankfully, the TCIAA had other plans and began putting them in gear. Mr. Smith joined in 2007, with a
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TURKS AND CAICOS ISLANDS AIRPORT AUTHORITY mandate to aggressively grow the organization in line with tourism figures for the islands. “The airport is critical to the sustainability
at the time with a company called PAC. Slowly but surely, it began a silent takeover – buying up PACs 35% assets. The takeover was
of the economy as we’re close to a 99.9% tourism base,” notes Mr. Smith. In 2008, with government backing, they embarked on the rehabilitation of the runway at a cost of $40 million, knowing that the terminal would be constucted some time later. It was extended to 9200 feet making it fully compliant for major international fleet.
completed by 2009, allowing construction of the terminal to begin. The resulting building – which has since been significantly added to – is a testament to the Airport Authority’s commitment to sustainability.
They also wanted to deliver what the minister for transport of the time called, “an all-singing, all-dancing terminal.” However, this was complicated somewhat by the fact that the TCIAA operated a joint-venture in the airport
Mr. Smith told us: “The entire terminal facility and apron is lit by LEDs as are the carparks, and roadlights. We have seen a significant redution in our eletricity consumption. We’re looking how we can embrace the use of generating electricty by solar power. We’re also looking to sink wells to recycle water. For us, it’s all about that. We’re very focused on
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PROVIDENCIALES INTERNATIONAL AIRPORT Turks and Caicos
TURKS AND CAICOS ISLANDS AIRPORT AUTHORITY reducing the carbon footprint as much as is practically possible.”
The 3-pronged
welcoming committee The TCIAA is effectively competing with much larger authorities of its kind all over the Carribbean and North America, but it has developed a competitive advantage: it works
in tandem with other organizations on the island to attract traffic. Mr. Smith says: ““When I arrived in 2007, I thought it was best for us to operate in collaboration with others. The hotel association, the tourist board and the airport authority all work very closely in collaboration. For example, when we reach out to a carrier, we reach out with all three parties.” In addition, the Airport Authority is operating a “new routes, new incentives” initiative, where airlines who add the islands to their list of destinations don’t expose themselves to the full costs of doing so – the Airoport Authority shares some of the financial burden for a 3-year period. “We share in the startup risk. From there, the hotel assocation and tourist board assist with marketing.” International carriers market in different countries, while the TCIAA markets regionally: the result is a double marketing offensive for the islands. Something has clicked: For the first time, the islands are being serviced by two major airlines operating out of, Florida: American Airlines and JetBlue. This competition in turn has led to airfares tumbling by around 50%. The island also has access to other hubs in North America like Chicago and Houston, while American Airlines have indicated they’re going to start operations back
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THE SUSTAINABLE BUSINESS REVIEW
A full service ground handling company , established for over thirty years. We offer first class services in Ground Handling, Security, Customer Relations , and Ramp Services. Simply put, we offer superb all round services, competitive prices for the leanest cost!
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TURKS AND CAICOS ISLANDS AIRPORT AUTHORITY into New York. Boston and Dallas also service the islands. Two local carriers have also sprung up generating traffic of their own.
LOCAL
engagement The success of the TCIAA feeds into the local economy. Mr. Smith points out: “Currently, we have a staff of circa of 250-odd and growing. The Airport Authority also has under its umbrella the fire services, security, air traffic control, apron control and the whole gamut of what happens in an airport. Some other airport authorities only look after bits and pieces but we look after the lot.” This doesn’t include indirect unemployment, of course. For example, around 90% of the taxi drivers at the airport are totally dependent on business generated there. Engagement doesn’t stop with employement. There are also school visits and training programs: “Through the training manager, William John, we’ve set up a training reach-out program. We go out to the schools on the islands and partner with the schools to introduce children to other areas of aviation. We also offer scholarships to individuals, bring them on board and give them and finance the initial training. All of the training they receive here and overseas, is paid for by the Aviation Authority.”
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SUPPLIERS and partners
The vast majority of the Airport Authority’s contracts are taken up by local companies like Caicos Oil for fuel, Flight Support and TCA Handling for ground handling, Blue Loos for waste disposal and Cargo Express, a Providenciales firm which the Airport Authority turns to for shipping when required. Local suppliers were even able to care of construction of the terminal given their experience in the development of hotels which has occurred over the past number of years. These include Dolmen Construction, SDM, RBS and EDS.
Surprisingly, the Airport Authority has only turned to international suppliers in more technical areas – principally, the civil engineering works which have been required around the airport. These have been taken care of by WSP, Howard Industries and Herzog – all well-known international brands with experience in the field.
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TURKS AND CAICOS ISLANDS AIRPORT AUTHORITY
Looking to the
future
The TCIAA’s remarkable journey keeps going apace. While it may seem like everything has fallen into place, it’s worth remembering that just ten years ago, it was loss making. Last year, it generated revenues of over $35m and those are set to be beaten this year. Traffic continues to grow: US Spring Break now lasts two months, and the Ritz Carlton, which will open shortly, will generate new traffic of their own. In terms of development at the airport, in South Caicos the runway rehabilitation is already underway .They have sent out an RFP for a new terminal building and a new combined services building which are scheduled to be completed by the end of 2017. That terminal building will offer a gleaming state-of-the-art welcome to an island, developed by locals and powered sustainably. What better way to mark the Airport Authority’s mark on the island. As Mr. Smith notes: “If the Airport Authority fails, it’s a country and its economy that fails.” Thankfully, there’s absolutely no sign of that ever happening.
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THE SUSTAINABLE BUSINESS REVIEW
RIOGALEÃO
TOM JOBIM INTERN READY TO WELCOME THE
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RIOGALEÃO
O
NATIONAL AIPORT WORLD
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AS THE OLYMPIC DRAWS NEAR and the beautiful City of Rio opens its doors to host the world, TSBR sits down with Milena Martorelli, Sustainability Manager at RIOgaleão – Tom Jobim International Airport to discuss the airport’s history, capacity, sustainable development at the ultra-modern facility and initiatives put in place to ensure a pleasant memorable “welcome and goodbye” for all.
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RIOGALEÃO
RIOgaleão – Tom Jobim International Airport began in 1924, when the Naval Aviation School, founded in 1916, was transferred to Ponta do Galeão. In 1945, the airport became officially international. At this time, the old seaplanes were gradually replaced by larger aircraft with wheels, which needed runways on land. During the Second World War, besides serving as a busy air base for the Brazilian Air Force, the airport was also used as a landing field for international aircraft. Five years after the war, in 1950, the airport’s departures and arrivals facility was expanded, and it was subsequently replaced by the current Terminal 1, which was very modern at the time it was opened.
OPENING On January 20, 1977, Rio de Janeiro International Airport was opened. The building work, carried out by construction company Odebrecht, was a milestone in Brazil, representing one of the main technology projects in the 1970s in the country. Designed with modern airport and flight protection facilities, the new airport was needed to handle the ever more intense air traffic on its runways. Keeping up with the technological development of commercial aircraft across the world was also fundamental. Quarter 3 2016 - The Sustainable Business Review
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THE SUSTAINABLE BUSINESS REVIEW Due to fast growth in commercial aviation in Brazil, all of this terminal’s facilities were expanded in 1992. This work, which increased the terminal’s capacity to 7 million passengers per year, coincided with the start of building work on Terminal 2. The new terminal, one of the most modern in Latin America and able to handle 8 million passengers per year, was opened on July 20, 1999, more than doubling the airport’s capacity…
TODAY RIOgaleão – Tom Jobim is now a major international airport. It has the longest runway in Brazil, and one of the most modern and best-equipped cargo logistics terminals in South America. And the airport is continuing to grow. By 2016, its operation, maintenance and expansion activities will have been fully transferred to the RIOgaleão concession-holder, which is investing around R$2 billion in infrastructure construction work at the airport. Over the complete 25-year concession period, it will invest a total of R$5 billion in the airport’s program of improvements. Learn more: http://www.riogaleao.com/en/ institutional/the-airport/
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RIOGALEÃO
This month we shall inaugurate South Pier, a new space with more than 100 thousand square meters of area, 26 new boarding fingers, commercial space with new shops and an aircraft yard with 260 thousand square meters, corresponding to 24 soccer fields of the size of “Maracanã”. In January we inaugurated the new Parking Building with the construction of four new floors in the parking place of Terminal 2 and providing 2 thousand new parking places and eight new elevators – the complex already had three floors, totaling, today, seven floors. Also, we executed the works for connection of terminal 2 with South Pier, and opened a space of the terminal, never used before, with installation of 7 new elevators and expansion of the area dedicated to check-in.
TSBRExpand on your operations; its features, capacity, types of traffic, airlines and routes, staff strength & assets R: RIOgaleão operates with two tracks for landing and takeoff, with 25 domestic destinations and 24 international destinations, divided into six domestic airlines and 20 international airlines. The installed capacity of the airport is 30 million passengers. The expectation for Olympic demand is 1.5 million passengers. Since the startup of the operation, in August 2014, we have implemented bilingual services, opened 75 new shops, installed automatic gates and safety cameras in the parking places, improved the cleaning of the terminals, toilets and diaper changing stations, and provided free Wi-Fi for 60 minutes. Among the immediate actions for Quarter 3 2016 - The Sustainable Business Review
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THE SUSTAINABLE BUSINESS REVIEW serving the customer, we installed new counters in the halls of both terminals, with bilingual professionals, and launched new communication channels. For the Olympic Games we shall have about one thousand volunteers of Rio 2016 (Olympic Game organization), besides our own bilingual professionals, who shall provide support for passenger services.
All our projects start with a diagno with the participation of the commun (internal or external) pointing various prio TSBRdevelopment themes. These themes Rio de Janeiro–Galeão International developed in informal educational activit Airport gives a high importance on with the external public (children a being a part of the community; can juveniles, educators and residents of you expand on your engagement with surroundings) and internal public (memb the local community in relation to staff of RIOgaleão, service providers a recruitment, development and welfare? concessionaires). R: RIOgaleão understands that a socially responsible company, including safe environmental management practices, provides benefits not only for the company, but also helps with the development of the local community. RIOgaleão is a transforming agent and incentives good practices in the territory where we act, and the action in the communities is reinforced with projects related to education, with activities for stimulating preservation of natural and human resources.
We stimulate social environmental practices, individual
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Currently, we have three projects un execution: School Connection (Conex Escola) working with environmen actions and themes related to Hum Rights, with theoretical and pract activities, using art and culture tools, w 28 students of the public schools resid in the community of Tubiacanga (arou the airport); Presentation Cycle (Ci de Palestras) with debates about prio themes in the community with profession of the thematic area, with the purpo of informing, instructing, exchang know-how, promoting suggestions improvement and supporting the plann of possible ways, and Language Incent (Incentivo à Linguagem) working w actions for incentive to Portuguese a English languages using daily them for developing vocabulary, reading a conversation, for the safety and clean staff of the airport.
RIOGALEĂƒO
osis nity ority are ties and the bers and
nder xĂŁo ntal man ical with dent und iclo ority nals ose ging for ning tive with and mes and ning
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RIOGALEÃO TSBRSubsequently in relation to your organisation’s supply chain, how would you describe to supply chain management as well as the input of local, regional suppliers and their contribution to your success thus far (highlight 2-3 companies as examples)? R: All the concessionaires and service providers work in partnership with RIOgaleão in the program for Efficiency and Sustainability. When signing the contract with RIOgaleão, they participate in the programs and training for sustainable We have highly development of the airport qualified contributing directly with professionals management of solid waste, prevention and environmental who are building and monitoring, energetic developing a more efficiency actions, prevention cordial airport, better and control of Aedes aegipty serving the needs of mosquito and other vectors, the customers, of its hygiene and food safety (food members and general concessionaires), among other existing programs. community without
forgetting the legal operational sustainability.
The hiring of labor in the aspects, surrounding community safety and requires structuring a program for qualification and a résumé database for the residents in the surrounding communities and support of public agencies and professional qualification entities. Various activities developed in the airport demand differentiated qualification of the professionals. However, as possible, the employing community of the airport tries to hire the residents of the region.
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This movement may be observed in the works for improvement of Phase 1B of the airport where Consórcio Construtor Galeão was able to absorb a good number of residents of the surroundings during the period of the works. The perspective for 2017 is to complete the survey with all the concessionaires and service providers of the airport, identifying the main causes of professional rotation, challenges for professional qualification, main employment areas, level of education required per function, salary ranges, age, gender, race, among other. This diagnosis shall be performed by application of questionnaires for each employer and also the perception of the member in relation to the companies and their work. This study shall be used as base for preparing new projects related to education and development. Regarding acquisition of products, RIOgaleão prefers the products of companies located in the region and presenting compatible quality and prices. All the companies responsible for service provision, acquired products and concessionaires installed in RIOgaleão are previously analyzed before the signature of the contract in order to check the labor documentation, origin of the material (when originated from natural resources), permits, among other. TSBRKindly give us an insight into the next 5 to 10 years plan for Rio de Janeiro–Galeão International Airport; identifying ongoing and planned projects as well expansions programs R: RIOgaleão is a new concession. We are still in the stage of data survey, monitoring the existing infrastructure for analysis of efficiency, assessments, among other. With the progress of the studies we shall adjust our programs into an executable schedule. Meanwhile, we have defined the four main axis of the environmental area: Waste, Energy, Water and Emissions.
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RIOGALEĂƒO
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THE SUSTAINABLE BUSINESS REVIEW According to these assumptions, we have defined some projects for execution: “Waste Zero” for handling the waste generated in the airport with generation of energy; “Energetic Efficiency” for generation of solar energy; “Hydric Efficiency” with study and analysis of water consumption in the airport and feasibility for capturing natural resources (rain water); and “Greenhouse Gas Emission Reduction” with the objective of contributing with reduction of greenhouse gas using alternative generating technologies. The predicted conclusion of the implementation and startup of all these projects is from the end of 2017 to early 2018. TSBRAs an organization with multiple stakeholders, explain how they are able to communicate the company's vision and balance the commercial sustainability with social sustainability. R: The institutional documents are under preparation. It was necessary to know and monitor the data during a full year (2015) to allow tracing goals and defining index for really translating our progress and challenges. TSBRIn your professional capacity as an industry leader in the Air Traffic sector in Brazil, what are some of the challenges faced and what opportunities are present to both local and international stakeholders?
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R: The largest challenge has been planning the actions of the Efficiency and Sustainability Program, since various data necessary for planning did not exist or did not represent the sources and adopted methods. We are improving our management data every day in order to plan and execute our actions more assertively.
TSBR Finally in your opinion what is the unique feature in your operation that makes it stand out from other providers in the region? R: The people of RIOgaleão. No airport has a similar team. We have highly qualified professionals who are building and developing a more cordial airport, better serving the needs of the customers, of its members and general community without forgetting the legal aspects, operational safety and sustainability.
RIOGALEĂƒO CATEGORY
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RAJIV GANDHI GMR HYDERABAD INTE One family, one mission
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GMR HYDERABAD AIRPORT
ERNATIONAL AIRPORT:
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Hyderabad and Glasgow were recently the world’s fi in the area of safety
The city of Hyderbad in India may be more recognized as a pharma and IT hub to those in the west, but this may be about to change thanks to Hyderabad Airport. . Until as recently as 2008, Begumpet Airport in Hyderabad was an international airport long before the new airport came up at Shamshabad, Hyderabad in 2008, serving a population of over 6 million . 8 years later in 2016, the airport is alreadjlm.y becoming an invaluable tool in bringing Hyderabad to the world and showing all that it has to offer. Its CEO, Mr Sgk Kishore recently told us: “I can confidently say that Hyderabad has set a benchmark for airports that followed.” The airport has experienced double-digit growth every year since its inuguration and in 2015, welcomed 12.5 million passengers through its gates. This is set to climb to over 15 million in 2016. The passengers aren’t just domestic, either: the airport already has connectivity to over 50 global cities, either through direct or multi-stop flights. The livery on the aircraft parked outside its terminals show companies from countries in the Middle East and beyond:
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impressive progress achieved in only 8 short years.
AN AIRPORT INDIA CAN BE PROUD OF Hyderbad Airport was conceived over 10 years ago, as the city’s planners decided that an
GMR HYDERABAD AIRPORT CATEGORY
first airports to receive British Safety Council awards y and sustainability.
airport was required to develop the burgeoning city’s potential. Research was conducted into all aspects of how a well-functioning modern airport should be in terms of best practice, best design and ultimately, the best product for the end customer. A decision was made to use the public-private partnership model for funding – the first of its kind in India, and construction works began in 2005.
The construction phase for the airport created an estimated 840,000 jobs directly or indirectly in the Hyderabad region. It included the building of a 4.2km runway – long even by international standards – a specialized termin and the impressive passenger terminal. The future ambitions of the team behind the airport are exhibited by the fact that the airport is one of the first in the world to be modular – that is, future expansion can be carried out without disturbing any of the airport’s operations.
The IATA recently named it one of the world’s best airport in the 5-15 million passenger capacity. It’s the seventh consecutive time that the airport has received the award since its inauguration in 2008 and is highlights the good work has been achieved in such a short time. Elsewhere, Hyderabad and Glasgow were recently the world’s first airports to receive British Safety Council awards in the area of safety and sustainability.
DEDICATION TO VISITORS The IATA award metioned in the previous section was only achieved through Hyderabad’s unrelenting focus on its visitors. That particular award is based on passenger feedback, which uses 24 different paramaters. The success reflects the airport’s core focus on passenger experience which can be seen everywhere: from its online feedback systems and actively maintained social media channels. The airport also has its own call centre and regularly maintained e-mail accounts. There is also a department, QSD, standing for Quality Service Department, which looks into all the Quarter 3 2016 - The Sustainable Business Review
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THE SUSTAINABLE BUSINESS REVIEW passenger feedback and looking to see how the service can be improved. Theirs is a constant dialogue with passengers to establish their expectations, and looking to improve on any negative comments that appear. As Mr. Kishore points out: “the bottom line is that we put a lot of focus on core passenger experience. Passengers are the ultimate customer.”
Its innovation in the area of airport technology has also been developed in lessening the hassle that travellers have sometimes come to expect from airports. For example, it was the first airport approved for the e-boarding solution which was developed in-house. It means that passengers can board planes with minimal manual intervention. This comes in addition to being the first airport in India to offer mobile check-in using QR codes.
LOCAL ENGAGEMENT From the outset, the management of Hyderabad Airport have understood the importance of local engagement. Because the Indian aviation
Management view the terminal as a hotel lobby. This means that many of the people working there have hospitality experience. There are regular brainstorming workshops, feedback panels, roundtable discussions which involve all the airport’s stakeholders. In short, veryone is engaged in making the customer service among the best in the aviation industry: from the people working in retail, to catering and even the security staff. “At every stage, we’re asking passengers what they’d like to see added to the airport” says Kishore.
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industry is still nascent in global terms (until now, rail has been a far more popular mode of transport within the country’s borders), several products and employees were drafted in from abroad for the airport’s startup. Slowly
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GMR HYDERABAD AIRPORT but surely, however, more and more locals are being employed…and the airport is thriving as a result.
estimated at running into billions of rupees. The construction phase– spread over three years - generated just under 12 billion rupees.
One measure taken by the airport to develop and harness the skills and abilities of locals is the so-called Aviation Academy.
PARTNERS AND SUPPLIERS
All areas of the airport from retail to security have certified courses, which can be availed of without any cost to the individual. The result is not only that locals can upskill, but also that a spirit of self-development is fostered in every corner of the business. Beyond its own employes, the airport had had a tangible effect on the lives of thousands
It does not take much time to realize why Hyderbad, as Mr. Kishore elegantly puts it, “is not so much a standalone airport so much as an entirely integrated ecosystem”. The “one family, one vision” motto that it uses extends to its partners. These range from international companies with signficant presence in India, such as Larsen & Toubro, the construction company and Dalkin Airconditioning India PVT, which looks after the airports considerable HVAC network. Indian suppliers have also benefitted hugely from the airport and are set to be some of the main beneficiaries of the airport’s continuing growth. These include Beumer Technology, which looks after the airports baggage handling operations, Enerparc Solar Power, Smith Detection X-Ray machines and Vitra India which provides the airport with its seating.
of others besides. It has created, directly or indirectly, around 840,000 jobs in the city and its evirons. Around 120,000 jobs were created at the inception phase alone, while its contribution to the local economy is
In the near future, a partnership with Indian Rail looks like emerging. The government is keen to tie-up the infrastructure of Hyderabad into a modern integrated system. This will involve bringing the country’s rail network right to the airport’s doorstep, and allow the area’s considerable manufacturing, aerospace, IT Quarter 3 2016 - The Sustainable Business Review
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THE SUSTAINABLE BUSINESS REVIEW and pharmaceutical industries to continue to flourish.
THE FUTURE In the coming years, double digit growth is expected to continue so management are already planning expansion of the terminal to deal with the increased traffic of passengers. In addition, management have recognized the huge potential for the airport to deal with the cargo for commodities and perishables, and plans are already underway to develop their capacity in this area. In the medium term, management are investigating the possibility of making Hyderabad a redistribution centre for express cargo. Naturally, this will be aided by India’s large and growing trade with countries like China and the US, as well as India’s growing prowess as a leader in the manufacturing sector. Logistics, therefore, will be crucial and Hyderabad Airport can play an obvious role. The team behind Hyderabad Airport continue to do a remarkable job in maintaining such high standards at a breakneck speed of growth. Before long, Hyderabad Airport City, as it is now being called, will no doubt be making more and more appearances on boarding gate signs in airport terminals all over the world. Maybe only then will the family behind the airport have achieved their mission.
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GMR HYDERABAD AIRPORT
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ENERPAR MAKING INDIA’S AIRPORTS RE
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ENERPARC
RC: ENEWABLE
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THE SUSTAINABLE BUSINESS REVIEW In a recent article about Hyderabad International Airport, the airport’s CEO, Mr. Sgk Kishore was keen to emphasize the role that its partners have played in its success. Chief among these partners was a German company operating out of Bangalore: Enerparc. Enerparc is an engineering, procurement and construction firm (EPC) that specializes in solar projects. Like Hyderabad international airport, it is quickly developing a name for itself around the world as an innovator in its field.
Enerparc’s work
on Hyderabad’s international airport, where it is has installed 5MW of solar power, was just one of a number of projects the firm has taken on in India. India’s Civil Aviation Ministry recently announced a plan to roll out 146MW of solar energy across 143 airports – a highly ambitious undertaking aimed at bringing the country’s airports in line with the UN’s Millennium Development Goals. To give some indication of the scale of rollout, Enerparc has already installed 270MW of solar energy at airports globally, since it was founded in Germany in 2008.
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Enerparc has already put some of its expertise to work at Delhi International Airport. The solar installation they constructed on the run way side was the first of its kind in the entire Asia Pacific region. As the firm’s first airport project in India, it also delivered a message to the airport authorities all over the country that Enerparc would be the one to turn to when they needed to develop their own solar energy projects. Managing Director of Enerparc Energy, Santosh
ENERPARC Khatelsal, said “these projects we have built and are operating are a testimony to our expertise and technical skills in understanding both aviation specific needs and solar expertise." Clearly, it was a message that was well received: Since the Delhi project, Private airports as well as Airport Authority of India (AAI) have taken initiatives for installation of solar power plants at airports. Currently AAI has installed cumulative capacity of 5.4MW at 16 airports with a further 24MW to be delivered at 11 more airports by the end of 2016. Notable among these projects, in addition to Hyderabad International Airport, is the airport recently constructed at Cochin, a city on India’s southwest coast. It is Asia’s first fully solar-powered airport with a 12MW capacity and the world’s largest solar energy output for an airport – taking the record previously held by Indianapolis Airport in the US. Airports are ideal for hosting solar energy grids: the vast tracts of land at many of India’s airports went unused for years but are now being put to much more productive use. The fact that these grids need to be maintained over their lifetime, also gives an opportunity to hundreds of locals to gain employment in the solar energy sector. The next time you’re taking a flight and something glistens below, it may well be the sun reflecting from one of Enerparc’s solar installation. They’re working hard with private as wells as Government airport authorities in India to make that a reality. For any larger airports approximately twenty percent of their operational cost comes from energy consumption. Hence all the efforts of operating airports are directed towards optimization of energy consumption and
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THE SUSTAINABLE BUSINESS REVIEW exploring possibility to reduce energy cost. With cost of solar energy reaching grid parity it can help airports in cost savings tremendously as airports pay commercial tariffs. Also majority energy load on airports being that of HVAC in day time, which peaks in noon exactly fits the generation profile of solar energy which is generating energy in day time and peaking around noon. One of the challenges which can arise due to the solar installation at airports, is that of installed solar modules which can reflect incident sun light towards the glide scope of landing and take offs, giving momentary loss of vision to pilots or personnel working at air traffic control (ATC). To ensure safety of everyone involved, glare analysis is carried out to see that the reflection across the year does not hamper pilots or ATC personal. This is achieved by adjusting the solar modules to the correct inclination and orientation – again, something Enerparc has a lot of experience in.
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Zambia’s H Energy
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KALAHARI GEOENERGY
s
Heads Toward Thermal
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“GEOTHERMAL ENERGY
IS POTENTIALLY THE LARGEST –
and presently most misunderstood – source of energy in the world today.” Former U.S. Vice President Al Gore, Our Choice Geothermal energy has been improving human lives throughout recorded history. The ancient Romans used it for heating their chambers and public baths. Native Americans used hot mineral springs for bathing, cooking, and washing clothes. Most people in Iceland use it to heat water and buildings. And now the Zambian company Kalahari GeoEnergy is looking to exploit geothermal energy as a dependable and renewable source of electricity. Regions around the Pacific Ring of Fire have already added geothermal energy to their power resources. The heat source is near-surface magma associated with active volcanism, of which the surface manifestation includes fumadors and geysers. In Africa geothermal power production is also a reality, with current production in Kenya at approximately 600 megawatts with a projection of 2,000 megawatts by 2020. Other than volcanic areas, geothermal energy can also be found in sedimentary basins associated with significant faulting; this is what has been found in Zambia.
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KALAHARI GEOENERGY
ENERGY PRODUCTION
IN ZAMBIA
Ninety six percent of power produced in Zambia is currently hydroelectric. But the industry has been affected by climate change during the last several years, both in reduced rainfall and increased evaporation. With a rapidly growing economy, requiring a greater supply of electricity, the country needed to diversify its power generation from such high reliance on hydroelectric production. Sixty percent of Zambia’s energy goes to mining (largely copper). Mines cannot operate at full capacity with reduced or erratic supply, without the risk that they will close or go into a ‘care and maintenance’ stage, pending resumption of stable power supply. Many mine operators start looking elsewhere for extraction projects. Thus unpredictable energy production has the effect of destabilizing the economy.
Although geothermal energy will not be sufficient to supplement hydropower alone, it can become a fundamental component of Zambia's energy equation. Compared to other sources of energy, geothermal is sustainable, renewable, and predictable - the earth's core will not cool during human time. It is also dispatchable, in that it can be exploited at any time or all the time, which is not the case for other renewables such as solar and wind.
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EXPLORATION & TIMING
Due to regional geography and hydrochemistry identified in the initial phases of the project,
The company is planning to develop a 20 MW power project in two 10 MW sequential phases - a manageable size considering the experience of contractors, available finance, and the need to develop a comprehensive regulatory framework. Furthermore, this size of project may also be eligible for standardized renewable energy feed-in tariffs and power purchase agreements. Power would be generated using the Organic Rankin Cycle binary process, whereby hot geothermal fluids are pumped from the reservoir through a heat exchanger and
Local
Impact Kalahari GeoEnergy has focused exploration efforts on the Kafue Trough in southern Zambia. Following detailed geophysics, the company drilled five wells totaling 1,980 metres. The results indicate that the target can support a power generation project of at least 10 MW, and potentially greater. The key criteria required for a geothermal system are present: temperature, permeability, and fluid.
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Energy in Africa is a fundamental nece health. In Zambia only 5% of the rural p one third of the people have access to initiative for Kalahari GeoEnergy is to consequent quality of life in target area
KALAHARI GEOENERGY
the cooled fluids are pumped back into the reservoir, thereby creating a sustainable operation. The heat exchanger contains a working fluid (normally a refrigerant) that has a low boiling point that flashes into steam. This is used to make mechanical energy that drives the turbine. The entire process is completely enclosed, so there are no emissions. The water temperature required for this kind of process was once 150ยบC, but new efficiencies have reduced that necessity to 130ยบC, as well as lowering production costs.
Kalahari GeoEnergy will drill three further test wells this year. If successful, the company will commence a feasibility study that could be completed by July 2017. If all continues to go well, they could have power production by mid-2019. The company has so far used their own funds and has been able to keep costs low. After this target is developed Kalahari GeoEnergy has another target site about 150 km (100 miles) away. Success at one site could be replicated at this and other similar sites. Hypothetically, their thermal system model
essity for development, education, and population has access to electricity and o fresh, clean water. So an important o improve the health conditions and communities.
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and application of binary power technology could be extended to other Karoo basins found throughout Southern Africa - which is the long-term goal of the company.
In order to protect the environment, itself, a same time increase rural access to moder Kalahari GeoEnergy is also working on con off-grid distribution, including fuel cells that w away with the need for fixed power line infras Meanwhile, the timing fits well with Zambia’s (and The company believes that, like the step f Southern Africa’s) power crisis. Although there are line telephones to smart phones, there will much bigger planned projects in the works, they are effective ways of creating off-grid distributio not likely to be operative until the mid-2020’s, which means that Kalahari GeoEnergy is well placed for its The company’s project is sustainable in mo own success. They are the only geothermal company than those above. Using a binary productio in the region and the only one on the continent, creates geothermal energy with zero emiss outside of East Africa. a small visual footprint - a 10 MW geotherm plant is about the size of two tennis cou Traditional community water sources are either geothermal energy never runs out. With h seeping geothermal fluids or contaminated wells. The pumped out, stripped of its heat, then pump geothermal fluids seep out of the earth in a series of into the reservoir to reheat, the cycle ca hot springs with high mineral content (including those forever. The biggest visual impact would detrimental to health, such as fluorine). The wells transmission poles to connect the plant to th are commonly contaminated with pathogens and residues from the activities of the local population. As the company’s CEO, Mr. Peter Viv Cholera is prevalent. Kalahari GeoEnergy is testing observed in a recent interview, “We’re not d a locally produced slow bed filtration unit to improve the planet. Our grandchildren will still h resource.” the quality of well water. The company’s power plant will reject thermal energy lower than 90ºC. So the company is looking for potential secondary applications, including using the rejected thermal energy to pasteurize cow’s milk (7080ºC) produced by herds in the vicinity of the plant. This could help strengthen the local community’s economy and prevent the drain of people to the cities.
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KALAHARI GEOENERGY
and at the rn power, ncepts for would do structure. from land l be cost n.
ore ways n system sions and mal power urts. And hot water ped back an repeat d be the he grid.
vian-Neal, depleting have this
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TANZANIA PORTS AU
CREATING A MARITIME HUB IN EAST AF
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TANZANIA PORT AUTHORITY
UTHORITY
FRICA
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The horn of Africa is one of the busiest channels for shipping in the world, thanks to its proximity to the Middle East and their vast oil tankers. The Tanzania Port Authority (TPA) is an organization which is looking to exploit this traffic to help generate an economic transformation in Tanzania. Their ultimate aim is for Tanzania, and its ports, to become “the essential gateway for trade in East Africa.” And no stones are being left unturned in this pursuit. The Tanzanian Government has begun implementing the Big Results Now initiative, the goal of which is to modernize and expand the country’s ports and develop as part of mov-
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ing Tanzania into a middle-income bracket by 2025. This plan uses a blueprint set out by Malaysia, a country which featured many of the same issues as Tanzania, structurally and economically, before setting off on an impressive path to prosperity. In 2015, a delegation of Malaysian policy experts travelled to Tanzania to coach over 300 relevant Tanzanian officials on priority areas in the Tanzanian development plan. Ports, under the management of the TPA, were one such area. Clearly, the plan is being taken seriously and it provides some encouragement that other countries in the African community, like
TANZANIA PORT AUTHORITY
Rwanda and Nigeria, are developing similar plans. It’s certainly not going to be easy: the Big Results Now initiative (sometimes referred to as ‘BRN’), is demanding a lot of the TPA and other stakeholders. Underpinning everything is performance – everything should be done more efficiently than it has been until now. If Tanzania wants to become a port hub in East Africa, the TPA’s ports will need to perform better than their foreign competition. Key objectives for the
TPA include: • Improving operating procedures at all its ports, establishing a clear set of KPIs and a review of its ports’ tariffs for berth operations and cargo collection and delivery, as well as implementing 24-hour service at all ports; • Introducing a ‘port community system’ with an electronic single window (implemented at the end of 2015);
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THE SUSTAINABLE BUSINESS REVIEW • Improve the ports’ layout and access; • Remove and relocate unused facilities; • Upgrading equipment and rail links; • Drafting of a customer service charter to enhance professionalism and transparency; • Workforce enhancement, which has already included a group of marine pilots and engineers being trained in Egypt in 2015, while a second batch are currently being trained.
Tanzania’s Ports: Developing under the TPA’s supervision Almost everybody has heard of Dar es Salaam, one of the oldest cities in the world, and now, thanks to the TPA, home to one of the world’s fastest growing sea ports. It is the dominant port in Tanzania, catering for over 95% of the cargo in the country every year. It is an extremely important hub, not only for Tanzania, but also for the many landlocked countries across east and central Africa. It is an Indian Ocean terminus of a complex logistics network stretching half way across Africa. Little wonder then, that the TPA is spending close to US$600 million to improve efficiency there. Coming in second and third place are the ports of Tanga and Mtwara. Dar es Salaam has 11 deepwater berths, while four more are to be constructed at Mtwara. Elsewhere, a brand new harbour, costing US$11 billion, is being created as part of the newly developed port of Bagamoyo, some 70 km north of Dar es
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TANZANIA PORT AUTHORITY CATEGORY
TANZANIA PORTS AUTHORITY AND PHAEROS: a long-term successful partnership!
For over 10 years now, TPA has teamed up with Phaeros
at TPA. Using the invoicing system, all operations data, related to vessel calls, port services, cargo handling, storage and much more is automatically retrieved from the operations system, without manual interventions, and is automatically billed to the correct customer.
for the supply, implementation and support of multiple IT systems related to the port’s day-to-day operations.
The implementation of these various systems has contributed to the positive evolution at the TPA operated
The partnership started back in 2005 when TPA awarded a
ports and has, amongst other measures, greatly increased
public tender for the implementation of a Port Management
the productivity, the accuracy of information and has
System to Phaeros. As a result Phaeros’ Harbour View
streamlined the overall process flows.
application was implemented to streamline the information flow related to vessels calling the port of Dar Es Salaam,
Most recently, once again as a result of a competitive
and in a later phase also to the other TPA operated ports.
bidding process, Phaeros was also awarded the contract
Later on, Harbour View was replaced by a completely
for the implementation of Tanzania’s electronic Single
reengineered and modernized version called Harbour View
Window System (eSWS), an ambitious and challenging
Plus which is still in place today.
project allowing the electronic data entry of various information related to Tanzanian trade. The end result of
As time went by and TPA’s software requirements evolved,
this project will be that importers and exporters will only
Phaeros was also selected to optimize the operations at
have to input information once in a system and the system
the cargo handling facilities through the implementation
will distribute the relevant information to other stakeholders,
of Phaeros’ multi-purpose Terminal Management System
thus significantly simplifying the life of everyone involved in
called Cargo System. The invoicing system BillSys was
trade!
another logical step in the gradual evolution of automation
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Sahel Trading Co. Ltd was established in 2003. We have grown into one of the country's largest scale companies with an impressive list of clients and projects completed throughout east and central Africa. We are sole agents and manufacturers and therefore are able to offer a quality product, on time and at competitive pricing to solve your weighing problem. We design, manufacture, sell, hire, maintain and repair the full spectrum of products, ranging from Laboratory balances to 120 tons weighbriges. We specialize in industrial weighing with thousands of products commissioned throughout east and central Africa. Our philosophy - COMMITTED TO QUALITY AND EXCELLENCE - extends not only to the products we promote and manufacture, but also to our service and back up department. Sahel Trading Co. Ltd management team is committed to ensuring only the best products are sold with the assurance of solid back up - before and after the sale has been done. Our stores carry an enormous range of products, spares and accessories to ensure immediate delivery/service is possible when you call on us.
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TANZANIA PORT AUTHORITY CATEGORY Salaam. The TPA also owns and manages various harbours, both on the Indian Ocean and on the lakes of Victoria, Tanganyika and Nyasa.
offering is more than the sum of its parts. These include the Tanzanian Government, collaborating partners, the railways, shipping agents and customs authorities. Recent developments in Tanzania, particularly the discovery of natural gas, have led to increased maritime activity. This discovery has led Tanzania to begin investing in infrastructure and services for a growing gas sector. Ports like Dar es Salaam have seen huge increases in traffic as a result of the discovery, leading in turn to much more work for the TPA. They estimate that traffic has grown by 10% every year since 2005.
In total, the TPA has charge of 3 main sea ports, 5 smaller sea ports and 6 lake ports around Tanzania, dealing with around 550 container ships a year and close to 12 million tonnes of cargo. The TPA maintains close contact with several stakeholders so that the country’s
All of this development and modernization calls for some involvement of the private sector, both for funding and for the expertise than the TPA can glean from private companies. The good news for Tanzania is that the World Bank Doing Business Report for 2016 has scored it as the 3rd best country in Africa for starting a business, behind South Africa and Mozambique, with a score of 79.58 out of 100.
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Partnerships and Suppliers
The TPA engages a broad range of suppliers, who in many cases, have become partners in
the organization’s ongoing success. Examples include the Phaeros Group BVBA, a Belgian
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software firm focusing on ports and shipping companies, which helped developed the TPA’s proprietary software system. Marb Grant Co. MarbGrant Co., a Tanzanian construction firm,
have been fundamental in developing newer parts of the port at Dar es Salaam.
TANZANIA PORT AUTHORITY Elsewhere, the TPA has also worked with renowned Dutch marine engineering consulting firm, Royal Haskoning – a company with a history of over 135 years and a presence in over 100 countries. Finally, one of the com-
marine-related organizations like the TPA and provide solid know-how to complement the TPA’s ongoing work.
A Port
with a bright future Investment will be key to continuing the progress which the TPA has made over the past several years. World Bank funding will assist in the rehabilitation of the country’s extensive rail network, having a knock-on effect on the TPA’s progress. By 2021, Tanzania will have invested over US$14 billion in its logistics in a bid to become East Africa’s transport and cargo hub of choice. The first train line connecting to the port of Dar es Salaam will 2,561km and stretch all the way to Burundi and Rwanda. A second line of 1,000km will bring freight southbound connecting the city of Ludewa with the Mtwara port. These projects will considerably benefit trade in the country, encourage more cargo to arrive at its ports and provide economic benefits for many years into the future for Tanzania.
pany’s suppliers Joh. Achelis & Söhne GmbH, celebrates 190 years in 2016 – a German firm, they have a solid tradition of trading with
The TPA is currently in the process of implementing the Ports Master Plan (20092028) together with the Corporate Strategic Plan (2011/12 to 2015/16), aimed at modernizing and expanding the country’s ports. Maintaining quality while the ports continue on their impressive growth path will be a challenge for the TPA, but one they seem more than capable of rising to.
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TRANSPO INFRASTRUCTURE IR
Bringing Ireland To Ne
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ORT RELAND:
TRANSPORT INFRASTRUCTURE IRELAND
ew Places
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A
2001 book by author Ultan Cowley entitled “the men who built Britain: A history of the Irish navvy” looked at the contribution of Irish immigrants to construction in the UK and in particular, its road and transport infrastructure. According to Cowley, “the canals, the railways, the roads, tunnels, dams and public utilities of Britain stand as lasting monuments to their sacrifices and achievements.”
Massive changes in just
30YEARS
Back in their native Ireland, however, transport infrastructure – and in particular, the country’s road network – suffered from years of underinvestment and an integrated plan. Two organizations were formed to address this issue in early 1990s: the Railway Procurement Agency (RPA) in 1991, and the National Roads Authority (NRA) in 1993. Reflecting the need for an integrated transport infrastucture plan, the organizations merged in August 2015 to become Transport Infrastructure Ireland (TII). A country of Ireland’s size and population often can’t reach the critical mass required to support large-scale infrastructure projects, which makes the work of an organization like the TII more challenging. However, the evidence witnessed by recent dramatic improvements in Ireland’s trasport infrastructure suggests serious progress is being made on several fronts. Many of these will certainly deliver on the TII’s miss to deliver transport infrastructure which contributes to the quality of life for the people of Ireland and to support its economic growth.
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In the early 1980s, Ireland had a population of just over 3 million people and was an economic backwater which sent most of its newly-minted graduates abroad to locations
TRANSPORT INFRASTRUCTURE IRELAND like the UK, the US and Australia. However, in the 1980s, a change in government policy led to a resurgent economy that focused on foreign direct investment. This helped a surge in population (now about 50% higher at 4.6 million), more car ownership, and a need for transport infrastructure that responded to the changes.
with the introduction of several extensions to the road network, again in the greater Dublin area. However, it was in the 2000s that the greatest changes were seen: swelling government coffers at the time brought the country’s transport intfrastructure more centrally on the country’s agenda. Several hudred kilometres of high-quality motorway added to the network, at a cost of billions of euro. An example of this can be seen in the introduction of interurban motorways, linking Dublin to Ireland’s secondary cities: Galway, Limerick, Cork and Waterford. Whereas 20 years ago,all of these cities were reached through a network of regional secondary roads, all are now served by world-class road networks reducing transport times, increasing safety and ultimately delivering on the TII’s remit to improve the standard of life of Ireland’s citizens while supporting the country’s economic growth.
Remarkably, Ireland only had one motorway until 1990: a small stretch of four lanes outside of Dublin known as a dual carriageway. This slowly began to change in the 1990s however,
It isn’t just Ireland’s road network, which has changed irrevocably, however. Its rail network too, is a vast improvement on what existed before the TII’s predecessor,the Railway
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THE SUSTAINABLE BUSINESS REVIEW Procurement Authority (RPA). Ireland’s rail network now operates more frequently with more competitive rates and with a much improved service: customers can expect highspeed wifi and in-train kitchens as standard with easy online booking available, often offering discounts to the price customers receive at Ireland’s main stations.
Changes in
Dublin
A third of Ireland’s population is located in Ireland’s capital Dublin and its surrounding counties, making long-term thinking about transport infrastructure absolutely essential. Although it only has a population of about one and a half million people, the TII is determined to make its transport infrastructure something that Dubliners (as the locals are called) can be proud of.
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In 2004, two lines of the LUAS (Irish for “speed”), an above-ground light-rail tram system began running through Dublin. These trams not only breathed new life into several neighborhoods around Dublin which gained increased connectivitiy to the city centre – they also took pressure from the city’s roads and bus routes, carrying some 285 million people since their introduction. The success of the project can be measured not only with how Dubliners have adopted it, but also in that the TII is now planning a series of extensions. The first of these – the Luas Cross City extension – will link both the green and red lines, will be delivered in the second half of 2017. Other proposals for the future include potential routes that link Dublin’s airport to the city centre and even some undergroud lines.
Mindful of the
environment The TII’s madate is to improve the lives of the people living in Ireland and its ongoing work on improving planning and transport all contributes towards that. However, it has also introduced a four-phase strategy to further facilitate the integration of environmental
TRANSPORT INFRASTRUCTURE IRELAND
Sustainable View Mott MacDonald working closely with TII, designed the N25 Waterford bypass to provide significant economic and social benefit with the least environmental impact, while ensuring efficient construction and best value for money. We’ve applied similar expertise on successor PPPs like the N11 Arklow Rathnew and N25 New Ross road schemes. Each project offers the chance to push boundaries and achieve better outcomes – we’re now using our Carbon Portal tool to cut CO2 and drive down cost. The result is better journeys on more sustainable roads. Search ‘Mott MacDonald, sustainability’ Opening opportunities with connected thinking
SustainableBusinessReviewHalfPageAd_KB.indd 1
issues into transport infrastructure planning, construction and operation. The four phases of the TII’s environmental strategy are: i) environmental assessment guidelines, ii) development of best practice guidelines to minimize construction impacts, iii) development and implementation of an Environmental Operating Plan, and iv)
17/08/2016 10:18:18
Post-EIA Evaluation studies. All phases run simultaneously with relevant stakeholder consultations forming part of the development of the strategy initiatives.
Partners Perhaps
no
country has embraced its membership of the European Union as warmly as Ireland. As a country on the periphery of Europe, the EU has allowed it to become a more integrated part of the continent. This can be seen in how agencies
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THE SUSTAINABLE BUSINESS REVIEW like the TII use competitive tenders to attract world-class partners from across the EU. The TII’s major partners include Arup, the worldrenowned British engineering consultants, Mott McDonald, a London-based consultant engineering firm, Atkins Global, another wellknown British engineering firm and Imtech, a Dutch technology engineering firm. Foremost among the TII’s local partners are Electro Automation, based a few miles north of Dublin, which have been operating in the automation industry in Ireland since 1984.
Continuing to put Ireland on the
right track
An old slogan for Irish Rail, now under the remit of the TII, was ‘we’re getting there.’ The phrase seems to capture everything about the TII: dynamism, progress and a plan to reach a future goal. The TII has an important role not just to help Ireland reach trasport infrastructure targets, but also in ensuring it meets its carbon emissions targets. Good public transport is an essential element in reaching these goals. The TII’s work is ongoing. The existing road and rail network is constantly being improved and upgraded, with an increased emphasis on safety and sustainability. Ireland’s burgeonging population will soon need a transport infrastructure that caters for a population much bigger than it is now. It can count itself lucky that it has an agency in the TII which has experience in dealing with such requirements.
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