Augu st 2017 www.energydigital.

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dominating
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energy
industry
CEO OF INOX WIND,
KAILASH TARACHANDANI,
ON HOW THE COMPANY HAS
CORNERED THE MARKET

HP: CIRCLING
TOWARDS A
SUSTAINABLE
PATH

HOW SAUDIS OWN

THE CROWN JEWEL
OF AMERICAN
REFINERIES

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FOREWORD
WELCOME TO THE August edition of
Energy DigitalWe have exclusive insights from
companies in the sector from Africa through
to Canada and Asia.
Sustainability continues to be a business
buzzword, and Leila Hawkins goes behind
the scenes with tech giant HP to find out
about its latest sustainable programs she
catches up with Global Sustainability Director
Kirstie McIntyre. Our top 10 also looks at
sustainable leadership, charting the greenest
countries on earth.
One country looking to diversify its energy
mix is India. Inox Wind is making waves
find out what the company is up to on the
continent by turning to our feature with CEO
Kailash Tarachandani.
Other exclusive interviews come from
Egyptian Drilling Company, Canadas Zedi
and Sunseap.
As always, please tweet your feedback to
@EnergyDigital.

Enjoy the issue!

www.businessreviewmiddleeast.com
www.bizclikmedia.com
F E AT U R E S

PROFILE

SAUDIS OWN THE

CROWN JEWEL
OF AMERICAN
REFINERIES 08
TECHNOLOGY TOP 10

18
CIRCLING
TOWARDS A
SUSTAINABLE
26
THE TOP 10
PATH GREENEST
4 August 2017
COUNTRIES
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AFRICA
7
SAUDIS OWN THE
CROWN JEWEL
OF AMERICAN
REFINERIES
IN BEGINNING OF MAY, SAUDI ARABIAS ARAMCO
BECAME THE SOLE OWNER OF THE LARGEST US
OIL REFINERY, MOTIVA ENTERPRISES LLC,ITS NAME
AND LEGAL ENTITY, INCLUDING THE REFINERY IN
PORT ARTHUR, TEXAS, CEMENTING ITS ACCESS
TO THE LUCRATIVE U.S. ENERGY MARKET AT A
CRITICAL TIME FOR ENTIRE OIL INDUSTRY

W r i t t e n b y : S TA S A S A L A C A N I N
SPECIAL REPORT

SAUDI ARAMCOS
MULTIBILLION dollar divorce
contract from Royal Dutch Shell
(RDSA), which previously owned
50% of the Port Arthur refinery, will
also ensure Saudis the right to use
the Shell flag in a number of south-
eastern states and east Texas.
As a result, Motiva will have the
exclusive rights to sell Shell gasoline
and diesel in Georgia, North and
South Carolina, Virginia, Maryland,
East Texas and most of Florida,
while Shell retains rights to Shell
brand in the rest of Florida.

Forward thinking approach

For Phillip Cornell, a non-resident
senior fellow at the Atlantic
Councils Global Energy Centre,
Aramcos strategy to move both
into downstream and to expand
foreign joint ventures has been a
long-standing one, and it sounds
like forward thinking approach.
Both strategies are integral to the
Advanced Transformation Program
(ATP) initiated under the leadership of
Khaled al Faleh. While downstream
is certainly not a major profit centre
inside the company, as a strategic
investment it has successfully moved
the company not only up the value
chain, but also into areas like product
trading, he told Energy Digital.
Furthermore, it is believed that the
Port Arthur case signals Aramcos
new strategy, namely expanding
itspetrochemical operations and
turning itself into a modern integrated
energy company, following the
example of Exxon Mobil, for instance.
But this is just a piece of a larger
picture, as the long term vision is

10 August 2017

to diversify the Saudi economy by
creating a global network of refining
and petrochemical facilities that would
provide Saudi production a wide
spectre of higher-value products.
Dr Naser Al-Tamimi, an independent
UK-based Middle East researcher
and political analyst, recalls that
Aramco, in its latest annual review,
ambitiously envisaged its new
role: Saudi Aramco remained
steadfast to its vision of becoming
OIL AND GAS
a top-tier, globally integrated
energy and chemicals company.
Aramco plans to double its global
refining capacity from 5.32mn barrels
per day (mb/d) currently (2.9 mb/d
in Saudi Arabia, 1.07 mb/d in the
US and 1.13 mb/d in Asia) to 10-12
mb/d and to increase its global
petrochemicals capacity from 12mn
tons per year to 34mn tonnes. Thus,
the deal is a big step in that direction,
and shows Aramcos determination
11
SPECIAL REPORT
to cement its position in the core
export markets and ensure its market
share in US markets regardless
of competition or increased US
production,Dr Tamimi says.
Aramco has been investing
in new refineries for some time,
cementing its position in countries
that are considered to be its
core market, including China,
Indonesia and Malaysia.
Tom Klozathe global head of
energy analysis at the Oil Price
Information Service in Wall, New
Jersey, is absolutely convinced
that such strategy of diversification
makes sense, and he suspects that
Aramco will pursue an acquisitive
strategy across many continents,
including North America.
My guess would be that they
will own several more US refineries
by the end of 2018 and I do not
believe that theyll do so through
joint ventures, so I suspect Motiva
will be one of the biggest players
in mergers and acquisitions in the
US, he said. Cornell noted that
such decisions will be taken on
the basis of the long-term viability
of specific potential investments
- not just to make the initial public
12 August 2017
offering (IPO) more attractive.
There was much talk last year when
Aramco made a bid to purchase
the Lyondell refinery in Houston,
Texas, however, the deal was never
consummated as Lyondell took
the refinery off the market. But
nevertheless, Motiva could pursue
other Gulf Coast refineries or indeed
expand via deals in other portions
of the country, including the West
Coast, according to Kloza.
More Saudi crude coming to
the US
By expanding its downstream
potentials, Saudi Arabia is
also increasing demand for its
crude production, creating a
chain of reliable crude buyers
regardless of global oil price.
Through expanding its refinery
fleet, Aramco and Saudi Kingdom
are diversifying energy price risk,
since adding refining risks to a
crude production risks contributes
to the reduction of total risk. Kloza
believes theyll send more crude
to the US when it makes sense,
and that it will hurt some of the
demand for crude from stateside,
Canadian or other foreign sources.
 OIL AND GAS

According to Dr. Tamimi, the Motiva

split will not only increase Aramcos
equity by nearly 13% from 532,500
b/d to 600,000 b/d, it will also give the
company complete control over which
crude oil grades are processed at Port
Arthur, but there is no doubt that Saudi
crude will be prioritised at this refinery
complex - which makes sense in any
such vertical integration strategy.
Aramco is seeking to secure its
market share in the US, which is one
of the top three markets in addition
to Japan and China. Furthermore,
Cornell said that Aramco can optimise
the refinery (say for particular grades
of crude) and its crude dispatching
operations to achieve efficiencies.
However, he added, that doesnt
necessarily mean the refinery will only
buy Saudi crude altogether - it retains
the option to buy North American
crude to take advantage of arbitrage
opportunities. American suppliers
may object, but the arrangement
is not substantively different than
other vertically integrated upstream
and downstream operations.
Last but not least, most of oil
industry experts agree, that this
move is part of Aramcos strategy of
diversifying its investment portfolio

13

in major markets in Asia and the
United States, as the company is
looking to secure highest financial
returns from its IPO next year.
Although Aramcos activities in the
US are purely commercial, it could
be understood as a sign of restored
confidence between two countries
which hit rock bottom during President
Obamas second term. It is believed
that relations between the US and
Saudi Arabia will further improve under
Trump. This is despite some harsh
rhetoric used during his presidential
campaign when he mentioned the
possibility to stop buying oil from
Saudi Arabia unless the Kingdom
provided ground troops to fight ISIS,
calling on Saudis and other Gulf
countries to compensate the United
States for the enormous cost of
providing them with military protection.
But nevertheless, Dr Tamimi does
not expect this to have any impact
on Saudi investments in the United
States. For Jim Krane, energy analyst
of Rice Universitys Baker Institute,
Houston, Saudi Arabia wants to
remain relevant in the United States
for commercial and strategic reasons.
The Saudis need to continue placing
crude cargoes into the US market, and
OIL AND GAS
also ensure that US troops protect
the kingdom and its oil shipments.
Owning refineries and configuring
them for Saudi crudes helps with
both these goals. If Aramco owns the
refinery, it can ensure that Americans
continue to depend on Saudi oil,
and hopefully, that Americans still
see value in maintaining close ties
with the kingdom, Krane said.
Security concerns
But some say that Saudi ownership
of the largest US refinery poses
a security risk for the US, since
according to some sources,30%
of US refining assets are owned by
foreign companies. So does the
particular case of Port Arthur give
the Saudis a powerful weapon when
dealing with the US in the future?
Firstly, this is not an entirely new
practice as there is a track record
of petro states owning US assets.
Kloza noted that Venezuelas state-
owned oil and gas firn PDVSA and
Citgo Petroleum Corp. (CITGO)
are very much in the news these
days, with the fear that Rosneft,
the Russian company with close
ties to Vladimir Putin, might take
title to Citgo should Venezuela
15
SPECIAL REPORT

and PDVSA default on loans.

So, given the state of US politics, that might lead
to outrage (somewhat xenophobic) among lawmakers
and the population, not wishing to have core life-blood
refined products in the hands of adversaries. Of course,
we have a much better relationship with Saudi Arabia,
but this needs to be watched very closely, Kloza added.
According to him, Motiva (or Saudi Aramco) could
buy a number of individual US refineries without
difficulty.However, if it attempted to take out a multi-
refining company - like PBF, or Tesoro - it would probably
run into hastily assembled hurdles from US lawmakers.
Therefore, Cornell doesnt believe that there is need
for alarm and any kind of nationalistic American
concerns about security threats when it comes to foreign
ownership are usually more linked to cynical protectionist
impulses than to legitimate national security threats. If the
Saudis or any other country halted their American refining
activities explicitly to damage the US economy, that
would be a blunt and ineffective weapon - it would be a
highly aggressive act by a longstanding ally, the volumes
would be easily replaced, and any economic impacts
would be spread thinly and beyond American borders.
As for Dr Tamimi, one should not confuse the Saudi
governments investments with Aramcos investments.
It is true that the company is a state company but its
management and investment decisions are independent.
The bottom line is, Aramco would not risk any access to
US markets for Saudi Arabias political gains. Therefore,
the Port Arthur refinery is about diversification and
market share, not about nefarious security intentions.

16 August 2017
TECHNOLOGY

CIRCLING TOWARDS
A SUSTAINABLE PATH
Leila Hawkins travels to London to speak
to Kirstie McIntyre, the Director of Global
Sustainability Operations at HP
TECHNOLOGY

EVERY ORGANISATION AROUND

the world, large or small, is talking
about sustainability right now. Of
course this is all about the need
to take care of the planet, but as
Kirstie McIntyre, the Director of
Global Sustainability Operations
at HP explains, its also driven by
customer requirements, and it
makes perfect business sense.
In the last two decades businesses
have woken up to the fact that the
worlds resources are running low.
Whether its sustainable development
programmes, the Natural Capital
Coalition initiative set up by company
leaders and conservationists, or
HPs adoption of circular economy,
ultimately all have the same goal: to
assess environmental issues and put
practices in motion to limit damage.
A lot of them are around the same
sort of thing, McIntyre says, but for
me, as a resource specialist, this is
what were driving to, this is what fires
me up every day and gets me going.
HPS CIRCLES
McIntyre says it was natural for
HP to start recycling. A lot was
driven by customers with leftover
empty cartridges and old devices
FOR US THE
CIRCULAR
ECONOMY IS
A NATURAL
EVOLUTION OF
WHERE WEVE
BEEN FOR LAST
20 ODD YEARS
they wanted to get rid of. Then they
worked out how to bring those
discarded materials back into their
own products. This forms the basis
of circular economy, which aims to
minimise waste, vs the traditional
linear economy were so used of the
take, make and dispose attitude.
It also consists of shifting customers
mind-sets from wanting and buying
the newest, latest products to
purchasing recycled or refurbished

20 August 2017
goods, for the benefit of the planet.
As linear economy becomes
unsustainable due to the earths
dwindling resources and the lack
of available space for discarded
goods, its become essential
to design products that are
recyclable and repairable.
We used to call sustainability
environmental responsibility,
McIntyre says. Its had all sorts
of different names, but its been
around for about 20-25 years now.
However, despite this timeframe,
she explains that the process
has only just begun. To make it a
reality HP has needed customers,
suppliers, partners, and retail
outlets to be on board with them.
For us the circular economy is a
natural evolution of where weve been
for last 20 odd years. Weve been doing
a lot of resource efficiency at HP, doing
more with less, energy efficiency,
21
TECHNOLOGY
waste management, all these types
of things. Thats just good business
sense really, not to waste things.
The circular economy is a slightly
different mind-set of how to move
ourselves away from transactional
to contractual relationships with
customers. And thats the piece that
were working on now, and its bringing
with it these sustainable benefits.
If other people see these
benefits and drive it from a business
perspective, then there is a very
nice story to tell. Im not trying
to force anything on people, its
what businesses want to do for
their customers. Instant Ink is
a fantastic example of that, it
was grown by the business to
address a real customer need.
CLOSING THE LOOP
Instant Ink is a service where users
pay a monthly subscription fee and
their HP printers connect to the
internet and automatically order new
ink cartridge when levels are low.
Weve made it really easy for people.
In the box theres a return envelope
so you take your old cartridges and
post them to us. Theyre really easy to
recycle. Were mitigating issues about
22 August 2017
the quality of the materials, whats in
them, and all of the big manufacturing
conundrums that go with it, so we
continue to work on recycling content
across all our product lines.
This is one of the ways
HP is implementing circular
economy into its operations.
Cartridges are made from plastic
recycled from bottles in Haiti. This
work serves several purposes: it is
cleaning up Haitis environment by
preventing the plastics from leaching
into the Caribbean Sea and therefore
polluting the ocean, while providing
jobs to the people the company
employs as collectors, therefore
improving the local economy.
Additionally, since 2013 its carbon
emissions have reduced by 21%,
aided by a decreased product
transportation, and using smaller
and less energy-intensive computers
and tablets. In the United States
it endorsed an open letter to then
President Elect Donald Trump, urging
him to honour the nations commitment
to the Paris Climate Agreement.
HP has committed to advancing the
skills of half a million workers by 2025,
particularly females, students, and
employees from minority backgrounds.
C I R C L I N G T O W A R D S A S U S TA I N A B L E PAT H

23
TECHNOLOGY

THERE IS SO MUCH DATA BEING

GENERATED, THE ANALYTICS OF
IT IS VERY COMPLEX, AND THATS
A CHALLENGE FOR ALL OF US AS
A SOCIETY TO MOVE FORWARD

24 August 2017
 C I R C L I N G T O W A R D S A S U S TA I N A B L E PAT H

To do this it has partnered with non-profit organisations

and governments in five different countries. HP has
also built state of the art classrooms in 60 schools.
The US board of directors is the most diverse of any
other technology company in the country, with five
women and five members from ethnic minorities.

GENERATION DATA
The emergence of big data has been beneficial for making
supply chains more visible, and also to enable companies
to collect data about their customers, to see what they
want and how to create solutions to better cater to their
needs. But McIntyre explains that it also has its pitfalls.
There is so much data being generated, the
analytics of it is very complex, and thats a challenge
for all of us as a society to move forward. Were
just creating more and more data, and how can
you sort through it all to create insights to move the
business forward, or move yourself forward.
At the same time, it helps people make more informed
choices about their purchases. People are receiving more
data and therefore theyre able to make more informed
choices about the world around them, she says. Perhaps
it is the younger generations who are concerned about
the future of the planet, and what that means is they
are concerned about sustainability, they understand
more about it than previous generations have done.
I think its therefore up to companies like us to
put solutions in place that address those concerns.
We could just sell ink as ink, but thats not how
we want to engage with people. Clearly it is
successful to engage in a different way.

25
T O P 10

THE TOP 10
GREENEST
COUNTRIES
From climate change and ocean
acidification, to the hole in the ozone layer,
modern environmental problems are global
in character. This not only means that all
the worlds countries must work together
to solve them, but also that each countrys
contributions set an example to the others

Edited by: ANDREW WOODS

The Human Development Index (HDI)
Uses mean education level, per capita income
and average life expectancy to determine each
countrys level of socioeconomic development.

The Happy Planet Index (HPI)

By considering reports of wellbeing, life
expectancy, inequality and per capita ecological
footprint, this index assesses how effectively
each country guarantees all of its citizens high
quality of life, without harming the planet.

Annual Greenhouse Gas Emissions

Per Capita (GGE)
This tooldivides the number of metric tons of
carbon dioxide, nitrous oxide, methane and other
greenhouse gases each country emits by that
countrys population. In this way, it determines how
much each country is contributing to one of the most
serious environmental problems of our generation.

New Solar Capacity Installed (NSC)

This listshow many megawatts of new solar
power each country installs per million people.
It thus provides a proxy for that countrys
investment in renewable energy.

A country that does well on all of these factors is

able to give its citizens a high standard of living
without placing a burden on the environment.
The better we can identify and emulate such
countries, the easier it will be for all humanity
to achieve swift, sustainable development.

10 VIETNAM
HDI: 0.683 (Medium)
HPI: 40.3 (5th)
GGE: 2.66
NSC: N/A
Despite having the lowest HDI
rank on our list, Vietnam has
already obtained one of the worlds
highest Happy Planet Index
rankings. Rather than developing
at any cost and then seeking to
undo the resulting environmental
damage, the country has achieved
sustainability at the outset with
high investment in renewable
energy and anaerobic technology
for electricity generation.
28 August 2017
9 COLOMBIA
HDI: 0.727 (High)
HPI: 40.7 (3rd)
GGE: 3.75
NSC: N/A
Despite little investment in solar
energy, Colombia one of just a
few of the Americas countries to
rank has been able to achieve
high development with low
greenhouse gas emissions, a feat
made possible by itsabundant
hydroelectric resources which
provides 70% of the countrys
power. The government has also
made massive commitments to the
creation of national parks and green
spaces. Some building works have
replaced steel with bamboo, which
has proven just as durable. This has
allowed the country to achieve swift
economic growth while maintaining
a high Happy Planet Index score.
 GREENEST COUNTRIES

7 BULGARIA
HDI: 0.794 (High)
HPI: 20.4 (109th)
GGE: 6.19
NSC: 108.98

The only country in the world to

install more new solar capacity
than Germany, Bulgaria makes up
for its low HPI rank and modest
HDI rank with future potential. As
fossil fuels become scarcer, and
other nations seek sustainable
solutions, these investments will
likely benefit Bulgaria as much
economically as environmentally.
8 FRANCE Bulgaria has experienced fast-
paced development, especially
HDI: 0.897 (Very High) for wind farms and solar energy
HPI: 30.4 (44th) and, to a lesser extent, for new
GGE: 5.49 hydroelectric power plants.
NSC: 16.44

With low greenhouse gas emissions,

high human development and
solar energy investments, plus a
decent score on the Happy Planet
Index, France is at the forefront of
modern sustainable development
and has the capacity to remain there
for the long-haul. France scores
highly on food recycling initiatives,
environmentally-conscious
construction and a massive
reduction in its use of fossil fuels.

29

6 GERMANY
HDI: 0.926 (Very High)
HPI: 29.8 (49th)
GGE: 10.43
NSC: 93.52
Germanys sustainability status
may seem less than impressive,
given that it has a relatively low
HPI rank and high greenhouse
gas emissions compared to other
countries on this list. However,
Germany is dubbed the capital
the worlds first major renewable
energy economy, with renewables
supplying virtually all of its domestic
energy demand, creating a strong
foundation for a sustainable future.
30 August 2017
5 SWITZERLAND
HDI: 0.939 (Very High)
HPI: 34.3 (24th)
GGE: 6.18
NSC: 25.23
Switzerland strikes a healthy
balance between present and
future sustainability and prosperity.
The country is currently one of the
worlds greenest developed lands,
with low greenhouse gas emissions
and a promising HPI score. For
example, Switzerland forces citizens
to pay for garbage collection and
its incinerators produce minimal
amounts of air pollution. Tap water
in Switzerland is up to the same
quality as bottled mineral water,
although 500 times cheaper, and
hotels offer discounts to drivers
of hybrid cars. Switzerlands
heavy investment in renewables
might afford it a further edge,
economically, if it can sell some
of that energy to its neighbours.
 GREENEST COUNTRIES

3 SPAIN
HDI: 0.884 (Very High)
HPI: 36 (15th)
GGE: 5.87
NSC: 5.87

Ranking only slightly below

Norway on the Human
Development and Happy Planet
indices, Spain has the advantage
of having invested heavily in
renewable energy. This suggests
4 URUGUAY that the country will have an
HDI: 0.795 (High) easier time maintaining its low
HPI: 36.8 (14th) greenhouse gas emissions while
still generating all of the energy it
GGE: 6.90
needs for economic prosperity.
NSC: N/A
So much so, Spainis aiming to
provide 100% of itsenergyneeds
The country has been able to attain using only renewable sources
a high life expectancy, widespread by 2020, and energy experts
feelings of wellbeing and steady in the country believe its a
economic growth while keeping highly achievable target.
greenhouse gas emissions under
control. Renewables provide
94.5% of the countrys electricity
at prices lower than in the past,
relative to inflation with massive
investments in wind, solar and
biomass technology.In doing
so, Uruguayhas slashed its
carbon footprint without heavy
government subsidies or higher
consumer costs, allowing it to
become one of the wealthiest
countries in Latin America.

31
T O P 10

2 NORWAY
HDI: 0.949 (Very High)
HPI: 36.8 (12th)
GGE: 4.85
NSC: N/A

Notable for being the worlds most developed country according

to the HDI, Norway has not let this high social and economic
sophistication come at the environments expense. Despite not
being a major investor in solar power, the country has managed to
keep its greenhouse gas emissions very low. Norway adopted a
motion in June 2016 to become carbon neutral by 2030, which is
20 years earlier than previous estimates. The government is also
considering banning the sale of all petrol-fuelled cars by 2025.

32 August 2017
1 COSTA RICA
HDI: 0.776 (High)
HPI: 44.7 (1st)
GGE: 0.53
NSC: N/A

Ranking first on the Happy Planet Index, Costa Rica has managed
to keep its greenhouse gas emissions near zero despite being a
relatively developed country. Even the countrys low investment in
solar is not as big a problem as it seems; Costa Rica hasabundant
geothermal and hydroelectric resources, making solar energy
less important. In the 1990s, the country passed a series of
green culture laws including the tax-fundedNational Forests
Lawthat protects forests, waters, biodiversity and natural
beauty as both tourist attractions and scientific resources.
Other green initiatives include theEco-Marchamo, which
is a voluntary complementary tax that allows drivers to offset
100% of the emissions generated by fuel consumption for
one year, and theCarbon Neutral Frameworkthat incentivises
good environmental practice by Costa Rican companies.

33
DOMINATING
INDIAS GREEN
ENERGY Written by: Nell Walker
Produced by: Mariana Lee

INDUSTRY
35
AS INDIAS TOP WIND ENERGY
SOLUTIONS COMPANY, INOX WIND
HAS CORNERED THE MARKET WITH ITS
ENVIABLE LEVELS OF INNOVATION AND
SKILL. CEO KAILASH TARACHANDANI
TELLS US MORE
A
s Indias leading wind energy
solutions business, Inox Wind
provides blades, tubular
towers, hubs, and nacelles created
in its state-of-the-art facilities in
Gujarat and Himachal Pradesh.
Thanks to the companys current
and ongoing goal of increased
renewable energy capacity provided
by the Indian government, it has
been able to expand and add
more facilities. Last year alone,
an 800MW blade facility and
integrated manufacturing unit was
commissioned in the state of Madhya
Pradesh, which is set to have a
yearly production capacity of 400
rotor blade sets. It will be one of the
biggest in Asia, the largest in India,
and thanks to this, the company
36 August 2017
will be able to double its production
capacity to 1,600MW. This facility
in particular will be vital for new
projects in the south of India.
Kailash Tarachandani is CEO
of Inox Wind, and has over 25
years of experience in strategy
management, global project
execution, product management,
and business development. He has
been a key player in the building of
organisations from the ground up,
developing technologies, and aiding
in the progression of management
teams. He leads Inox using his
expansive knowledge, overseeing
its performance, corporate
strategy, policy formation, and
ensuring a positive and ethical work
environment. He tells us about the
 ASIA

KAILASH TARACHANDANI - CEO INOX WIND

Mr Kailash Tarachandani serves as the Chief Executive Officer of Inox
Wind Limited. He served as a Member of Board of Management at
Kenersys GmbH. He has been the Chief Executive Officer of Kenersys
India Pvt. Ltd. since January 2011. Tarachandani has more than
22 years of experience in the field of strategy management, global
project execution, product management, business development and
was instrumental in building organisations, setting up their plants,
acquiringtechnologies and developing their management team.

w w w. i n o x w i n d . c o m 37
OWENS CORNING
IS SUPPORTING THE
GROWTH OF WIND
MARKET IN INDIA
ways in which Inox is working hard to
maintain and develop its reputation
WindStrand rovings and status as a leading player.
and Ultrablade fabrics
next generation of high As a strategic move, we are
modulus materials and
integrated glass solutions currently adding products which
help manufacturing
of longer and lighter will ensure viability in the era of
blades with increased
performance.
competitive bidding and rapidly
changing factors of payback,
Tarachandani explains. Going
Owens Corning India Private Limited
701, Alpha Building, Hiranandani Gardens, Powai, Mumbai 400 076 forward, we are continuously
+91 22 66681729
diversifying our product portfolio
composites.owenscorning.com
to ensure good returns on sites
2017 Owens Corning. All Rights Reserved.
where natural resources for power

2009
The year that
INOX WIND
was founded

generation are comparatively low.
CONTINUOUS IMPROVEMENT
Inox is chasing unceasing innovation
in its domain of wind power, and there
are two sides of this: one driven by
statutory compliances, and the other
by expected returns by investors.
Creating a 120 metre
concrete and steel hybrid tower
is one such innovation, says
Tarachandani. Subsequently we
are developing turbines to be ready
ASIA
for future grid compliances.
Also a system based on LIDAR
[which stands for light detection
and ranging] is under testing,
which is for the performance
optimization and cost reduction of
the turbine. Our wind-solar hybrid
system is being evaluated for the
optimisation of existing resources.
Aside from all these developments,
we are evaluating our turbines
with bigger rotor dia blades and
developing the next generation
w w w. i n o x w i n d . c o m 39
I N O X W I N D LT D .
of greater capacity turbines for
further reduction in cost and
maximization of returns.
Inox is also undertaking projects
for some reputed public sector utility
companies, plus a 250MW SECI
project which was won during the
first wind energy auction in India; the
company expects to win a further
500-750MW worth of projects
by the end of the next quarter.
LOGISTICS
Working with large and complex
pieces of equipment can be
challenging, Tarachandani admits,
especially in a country where
import infrastructure and logistics
are yet to be mature enough to
allow smooth transportation. We
are importing some of the very
complex equipment from Asian
and European countries, and the
challenge is that the equipment is
very expensive with a long lead time.
As the industry is driven by regulation,
there are instances where our cash
flow cycle does not move as we
expect, so our production has to be
40 August 2017
in sync with the project execution.
High costs can also make it
difficult to be competitive, but Inox
focusses on continuously evaluating
and improving its technology and
products a necessity considering
how complicated the technology
involved is. The company prides
itself on using the latest technology
available for all its products, and
by always honing its services.
THE TEAM
Inoxs formidable level of service
and product quality can only exist
with a strong foundation of skilled
workers, something Tarachandani
is passionate about: We are one of
the best employers in the industry,
and provide all-round growth for
our employees, he says. The
uniqueness of our organization is our
very flexible hierarchy system, where
everybody is directly connected
to everyone else, which makes
thoughts and ideas travel faster.
The marrying of skills and
enthusiasm for the sector that
Tarachandani and his team share is
 ASIA

We are using every necessary resource to

become one of the leaders of the industry
and have maintained a position as one
of the top three wind energy companies
in terms of capacity addition
KAILASH TARACHANDANI, CEO, INOX WIND

w w w. i n o x w i n d . c o m 41
I N O X W I N D LT D .

We have a supportive environment for wind

power growth, a product that is a benchmark
in cost competitiveness, quality technology,
and an organization which has the potential
to become the leader of the industry
KAILASH TARACHANDANI

42 August 2017

why Inox is the fastest-growing wind
energy business in India and crossed
a 2GW mark of sales in a very short
time span. Reliability is key, and this
flows from the team into the products
Inox creates, which are well known
in the industry for being able to
withstand the most adverse weather
conditions and providing total turnkey
solutions something very few wind
energy organizations are able to do.
FUTURE GOALS
Inox has set itself some very
ambitious targets that reflect
the goals of India as a nation:
The Government of India is
eyeing a massive target of
175GW of renewable energy by
2022, Tarachandani explains.
Although its very ambitious, if
we use the policy support being
provided by the government,
this looks quite achievable.
Inox Wind has well synchronized
ASIA
itself in this movement and has
shown manifold progress over the
last 3-4 years. We are using every
necessary resource to become one of
the leaders of the industry and have
maintained a position as one of the
top three wind energy companies
in terms of capacity addition. We
look forward to improving that
performance in the coming years.
Tarachandanis confidence is
well-founded. Inox is one of the few
companies in India to have achieved
a AA or higher rating, and its 113 rotor
dia turbine is ranked one of the top 10
offshore wind turbines in the world
(according to Wind Power Monthly).
In a nutshell, we have a supportive
environment for wind power growth,
a product that is a benchmark in cost
competitiveness, quality technology,
and an organization which has the
potential to become the leader of the
industry, Tarachandani concludes.
w w w. i n o x w i n d . c o m 43
 Sunseap: Bringing
sustainability to Asia
Written by: Nell Walker
Produced by: Mariana Lee
45
SUNSEAP
With green energy company Sunseap
rapidly expanding across Asia, Lawrence
Wu, Director and Co-Founder of the
business, tells us how this has been
achieved with technological prowess
and a devotion to customer need
A
s Singapores biggest and
best-established clean
energy provider, Sunseap
dominates the industry with its
innovative projects, the work it does
with its strategic partners, and a
holistic view of the energy business.
A licensed power wholesaler and
retailer, Sunseap prides itself on
maintaining excellent relationships
with customers, taking the way they
operate into account when working
on a project, and doing everything
possible to allow that customer to
be as energy efficient as possible. In
addition to corporate clients, such
customers are about to include
homeowners in public housing
estates. This additional string to the
companys bow will undoubtedly
46 August 2017
prove useful as the business expands.
When the business was established,
it was to fulfil a need in the market
identified by Lawrence Wu, Director
of Sunseap, and his Co-Founder
Frank Phuan. While the latter
had at least two decades of solar
panel manufacturing experience
behind him, Wu himself had been in
mergers and acquisitions, and the
combination of that expertise proved
ideal to start an energy business.
Singapore was sorely lacking in
green energy solutions at that time,
and many other countries were
striding ahead with wind, hydro,
and solar energy. Power is also not
subsidised in Singapore, so Wu and
Phuan came together to look at the
financial implications of creating
 ENERGY

Lawrence Wu
Director & Co-Founder
Lawrence Wu co-founded Sunseap Group,
currently Singapores largest clean energy
provider. Sunseap Group functions as a
utility company that specializes in clean
energy solutions that include its Solar Power
Purchase Agreement (PPA) model, clean
energy supply and solar-hybrid systems. Wu
is the co-founder and Managing Director
of Thirdrock ISSEA Advisers Pte Ltd, a
corporate finance firm specialising in mergers
& acquisitions, as well as strategic capital
raising in Southeast Asia. He is also a Director
and Partner of TRIREC Pte Ltd, a renewable
energy investment firm that focuses on
projects and companies in sustainability
and de-carbonisation. Wu has more than 16
years of experience in investment banking,
specialising in M&A and restructurings,
reverse takeovers, schemes of arrangements
and delisting of public companies.

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inverter, the second critical component. According
to GTM research , solar inverters cost a mere 5% of
an entire commercial systems cost. Yet, it can make
the biggest different to your solar output and
therefore, your financial return.
What do inverters do?
Simply put, inverters convert direct current (DC)
energy from PV panels into alternating current (AC)
used in your building. For owners of the system, this
is where you save money by using solar power to
offset your electric bill or gain revenue by selling the
power. But, how inverters perform can vary greatly
between different manufacturers because of their
different design philosophies.
ABBs digital inverters add value as your solar PV
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Inverter technologies have advanced greatly in the
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computer. But while other inverters are just
beginning to offer such functionality as optional
add-ons, ABBs flagship inverters such as the
TRIO-TM and UNO-DM are ahead of the curve with
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ABB inverters are designed for maximum financial
performance.
To save upfront costs, some inverters are designed to
throttle down power output if it gets too hot,
lowering the overall power generated. This is known
as thermal derating. Over a typical solar agreement of
20-25 years, this daily loss of power can significantly
impact the plants financial return. ABB inverters are
engineered to provide 100% of nameplate power even
up to a searing 45 degrees ambient temperature
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ABB inverters such as the TRIO-TM also offer the
industrys highest oversizing capability. Oversizing -
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Oversizing also allows the inverter to generate peak
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profitability.
ABB helps you build a better solar plant.
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01
 ASIA

a viable business model and the is nominal and the service boasts
infrastructure required to sell clean many advantages. Aside from the
energy at competitive rates. obvious positive impact on the
In the early days it was challenging environment, using Sunseap for
because the costs of solar, wind, and power means that businesses can
hydro energy were so high, explains be guaranteed a consistent source
Wu. It was very difficult but not of energy for 10, 20, or 30 years.
impossible to sell it at a realistic The weakness of solar power
price. But what we had going for is that it requires high capital
us was a very sound legal expenditure initially, says
framework which allows Wu, but the strength is
the financing committee that the ongoing cost
to look at our projects is next to nothing.
and fund them at a That allows us
reasonable rate.
It also helps
that Singapore is
89
Number of
to effectively
underwrite the
cost of power over
a tropical country, employees at a long period of
so solar power Sunseap time were talking
especially is considered 20 or 30 years. We can
more stable than in a lot of offer a price for your energy
countries. The other benefit we today and it will stay the same for the
have is that the local market adopts next three decades. With coal, oil,
a non-subsidy approach to power. or gas, you have one or two years
Whether you are generating brown, of stability and you cant promise
black, or green power everybody the client anything beyond that.
gets charged the same.
This pricing structure allows Projects
Sunseap to really push its green This reliability is a big part of whats
energy services, as the cost difference drawing customers to Sunseap.

w w w. s u n s e a p . c o m 49
SUNSEAP

The company has signed a 25 year

contract with Apple; the technology
giant approached Sunseap to fully
power its Singapore operations with
100% solar power, creating a lengthy
partnership that sees Sunseap supply
solar power directly to Apple.
Providing this degree of power
for such a long period of time is
also reliant on technological skill
another attractive strength for
Sunseap. While once, the maximum
capacity for power generation with
a single connection point on a single
rooftop was 1 megawatt-peak
(MWp), Sunseap can now achieve
the same at an increased 10 MWp.
The company also participated in
Singapores first floating photovoltaic only producing
(PV) project testbed at Tengeh the kind of
Reservoir, with a floating PV system quality products it would
of 200 kilowatt-peak (kWp), and is use itself, and solidify itself as a
also working towards solar energy full-fledged utility company.
storage solution with batteries to We started as a regular solar
provide a complete off-grid service. company, but now we are ready to
supply a variety of services, Wu
Sunseaps evolution says. We can supply the power
As Sunseap has long hit upon the you need to you in more than one
right formula for its business, the variety, be it solar or conventional
future sees it continuing its current energy. As our business emphasises
business models. It prides itself on integrated solutions, we also pay

50 August 2017

attention to the demands and
needs of our clients. For example,
well advise our customers on areas
such as office lights - LED lightings,
upgrading or retrofitting the offices
facilities including ventilation. Any
area that helps them conserve energy
and in the process, save money.
It only makes sense to create
extra value for our clients when weve
a 20-year relationship with them.
ASIA
Instead of charging the client anything
up front for additional services, we
would propose them to give their
energy savings to us. If a customer
saves 1,500 a year, they can share
that with us over the next five years
to build more solar projects and
help us form a close alliance.
Sunseaps services are set to expand
yet further as of next year. While it
is a licensed retailer, the business
w w w. s u n s e a p . c o m 51
SUNSEAP

can currently only sell its power to

corporate and industrial entities; in
2018, with the liberalisation of the
electricity market, the regulations
will change, and residents will be
able to buy Sunseaps products,
extending the companys reach. As
such, later this year, Sunseap will start
pitching its green energy products to
individuals as well as businesses.

A unique service
So far in Singapore, Sunseap has
installed its solar systems atop
around 1,800 buildings, and has put
together a robust data monitoring
system capable of tracking the
performance of all its solar systems.
It is effectively running its own
weather station, and plans to roll
out the same monitoring system
in every new market it enters.
Our business requires us to
ensure we fix any issue promptly, and
we are able to do that by tracking
the health and performance of our
system around the clock, Wu says.
This is just one of the ways
Sunseap differentiates itself from
competitors, but the heart of what

52 August 2017
 ASIA

w w w. s u n s e a p . c o m 53
Frank Phuan
Co-Founder

makes the business different is the
way it approaches the market and
handles its customer relationships.
For us, we take pride in delivering
the highest quality in our products
and services. It is a crucial part of
the business, as much as optimizing
the balance between that quality and
the cost. The performance of our
systems directly influence the return
on our assets. This reason alone is
why the choice of our equipment is
so vital on the one hand we dont
go for standard stuff because the
cost at times wouldnt be financially
feasible, but on the other, we dont
compromise quality with cheap
parts because our solar systems
need to operate for a long time.
What we end up with is a very
selective choice of manufacturers
and suppliers, and all our investors
are well-trusted. That mind-set is
ASIA
unique, because our competitors
are mostly financially driven, so
they would go for the lowest cost.
Theres a huge reliance on whats
cheapest and what will give the
highest returns. As important a factor
cost is, our technical knowledge
tells us that should not be the only
factor of consideration. The focus
of our business is to ensure the
equipment produces the optimal
amount of solar power consistently.
This attitude will continue to serve
Sunseap well as it expands. It is
currently completing Cambodias first
solar project, as well as continuing
to expand into Malaysia, and new
projects are being commissioned
in Thailand, the Philippines, and
Vietnam. Sunseap truly is a force
to be reckoned with, making Asia
greener one nation at a time.
w w w. s u n s e a p . c o m 55
Persevere
and pivot:
How an oil and gas
technology company
can thrive
Written by: John OHanlon
Produced by: David Kulowitch
 Ze
di
Fl
ag
in
C
al
ga
ry

General Managers at the

Peace Bridge in Calgary
ZEDI INC

Over three decades the Canadian company Zedi has helped

oil and gas producers make better business decisions through
remote asset management and control. Now its reaching out
to a range of industries as they leverage the opportunities of
digitisation, automation and the Industrial Internet of Things

Z
edi celebrates its 30th birthday
this year. Its best known in
the oil and gas industry for
its software-as-a-service (SaaS)
support to the upstream sector and
for its Smart-Alek device which offers
complete remote flow monitoring
via cell or satellite, and works under
almost any weather condition.
By allowing producers to outsource
construction and operation of remote
asset monitoring and Supervisory
Control and data acquisition (SCADA)
infrastructure, saving them the
expense of building telecom and IT
infrastructure required to monitor
or control wells, it soon captured
almost the entire Western Canadian
Sedimentary Basin (WCSB) market.
Today Zedis customer base is
global and its credentials well-
established among oil and gas
producers, particularly the more
entrepreneurial SMEs in that space.
Today, even the larger multinationals
are finally moving towards SaaS to
manage their assets, says James
Freeman, who has been with Zedi
for the last 10 years. As CTO and
President, New Ventures, and as an
engineer, he believes that disruptive
innovation, in the sense intended
when the term was coined by Dr.
Clayton Christensen, is really about
changing the business model
rather than technology per se.
The potential of the IIoT has
given Zedi a huge opportunity, he
says, to leverage its expertise and
domain knowledge to support
its business outcomes.
A great example of such an
opportunity is exactly the managed
service that Zedi has provided to oil
and gas companies. You need data
and insights to run your business
but it does not follow that you
therefore need to do the collection

58 August 2017
 CANADA

A Zedi
meeting
in full flow

w w w. z e d i s o l u t i o n s . c o m 59
ZEDI INC

James Freeman
CTO and President, New Ventures
James is Chief Technology Officer and President, New Ventures of Zedi Inc, a privately-held
Calgary-based services company that has been providing technology solutions to enable
the Digital Oilfield for the last 15 years. Zedis full-service integrated suite of solutions
empowers Oil & Gas producers in Western Canada, and United States and 24 other
countries to improve production operations. In his role as CTO, James oversees technical
development for the companys Industrial Internet of Things (IIoT) platform, which collects
sensor and controller data from field assets and adds value to that data via cloud-based
analytics and visualization tools. Presently, this platform supports 1.35 million sensors,
and consumes over 47 million readings per day. As President, New Ventures, James also
oversees Zedis efforts to expand application of its IIoT platform to attractive growth verticals
outside of the Oil & Gas sector, including Clean Tech, Agriculture, and Retail Food Services.

60 August 2017
 CANADA

I believe the advanced manufacturing

organisation of the future will be an
ecosystem where partner companies provide
specialised expertise that is non-core
James Freeman, CTO and President, New Ventures

of that data, or even a base level of
analytics on that data, yourself. You
need the outcome of that effort.
I believe the advanced
manufacturing organisation of
the future will be an ecosystem
where partner companies provide
specialised expertise that is non-
core, allowing the manufacturer
the resources to focus on
what is truly IP-building, core
domain knowledge required to
differentiate itself in the market.
This is already the experience
of Zedis oil and gas customers,
who use Zedis underlying IIoT
platform to connect their sensors
and actuators in the field, manage
these devices and gather information
about the current state of their
remote assets and the production
process these assets support.
If something anomalous occurs in
the process, real-time configurable
analytics alert the customer, so
follow-up action can be taken. This
allows customers to contain the
impact, minimising down-time and
potential loss of production. The
other part of the solution gives them
the ability to see the results in a
coherent form that allows them to
make the decisions needed so that
the well or associated upstream
gathering facilities may be optimised.
Zedi AccessTM and Zedi Go
are the customer-facing software

w w w. z e d i s o l u t i o n s . c o m 61
ZEDI INC
Big Ideas
val of
Festi
elements of the platform, developed
over the past 15 years in partnership
with world-class companies
including Dell, ABB, MultiTech and
Emerson on the hardware side and
Microsoft, Oracle and Tableau for
specialized application software,
that provide a familiar and simple-
to-use customer interface.
62 August 2017
No other company, says
Freeman, can offer Zedis level
of integration from sensor to
the cloud or responsiveness to
technology trends and market
needs. Neither do they bring the
same level of personal support to a
robust automated infrastructure.
Customers can come to us to
analyse their business problems,
engineer solutions, then procure
the equipment, install, commission,

and operate it. IIoT is an ecosystem,
he emphasizes. Its about a lot
more than just collecting data and
analysing it all businesses are
faced these days with the stark fact
that they must digitise or die. The
IIoT loop starts with sensors (which
convert physical reality into data),
runs through a decision process
involving people or increasingly,
people assisted by analytics, and
then potentially returns to the field
CANADA
with actuators (the devices that
convert data back into physical reality,
typically through mechanical means).
Versatile
However, future growth in oil and
gas is restricted by a dearth of
new wells coming on stream.
Zedis platform, refined in the most
w w w. z e d i s o l u t i o n s . c o m 63
ZEDI INC
challenging environments met
with in the oil and gas sector, is
perfectly suited for adaptation in
a number of other industries.
Having proved that its value
proposition works, its strategy is to
persevere with its existing customer
base and at the same time to pivot
to face other industries, equally
faced with an urgent need to
digitise, which would benefit by
adopting the same solutions.
The food industry is of pressing
importance globally, with a value
chain that stretches from field
to fork, Freeman points out. We
have to feed billions off a shrinking
land base and farmers have had
to adopt technology at a rapid
rate for example, field machinery
works almost without human
intervention controlled by GPS.
With traceability, whether of arable
or livestock products an absolute
 CANADA

We have to
requirement, a huge data lake is built
up as they move from producer to
feed billions off
processor to retail to consumer.
Another industry
a shrinking land
experiencing disruption
is energy generation,
base and farmers
particularly with the have had to adopt
advent of distribution
energy resources (DER). technology at
The total installed base of
operational PV systems, to take a rapid rate
just one example, surpassed 300GW James Freeman,
globally at the end of 2016. As the CTO and President,
solar industry continues to mature, the New Ventures
focus is turning to asset management, But many
a term used in the power industry to industries
describe the financial, commercial, assets operate
legal and technical management of outside, spend much
power plants and other assets. of the time in darkness,
What these industries have in are exposed to weather or
common with oil and gas is a reliance environmental hazards, are
on underlying distributed assets often off-grid, and require low
that support some kind of industrial power wireless technologies for
process, whether it is manufacturing connectivity. All these are problems
hydrocarbons, food, or electricity, that Zedi is good at solving.
Freeman explains. Gaining insight
into the health of those assets, and Trending
using analytics to both optimise The company is very good at seeking
and safeguard process integrity, out trends and innovations, evaluating
is common to all manufacturing. them, and, where there is advantage,

w w w. z e d i s o l u t i o n s . c o m 65
 ZEDI INC

Zedi Our World o s

t to
a
d it
Z e

Robert W. Gordon Christine Barr Vice Clement Gaudet Chief Debra Deane Vice
General Counsel and President Finance Operations Officer and President, People
Corporate Secretary President Canadian
Operations

Grant Exner Chief James Freeman Chief Illario (Larry) Spagnolo Matthew Heffernan
Financial Officer Technology Officer and Chief Commercial Chief Executive Officer
President New Ventures Officer and President US
Operations
66 August 2017
 CANADA

Were excited to be at the forefront

of introducing our technology not only to
our customer base in oil and gas, but also
into other attractive growth sectors
James Freeman, CTO and President, New Ventures

integrating them into its platform. hardware product called a Zedi

A case in point is low-power wide-
area network (LPWAN) technology,
which has especial relevance in
remote monitoring situations. Before it
added support for LPWAN technology
to its IIoT gateway fleet, Zedi could
only connect devices through wired
connections, limiting the number of
devices connected and their range.
Zedi can now create an LPWAN
hotspot, up to 10km in radius,
allowing any number of LPWAN-
capable devices within the hotspot
to communicate with the Gateway.
And since most devices are not
yet LPWAN-capable, Zedi created
a small new low-cost, low power
Mote to connect to existing devices,
and make them LPWAN-capable.
The speed with which Zedi
integrated this technology, combined
with its use to pivot Zedis solution
set into other industry verticals,
won it the 2017 Outstanding
Product Achievement Award
from the Canadian Advanced
Technology Association.
As Freeman puts it: LPWA
technology in particular will be a key
enabler of the IIoT, and were excited
to be at the forefront of introducing our
technology not only to our customer
base in oil and gas, but also into
other attractive growth sectors.

w w w. z e d i s o l u t i o n s . c o m 67
Making
refuelling
mobile
4Refuel provides on-site refuelling for
ships, construction plants, and railways
among many other industries. But what
makes it unique is that it was one of
the very first refuelling companies to
adopt mobile technology for its drivers

Written by: Leila Hawkins

Produced by: David Kulowitch
4REFUEL

S
ince it was founded in 1995, 4Refuel has
transitioned seamlessly from having
drivers deliver fuel using paper tickets
to using electronic data. It was one of the first
companies in its industry to start doing this.
As well as telling drivers the order in which
they must deliver fuel, this mobile technology
eliminates the need to search for client names as
well as human error, such as potentially getting the
wrong address. New on-board cellular technology
gives real-time monitoring in terms of things like
fuel levels and if a driver is running late, which
means 4Refuel can be notified immediately to
re-route trucks and make up the time difference.
While handheld devices have existed for
a number of years, up until 2017 drivers
had to take them out of their trucks to
connect to the network. Advances in mobile
technology have made it possible to get
information directly from the vehicles.
The expectation is that very soon these
devices will tell the drivers the best routes
to take by analysing traffic conditions.
James Cameron Lee, Chief Information Officer,
explains how this has benefited the business
massively. Back in the day people didnt have
any visibility as to where the fuel was going. With

70 August 2017
 CANADA

4refuel.com 71
4REFUEL

Larry Rodo
President & CEO

Larry Rodo is the President and CEO of 4Refuel. Over the last 32 years Rodo
has served in many operating and sales positions throughout all modes of
transportation, including executive leadership with large global organizations.
He has been a lead consultant on Wall Street for cash logistics and travelled
the world working on complex supply chains addressing globalism, security,
military, high value, currency, precious metals and pharmaceutical.
The biggest thing
Im seeing right now
is data coming in,
into the hands of the
right people on their
phones and tablets
at the right time
Larry Rodo, President & CEO

the implementation of technology

on our trucks were able to show
whether it be construction equipment
or where the fuel is going.
The company does around five
million transactions per year, so if
a business had to do this manually
it wouldnt be able to function
effectively. Its just this ability to
capture the data in the field via
cellular network to our head office.
It provides data in a timely fashion. I
dont think any business of any size,
if you had to do all that manually, it
would just be a barrier because of
4refuel.com 73
Mike McGee
Chief Financial Officer
Mike McGee is 4Refuels Chief Financial
Officer. As CFO, Mike is responsible
for the financial management of the
company, and plays a leadership
role in developing and executing
the companys growth strategy.
Most recently, McGee was CFO of
Brookfield Global Relocation Services
and Brookfield Residential Property
Services, both portfolio companies of
the Private Equity group of Brookfield
Asset Management. Previously, he spent
ten years as CFO of Sonoco Plastics
(previously Matrix Packaging). McGee
started his career with Ernst & Young in
the audit and corporate finance practices.
4REFUEL

the sheer number of transactions.

The biggest thing Im seeing
right now is data coming in, into the
hands of the right people on their
phones and tablets at the right time
he says, and being powered by
mobility, if you have the right data you
can do something with it quicker.
Companies that dont adopt
technology, whether being fuel delivery
or any other companies, technology

Jared Prentiss
Vice President 4Refuel US

Jared Prentiss joined 4Refuel in

January, 2014 and currently holds
the role of Vice President, 4Refuel
US. Jared supported the launch of
4Refuel in the United States and
oversees the strategic, commercial,
and organizational structure. Prior to
joining 4Refuel, Jared spent 13 years
with Penske Truck Leasing in various
roles overseeing field operations.

74 August 2017

continues to drive business
forward. If youre not an adopter of
technology I think youll have a tough
time making it in the long haul.
New initiatives
Lee is currently working on a system
to evaluate the work of the drivers.
Historically there has been a view
that drivers, you tell them what to
do and they go and do it and finish
CANADA
their day. Theres this idea in my
head were planning to work on that
people actually want to know how
they did that day, he explains.
Im looking at creating a scorecard
system where, based on the days and
on how much volume they pumped on
the road, were they late for any stops,
how productive they were on site
versus internal targets we set they
get this feedback mechanism daily.
4refuel.com 75
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Lynne Harkness
Director, Human Resources
4Refuel believes that the employees
are the backbone of the organisation.
Lynne Harkness leads a team of human
resources and payroll professionals
who strive to provide first-rate
programs and support to all levels
of the business, ensuring the most
efficient tools are in place for the
utmost achievement of success.
Harkness currently serves as Chair
of the Peel Branch of the Canadian
Payroll Association, a position she
has held since 2011. She lives her
life ensuring personal health and
wellness are a non-negotiable priority
and enjoys spending time skiing,
camping, canoeing, and kayaking.
CANADA
Then a supervisor who may have
10 drivers under them will get the
scorecard and see the same info,
he says. It would be more timely.
Whereas in the past, because we
were batching it in shifts and running
a bunch of slower processes, we
werent really getting that real
feedback, so wed be telling drivers
days later about the next day. Its all
about just being able to get more
timely data and being able to have
the wherewithal for the technology
to automatically email it out to the
right people at the right time.
Lee says this will make things
vastly more efficient. Also
understanding issues quicker so
we can take corrective actions. If
we didnt have that visibility, new
managers and supervisors trying
to look for things can be difficult,
whereas every morning getting a
report about your drivers and how
to decipher that report, you make
them better managers by giving them
the right info in a timely format.
Hiring the best
Ensuring drivers are fully trained in
4refuel.com 77

James Lee
Chief Information Officer
James Lee joined 4Refuel in 2003
and currently holds the role of Chief
Information Officer. Lee has held
multiple roles in the organization during
his tenure at 4Refuel including VP
Operations, VP Strategic Initiatives and
VP Systems Development & Integration.
Prior to joining 4Refuel Lee spent eight
years in the forestry sector across a
variety of disciplines including planning,
operations, engineering and silviculture.
78 August 2017
4REFUEL
The key
is differentiating
yourself from being
a commodity
James Lee,
Chief Information Officer
these systems is a top priority. There
are so many things you have to worry
about, Lee explains. When youre on
a fuel truck and carrying dangerous
substances, we want to really make
sure the technology is easy to use,
so its very important that computers
are responsive and simplistic.
Just as challenging is driver
retention. In December 2016
stricter legislation was enforced for
long haul drivers, and it became
a requirement for electronic log
books to be kept for safety.

Joe Valeriote
Chief Commercial Officer
Joe Valeriote joined 4Refuel in 1997
and is currently Chief Commercial
Officer. His primary responsibilities
include overseeing sales, marketing
and strategic development.
Having joined the organization shortly
after its foundation in 1995, Valeriote
is one of 4Refuels longest-tenured
employees and was instrumental
in growing the company from a
family business to North Americas
largest mobile onsite refueller.
CANADA
Competition
4Refuel operates throughout
Canada and in the last few years its
expanded to Dallas, San Antonio,
and Austin. Depending on market
conditions there are plans to expand
into further US states, but the
company has taken the decision to
focus operations on Texas for now.
Its a highly competitive industry.
The key is differentiating yourself
from being a commodity Lee says.
Competition is usually down to
price, but 4Refuel sets itself apart
from its rivals by having drivers go
out to refuel companys vehicles
in the middle of the night and in all
elements when theyre not active,
enabling them to maximize their day.
4Refuel does the jobs
nobody else will.
EGYPTIAN DRILLING COMPANY

INVESTING IN
EMPLOYEE
SAFETY
Written by: Catherine Sturman
Produced by: Greg Churchill

81
We speak with Egyptian Drilling
Companys new CEO, Jeppe Jensen,
regarding the companys exciting new ventures
and investments within employee safety
O
btaining a balance sheet
which currently sits above
$1 billion, Egyptian Drilling
Company (EDC) has come a long
way since its establishment back in
the 1970s. Employing around 4700
employees, EDC is one of the largest
drilling contractors in Egypt, Africa and
the Middle East, harboring 71 onshore
and offshore units, expanding into
Libya, Qatar, West Africa and Gabon.
For 20 years, the company has
built a setup in Saudi Arabia that has
grown exponentially - so much so
that its operations in the region are
close in revenue to half of EDCs main
business operations. Were covering
the Egyptian market with almost 65
percent, so thats our market share,
explains Jeppe Jensen, CEO of EDC.
So, quite a solid position, and a very
interesting business to be part of.
Joining the company this year,
Jensen explains that developing
strong partnerships with stakeholders,
82 August 2017
alongside National and International
Oil Companies remains a key priority.
This is on top of undertaking internal
governance as a result of sitting
in a public-private partnership, so
shareholder interests need to be a
heavy focus. It is also about having
a finger on the pulse and seeing
what is happening in such
a competitive market,
explains Jensen. My
role involves talking to
our team, visiting our
rigs and seeing what
is going on the ground
and getting inspiration
from our people, in
addition to meeting
with our customers
and understanding the
temperature of the market.
Stakeholder engagement
Delivering a long-term,
sustainable business model,
 AFRICA

Jeppe Jensen CEO

Jeppe Jensen comes with
a background in Business
Administration and a
specialisation in Finance
from Copenhagen Business
School. He holds an MBA
from the New York Institute
of Technology. Jensen
has been with the Maersk
group for 29 years, where
he had spent the past 10
years with APM terminals.
His last assumed position
was CEO of APM terminals
in Jordan. Jeppe has taken
up the position of CEO of
Egyptian Drilling Company
in February 2017.

83
 Enhance yo

What if flaw
What if your
With the help
Equipment bu

ExxonMobil is
Present in Egypt
leading industri

Through Mobil
enhance produ
which has been

For more inform

Copyright 2017 Exxon Mobil Corporation. All rights reserved.

 our Business and Equipment with Mobil lubricants

wless, trouble-free operation was the norm, not the exception?

r productivity reached peak performance?
p of Mobil lubricants, it can.
uilders worldwide rely on our lubrication solutions to protect their equipment.

s the Worlds leading synthetic lubricants manufacturer.

t for 115 years, we are a key strategic partner to some of Egypts
ial businesses, including the Egyptian Drilling Company (EDC).

advanced lubrication solutions, we help EDC optimize operations,

uctivity and reduce costs. We are proud of this partnership,
n at the forefront of our priorities for decades.

mation visit mobil.com/industrial

E G Y P T I A N D R I L L I N G C O M PA N Y ( E D C )

It is also about EDC ensures that heavy emphasis

is placed on guaranteeing recurring
having a finger business, as well as providing

on the pulse and significant financial returns to

shareholders. Jensen adds: Besides
seeing what is International Oil Companies, we

happening in such also have a host of suppliers; one

key strategic partner for instance
a competitive is ExxonMobil Egypt, which is our

market sole supplier of oils and greases

lubrication solutions. EDC has long
JEPPE JENSEN, CEO and successful strategic partnerships

86 August 2017
 AFRICA

with a number of suppliers, enjoying a

wide range of benefits, both technical
and commercial, which contribute
to the world class performance that
we deliver to our customers.
The International Oil Companies
(IOCs) see us as their preferred
partner, and we are very proud of that.
We are receiving good feedback.
The companys five core values
have been embedded since its
establishment in 1976, in order to
remain competitive and provide
quality drilling services. These
are: Uprightness, Humbleness,

Constant Care, Employees and

Company name. Such values are
also shared by EDCs shareholders.
Jensen explains: There is a
meaning behind all of those values
and it is about being a good corporate
citizen; doing things right today, while
preparing for tomorrow. What it also
translates into in a business like ours,
is our number one priority - Safety.

Equipment investment
EDC adopts strict criteria in order
to remain competitive in the market.

w w w. e g y p t i a n - d r i l l i n g . c o m 87
 E G Y P T I A N D R I L L I N G C O M PA N Y ( E D C )

A member of the International our colleagues are doing, says

Association of Drilling Contractors
(IADC), the company commits to
regular maintenance and performance
checks, ensuring all drilling rigs and
associated equipment are of the
highest standard in order to reduce
risk and guarantee employee safety.
We are working with heavy
equipment and in an environment
where we have to be careful,
follow processes and know what
Jensen. Following our values
is an integral part of how we are
undertaking the transactional part
of our operations, which is very
important for us. It also means our
stakeholders can put their trust in us.
Although the company has not
bought any new rigs for over five
years, EDC is continuously working
on improving its technologies and
processes in order to keep up with the

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EgyptAd_AfricanBizReview_196x137.indd 1 6/26/2017 9:29:35 AM

88 August 2017
 AFRICA

market and the ever-changing needs of its clients.

Consequently, over the last 10 years EDC has
heavily invested in the maintenance of all its drilling
rigs, and upgraded them where necessary, in order
to cater for specific customer requirements. Jensen
explains that all partners have specific needs which
4,700
The number of
are much more than the standard requirements,
which the company strenuously meets.
Egyptian Drilling
It is not unusual to upgrade a land rig in excess
Company staff
of $5 million, and it could be all the way up to
$50 million for offshore rigs, he says. Those

w w w. e g y p t i a n - d r i l l i n g . c o m 89
E G Y P T I A N D R I L L I N G C O M PA N Y ( E D C )

There is a meaning behind all of those

values and it is about being a good
corporate citizen; doing things right
today, while preparing for tomorrow
JEPPE JENSEN, CEO

90 August 2017

are heavy investments, but thats
done to maintain standards and
be a competitive market player.
EDCs partnership with key
international oil companies has
led the company to house the best
performing rig worldwide at one
of its clients global portfolio.
Internal training
With a training centre built specifically
for employee development, EDC has
invested in sophisticated equipment,
offering advanced drilling, safety and
technical training to support staff.
Although it is only used for internal
purposes presently, Jensen adds that
it has potential to provide training to
external companies in the future.
Furthermore, EDC has acquired a
state-of-the-art simulator, DS-5000
six years ago through a $500,000
investment. This has given the
company the ability to train staff at
any given time to work in the field
through a safe training environment.
Regional challenges
Whilst the oil market is competitive,
EDC continues to thrive, with
AFRICA
the ambition to retain its market
share in Egypt. Its success has
led the company to look at further
opportunities throughout the whole
MENA region, both onshore and off-
shore, and invest outside of Egypt.
EDC is also looking at how to allocate
its capital and maintain its position in
the domestic market, giving priority
to domestic clients in the process.
We are definitely looking at
keeping our competitive edge in Saudi
Arabia, Jensen says. We are also
participating in bids for business in
the Gulf, including Qatar and Kuwait.
Providing an edge over competitors,
EDCs operational uptime has been
continuously over 98 percent, while
maintaining the highest safety
standards of 0.21 LTIFR, which is 0.55
less than International Association
of Drilling Contractors (IADC)
averages, enabling the company to
be a preferred choice for IOCs.
Jensen concludes: We apply
very high safety standards, while
maintaining high uptime, which is what
IOCs are looking for. I think we deliver
on our promises and that is our edge,
and we have proven records of that.
w w w. e g y p t i a n - d r i l l i n g . c o m 91
ENERGISING

AFRICA
WITH SEAN MARITZ,
How is South Africas largest energy
company surging forward to turn the
country into a technological hub?
E
skom enjoys a captive market
in South Africa, generating
and supplying 95 percent of
the electricity across the country
and 45 percent in the entire African
continent. Technology is the most
vital component of the business,
and as such, IT and its evolution is
a huge focus; Sean Maritz, Chief
Information Officer of Eskom, explains
how and why in greater detail.
From a CIO point of view, at Eskom
were responsible for the delivery
94 August 2017
of the IT systems, including the
technology and the infrastructure,
he says. In the past we had many
different roles and different verticals
within IT, but now its one streamlined
organisation. We actually have a
seat at the table, so were all directly
influencing the business direction.
Being CIO of a utilities business
comes with its own unique set of
differentiators and challenges. One
such focus of the energy sector has
to be corporate responsibility, and
 AFRICA

balancing that with the necessary

development of Eskoms economic
growth. As such a large company,
it takes its duties seriously.
For a company like us, we have
to manage the energy mix that we
supply to ensure that we are creating
a valuable planet for the future, so
thats a responsibility on our side,
Maritz states. We have a continuously
evolving business model and we are
currently focussed on ethics and the
environment. We look at the way we
use power at data centres, how we use
water at power stations, and whether
we can reduce coal burning emissions,
as well as smaller things like capturing
endangered snakes on-site and
releasing them in the wild. We want
to be a responsible organisation.

Technology and the economy

42k
Keeping up with technological
innovations is a challenge in all
countries and every sector, so for
Maritz and his team, a key priority
is consultation with the rest of
the industry. Being involved in
Number of staff
every part of the business not working for Eskom
just the portion any one worker

w w w. e s k o m . c o . z a 95
Our Mission: Empower every person and every
organization on the planet to achieve more
Microsoft South Africa is a subsidiary of the worlds largest independent
productivity and platform company. As a proudly South African company with a
Level 2 B-BBEE rating, Microsoft SA strives to providing services, solutions and
devices that assist governmental organisations, people and local businesses in
getting more done in less time by using technology.

www.microsoft.com/en-za/
 AFRICA

is a part of is paramount, to
ensure that everybody is equipped
with the ability to understand
the landscape around them.
Eskom has an advantage as such
a pervasive presence in Africa,
but the fact is that carries a lot of
responsibility to ensure the right
value of the product that we deliver
to people, Maritz says. Eskom has
been a sound organisation for so
many years because of our strong
engineering capability. This company
uses a mix of coal, hydro, and nuclear
energy, and not a lot of companies
What makes can say that. This is why were one
us unique is of the top 10 utilities in the world.
Of course we have strong
the full value knowledge content, but we should
chain we offer, not sit back and relax because we
right from have to grow the economy in Africa.

generating We have a big influence on it, and

we aim to rectify some problems
the energy to of the past. We are trying to play a
delivering it to huge role in changing the economy
the customer of South Africa by improving things
and creating jobs things that have
SEAN MARITZ made Eskom what it is today.
CIO, Eskom All of this effort is slowly being
funnelled towards the ultimate goal of

w w w. e s k o m . c o . z a 99
ESKOM

making Eskom a key player in a South

African equivalent of Silicon Valley. The
main focus for Maritz is on peoples
skills and their ability to innovate, as
this is what will push the company
ever closer to being able to compete
technologically on a global scale.
The challenge lies in creating the
capabilities of people, he explains.
We can overcome challenges by
using what we have. We need to think
outside the box and be a little more
innovative, create innovation maps and
hone our industry. This really is just
the start for Eskom. We are creating IT
technologists and industry experts to
take the work forward, and theres no
reason our people cant continue to
innovate. They just need confidence
and we need to give that to them.
To work its way towards the
advancements required for Eskom
to make a sizeable impact, the
business needs to adopt cloud at a
speed of knots, in Maritzs words.

1923
Our big focus this year is the IT
organisation, and by next year we
want to turn our landscape into an
infrastructure service landscape.
That means lots of cloud adoption The year that
Eskom was
100 August 2017 founded
 Leonardo

Intelligently
connecting
people, things,
and businesses.
SAP Leonardo is a holistic digital innovation system. It integrates
todays transformational technologies with SAP experience, deep
process and industry knowledge, and advanced design thinking
methodology. From the cloud platform to the apps themselves, SAP
Leonardo is open, extendable and ready to be woven into every facet
of your business. Built on SAP HANA, our in-memory database which
supports real-time business, SAP Leonardo works seamlessly with
every SAP application from SAP Ariba to SAP S/4 HANA, making them
more powerful, intelligent, and capable.

SAP is a proud technology partner to Eskom.

ESKOM
for us, and a lot of organisational
initiatives that the business is
undergoing and driving. For now,
in the early stages, we must deliver
a lot of foundational components
soon for use in the future.
Beyond the competition
This dedication to being as strong
a force as possible is part of
what differentiates Eskom from
competitors. It extends beyond
a desire to simply be the biggest,
as it strives to prove itself as a
positive force within South Africa.
We need to keep on saying to our
customers that we are dedicated
to the country and its economy first
of all, Maritz states. Whatever
we do is actually to deliver value
to the citizens of South Africa.
Eskom works hard to prove this
via its campaigns and initiatives
in the market, and aims to create
the kind of talent in its people
that will further enrich the nation.
This brings further value to South
Africa, and the more innovative the
business can be, the more savings
it can offer to customers. The more
102 August 2017
money customers save, the more
confidence they will have in Eskom.
What makes us unique is the
full value chain we offer, right from
generating the energy to delivering it
to the customer, concludes Maritz.
Unlike a lot of utilities companies
who need to keep things cheap, we
have the ability to innovate. We are
in a country that is still developing,
but we can do great things because
we have a captive market.
Were currently thinking about
electric vehicles, on energy storage,
and looking at what the competition
is doing. We have such a lot of
knowledge and expertise, and we
will provide services worldwide if
we can get it right. Africa is going to
experience a lot of changes in the
future, and that too will open a lot
of opportunities for Eskom. We can
always make a change, because we
have great partners, and they will
help us to deliver these things. In two
or three years, it will be a different
picture for Eskom and for Africa.
 AFRICA

w w w. e s k o m . c o . z a 103
Becoming Canadas
Greenest Employer
Written by: Leila Hawkins
Produced by: Lucy Verde
Leila Hawkins talks to Arv Gupta, Senior
Vice President of National Operations, about
how and why Cadillac Fairview is pushing so
hard to become a sustainable leader
T H E C A D I L L A C FA I R V I E W C O R P O R AT I O N L I M I T E D

106 August 2017


adillac Fairview is one
of the largest and most
successful commercial
real estate companies in North
America. With a strong focus
on class A office spaces and
shopping centres in select, high
growth markets (Vancouver,
Calgary, Greater Toronto Area and
Montreal), its retail centres tend
to have high levels of customer
traffic, one being CF Toronto
Eaton Centre, which is the busiest.
centre in all of North America.
Cadillac was founded over
50 years ago in Toronto, named
after the car owned by one of
the three co-founders. As it went
along it introduced gym facilities,
self-contained heating and air
conditioning, underground parking,
and landscaped gardens with
trees and fountains into apartment
buildings throughout Ontario.
These features are common today,
but had rarely been seen in urban
areas in the mid-20th century.
In 1974 Cadillac merged with
Fairview, a successful developer
CANADA
of commercial real estate. Over
the years Cadillac Fairview has
launched many of Canadas
landmark buildings, including
the group of six striking dark
skyscrapers that make up the
now iconic Toronto-Dominion
Centre in the downtown core,
home to the countrys major
bank of the same name.
In the same year, Fairview
opened Toronto Eaton Centre,
One of the
other things
thats changing
really quickly is
technology and
how it supports
sustainability, cost
efficiency, and the
client experience
Arv Gupta, Senior Vice
President of National Operations
w w w. c a d i l l a c f a i r v i e w. c o m 107
 Experience GDI Integrated Facility Services is your one-call
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 CANADA

1,500
Number of employees at
The Cadillac Fairview
Corporation Limited

the companys landmark shopping Team that plans and ensures

centre in downtown Toronto. Today,
CF Toronto Eaton Centre is the
busiest retail centre in all of North
America with outposts from world-
class retailers including Saks Fifth
Avenue, Nordstrom and Apple.
Today the organisation is not
only one of the largest owners and
developers of commercial real
estate in North America, but has
also been recognised as one of
Canadas Greenest Employers.
Green at Work
In 2008, Cadillac Fairview
established Green at Work,
its national environmental
sustainability program, focused
on meeting industry-leading
sustainability targets and managing
best practices at each property.
Each property team has a Green
the buildings drive sustainable
practices and engage with the
CF team at Head Office, where
there is a responsibility council
made up of senior leaders who
look at environmental, social,
and government trends for the
organisation. This program was
inspired by engagement at the
grassroots level, says Arv Gupta,
Senior Vice President of National
Operations. Its very difficult to
embed a culture of sustainability
from a head office alone, and
there has to be a collaborative
effort at all levels to successful
integrate a program of this scope
into the overall business.
Karen Jalon, Senior Director
of Sustainability & Energy
Management, explains the program
further: Our program focuses

w w w. c a d i l l a c f a i r v i e w. c o m 109
the beauty of
sustainability is its
a big win all-round.
Weve been able to
achieve significant
operational cost
savings through our
energy initiatives, on clear targets, best practices,
and meet the existing benchmarks and stakeholder
engagement. There are five
and future needs keys pillars, which are energy
of our stakeholders management, waste management,
by making sure environmental protection; which
means land, air, water, as well
were working on as responsible procurement and
strategic initiatives stakeholder collaboration.
When we started down this
that support the road in 2008, there was nothing
environment, like this in the Canadian market.

the future and We spent significant time scouring

the globe for best practices,
the passion reaching out to people, building
of our people awareness, and ensuring that the
program would be results-driven
Karen Jalon, Senior
with high impact, Jalon continued.
Director of Sustainability
& Energy Management These results include a reduction

110 August 2017


of 43% in greenhouse gas
emissions, 27% in energy and
33% reduction in water use.
One example is the office
tower, 777 Dunsmuir in downtown
Vancouver where in 2014, the
company drilled 30 boreholes 400
feet under the ground while it was
fully occupied, reducing the energy
costs and GHG emissions of the
buildings heating and cooling.
CF implemented the first geo-
exchange retrofit in a fully occupied
high rise in a city core, Jalon
explains. This is a world-leading
achievement that demonstrates
our dedication to the environment
and operational efficiencies.
Numerous accolades and
CANADA
certifications have followed,
including being named Canadas
Greenest Employer. Its one
thing to say that youre doing
this, but to get awards that
recognise the companys results
is incredibly valuable, Gupta
says. It demonstrates to our
stakeholders that were committed
to this ongoing journey.
In addition to being named
Canadas Greenest Employer,
Cadillac Fairviews Green at
Work efforts have led to industry
recognition and distinction
during the past year:
Achieving the Global Real
Estate Survey Benchmark
(GRESB) Green Star ranking
w w w. c a d i l l a c f a i r v i e w. c o m 111
Sustainable
Throughout the years, B+H and Cadillac Fairview have
collaborated to create some of Canadas most iconic
and sustainable commercial, retail, and mixed-use urban

Urban Design developments. These first-in-class and endurable designs

drive community success and develop innovation.

bharchitects.com
 CANADA

Adding nine new LEED

(Leadership in Energy and
Environmental Design) Platinum
and three LEED Gold certifications
to our portfolio; including
Toronto-Dominion Centre
becoming one of the first and
largest Platinum certified LEED
complexes in North America
Collaborating with TD Bank
to assist in its achievement of
the first WELL certification (Gold)
in the world under version 1.0
Scoring A+ in the Direct
Property Investing module
conducted by the United
Nations-backed, Principles for
Responsible Investment Initiative
While taking a strong stance on
corporate responsibility used to
be an aspect that set companies
apart from others, its now become
an imperative. Not only are clients
and stakeholders increasingly
asking for this, but as Gupta
explains, so are the companys
employees. In job interviews,
were asking [candidates] about
their qualifications, but at the
Arv Gupta
Senior Vice President of
National Operations
Arv Gupta is an accomplished
operations executive with over
25 years of experience in leading
business renewal, and building
sustainable customer value
propositions with a number of major
retail organisations. Gupta joined
Cadillac Fairview in June 2015 and
is currently responsible for driving
national operational efficiency and
effectiveness, while maintaining a
standard of excellence in customer
experience across all Cadillac Fairview
properties. He is a graduate of the
University of Waterloo with an Honours
Bachelor of Mathematics, and he holds
a Master of Business Administration
from Wilfrid Laurier University.

w w w. c a d i l l a c f a i r v i e w. c o m 1 1 3
 Confidence in
Facilities Operations

To learn more about our services

please contact us.

1.416.443.8300 | info@acml.ca
www.acml.ca

KRUGERS
SUSTAINABILITY SAVED*
ENOUGH 34K
1 ST
TISSUE
CANADIAN
EMISSIONS
SAVED*
MANUFACTURER EQUAL TO 29M
EFFORTS DELIVER ENERGY
TO POWER HOMES FSC
TO BE

CERTIFIED
PLANTING TREES

BIG IMPACT 96,000 1,900 LARGEST

WATER =
SAVED*
ONE OF NORTH AMERICAS

As Canadas leading tissue TRUCKS

#1
OF RECYCLED FIBRE* OLYMPIC-SIZED PORTFOLIOS OF
manufacturer, Kruger Products DIVERTED FROM LANDFILL POOLS CERTIFIED TISSUE PRODUCTS

understands our responsibility

to reduce our environmental
impact. Our efforts to date are
delivering measurable results
and were committed to continuing
our sustainability journey.
Kruger is a long-standing, proud partner
with Cadillac Fairview on many of their
corporate sustainability initiatives.

krugerproducts.ca/sustainability
*2010 through 2015 Canadian Operations. FSC is not responsible for the environmental calculations.

2017, Registered and Trademark of Kruger Products L.P. ECOLOGO Certied products are certied to ECOLOGO standards for reduced environmental impact.
For more information, visit ul.com/el. Earth Day Canada used under license. Forest Stewardship Council and FSC Logo Forest Stewardship Council, A.C.

same time, theyre asking us
about our stance, because
they want to be proud of the
company theyre representing.
Combating challenges
with sustainability
If you look at office properties,
with interest rates being down
for an extended period of time,
it has encouraged people to
invest and actually build new
office towers, Gupta explains.
We need to ensure that were
competitive, because people
have a choice in where they
rent office space, they can
move across the street if they
want to. We need to make
sure that our assets and our
properties continue to meet
the needs of our clients.
On the retail side, the
industry has been under a lot
of pressure and there have
been lots of bankruptcies.
People need a reason to come
to your shopping centre.
However the sustainability
w w w. c a d i l l a c f a i r v i e w. c o m 1 1 5
CANADA
Karen Jalon
Senior Director of Sustainability
& Energy Management
Karen Jalon is an award-winning
strategist who leads Cadillac Fairviews
corporate responsibility, sustainability,
energy management and smart building
technologies platforms and programs.
Jalon has contributed to the development
of countless industry-wide sustainability
standards and is a long-standing member
of the Ontario Teachers Pension Plans
Responsible Investing Committee. She
actively influences change and positively
impacts the industry and communities
across the CF portfolio, resulting in strong
client/customer relations, risk mitigation,
and national operational efficiencies. Prior
to joining Cadillac Fairview, Jalon held key
positions in electrical design, commercial
real estate development and construction
as well as policy development. She
holds bachelors in science in electrical
engineering from Queens University
and is a LEED accredited professional.

program has been a great way
to address these difficulties.
One of the other things
thats changing really quickly is
technology and how it supports
sustainability, cost efficiency,
and the client experience, Gupta
says. The idea of smart buildings
is really accelerating. Were not
only trying to meet the needs of
our clients today, but were also
looking ahead to whats coming
down the pipe, what are the new
things happening that are going
to enable us to deliver that client
experience and that cost efficiency.
Technology is at the forefront
of our business operations
and has contributed to CFs
achievements in the corporate
responsibility space.
Right now, were focused on
understanding smart buildings,
and where that world is going,
CANADA
and how we can leverage
technology to continue to meet
and exceed client expectations.
Next, the company is set to
launch a national network of
electric vehicle charging stations
across all its properties. This will
deploy 90 new network chargers
over 15 shopping centres,
supporting Cadillac Fairviews
commitment to sustainability
and cementing its position as a
leader in the Canadian market.
As Jalon explains, the beauty of
sustainability is its a big win all-
round. Weve been able to achieve
significant operational cost savings
through our energy initiatives,
and meet the existing and future
needs of our stakeholders by
making sure were working on
strategic initiatives that support
the environment, the future and
the passion of our people.
w w w. c a d i l l a c f a i r v i e w. c o m 117
 INTEVI
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