Energy Digital magazine - July 2016

Five floating wind projects

currently in the works

The case for carbon

capture and storage

SWITCHINGGEARS

How electric bikes have proved their mettle at the Isle of Man TT

www.energydigital.com | July 2016

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E D I T O R ’ S C O M M E N TIN TH IS ISSUE

Jennifer JohnsonEditor

[email protected]

IN JUNE, I HAD the pleasure of travelling to the Isle of Man to speak with a number of engineers who had built electric motorcycles to enter into the Isle of Man TT’s electric motorbike race, the TT Zero. Prior to my trip to the island, I’d never have considered myself a motorsport aficionado. Little did I know that no-carbon technologies are making their way to starting lines across the world.

In this month’s magazine, I wanted to showcase technologies in-process — be they battery-powered motorbikes or floating wind turbines. Carbon capture and storage has recently been making headlines in my native UK and, with the help of an expert from the Energy Technologies Institute, I discovered just how vital the technology is for meeting carbon reduction targets.

Innovation is not necessarily about plucking new knowledge from thin air, but creatively expanding on existing ideas. This is very much the case with floating wind farms, five of which are featured in this month’s issue. The industry has seen how efficient offshore turbines can be, and now groups of companies worldwide are coming together to find out how to best build a turbine that can be placed further offshore, thereby harvesting stronger winds.

We hope you enjoy the issue. As always, leave us comments and feedback @EnergyDigital

Technology

SWITCHING GEARSHow electric bikes have proved

their mettle at the Isle of Man TT6

When renewables aren’t practical

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FEATURES

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FIVE FLOATING WIND PROJECTS CURRENTLY IN THE WORKS

TOP10

86Latin America

SUMMUM (formerly Tiger Companies)

100 AustraliaDELTA GROUP

5

Company Profiles

36 Australia

UASG/AES (Spotless Group)

72Latin AmericaAES MÉXICO

60AustraliaASPLUNDH

Writ ten by JENNIFER JOHNSON

SWITCHING GEARS

How electric bikes have proved their mettle at the Isle of Man TT

7

For over a century, the Isle of Man TT has been Europe’s premier motorcycle racing event. Reputations have been made and shattered on the island’s famously challenging Mountain Course. In 2010, a new type of bike arrived on the grid — without a fuel tank and with a lot to prove.The zero emissions bikes in the TT Zero race have evolved rapidly since, and our editor travelled to the Isle of Man to see just how far electric motorcycles have come — and how far they’ll have to go to rival their fossil-fuelled counterparts.

PROFILE

8 J u l y 2 0 1 6

EVERY YEAR, AS spring gives way

to summer, hundreds of motorcycles

— and their riders — rumble onto

the Isle of Man to compete in the

most dangerous (and prestigious)

race of its kind, The Isle of Man TT.

Some are racing to win, others

simply want to complete a single

37.73-mile lap around the terrifying

and exhilarating Snaefell Mountain

Course. However, there is one thread

which unites all of the TT competitors:

they are here to build a legacy for

their teams, and for themselves.

Since it was introduced in 2010,

the TT Zero race, which exclusively

features electric motorbikes, has been

especially eager to gain legitimacy

among its fossil-fuelled counterparts.

In the absence of a petrol bike’s

deafening roar, electric motorcycles

have had to prove that they are

equally powerful and competitive.

“When the electric bikes first

started they were a bit of a joke

to the ‘petrolheads’” said Adrian

Moore, the Development Manager for

Manufacturing and Inward Investment

at the Isle of Man Government.

“They aren’t a joke anymore.”

This year, eight teams set out

to race the Mountain Course on

zero-emissions bikes. Four of

them — Mugen, Saroléa, TMR

and Victory — are independent

motorsport teams looking to put

their products to the test on the Isle’s

challenging roads. The other five

are university teams — Nottingham,

Brunel, Bath and Kingston — out

to find a high-octane application

for their technical knowledge.

The test-run On 6 June, two days before the race,

the teams were preparing to carry out

their final qualifying lap. Though some

were more confident than others, the

camaraderie among the competitors

was evident. Collectively, they weren’t

seeking a trophy and bragging rights,

but an expanded knowledge of how to

best engineer an electric motorbike.

Japan’s Mugen Motorsports, which

was co-founded by Hirotoshi Honda,

son of Honda founder Soichiro,

arrived on the Isle of Man this year as

reigning champion. It shattered lap

records in the two consecutive years

prior, and was hoping to replicate

its success a third time with a new

bike custom-built for the occasion.

“In theory, we could have got

last year’s bike, brought it here,

PROFILE

H E A D L I N E

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PROFILE

1 1

polished it up and probably still

been competitive,” explains Colin

Whittamore, General Manager of

Mugen Europe. “But in practice,

we effectively threw that one

away and built another one.”

However, a new and improved

motorcycle isn’t necessarily an

imperfect one. There is still some

development to be done before

electric bikes are wholly practical

racing vehicles, particularly where

their batteries are concerned.

“Our technical challenge now

is to keep the temperature of

the battery pack down,” says

Whittamore. “That will restrict

how fast we go this week: battery

temperature will be our ceiling.”

Engineering excellenceThe majority of electric motorbikes

are powered by lithium ion batteries,

the same variety of rechargeable

cell used widely in mobile phones.

For TT racing purposes, a bike must

carry enough battery power on board

to comfortably see it around the

Mountain Course without weighing

it down. This year, Belgium’s Team

Saroléa found themselves negotiating

the fine balance between keeping

their bikes lightweight and ensuring

they perform on the racecourse.

“It’s really about finding the sweet

spot between how much battery you

put in the bike, how much it weight

it can handle,” says Bjorn Robbens,

who co-owns Saroléa with his twin

brother Torsten. “Weight is the key

enemy to any electric vehicle, I think.”

Saroléa has an added incentive

for achieving results at the TT — it is

aiming to capitalise on the visibility of

the brand by setting up commercial

motorcycle production facilities on

the island. The company was first

established in Belgium in the 1870s,

and was defunct by 1963. In 2008,

the Robbens brothers revived the

brand and in 2014 they entered

their first Isle of Man TT, with the

intention of eventually producing

‘road-legal’ versions of their high-

performance racing bikes.

“[The TT] has been a tremendous

push for us,” says Robbens.

“The bike was really built for this

track. So building it here, selling

it here, just makes sense.”

“We already have the brand and

a legacy. If you can take the Isle of

Man and the TT along with that, it

will really increase the speed with

which we can go to the market.”

The Isle of Man’s Department of

Economic Development is equally

interested in attracting cutting-

edge, sustainable businesses to

its shores. With a longstanding

aerospace engineering industry, the

island is hoping to further diversify

its economy and expand its highly

skilled workforce. And its status

as a British Crown Dependency

means that businesses will enjoy the

benefits of its lower tax economy

and greater political autonomy.

While the TT is an undoubted point

of pride, and revenue, for the Isle

of Man, the TT Zero is particularly

significant as the island seeks to

build a reputation for innovation.

“We’ve got clusters of very highly

technical engineers here across the

Isle of Man,” says Adrian Moore,

explaining why companies like Saroléa

are, and should be, drawn to the

island. “There’s an instant supply

chain for them. It is a very exciting

time here for manufacturing.”

Bringing the classroom to the racecourseThe TT Zero’s five university entrants

arrived on the Isle of Man ready to

absorb and exchange some of the

engineering knowledge that has

accumulated at the TT. Much like

their non-student counterparts, they

were also hoping to make a name for

themselves on the Mountain Course.

“The team is mainly researchers

and students from the university,”

says Professor Pat Wheeler of

the University of Nottingham.

“There is nobody employed to

do it: it’s all evenings and late

nights and early mornings.”

Though motorcycle engineering

is not the sole pursuit of the

technicians on Nottingham’s team,

their goals were far from modest:

“We’d love to be up there with

Victory and Mugen,” Wheeler

says, naming the race’s two major

motorsport companies as the

entrants to beat. “The goal coming

into this was to be competitive

and see what happens.”

Crossing the finish lineJust five of the eight teams that

intended to compete in the TT Zero

ultimately reached the starting grid

on 8 June. Technical problems

plagued the three non-starters,

including Saroléa, who later released

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PROFILE

1 3

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PROFILE

1 5

a statement reporting issues with

the throttle on both of its bikes. In

the interest of their riders’ safety,

the Robbens’ made the difficult

decision not to enter the race.

In true TT form, there were surprises

at the podium once all was said and

done. Mugen walked away with first-

place honours once again, though

rider Bruce Anstey failed to exceed last

year’s record lap time of 119.27mph.

Victory Motorcycles’ Brammo

Power bike came in second, with a

lap time of 115mph. The University

of Nottingham managed to steal a

surprise spot in the top three after

Mugen’s second bike cut out with TT

legend John McGuinness behind the

wheel. Brunel University finished last

— posting a lap time of 94.628mph.

If anything, this year’s TT Zero

showed that there is not yet a

clear winner in the race to build

the ideal electric motorcycle,

but each of the entrants will

eagerly take on the challenge.

“We want to win the race,” Mugen’s

Whittamore says. “We want to set

some records, but we also need

to expand our knowledge.”

W r i t t e n b y : JENNIFER JOHNSON

The case for carbon capture and storage

When renewables aren’t practical

TECHNOLOGY

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TECHNOLOGY

CLIMATE CHANGE IS an inherently

emotive issue — inspiring action

in some and denial in others. But

regardless of where the public stands,

over 150 governments worldwide have

formally adopted carbon reduction

targets in an effort to mitigate the

environmental damage caused by the

combustion of fossil fuels. The UK

has pledged to reduce emissions by

at least 80 percent of what levels were

in 1990 by the year 2050. And while

solar panels and wind turbines may

enjoy a positive public perception,

emissions targets simply cannot be

reached using renewables alone.

Carbon capture and storage

(CCS) has been posited as a vital

technology in ensuring that the

UK’s carbon budgets are met, but

with the government cancelling a

£1 billion funding competition last

year, many CCS proponents have

been left wondering how to proceed.

While the idea of capturing CO2

from flue gases, power stations and

industrial processes and storing

it deep underground might sound

hazardous, Andrew Green, CCS

Programme Manager at the Energy

Technologies Institute (ETI), insists

that the associated risks are financial

rather than environmental.

“Don’t imagine CCS as though

you’ve got a big bomb of CO2 under

there that might go off. The carbon

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T H E C A S E F O R C A R B O N C A P T U R E A N D S T O R A G E

rock’ will rest over the top of an ideal

CCS formation. Once underground,

there are a number of natural

mechanisms which will ensure that

carbon dioxide doesn’t escape: Firstly,

the buoyant CO2 will slowly move

upwards through the porous rock until

it is trapped by the cap rock. Along the

way it gets caught in the microscopic

channels in the porous rock like water

in a sponge. Over time, the carbon

dioxide will dissolve into the saltwater

already present in the formation

and, over hundreds or thousands of

years, harden into solid carbonate.

“If you choose the right geology

you end up with a very secure long

term store for the CO2,” Green says.

dioxide is going to be distributed

through a large body of porous rock,

it’s not sitting in a big tank,” Green says.

In essence, CCS involves separating

carbon dioxide from the mixture of

gases emitted from a tail pipe or

a power station’s chimney. Once

the CO2 has been captured, it can

be pressurised and transformed

into a liquid-like state for transport

through pipelines and, ultimately,

burial inside porous geological

formations deep underground.

In the UK, most of the practical

prospective stores are offshore —

anywhere between one and four

kilometres beneath the seabed. An

impermeable layer of so-called ‘cap

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TECHNOLOGY

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T H E C A S E F O R C A R B O N C A P T U R E A N D S T O R A G E

Carbon capture facilities can be put

in place at the site of any large-scale

process which produces a lot of CO2.

The CCS competition which was axed

earlier this year was aimed at installing

carbon capture and storage facilities

at two existing UK power plants.

“Obviously there’s a lot of licking

of wounds going on in CCS at the

moment after the cancellation of the

competition,” Green says. “I guess

there are a number of people thinking

‘where do we go now?’ and there

are a number of different routes.”

In order to get carbon capture

and storage off the ground in the

UK, Green believes that a private

sector leader will have to be willing

to come forward and invest in the

installation of the technology.

“If we start at the top, the key issue

is that virtually any investment an

energy company makes will be driven

by policy,” Green says. “Whether

it’s a wind turbine, or a new gas-

fired power station, or putting diesel

generators in fields – all of these things

are driven by policy environments.

“I guess one of the biggest

challenges for CCS has been around

coming up with a policy framework

and the support for that will enable

the private sector to make those

investments and be confident

that they can see a return.”

Without public sector funding,

companies will need to make a

significant upfront investment in CCS

facilities and, in return, will receive

income streams through the lifetime

of the plant. However, waiting for

costs to fall before implementing the

technology is not the answer. The first

plant to be built in the UK will always

be an expensive undertaking, and will

come with its own location-specific

‘While solar panels and wind turbines may enjoy a positive public perception,

emissions targets simply cannot be reached using renewables alone’

2 2 J u l y 2 0 1 6

TECHNOLOGY

‘The innovation that is needed in CCS isn’t so much traditional technological innovation, it’s innovation of the market and the investment climate’

risks. Analysis by the ETI has shown

that once one CCS facility has been

constructed, the cost of building

others will inevitably decrease.

“The first jump is going to be a little

bit expensive because you’re going

to have to put the infrastructure in,

although our analysis shows that with

close attention to how the project

is designed these costs can be

manageable,” Green says. “It’s not

a technology issue, there’s not a big

technology development requirement:

it’s about taking that first jump.”

The ETI has created a tool called the

Energy System Modelling Environment

(ESME) which is capable of finding the

least-costly energy system designs to

meet stipulated sustainability targets.

When the model is run to achieve

the UK’s 2050 targets in the most

cost-effective way, it has consistently

shown that CCS is the single-most

valuable technology in the country’s

carbon reduction arsenal. Renewable

energy has a sizeable part to play in

reducing greenhouse gas emissions,

but fossil fuels will likely remain a

practical, and integral, part of our

energy mix in decades to come.

“You could carpet half of

Southern England with solar panels,

but the other issue you face is

energy storage,” Green says.

“You need to provide energy

when it’s needed. And when it’s not

needed, if you’re making electricity,

you’re going to have to store it

somewhere. Fossil fuels are the

most efficient way of storing energy

known to man at the moment.”

Some critics of CCS have voiced

concerns that capturing carbon,

rather than eliminating it entirely, will

further obstruct the process of fossil

fuel divestment. For Green and the

ETI, the perceived benefits of carbon

capture technologies arise from their

H2 Plant

Coal or Gas

CCS Plant

CO 2 Buffer

To Fuel Cell MarketRefinery Industry

Syngas

Power Plant

H2

H2

H2 or H2 / N2

300 - 1800m deep

CO 2

CO 2

To store

GridElectrolyser

OVERBURDEN

SALT BED© Energy Technologies Institute

2 3

ability to help the UK meet its carbon

reduction targets over the next 35

years. In fact, fossil fuel companies,

with their existing knowledge of

offshore infrastructure, are well-placed

to assist with the storage of CO2.

“Working with fossil fuels and the

fossil fuel companies with the skills,

with the incentives to do it, is a positive

way forward to try and find the most

cost-effective solution,” says Green.

Getting CCS under construction

and into operation is going to take

cooperation from multiple players.

The government needs to work with

industry to provide mechanisms

that allow investors to see a realistic

prospect of a return on their

investment, and risks must be shared

going forward. There is also something

to be said for the careful and cost-

effective construction of the UK’s

first plant. This will provide the best

basis for further CCS development.

Granted, getting started is

easier said than done, but experts

know what needs to happen —

now it’s down to those with the

power to act to take action.

“The innovation that is needed

in CCS isn’t so much traditional

technological innovation,” Green says.

“It’s innovation of the market

and the investment climate.”

FIVE FLOATING WIND PROJECTS CURRENTLY IN THE WORKS Written by Jennifer Johnson

L IST

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The future of offshore wind energy is bobbing in the sea, just beyond the continental shelf…

Wind turbine technology has come a long way in the quarter of a century since the world’s first offshore wind farm, Denmark’s Vindeby, was installed. The first turbines placed at sea had a capacity of roughly .45MW and stood just 52.5m tall. Manufacturers have since developed larger and more effective turbines, but innovation in wind energy is far from over.

Traditional ‘fixed’ turbines are limited to water depths of around 40 to 50m, mostly relegating offshore wind farms to the shallow waters of the continental shelf.

However, deploying turbines further offshore offshore, beyond 100m, could allow them to harvest energy from some of the strongest winds on the planet.

There are currently dozens of pilot projects trialling so-called ‘floating’ turbines — which consist of a wind turbine mounted on a buoyant structure — capable of generating electricity in depths where fixed towers could not be placed. Below, we’ve gathered the details of five promising floating wind projects that could very well revolutionise wind energy all over again.

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L IST

The USA has historically lagged behind Europe when it comes to the uptake of offshore wind. With the country’s very first offshore wind farm scheduled to come online later this year, the prospect of installing floating wind capacity seems even further off. However, Seattle-based project development company Trident Winds LLC is hoping to have turbines bobbing in the Pacific Ocean in just under a decade’s time.

Trident’s Morro Bay Offshore Project, which is still in the planning stages, will consist of roughly 100 floating offshore wind systems (FOWS). Each FOWS is made up of a floating support structure and a wind turbine with a nameplate capacity of 6MW or greater. Initially, Trident is striving for a total nameplate capacity of 765MW with the project, though this has the potential to be expanded at a later date.

The proposed wind farm will be located 33 miles off the coast of Morro Bay, California, where turbines will be able to reap the benefits of average wind speeds of 8.5 miles/second. Trident is aiming to launch the Morro Bay wind farm in 2025.

Trident Winds’ Morro

Bay Offshore Project

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F I V E F L O AT I N G W I N D P I L O T P R O J E C T S

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L IST

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On the opposite side of the USA, a more modest floating wind pilot scheme just became eligible for almost $40 million in funding from the Department of Energy.

The New England Aqua Ventus project will be comprised of two 6MW turbines placed in the waters off Monhegan Island, Maine. The University of Maine, who are leading the initiative, have stated that the objective of Aqua Ventus is to demonstrate the use of floating wind technologies at full scale.

The project is already backed by a consortium of partners — including French defense company DCNS and construction contractor Cianbro.

Aqua Ventus boasts a floating hull design, which has been tested on a 1:8 scale prototype called VolturnUS.

New England Aqua Ventus

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Partners: University of Maine and UMaine Advanced Structures and Composites Center, Emera Inc., Cianbro and DCNS.

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F I V E F L O AT I N G W I N D P I L O T P R O J E C T S

L IST

While many of France’s geographical neighbours are world-leaders in offshore wind, the country has yet to install any turbines of its own. This is set to change once construction on Floatgen — a floating turbine with a ring-shaped foundation — is complete in 2017.

Similar to Aqua Ventus, the objective of the 2MW Floatgen turbine is to demonstrate that floating wind turbines are technically and commercially viable. Floatgen will be assembled onshore starting in September and, once complete, will be towed out to sea off the coast of Le Croisic. When the turbine is floating offshore, it will be connected to its anchoring system and an electricity export cable.

The Floatgen project is backed by a consortium of seven European companies and research bodies, including Ideol, who designed the floating foundation; Zabala, a leading Spanish consultant in innovation management and Fraunhofer IWES, who provided comparative analysis of floating solutions.

Floatgen

Partners: Ideol, Centrale Nantes, Bouygues Travaux Publics, University of Stuttgart, RSK Group, ZABALA and Fraunhofer IWES

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F I V E F L O AT I N G W I N D P I L O T P R O J E C T S

L IST

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Partners: EDP Renewables (EDPR), Diamond Generating Europe, Chiyoda Generating Europe, ENGIE and Repsol.

Earlier this month, EDP Inovação Executive Director Luís Manuel confirmed that a project called WindFloat Atlantic (WFA) was entering the advanced stages of development in Portugal.

This comes as Principle Power, an offshore wind technology and services provider, concluded the five-year testing of its 2MW WindFloat prototype, which was installed 5km off the coast of Aguçadoura in northern Portugal.

WFA will likewise utilise the WindFloat floating foundation as a mount for three or four turbines with a total capacity of 25MW. Like its predecessor, the project will be located off of the northern Portuguese coast — this time 20km from Viana de Castelo.

WindFloat Atlantic (WFA) project

4

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F I V E F L O AT I N G W I N D P I L O T P R O J E C T S

L IST

Statoil, the majority government-owned Norwegian oil company, is currently in the process of building what will likely be the first floating wind farm in operation worldwide. The Hywind pilot project will consist of five turbines, each with a 6MW capacity, floating in water over 100 metres deep.

The pilot park covers an area of four km2 about 25km off the coast of Peterhead, Scotland. This patch of the North Sea boasts wind speeds of around 10m/second.

The Hywind turbine’s floating foundation is ballast stabilised and secured to the seabed using three mooring lines attached to anchors.

Hywind

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F I V E F L O AT I N G W I N D P I L O T P R O J E C T S

Written by: John O’Hanlon

Produced by: Josef Smith

PUTTING ENERGY in its place

Climate change targets apart, businesses, utilities and facilities can save millions on energy by buying smart and cutting waste: Spotless Group has put together a

business unit to help them do just that

Written by: John O’Hanlon

Produced by: Josef Smith

PUTTING ENERGY in its place

Climate change targets apart, businesses, utilities and facilities can save millions on energy by buying smart and cutting waste: Spotless Group has put together a

business unit to help them do just that

UASG/AES ( S P O T L E S S G R O U P ) A U S T R A L I A & A S I A

w w w. u a s g . c o m . a u

L isted on the ASX, Spotless is one of Australia and New Zealand’s largest and most

diverse services groups with interests in facility management, catering and hospitality, cleaning, security, asset management, maintenance, HVAC, mechanical and electrical and utility support services. It started in 1946 with a single dry cleaning store in Melbourne and now employs more than 36,000 people. UASG delivers tailored utility and telecommunications service solutions across all sectors including government and large corporations, employing around 2,000 people. Over the last couple of years it made a decisive move into the field of contracted-out services when it put together the recently acquired entities Utility Asset Management (UAM), Skilltech (a meter reading company) and Fieldforce (a long established energy efficiency specialist) under the leadership of Stephen Ellich, a seasoned CEO with long experience in the telecommunications sector.

Ellich heads up the Infrastructure, Telecommunications and Utilities

3 8 J u l y 2 0 1 6

group sector within Spotless, and is CEO both of UASG and of the technical and engineering services contracting company AE Smith (AES). Acquired by Spotless in 2015, AES has built a great reputation in mechanical, electrical, energy, fire, hydraulics, plumbing and refrigeration work since it was founded in 1898. It was a considered a particularly good fit alongside

UASG/AES ( S P O T L E S S G R O U P ) A U S T R A L I A & A S I A

w w w. u a s g . c o m . a u

UASG, he explains: “Many customers of Spotless have faced challenges with understanding and curtailing their energy spend, and also finding sustainability options around water consumption. Most of the public debate around energy conservation, including solar, wind and battery power, has been conducted at the consumer level, but there has been far less within the medium to large commercial and industrial sector.”

Key People

Stephen EllichCEO of UASG & AES

Stephen is a senior executive with a 20+ year proven track record of success in leading large, complex, national organisations through establishment, development and transformational change to deliver sustainable growth, profitability and strong operating cash flow. His business expertise has a strong focus on sustainable growth through innovation, combined with astute financial acumen, international experience and the maturity of a senior executive with Board experience, positions him to contribute at all levels.

Energy: the hidden costSpotless plays its part in that

sector as a large facilities manager. Within the group, UASG has been able to identify a need and create a unique customer value

proposition, he continues. “We believe we can deal effectively with ‘managing down’ a customer’s energy consumption and in doing so provide an immediate and long term economic benefit to those

UASG/AES ( S P O T L E S S G R O U P )

4 0 J u l y 2 0 1 6

customers.” Strategically, this involves moving the company’s mindset away from the proposition that it would carry out project tasks for an agreed sum and then walk away. Instead consider the

problem holistically, auditing the customer’s energy usage, identify the root causes and then engineer an end-to-end solution. In cases where the customer prefers not to fund the capital outlay involved, the

A U S T R A L I A & A S I AUASG/AES ( S P O T L E S S G R O U P )

w w w. u a s g . c o m . a u 4 1

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Secure Australasia is part of a group focused on developing, manufacturing and deploying products and solutions for energy measurement and monitoring. Secure works across the entire energy chain, including utilities, energy retailers, commercial and homes. While we work at the frontiers of technology enabling ‘smart’ energy control and management, we believe in focusing on customer and consumer needs. A 500 strong R&D team focuses on better smart grid and energy management solutions.

A reflection of our commitment to our customers, our participation in the design and specification of products for the Australian market has culminated in a range of meters that meet all electronic metering requirements of standards and approvals specific to the region. The Melbourne site hosts a fully accredited NATA 17025 laboratory, delivering metering support services. Secure has over 1,400,000 smart meters deployed in Australia to date.

As the energy optimisation and climate change debate intensifies, our group has been developing products and solutions, together with like-minded strategic partners to offer relevant and innovative

solutions to our customers. The Secure UASG-Skilltech partnership is a reflection of this thinking.

UASG-Skilltech have worked with Secure as the solution provider to deliver integrated and appropriate metering services to their customers, including:

• manuallyreadelectronicmeters• embeddednetwork;point-to-multi point;meteringsystems• fullend-to-endsmartmetering solutions.

A recent project being undertaken through the partnership is for the upgrade of Secure’s 3 phase manually read meters at a 500+ apartment building complex. These meters will be upgraded to deliver data remotely through a point-to-multipoint RS485/3G solution. This will remove the need to manually read meters and provide tenants with more timely and accurate billing.

Going forward, Secure is embracing reforms under the Power of Choice where metering will become contestable in turn promoting innovation leading to greater choice for customers.

Innovative Solutions for Modern Metering

Strongcast is an innovative company manufacturing and supplying cutting edge ancillary products to the domestic water metering industry. We offer a unique consultation and development service with the capacity to structure infrastructural upgrades to reduce the amount of non-revenue water losses through the use of advanced products and strategies.

2-6 Bishop DrivePort of Brisbane, QLD Australia 4178Phone: (07) 3207 1753Email: [email protected]: www.strongcast.com.au

UASG/AES ( S P O T L E S S G R O U P )

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A U S T R A L I A & A S I A

solution might involve a financial as well as an operational solution. The contractor funds deployment over a period of up to 15 years, under a model that delivers economic benefit to the customer from day one, with that benefit growing each year thenceforward.

A good example of this was Spotless’s own laundry business. The 19 sites across Australia, some of them dating from the 1950s, faced increased annual energy costs of more than A$1 million as of 2017. Doing nothing was not an option, so UASG looked at replacing old and gas or electric boilers with the latest energy efficient gas micro turbines or co-generation plant as a way to generate power at a cheaper rate. Where appropriate, solar deployment is considered as well: low energy lighting, meter reconfiguration and water recycling solutions are also considered

to improve efficiency. “We can upgrade the critical infrastructure on site to provide a reduction in energy and water consumption using technology that will be able to deliver the same functionality at a much lower cost,” he says. Though each case is unique, typically an investment of a couple of million dollars will be recovered by the customer within three years - thereafter those savings go direct to that customer’s bottom line. If UASG funds deployment the savings will be seen from year one, while capital costs are recovered over a longer period.

Solutions like these apply to any high

Innovative Solutions for Modern Metering

Strongcast is an innovative company manufacturing and supplying cutting edge ancillary products to the domestic water metering industry. We offer a unique consultation and development service with the capacity to structure infrastructural upgrades to reduce the amount of non-revenue water losses through the use of advanced products and strategies.

2-6 Bishop DrivePort of Brisbane, QLD Australia 4178Phone: (07) 3207 1753Email: [email protected]: www.strongcast.com.au

CLEAN, LOW POWER ELECTRICITY WHEN AND WHERE IT’S NEEDED, WITH HIGH EFFICIENCY HEAT RECOVERY SYSTEMS UP TO 90% EFFICIENCY.

www.optimalgroup.com.auWithin Australia: 1300 678 476Outside Australia: +613 9545 1077Email: [email protected]

Optimal Group Australia Pty Ltd9 Bastow Place MulgraveVictoria, 3170 Australia

Optimal Group distribute the unique Capstone Microturbine and specialise in grid connected and off grid power generation solutions. Our modular, exible and reliable low emission power, cogeneration & trigeneration solutions deliver cleaner, lower cost and more reliable energy for a range of industries. Solutions range from 30 kW to 10 MW, tailored to any application.from 30 kW to 10 MW, tailored to any application.

Experience the benefits of onsite power

UASG/AES ( S P O T L E S S G R O U P )

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A U S T R A L I A & A S I A

energy use business. Laundries are one; another good example would be leisure and aquatic centres and these days few businesses can afford to stay as they are where energy use is concerned. One large not-for-profit services provider for people with disabilities undertook a comprehensive energy upgrade across its facilities: within three

months it reported that its energy usage was down by 15 percent, and that it expects to achieve annual savings of $31,000 in HVAC and lighting costs alone. It also remarked on a huge reduction in maintenance call-outs thanks to the greater reliability of the assets installed – and in this case it’s worth noting that the customer was

CLEAN, LOW POWER ELECTRICITY WHEN AND WHERE IT’S NEEDED, WITH HIGH EFFICIENCY HEAT RECOVERY SYSTEMS UP TO 90% EFFICIENCY.

www.optimalgroup.com.auWithin Australia: 1300 678 476Outside Australia: +613 9545 1077Email: [email protected]

Optimal Group Australia Pty Ltd9 Bastow Place MulgraveVictoria, 3170 Australia

Optimal Group distribute the unique Capstone Microturbine and specialise in grid connected and off grid power generation solutions. Our modular, exible and reliable low emission power, cogeneration & trigeneration solutions deliver cleaner, lower cost and more reliable energy for a range of industries. Solutions range from 30 kW to 10 MW, tailored to any application.from 30 kW to 10 MW, tailored to any application.

Experience the benefits of onsite power

BlueScope Plate Supplies is proud to be associated with UASG, providing quality steel products and supply solutions.

BLUESCOPE AND UASG

RELATIONSHIPS MADE OF STEEL .

ABOUT BLUESCOPE PLATE SUPPLIESBlueScope Plate Supplies offers a wide range of high quality Australian made steel plate products backed by our expert technical support and flexible supply.

OUR PRODUCT RANGEOur range of products comprise:

• TRU-SPEC® steel

• XLERPLATE® steel

• Weathering Steel

• Boiler & Pressure Vessel Plate

• Quenched & Tempered Plate

• Aluminium

OUR SERVICE OFFERAs part of the BlueScope group of companies, we have the ability to investigate and produce specially designed steel grades outside our standard range and offer a number of third party certification options as well as non-standard test requirements.

We’re committed to providing high quality processing capabilities, ranging from simple processing to more complex and precise processing work. Backed by our commitment to quality, all our products comply with Australian standards and we hold ISO 9001 Quality Management System Accreditation.

Key to our offer is our ability to provide JIT delivery services and consistent quality products. With our significant stock holdings we are able to deliver on time, ensuring consistent supply and quality, providing value to key clients like Utility Asset Services Group, (UASG).

OUR RELATIONSHIP WITH UASGBy working closely together, we are able to ensure both businesses achieve mutually beneficial outcomes and seek out ways to improve through a culture of excellence and innovation. We are able to respond quickly to UASG needs and can accommodate adjustments to project requirements, including design and scheduling changes, without missing critical deadlines.

OUR INNOVATIVE STEEL EFFICIENCY REVIEW™With our Steel Efficiency Review™ offer, we can look closely at your business operations to identify potential cost and time savings and make incremental changes which can translate into profit improvements. We have worked closely with UASG to continually improve and increase efficiency in the areas of stock, forecasting and material flow management thereby ensuring optimal supply chain and resource management.

For more information call on 1800 549 197 or visit bluescopeplatesupplies.com.au.

XLERPLATE®, TRU-SPEC®, BlueScope Plate Supplies and BlueScope Brand Mark are registered trademarks of BlueScope Steel Limited.© 2016 BlueScope Steel Limited ABN 16 000 011 058. All rights reserved. Steel Efficiency Review is a trade mark of BlueScope Steel Limited. ABN 16 000 011 058

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A U S T R A L I A & A S I A

helped by AES to obtain a $134,000 grant from the Community Energy Efficiency Program (CEEP), which provides co-funding to local governing bodies and non-profit community organisations for energy efficiency projects.

The combined expertise of UASG and AES is now united under a common management team, with regional general managers in each state, with the exception of large and complex construction projects requiring skilled project management, which are looked after by a national AES general

manager. The largest such contract currently on hand, worth some $100 million, is to provide HVAC and other elements for the Queensland Government’s $1.8 billion Sunshine Coast University Hospital funded by Lendlease, a new public tertiary teaching hospital. The work started early in 2015 and will be completed later this year, and the hospital is due to open in 2017.

A new model for BOOT“Our business has deep and

broad engineering expertise,” says Ellich. “When a customer

BlueScope Plate Supplies is proud to be associated with UASG, providing quality steel products and supply solutions.

BLUESCOPE AND UASG

RELATIONSHIPS MADE OF STEEL .

ABOUT BLUESCOPE PLATE SUPPLIESBlueScope Plate Supplies offers a wide range of high quality Australian made steel plate products backed by our expert technical support and flexible supply.

OUR PRODUCT RANGEOur range of products comprise:

• TRU-SPEC® steel

• XLERPLATE® steel

• Weathering Steel

• Boiler & Pressure Vessel Plate

• Quenched & Tempered Plate

• Aluminium

OUR SERVICE OFFERAs part of the BlueScope group of companies, we have the ability to investigate and produce specially designed steel grades outside our standard range and offer a number of third party certification options as well as non-standard test requirements.

We’re committed to providing high quality processing capabilities, ranging from simple processing to more complex and precise processing work. Backed by our commitment to quality, all our products comply with Australian standards and we hold ISO 9001 Quality Management System Accreditation.

Key to our offer is our ability to provide JIT delivery services and consistent quality products. With our significant stock holdings we are able to deliver on time, ensuring consistent supply and quality, providing value to key clients like Utility Asset Services Group, (UASG).

OUR RELATIONSHIP WITH UASGBy working closely together, we are able to ensure both businesses achieve mutually beneficial outcomes and seek out ways to improve through a culture of excellence and innovation. We are able to respond quickly to UASG needs and can accommodate adjustments to project requirements, including design and scheduling changes, without missing critical deadlines.

OUR INNOVATIVE STEEL EFFICIENCY REVIEW™With our Steel Efficiency Review™ offer, we can look closely at your business operations to identify potential cost and time savings and make incremental changes which can translate into profit improvements. We have worked closely with UASG to continually improve and increase efficiency in the areas of stock, forecasting and material flow management thereby ensuring optimal supply chain and resource management.

For more information call on 1800 549 197 or visit bluescopeplatesupplies.com.au.

XLERPLATE®, TRU-SPEC®, BlueScope Plate Supplies and BlueScope Brand Mark are registered trademarks of BlueScope Steel Limited.© 2016 BlueScope Steel Limited ABN 16 000 011 058. All rights reserved. Steel Efficiency Review is a trade mark of BlueScope Steel Limited. ABN 16 000 011 058

“Many customers today want to do these upgrades but don’t have the technical know-how or the capital to do it”– Stephen Ellich, CEO of UASG & AES

Contact Andrew Fletchere. [email protected]: 1300 956 523 www.jpwassociates.com

JPW partners with utilities worldwide by offering maintenance, consultation, and innovation to their meter interrogation hardware.

OOur comprehensive maintenance programs reduce downtime and expense, while our advanced solutions deliver interoperability across diverse hardware platforms. Our goal is to redefine the way you think about service.

JPW Serviced Sectors: • Manufacturing• Warehousing• Airline baggage handling• Sports venue gate ticketing• Route delivery•• Car rental• Lumbering• Security access control• Citation enforcement• Oil drilling

It’s time to redefine expectations andtransform the face of Industry - together.

A Fresh Start.

UASG/AES ( S P O T L E S S G R O U P )

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A U S T R A L I A & A S I A

wants to talk about their problem these experts look at their billing and tariffs and walk through their property as a first pass to identify the potential spectrum of engineering opportunities and the savings than might be available. If that looks positive we take it to the next stage where we do a very deep audit on their physical infrastructure, then

provide them with a detailed costing and economic impact model.” This is submitted in two forms, he explains, one funded by the customer, one by UASG.

The latter is the build, own, operate, transfer (BOOT) model, which many readers will be familiar with applied to construction and civil engineering. It has not, however, been much used

Contact Andrew Fletchere. [email protected]: 1300 956 523 www.jpwassociates.com

JPW partners with utilities worldwide by offering maintenance, consultation, and innovation to their meter interrogation hardware.

OOur comprehensive maintenance programs reduce downtime and expense, while our advanced solutions deliver interoperability across diverse hardware platforms. Our goal is to redefine the way you think about service.

JPW Serviced Sectors: • Manufacturing• Warehousing• Airline baggage handling• Sports venue gate ticketing• Route delivery•• Car rental• Lumbering• Security access control• Citation enforcement• Oil drilling

It’s time to redefine expectations andtransform the face of Industry - together.

A Fresh Start.

UASG/AES ( S P O T L E S S G R O U P )

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A U S T R A L I A & A S I A

for critical infrastructure upgrades, and hardly ever before as a tool to drive down energy costs. Energy performance contracting is, then an innovative way to proceed. “We are finding that many customers today want to do these upgrades but don’t have the technical know-how or the capital to do it,” says Stephen Ellich. “When we talk to them they are often really surprised at the savings they can make by taking a more holistic view of their critical infrastructure and the amount of energy that can be saved by making use of solar, gas micro-turbines or cogen/trigen plants and by putting in more energy efficient equipment like LED lighting. When these things are done at scale, by an organisation with the engineering expertise to make them all work together, for example in large shopping centre the savings are very significant.”

This is a very opportune time for UASG/AES, he declares with

conviction. Substantial reforms to the national electricity market are underway in 2017 following recommendations to the state and federal governments by the AEMC’s Power of Choice review which allows consumers to make informed choices about the way they use electricity. Ultimately, consumers will be in the best position to decide what works for them. “Ownership of the metering infrastructure changes. We will see a power shift from the distributor-led to a more retail-led business as the retailers become more hands-on with infrastructure rather than simply differentiating themselves on tariffs.” As one of the largest metering companies in Australia, UASG can partner these organisation in this industry transformation.

Coming together under Spotless enabled the UASG entities and later AES to move their back office systems onto the parent group’s

CASE STUDY

Technology that has helped us save time and

run operations more efficiently

UASG/AES ( S P O T L E S S G R O U P )

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A U S T R A L I A & A S I A

CASE STUDY

Technology that has helped us save time and

run operations more efficiently

SAP infrastructure, and upgrade to its cloud-based systems, changing the business from a paper-based to a fully electronic operation. This was a painless enough migration thanks to Spotless’s top to bottom training – and it resulted, he says, in a better governed, more compliant and structured business.

Charting the way forwardMost of the work within the UASG

group is carried out using its own resources and personnel. Ellich likes it that way, because it makes for a close engagement with the customer both at grass roots and management level, so only around 30 percent of projects are reliant on subcontractors. The exception to that is Skilltech, the company that installs 100,000 meters a year and reads them more than 70 million times, using its own staff almost

SHEPELEC CONTRACTING SERVICES

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A Family owned business with an excellent reputation for reliable quality service and safety

Mackay based Electrical Company servicing the Central Queensland region with a wide range of expertise

• Overhead Cranes, Hoists and Winches Maintenance & Installation in accordance with AS1418 and AS2550• Lifting Equipment Inspections and Maintenance• Electrical Equipment Inspections, Maintenance and

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exclusively. The company has installed more than 880,000 smart meters in Victoria and carries out a large network metering contracts throughout Australia.

Metering is no longer a drudge for staff and customers alike, he stresses. His innovations and emerging markets team has created unique devices for saving and tracking water consumption called SmartPipe. With the backing of Spotless, UASG is developing a metering centric application called MIMTR, which is going to be able to provide all metering services from a single device under one system. “Our view of it is that it provides, uniquely, a contractor portal for field mobility and data acquisition. It provides a customer portal for the utility to get real time access to their data via an internet browser. Plus a consumer APP so if customers get an estimated reading, they can enter their own data and can put the right information direct into the utility’s system through our interface. Customers get frustrated when they receive estimated bills, but now they can enter their own data on a highly secure channel. From the utility’s point of view, sincethe

“We will see a power shift from the distributor-led to a more retail-led business as the retailers become more hands-on with infrastructure”– Stephen Ellich, CEO of UASG & AES

A U S T R A L I A & A S I A

L AT I N A M E R I C A

w w w. u a s g . c o m . a u

Reece hvac-r has a network of 39 branches providing specialised products and services supporting mechanical contractors, engineers and consultants involved in large commercial projects.

Reece. Works for you.™

Call 1800 032 566 or visit www.reece.com.au for your nearest Reece hvac-r store.

• Thermal and acoustic insulation• Ducting – internal and external• Piping – hot, cold and acoustic• Tank, chillers and pressure vessels• Plantroom walls and ceilings• Fire rating of duct•• Sheet metal manufacture• Cladding of pipe duct and equipment• Ductboard manufacture

SERVICES INCLUDE:

Unit 8/20 Ingleston Rd, Wakerley 4154

F: 07 3890 4515E: [email protected]

T: 07 3890 1737

www.bdinsulation.com.au

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L AT I N A M E R I C A

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UASG/AES ( S P O T L E S S G R O U P )

APP can authenticate the information that the consumer uploads, the ability to defraud is vastly reduced.”

The business case for working with UASG is compelling, as energy costs rise and technology provides the means to limit these, however environmental awareness goes well beyond this thanks partly to Australia’s National Australian Built Environment Rating System (NABERS) which measures and compares the environmental efficiency of premises. The company has its own NABERS assessors to help clients achieve the highest standards of compliance.

Company Information N A M E

UASG/AES (Spotless Group)

I N D U S T RY

Energy services

H E A D Q U A RT E R S

Head Office, 549 St Kilda

Road , Melbourne, Victoria,

Australia

F O U N D E D

2014

E M P L O Y E E S

2,500

W E B S I T E

www.uasg.com.au

Written by: Patricia Carswell

Produced by: Josef Smith

TREEexpertise Asplundh New Zealand is the country’s leading

vegetation management company, standing out from the crowd thanks to the backing of its global parent

company Asplundh Tree Expert

Written by: Patricia Carswell

Produced by: Josef Smith

TREEexpertise

ASPLUNDH

w w w. a s p l u n d h . c o . n z

O ur nationwide vegetation management

services include utility vegetation management; council, commercial and private arboriculture and horticultural services; grounds and turf maintenance; and land clearance.

We are committed to providing professional, safe and cost effective integrated vegetation management solutions to our customers who range from local councils and power companies to private businesses and the public.

6 2 J u l y 2 0 1 6

ASPLUNDH

w w w. a s p l u n d h . c o . n z

We are a safety and quality driven company, certified to ISO9001 Quality, ISO14001 Environmental and AS/NZS4801 Occupational Health and Safety standards.

Wielding a cutting device right next to a power line is just the sort of dangerous activity that calls for an experienced hand – and they don’t come more experienced than Asplundh New Zealand. It’s part of the US-based, family-owned Asplundh Tree Expert Co., which has been providing vegetation management since its founders started trimming trees away from power lines and telephone wires in Philadelphia in 1929. Asplundh has been providing a vegetation management services for New Zealand utilities for 27 years.

This long pedigree doesn’t allow for any complacency, though. “It’s very competitive,” says Managing Director Kevin Burt. With 29 utility networks servicing only 4.5 million people, and some of the networks providing their own services in-house, Asplundh can’t rest on its laurels. “We have to be more than just a cutting company to our clients,” says Burt.

To stand out from the crowd in such a competitive environment, it helps to have the backing of a global enterprise. “One of our USPs is the ability to deliver a higher level of capability,”

6 3

Key people

Kevin BurtMD

”Unfortunately we’ll never get to the point of removing the physical aspect of men and equipment needing to be in close proximity to the power line but over time, as the vegetation management regimes improve here in New Zealand, those tools and devices will have a much greater impact.”

says Burt. “We have access to technology, we have access to systems and we have access to equipment which generally may not be cost effective for smaller operators or networks.”

Equipment, that is, like the Jarraff and Mini-Jarraff – a fully insulated mechanical line-trimmer which allows the operators to remain on the ground or in a protective cabin, at a safe distance from the power line.

The Jarraff makes the business of cutting trees next to power lines significantly safer.

6 4 J u l y 2 0 1 6

ASPLUNDH

www.asp lundh.co .nz 6 5

“Unfortunately we’ll never get to the point of removing the physical aspect of men and equipment needing to be in close proximity to the power line but over time, as the vegetation management regimes improve here in New Zealand, those tools and devices will have a much greater impact.”

Investment in equipment like the Jarraff reflects Asplundh’s commitment to safety. “Safety first, no one gets hurt” is the company’s slogan and mission statement, and according to Burt they are not just empty words.

A U S T R A L I A & A S I AASPLUNDH

6 6 J u l y 2 0 1 6

ASPLUNDH

“We work in an extremely high risk environment and everything I do as a managing director and everything I challenge our staff to deliver is very much driven by that [mission statement].”

State-of-the-art equipment isn’t the sole answer to safety, of course; without good operators the best equipment, it is worthless. “We take the qualifications, skill and competency of our staff very, very seriously,” says Burt. “We empower them to be out there operating independently and we need to make sure they’re not only technically proficient in what they’re doing but trained in the soft skills to be able to make smart decisions on the ground.”

Asplundh has its own warranting system for its staff and works with the industry to improve standards. “We’re about whole, industry-wide safety and actively participating in utility working groups to share that information,” says Burt.

Small wonder, then, that when new health and safety legislation came in this year, Asplundh was barely affected. “We have a history and culture of exceeding the legislation, so for us it was a very easy transition.”

What Burt has seen changing is the client’s role in setting and enforcing health and safety standards. “Our clients are stepping up. They are understanding their vital role in health and safety and understanding the first principle that we have to take reasonable steps to ensure any risk to our

A U S T R A L I A & A S I A

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employees is mitigated. The thinking is changing for the positive, I believe.”

Asplundh singles itself out further with a vegetation asset management system, known as VAMS, which Burt championed when he arrived at the company. A former officer in the military, and armed with a degree in IT, he asked himself how the business could add value in a tight market with agile competitors.

“How do you do that when your main function is cutting trees next to power lines? Well, you get into the mindset of doing that smarter, sharper, safer. In our space that’s gaining vegetation intelligence and delivering a better outcome,” he says. “To reduce our client’s network vegetation risk and deliver industry leading productivity, we capture the vegetation and cutting data, and effectively analyse it to ensure our programs see us sending the right people to the right job for the right outcome at the right time.”

VAMS allows the business to think strategically, looking ahead to a 5-10 or even longer cycle. “Vegetation is not going to go away,” says Burt. “We have to make sure we’re not thinking short term and just going around doing the same old thing year on year.”

So successful has VAMS been that it is now being rolled out across the US. Burt is understandably gratified. “The satisfaction is driven primarily because of the skill and ability of

ASPLUNDH

ASPLUNDH

A U S T R A L I A & A S I A

www.asp lundh.co .nz 6 9

my staff here in New Zealand who have been real leaders of the development, who have taken the time and effort to see the vision. It’s hard to test and trial and update while running business as usual, so system development is never a smooth process, but if people see the vision and the benefits that it can deliver they’ll push hard for it.”

Utility vegetation management isn’t the only service Asplundh offers; over the years it has diversified. “To stay in a small marketplace we have to look at other revenue streams,” says Burt. A significant percentage of the business is open space management which includes services such as the maintenance of sports fields and parks, mowing, gardening and even burial and sexton services.

ASPLUNDH

“To reduce our client’s network vegetation risk and

deliver industry leading productivity, we capture the

vegetation and cutting data, and effectively analyse it to

ensure our programs see us sending the right people to

the right job for the right outcome at the right time”– Kevin Burt, MD

www.asp lundh.co .nz

Established 2001, Safety & Apparel offers businesses an alternative option to dealing with Multinational general supply

companies for their safety and work apparel needs. We are the only 100% New Zealand owned national Safety Specialist.Our aim is simple - to offer quality internationally &

nationally recognised products, at competitive prices, combined with personal service.

www.safetyandapparel.co.nz

Check out the range weoffer in store or online at:

ASPLUNDH

7 1 www.asp lundh.co .nz

Company Information N A M E

Asplundh

I N D U S T RY

Vegetation Management

H E A D Q U A RT E R S

PO Box 14-501, Panmure,

Auckland, 1741, Panmure,

Auckland New Zealand,

1741

F O U N D E D

1928

E M P L O Y E E S

250

W E B S I T E

www.asplundh.co.nz

ASPLUNDH

As for the future of Asplundh New Zealand, the main aim is to continue with what they are doing, only better. “I think there’s strong benefit in focusing on what we’re currently doing and doing it better and delivering better value for money to our clients,” says Burt.

Keeping pace with rapidly-changing technology is key to this. Burt is excited by the potential of LiDAR (light detecting and ranging) – laser scanning technology that is being introduced into vegetation management to capture vegetation data around distribution and transmission lines to identify areas with clearance issues. “When harnessed correctly it is a powerful tool,” he says.

He foresees an increasingly collaborative approach to vegetation management, with an online portal where members of the public can report issues and learn about risks. “They can start to take ownership.”

Whatever the technology may be, Burt is positive about the next few years. “I think the future looks bright,” he says. “It’s going to be exciting to evolve the business and see how the industry evolves over the next three to five years.”

Written by: Mateo Rafael Tablado

Produced by: Jassen Pintado

Interviewee: Juan Ignacio Rubiolo, President for AES México; and Miguel Lira, Director of Corporate Affairs for AES México

RENEWABLE AND CONVENTIONAL

ENERGY’S FULL CYCLE AES Mexico became the country’s first independent power producer and today is enabled to store clean energy

Written by: Mateo Rafael Tablado

Produced by: Jassen Pintado

Interviewee: Juan Ignacio Rubiolo, President for AES México; and Miguel Lira, Director of Corporate Affairs for AES México

RENEWABLE AND CONVENTIONAL

ENERGY’S FULL CYCLE AES Mexico became the country’s first independent power producer and today is enabled to store clean energy

AES MÉXICO L AT I N A M E R I C A

w w w. a e s m e x . c o m

In 1997, the AES Corporation decided to invest in its southern neighbors through its subsidiary, AES Mexico. Energy reforms in the country were

hardly in development at the time and it seemed risky to invest in Mexico. However, AES became the first independent power producer to come to Mexico to win a bid.

7 4 J u l y 2 0 1 6

AES Merida and its 505 MW deliver half the power used in the Yucatan peninsula

AES MÉXICO L AT I N A M E R I C A

w w w. a e s m e x . c o m

A plant built in Merida, and two acquired in San Luis Potosi (SLP) have been bastions for more than 15 years, supplying electricity to the Federal Electricity Commission and clients such as Industrias Peñoles (mining) and Cementos Mexicanos (CEMEX). Peñoles belongs to the prominent BAL Group, active in the electricity sector with a thermoelectric station and a wind farm in the state of Oaxaca.

AES Mexico partnered with the BAL Group since early 2016, creating the EnerAB company in order to develop conventional electrical energy and clean energy generation projects. They envision helping the federal government attain its goal of having 35 percent of the country’s total energy needs come from clean energy sources by 2024.

“It is important to ensure that the market is developing as stipulated and that all participants fulfill their duty,” said Juan Ignacio Rubiolo, President of AES Mexico.

Juan Ignacio Rubiolo has been running AES Mexico for just over a year. Rubiolo graduated with a degree in Business Science from Austral University in Argentina. He also holds a Master’s Degree in Project Management from the University of Quebec (Canada). His career at AES began in 2001. Having worked in the Dominican Republic, the Philippines and Panama, as well as in his homeland, Rubiolo has extensive experience regarding energy reforms.

Key People

Juan Ignacio

RubioloPresident of AES México

Juan Ignacio Rubiolo graduated in Business Science at Austral University, in Argentina. He also holds a Master’s Degree in Project Management from the University of Quebec (Canada). His career at AES began in 2001. Having worked in the Dominican Republic, the Philippines and Panama, as well as in his homeland, Rubiolo has extensive experience regarding energy reforms, as he worked in each of these countries when reforms were taking place.

Bastions of powerAES Mexico’s assets are located in Tamuin,

SLP, where the Termoeléctrica del Golfo (TEG) and the Termoeléctrica Peñoles (TEP) power plants are located; as well as in the state capital of Yucatan that features the AES Mérida III power plant.

AES Mérida III was launched in 1999. It provides the Federal Energy Commission (CFE) with 484

AES MÉXICO

7 6 J u l y 2 0 1 6

L AT I N A M E R I C A

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MW, almost half of the total electric power used throughout the Yucatan Peninsula. In 2015, the plant was awarded the “Environmental Excellence” Award by the Federal Attorney for Environmental Protection (PROFEPA).

AES Tamuin plants, both the TEG and the TEP, each provide 250 MW, supplying CEMEX and Peñoles Industries. These plants started to be built in 2000 and 2001 respectively.

AES MÉXICO L AT I N A M E R I C A

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Key People

Miguel LiraDirector of Corporate Affairs for AES México

Lira graduated in Communication and Media Studies at Saint Mary’s College of California; afterwards, he earned a Master’s in Public Image Engineering, from the Public Image Consultants College. He worked previously in the automotive industry as Corporate Communications Director for Nissan Mexico, for the Alestra telco, as well as for Motorla and MaserCard. He was hired by AES Mexico in February 2015.

AES MÉXICO

7 8 J u l y 2 0 1 6

AES MÉXICO

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L AT I N A M E R I C A

“It’s important to make sure the market’s development happens according to the established regulations”– Juan Ignacio Rubiolo, President of AES México

The San Luis Potosi ClusterThis AES location is ideal; especially

considering the potential business developments given Mexico’s energy reform, as well as the company established with the BAL Group.

The State of SLP and its capital are within a few hundred kilometers from the US border and are just north of the Bajio region, an important cluster boasting a diverse range of industries. Nearby is Monterrey, the country’s industrial capital. Ongoing SLP development implies the need for a broad network of providers for companies operating this region, which includes brands such as Goodyear and Ford.

Lithium-Ion BatteriesOne of AES’ global advantages is the new

energy storage resource based on lithium-ion batteries capable of storing energy generated, to be released when needed. The main advantage of this resource is to provide greater stability to the network. This resource enables power supplied to

Environmental

Excellence award,

obtained by the AES

Merida III plant from

the Federal Attorney’s

Office for Environmental

Protecion (PROFEPA)

AES Mexico’s facilities and operations are carried under global standards and the

sector’s best practices

an entire region, to be regulated via a network.“This technology is here to stay at a global level.

It is increasingly accepted and even required by system operators,” said Rubiolo.

Mexico plans on taking advantage of renewable energy growth to get the most out of this resource; now available with more than 130 MW operating in the US, Chile, the UK, the Netherlands, Philippines and India.

Strict Supplier ManagementAES meets global standards when dealing with

suppliers. Providers are strictly evaluated and certified. Each branch is supported by a global purchasing team and regional teams that qualify

8 0 J u l y 2 0 1 6

AES MÉXICO

AES Mexico’s staff

is comprised by

professionals from

different countries,

depending on each

operation’s specific

requirements

Staff at AES Mexico’s plants in Tamuin, San Luis Potosi

and certify suppliers, establishing global alliances with the group’s strategic partners.

In-house TrainingAES actively uses its human resources, giving

hands-on training in real-life settings. Specialized outside training and postgraduate programs that cater to requirements and career plans within the company are also available.

“Part of AES’s DNA is to have the staff needed and train them in-house,” said Rubiolo.

CSRAES Mexico is transitioning from making

monetary donations to making much greater

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AES MÉXICO

“The best practices are applied with every resource without exception; we are able to face any event with our world-class expertise, technology and experience”

– Juan Ignacio Rubiolo, President of AES México

8 2 J u l y 2 0 1 6

San Luis Potosi is becoming an important industrial cluster. AES Mexico is there to make the most from every opportunity

AES MÉXICO

contributions. It looks to make a lasting positive impact, together with the community, which includes initiatives launched by similar companies.

“We are working to be socially responsible. For example, ensuring operational efficiency that has a social and economic impact for those living near our plants,” said Miguel Lira, Mexico AES’s Director of Corporate Affairs.

AES Mexico is becoming

an ideal partner

for the country’s

development through

recent energy reforms

w w w. a e s m e x . c o m 8 3

The most important CSR programs for AES Mexico are:

• The POETA Center (programs that create opportunities via technology in the American States), in partnership with Trust of the Americas. The program gives young people the relevant technological skills and training needed in order to work for companies

San Luis Potosi is becoming an important industrial cluster. AES Mexico is there to make the most from every opportunity

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AES MÉXICO

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similar to AES, such as CEMEX and GUSI Group (a meat packing company),

among others.

• Asportswalkwaythatincludes a bicycle path and running track in the

Tamuin area.

ProjectionsThe alliance with Grupo BAL involves

developing a portfolio that generates 2500 MW, including 20-30 percent in renewable energy. To meet this challenge US $2.5 billion will be invested. These next few years will see an increase in renewable energy generation, especially wind energy, and an increase in the use of natural gas.

Company Infromation N A M E

AES México

I N D U S T RY

Latin America

H E A D Q U A RT E R

Av. Paseo de las Palmas

405, 6o piso Lomas de

Chapultepec, México,

CDMX, México, 11000

F O U N D E D

1997

E M P L O Y E E S

200

W E B S I T E

www.aesmex.com

AES MÉXICO

Written by: Mateo Rafael Tablado

Produced by: Jassen Pintado

Interviewee: Daniel Lucio, CEO for Summum

Tiger blood for industrial infrastructure The Oil & gas sector’s ally Tiger Companies broadens its reach to service new industries, rechristened as Summum, with operations in Colombia, Mexico and Peru

Written by: Mateo Rafael Tablado

Produced by: Jassen Pintado

Interviewee: Daniel Lucio, CEO for Summum

Tiger blood for industrial infrastructure

SUMMUM L AT I N A M E R I C A

8 8 J u l y 2 0 1 6 w w w. t i g e r- c o s . c o m

S ummum is the new identity of

Colombia’s Tiger Companies, whose business units have been a part of Colombia, Mexico and Peru’s most important energy infrastructure projects. Summum is composed of three divisions: During 2016, conditions

have been set so that

Summum’s three

divisions operate

simultaneously

in Colombia, Peru

and Mexico

SUMMUM L AT I N A M E R I C A

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• Summum Energy (formerly PetroTiger). This company has built a strong reputation in the oilfield services industry. Though mainly catering to the upstream industry (crude oil and gas production), it recently expanded beyond the oil sector.

Key People

Daniel LucioCEO for Summum

Daniel Lucio is a lawyer, a graduate from the University of La Sabana (Bogota) with a postgraduate degree in recruitment from Del Rosario University. Lucio began at Avianca, Colombia’s premiere airline; then moved on to work for a major law firm between 2002 and 2009. Shortly thereafter he joined Tiger Companies’ as Vice-President for Legal Affairs and CSR. In August 2014, he was promoted to Executive Vice President. Mr. Lucio has served as CEO of Tiger Companies (renamed Summum in June 2016) since April 2015.

• Summum Projects (formerly Tiger Engineering). Division responsible for energy engineering projects.

• Now an industry leader, Gómez, Cajiao and Associates S.A.’s solid reputation is cemented thanks to years of unrivaled successes in engineering, supervision and project management, including major port infrastructure projects.

SUMMUM

9 0 J u l y 2 0 1 6

Tiger Companies became Summum during mid-June, 2016.

“We are leading the company in a new direction, delving into new sectors via a new brand where we are consolidating the three divisions,” said Daniel Lucio, Summum’s CEO.

Daniel Lucio is a lawyer, a graduate from the University of La Sabana (Bogota) with a postgraduate degree in recruitment from Del Rosario University. Lucio began at Avianca then

L AT I N A M E R I C ASUMMUM

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SUMMUM

9 2 J u l y 2 0 1 6

moved on to work for a major law firm between 2002 and 2009. He shortly thereafter became Tiger Companies’ Vice-President, Legal and CSR. In August 2014, he was promoted to Executive Vice President. Mr. Lucio has served as CEO of Tiger Companies (renamed Summum in May 2016) since April 2015.

Operational adaptabilitySummum’s three divisions each stand out

on their own according to their specialty. Summum Energy, for example, managed to position itself (as PetroTiger) among Colombia’s five largest oil service companies after becoming part of Tiger Companies and doubling its turnover from about 2011.

Summum’s EPC

expertise is also present

in the agricultural and

industrial sectors

The infrastructure

engineering division,

developed through

Gomez, Cajiao and

Assoc., has gained

considerable importance

in the area of port

infrastructure

SUMMUM

w w w. t i g e r- c o s . c o m 9 3

L AT I N A M E R I C A

“One of our main goals is to operate simultaneously in Colombia, Mexico and Peru”– Daniel Lucio, CEO for Summum

Throughout its history, Gómez Cajiao has helmed transport-related projects (railways, roads, bridges, airports and concessions), and has distinguished itself for its involvement in hydroelectric plants, ports and mining infrastructure projects. Summum companies are also involved in energy projects, particularly in co-generation and transmission.

Summum Energy is now expanding its scope beyond the oil sector. For two years now, this division has identified services that are also useful in other industries. Operation and maintenance services and EPC (engineering, procurement and construction) projects have been key to designing a strategy in order to reach out to other sectors. These efforts are yielding results today.

Summum offers tools

and technology for real-

time monitoring of plants

and various assets.

Contributing to energy and fuel infrastructure translates into direct action,

promoting economic growth in the region

These services have already successfully been brought to the agroindustrial and the gas sectors. Among these projects is a gas compression station in Colombia. The contract was obtained in 2014 and is currently progressing according to plan. It will be completed and running within the scheduled time; much to the delight of the client. Moreover, work has already begun on various aspects of a second-generation ethanol plant also in Colombia, with an estimated production capacity of 66,000 gallons per day. Construction is slated to begin during the first quarter of 2017.

9 4 J u l y 2 0 1 6

SUMMUM

Summum inherits Tiger

Companies’ paramount

role in operational

aspects, HSEQ and

business ethics

PetroTiger is now called Summum Energy

Growing abroadThe corporation is developing activities in other

countries: Mexico, Peru and Spain. Summum Projects provides continuity

to the already consolidated operations Tiger Engineering has been developing in Mexico since 2010. Today, US$30 million a year in engineering services is positioned on Mexican soil, whose client list boasts PEMEX.

Likewise in Peru and since 2010, Tiger Companies has been part of the management team charged with the modernization of the Talara

L AT I N A M E R I C A

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SUMMUM

9 6 J u l y 2 0 1 6

Summum professionals share their knowledge and experience through inhouse training

SUMMUM

refinery, owned by PetroPeru. “It’s one of the most important contracts

we have. Work has progressed steadily and enabled us to keep the project on schedule, without deviation,” stated the executive.

Exclusive monitoring technologySummum Energy uses Canadian technology

for real-time operations monitoring and asset management. Initially, this system –which Summum handles exclusively in some Latin American countries— is able to monitor oil wells and other critical equipment in different industrial activities. This equipment provides data for determining ideal maintenance schedules. The customer has access to this

It has been forecasted

that growth achieved

during 2017 will result in

sustainable activities

w w w. t i g e r- c o s . c o m 9 7

information via mobile devices such as cell phones.

For administrative tasks, Summum uses an SAP system with tailor-made modules.

A demanding program for suppliersAll Summum providers are subject to stringent

assessments and filters where it is certified that in addition to operational accreditation, these companies also comply with the laws, good and ethical business practices and other criteria for compliance.

“We seek to develop suppliers in the regions where we operate. All providers must go through a fairly stringent compliance process,” said Mr. Lucio.

Summum professionals share their knowledge and experience through inhouse training

L AT I N A M E R I C ASUMMUM

Summum inherits Tiger

Companies’ efforts in

HSEQ

L AT I N A M E R I C A

L AT I N A M E R I C A

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SUMMUM

www.acostasas.com

[email protected]@acostasas.com

Acosta & AcostaO ONS ST U I E S.A.S.

Somos una Empresa que Genera Valor

Somos una compañía de construcción

y montaje metalmecánicos,

estructuras, oleoductos,

gasoductos, polioductos,

obras civiles eléctricas,

instrumentación e ingeniería.

Internal efficienciesWhen it comes to training efforts, Summum

works both externally and internally, making sure that department experts prepare courses for the entire company on a regular basis so that every member of each department is on top of their game. In-house training sessions have yielded excellent results as well, and have proven to be a superb use of resources.

“We have enjoyed having internal talent provide the training and the results have been good. People have shown interest. It has been a great tool for professional growth,” said the executive.

Summum is also revered for its Health, Safety,

A Gómez Cajiao project,

in Tolima

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Environment and Quality (HSEQ) standards; carried out by each of its employees in all divisions. They are also renowned by various agencies and clients because of positive ratings accumulated in this regard.

Planning Based on New Operations AbroadSummum has a very clear understanding of

the current market. Adapting existing skills and services once intended for the oil market for new sectors is successfully contributing to their short-term progress.

Another goal is ensuring Summum’s three divisions are involved in the three countries where they currently operate.

These advances and increased market reach offer a more than positive outlook for 2017; the year in which is expected a growth between 20 and 30 percent.

“Our goal is to see a growth based on the realities spanning the markets, margins that allow us to have a self-sustaining and lasting business,” concluded Daniel Lucio.

Company Information N A M E

Summum

I N D U S T RY

Infrastructure services for

oil, energy, and industry

H E A D Q U A RT E R S

Carrera 19 Nº 166 - 53

Oficina Principal , Bogotá,

Bogotá, Colombia

F O U N D E D

1968 (Inelectra); since

2016 as Summum

E M P L O Y E E S

1,000

R E V E N U E

US$200 million

W E B S I T E

www.tiger-cos.com

SUMMUM

Written by: Jackie Cosh

Produced by: Tom Venturo

Right first time

Written by: Jackie Cosh

Produced by: Tom Venturo

Right first time

An innovative approach has helped Delta Group to become the largest demolition company

in the southern hemisphere

DELTA GROUP C O N S T R U C T I O N

www.de l tagroup .com.au

D elta Group clients have unique challenges

that need to be solved safely, quickly and at a price that represents value for money. Delta Group excels at creating innovative solutions that safely accelerate project schedules while enhancing the quality of result and reducing cost.

Clients benefit from our vertically integrated business model that delivers a ‘one stop shop’, which in turn adds certainty and value to construction projects of all sizes. More than 30 years of experience enables us to advise on the best methodology to provide a solution to your particular challenge.

Our ‘Right 1st Time’ behavioural health and safety programme has given Delta Group an unparalleled safety record. Our unwavering commitment to quality through our ‘Delta Way’ triple certified integrated management system allows our clients to sleep easy knowing we are actively managing all risks.

1 0 2 J u l y 2 0 1 6

DELTA GROUP C O N S T R U C T I O N

www.de l tagroup .com.au

Our collaborative approach embedded in our Early Contractor Involvement (ECI) model means we can better understand our clients’ problems and better contribute to a solution that delivers real and meaningful value. This teamwork ethos, our ability to create and implement innovative solutions, together with our ‘we will never let you down’ definition of integrity has made us Australia’s largest demolition company.

Innovation is an integral part of any successful company’s ethos and key to building up long term relationships with clients. For Delta Group, the largest demolition company in the southern hemisphere, all projects are undertaken with the view that being ahead of the game can potentially be the start of a long term relationship. “We don’t undertake projects with a view of only working with a client once, we undertake them to kick off a relationship and move forward with them,” says Anthony Papalia, Western Australian Projects

Key people

Anthony PapaliaWA Projects Manager

Papalia heads the WA Projects Team overseeing Projects Delivery, Engineering and Quality, Safety & Environment. He has strong Commercial and Mining Industry knowledge in the fields of Demolition, Civil, Remediation, Rehabilitation, Hazardous Material Removal and Temporary Supports & Induced Collapse Engineering. Papalia has built relationships with Clients, Suppliers, Local Communities and State Legislative & Building Governing Authorities. These relationships aid Anthony’s ability to communicate and lead the delivery of Projects on time and on budget with a strong safety & sustainability focus.

1 0 3

Manager. “We envisage that we will be able to work with that client time and time again and to continue to prove them right, that we are the best company in the business.”

Although job to job dependent with innovation led through a strong safety and sustainability focus, each state has its own safety advisors and coordinators, and a national safety manager who oversees safety and the ‘Right 1st Time’ programme countrywide. The philosophy behind this behavioural safety programme is about being able to recognise and understand hazards

1 0 4 J u l y 2 0 1 6

DELTA GROUP

www.de l tagroup .com.au 1 0 5

and potential issues, then identifying the correct control measures to be put in place to ensure that any work undertaken is – right first time.

“The project execution team sits down, brainstorms together and devises a methodology, from there we bring in third party engineers, who we get to prove that what we have internally designed is going to work. Through engineering and 3D modelling they verify that our methods are appropriate, giving peace of mind to all stakeholders,” says Papalia.

Papalia highlights Deltas methods as

C O N S T R U C T I O NDELTA GROUP

“It is also a bit of an

addictive industry

to be in. You never

get to demolish

the same building

twice. So it keeps

you on your toes,

keeps it interesting

and challenging”

1 0 6 J u l y 2 0 1 6

DELTA GROUP

being innovative in the way they develop their methodologies, programmes and equipment for their projects. They manage their own projects and generally don’t need a third party management team between them and the clients, meaning that they work directly with the clients as principal contractor.

This, says Papalia, is a method that works well. “We generally engineer our projects to be the safest, the most practical, and the most viable options. Clients will give us a scope of work that may or may not include a methodology in it. We will put in a bid that allows them to see alternate options that can be undertaken that will best suit the outcome they are trying to achieve,” he says.

Undoubtedly cost savings are important for clients, and Delta prides itself in being able to identify these, aided in part by the ability to self-manage projects, but also by the fact that they are set up in many ways as a one stop shop, that can offer their clients turnkey solutions. As well as having multiple specialist divisions that complement their demolition business including hazardous removal, remediation, civil construction, rehabilitation, concrete crushing, recycling and rent they also have over 900 pieces of plant, and are able to do work both onshore and offshore.

Sustainability has grown in importance, or as Papalia describes it “being able to do more with

C O N S T R U C T I O N

www.de l tagroup .com.au 1 0 7

less”. In addition, as the world strives to become more environmentally friendly waste strategy is moving forward as well and is playing a bigger part in planning. “We need to diversify with waste initiatives, maximizing diversion from landfills,” explains Papalia.

Remediation is followed by rehabilitation, working with clients at all stages to manage the project in the best way. Papalia gives an example of how a typical project may be delivered. “Whether it’s a mining or construction based project we can remove hazardous materials, do the demolition, then either remediate and rehabilitate the site or undertake the civil construction requirements of the build package to follow.”

The company was started in 1974 in Victoria, by Con Petropoulos, and is today still a family owned company. He started the company predominantly as a demolition company and then grew it into a demolition and civil works company, moving it across the east coast, and then nationally.

DELTA GROUP

“Our people have good opportunities to grow and gain a good, well rounded understanding

of the construction and mining game”

DELTA GROUP

1 0 8 J u l y 2 0 1 6

“Our people have good opportunities to grow and gain a good, well rounded understanding

of the construction and mining game”

C O N S T R U C T I O NDELTA GROUP

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DELTA GROUP

C O N S T R U C T I O N

www.de l tagroup .com.au 1 1 1

Today it has approximately 600 employees and its client base is major construction companies across the country and major world-class miners. The group is made up of multiple divisions and subsidiary companies; CMA Contracting, Whelan the Wrecker, Delta Mallard, Streetscapes and Whelan the Warehouse.

Recent highlights have included undertaking the world’s largest steel stack felling demolition and being runner up in the World Demolition Awards in November in Amsterdam, which Delta was shortlisted for its BHP Billiton Tertiary Crushing Building 02 and Transfer Station 204 Project.

Papalia has been with the company for more than six years. Having come in as a purchasing manager, he quickly moved into safety, working on the quality, safety and environment side of the company in Western Australia. As the company grew so did his remit moving him into project management and now he heads the WA Projects Team.

With a good training regime and continuous development of employees, Delta goes out of its way to attract and retain staff, keeping them up-to-date, either with in-house tailored training, or externally via registered training centres and colleges. There are pros and cons to working in demolition. “It is quite a bit different

DELTA GROUP

C O N S T R U C T I O N

www.de l tagroup .com.au

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DELTA GROUP

1 1 3

C O N S T R U C T I O N

www.de l tagroup .com.au

from other areas of the construction field,” says Papalia. “So that in itself can be a challenge in finding people who are able to understand the demolition industry. We do definitely have a high retention rate, purely for the reason that once they get to experience and understand the complexity of the industry we like to keep them and keep them growing within the company. It is also a bit of an addictive industry to be in. You never get to demolish the same building twice. So it keeps you on your toes, keeps it interesting and challenging.”

“Our people have good opportunities to grow and gain a good, well rounded understanding of the construction and mining game. Our versatility means we are very well set up to cover multiple sectors, so it becomes about continuous improvement and development for our people.”

Citing the core values of safety, integrity, teamwork and excellence, Papalia is confident that these are at the heart of the business. He says, “We make safety and sustainability the primary considerations in decision making. We want to have integrity in what we do, and in doing what we say we are going to do. One team, one goal with open communication from the ground up. Always looking at new and better ways of doing things, creating solutions. This allows for a successful project delivery that exceeds client expectations building ongoing relationships with them.”

Company Information N A M E

Delta Group

I N D U S T RY

Construction

H E A D Q U A RT E R S

577 Plummer Street,

Port Melbourne, Victoria,

Australia, VIC 3207

F O U N D E D

1974

E M P L O Y E E S

600

W E B S I T E

www.deltagroup.com.au

DELTA GROUP

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