www.dieselgasturbine.

com AUTUMN 2020

A KHL Group Publication

COVERING LARGE ENGINE AND GAS TURBINE MARKETS SINCE 1969

Executive roundtable
THE LASTING IMPACT OF COVID-19 AND BEYOND

SCOTT STRAZIK, JAAKKO ESKOLA, NORBERT NUSTERER, KARIM AMIN, DOMINIQUE

president and CEO CEO of Wärtsilä president, Power CEO, Generation MALENFANT,
of GE Gas Power Systems, Cummins Division of Siemens CTO, Wabtec
Gas and Power

COMPANY PROFILE: 2020 TURBINE

BERG PROPULSION SPECS-AT-A-
GLANCE

GEORGE WHITTIER,
FAIRBANKS MORSE

POWER GENERATION MARINE PROPULSION OIL & GAS RAIL TRACTION

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FROM THE EDITOR
COMMENT
A new ‘normal’
W
hen we started seriously considering bringing Diesel & Gas Turbine Worldwide back to print
last year, we thought we had an exhaustive list of questions to answer.
Would the readership be there? When we stopped the print edition in 2016, we had more
than 16 000 subscribers. But a lot had happened in the ensuing four years, both in the industries we cover
and in the magazine business itself. Do people even want print magazines? It turned out that they did –
we were able to reclaim most of that readership and we continue to receive new subscriptions on a weekly
basis.
Would the advertising be there? Again, the markets have changed considerably since 2016, with
consolidation within industry segments and new ownership of some storied brands. Add the general
economic challenge; would there be an appetite for print advertising? It turns out there was – although
like most businesses, we’d have welcomed more. The response was strong enough that we’ve decided to
add another issue to next year’s calendar.
We debated magazine format size, fonts and color schemes. One thing we didn’t consider was what
happens if a global pandemic strikes. I don’t imagine many companies developed contingency plans in
case of a worldwide viral outbreak. It would be like planning for an asteroid to hit – you have to see how
bad the damage is to know how to respond.
In this issue, we talked to several industry leaders about how their companies responded to the
COVID-19 outbreak and what lessons they’ve learned so far. To a person, they believe that we are
entering a new “normal” because of the pandemic – more remote work, more reliance on virtual reality,
greater flexibility in supply chains. They’ve changed the way they manufacture, how they develop
products – even how they recruit talent.
Yes, the world’s changed. Diesel & Gas Turbine Worldwide will be
here to help our readers adapt to the new “normal.”
Jack Burke
Editor
jack.burke@khl.com
Follow D&GTWW on:
DIESEL & GAS TURBINE
WORLDWIDE’S website provides
news and industry information EXECUTIVE ROUNDTABLE EXECUTIVE ROUNDTABLE
Executive
make some tough decisions suppliers to customer sites, we
with our customers to move are continuously monitoring
approximately 20% of our our supply and logistics chain.
up to the minute, while the opt-in
outages from the first half In particular air traffic was
of 2020 to the second half of significantly impacted by the
roundtable the year – primarily due to
the inability to transport the
critical parts and labor needed
to perform the work given
international, national, and
COVID-19 crisis.
Our teams from supply chain
management are in continuous
and close contact with our
suppliers, monitoring the
THE COVID-19 PANDEMIC local restrictions. While nearly progress and timely delivery
UPENDED A LOT OF BUSINESS Key industry insiders give their thoughts on all of this important work will of goods as well as supporting
PLANNING AND FORCED the lasting impact of COVID-19, other topics still be done in 2020, a change them in keeping their factories
COMPANIES TO MAKE MANY in plans can make things open. The commitment of
www.dieselgasturbine.com AUTUMN 2020 PAINFUL DECISIONS QUICKLY. difficult for our customers. our teams around the globe
e-newsletter, which reaches
CAN YOU DISCUSS A DECISION masks and much more. As Ultimately, making tough
A KHL Group Publication
various mitigations, from ensure the well-being of our is outstanding; in total we
YOUR COMPANY MADE a complete lock-down to society returns to work, we are workforce around the world. decisions becomes easier when constantly monitor around
THAT WAS PARTICULARLY travel restrictions, quarantine focus on implementing new We worked collaboratively everyone in the organization 2800 suppliers worldwide. In a
DIFFICULT? regulations, curfews and working arrangements and with our regional supply has a singular “North Star.” At very few cases when suppliers
Amin: The COVID-19 hygienic rules. This all was done measures to maintain social chain partners to continue GE, it’s safety. Everything starts went into financial difficulties,
pandemic quickly spread to protect the health and safety distancing. supporting customers on with safety for us, beginning we were able to help them or
around the globe at an of the people and minimize critical deliveries. Looking with our employees and identify alternate suppliers to
enormous pace and hit country fatalities caused by the virus. Nusterer: One of our large back, I feel extremely good extending to the safety of our safeguard our supply chain
COVERING LARGE ENGINE AND GAS TURBINE MARKETS SINCE 1969 by country with different levels Siemens Energy is operating assembly plants for diesel about how our local and global customers, suppliers, and all and serve our customers in a
of intensity. Governments in almost every country in gensets is in Wuhan, which teams made those decisions those we work with. This has timely manner. We have long
reacted quickly and imposed the world and our regional meant that we were right at the in the face of so much become even more pronounced lasting relationships with many
Executive roundtable
management responsibly Jaakko Eskola, CEO of Wärtsilä. center of the original outbreak uncertainty. Norbert Nusterer, president, during COVID-19, and of our suppliers and these
more than 30,000 subscribers, is
introduced the necessary in January. At that point, no Power Systems, Cummins. certainly came into play when partnerships were further
mitigating measures in our one knew how serious this Eskola: Our number one making this decision. strengthened during the crisis.
THE LASTING IMPACT OF COVID-19 AND BEYOND offices, factories and other work
sites. This was done with the
and protection of our staff.
Thankfully, we have so far
virus was and how long it
would impact our supply chain.
priority is the health, safety
and wellbeing of our employees Strazik: The COVID-19 HAS THE IMPACT OF COVID-19
As far as our logistics chain
is concerned, we are constantly
clear focus being to protect encountered only a very limited We take great pride in keeping and external stakeholders. After pandemic has impacted every MADE YOUR COMPANY monitoring the shipments of
our own employees. In a very number of confirmed cases our employees and their that, we aim at maintaining industry with ours being REASSESS IT SUPPLY CHAIN IN goods and had to alter ways of
few cases we decided to close which in hindsight proves that families safe in challenging business continuity and no different. However, our ANY WAY? transportation frequently, e.g.
either an office, a factory or a those decisions were the right circumstances. With that delivering the best possible responsibility has perhaps Malenfant: As a normal part of from air transport (which was
site temporarily and of those ones in mind, we made very fast support to our customers. never been greater as the business, we regularly look at the biggest concern during the
the majority have either re- operational decisions in China, We are actively following the world is counting on access our supply chain to ensure the crisis) towards ground or sea
SCOTT STRAZIK, JAAKKO ESKOLA, NORBERT NUSTERER, KARIM AMIN, DOMINIQUE opened or are in the process Malenfant: The pandemic India, the UK and the US to evolution of the crisis and this to reliable, affordable, and company has the component transport. Having said that, we
president and CEO CEO of Wärtsilä president, Power CEO, Generation MALENFANT, Scott Strazik, president and CEO of re-opening. Those were forced every company and requires that we also constantly accessible electricity to availability, flexibility, cost will apply lessons learned from >
of GE Gas Power Systems, Cummins Division of Siemens CTO, Wabtec
available weekly.
of GE Gas Power. difficult business decisions but industry to evaluate business re-assess and update our power not just our homes and quality to best serve our
Gas and Power
necessary for the wellbeing plans and practices. First action plans based on different and businesses, but also customers.
and foremost is safety, we possible recovery scenarios. our hospitals, critical
EDITOR’S NOTE changed the way our employees The most difficult infrastructure, and the Amin: As we are operating a
worked. We implemented decision so far has been the manufacturing needed to global business with offices and
DIESEL & GAS TURBINE WORLDWIDE asked officials at key companies enhanced measures to facilitate implementation of selective respond to this crisis. And our factories around the world, we
within the large engine and turbine industries to weigh in on a series healthy and clean working temporary layoffs and customers – utilities and power are depending to a high degree
of questions intended to provide a high-level view of the conditions, environments. The measures worktime reductions as part of generators across the world – on a fully functioning supply
COMPANY PROFILE: 2020 TURBINE
challenges and opportunities they see in the marketplace. included screening at plants; the initiatives to achieve €100M are depending on us to provide and logistics chain. In order
BERG PROPULSION SPECS-AT-A-
The magazine would like to thank Scott Strazik, president and CEO of leveraging technology to enable in short-term cost savings in critical parts, service, and to fulfill our commitments
GLANCE
GE Gas Power; Jaakko Eskola, CEO of Wärtsilä; Karim Amin, CEO of some employees to work order to mitigate the economic support outages at their power towards our customers, be
the Generation Division of Siemens Gas and Power; Norbert Nusterer, from home; increased deep Karim Amin, CEO of the impact of this crisis. This has facilities to ensure electricity it the supply of our own
president, Power Systems, Cummins; and Dominique Malenfant, chief cleaning; and implementing Generation Division of Siemens been painful, but absolutely is delivered to their customers manufactured products out Dominique Malenfant, chief
technical Officer, Wabtec, for their time and insights. additional personal Gas and Power. necessary to safeguard our during this time. of our factories or goods technical Officer, Wabtec
protective equipment, like future. Unfortunately, we’ve had to directly shipped from our
GEORGE WHITTIER,
FAIRBANKS MORSE
12 AUTUMN 2020 DIESEL & GAS TURBINE WORLDWIDE DIESEL & GAS TURBINE WORLDWIDE AUTUMN 2020 13
POWER GENERATION MARINE PROPULSION OIL & GAS RAIL TRACTION
www.dieselgasturbine.com
DIESEL & GAS TURBINE WORLDWIDE AUTUMN 2020 3
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 AUTUMN 2020

CONTENTS
MARINE TECHNOLOGY &
FEATURES PROPULSION PRODUCTS INDUSTRY NEWS

6 COMPANY PROFILE:
BERG TECHNOLOGY
New owners hope to revitalize
20 COGENERATION
Potential benefits of
storied company cogeneration

10 MARINE AND
POWER 36 TECHNOLOGY

12 EXECUTIVE
ROUNDTABLE
MAN Energy Solutions
expands PrimeServ Omincare
New developments in
electro-thermal energy
storage
26
…with Fairbanks Morse
What top industry insiders
think about the state of the
market, impact of COVID-19
24 MARINE
TECHNOLOGY
Adding power to a dredge 40 TECH CORNER
CEO, George Whittier.

Benefits of CCV for large

engines 50 BACK PAGE

28 MARKET SURVEY: Industry news, notes and

43RD POWER
GENERATION ORDER
SURVEY
45 FILTRATION
A new air inlet filter from
quotes.

A look at the market for Camfil ON THE COVER Industry end notes.

reciprocating engines and gas

www.dieselgasturbine.com AUTUMN 2020

and steam turbines

A KHL Group Publication

COVERING LARGE ENGINE AND GAS TURBINE MARKETS SINCE 1969

Executive roundtable
THE LASTING IMPACT OF COVID-19 AND BEYOND

SCOTT STRAZIK, JAAKKO ESKOLA, NORBERT NUSTERER, KARIM AMIN, DOMINIQUE

president and CEO CEO of Wärtsilä president, Power CEO, Generation MALENFANT,
of GE Gas Power Systems, Cummins Division of Siemens CTO, Wabtec
Gas and Power

COMPANY PROFILE: 2020 TURBINE

BERG PROPULSION SPECS-AT-A-
GLANCE

47 POWERPACKS
PowerPacks for Irish railway
12
We asked key industry leaders
POWER GENERATION MARINE PROPULSION OIL & GAS
GEORGE WHITTIER,
FAIRBANKS MORSE

RAIL TRACTION

about COVID-19 responses,

34 TURBINE SPECS-
AT-A-GLANCE
49 CYBERSECURITY
Securing the weakest link
markets where they see
potential and what keeps
them up at night.

All Rights Reserved. Materials
protected by U.S. and international
copyright laws and treaties.
Unauthorized duplication and
publication is expressly prohibited.
Copyright ©
2020 KHL Group
Americas LLC.
DIESEL & GAS TURBINE
WORLDWIDE
(ISSN 0278-5994)
Volume 49 Number 2
Published twice a year by
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DIESEL & GAS TURBINE WORLDWIDE AUTUMN 2020 5

 COMPANY PROFILE: BERG PROPULSION

Berg Propulsion’s
rebirth
Century-old firm brings back old name, traditional ways

tefan Sedersten has a simple of customers – this company has been in

S message for the maritime industry:

“Berg is back.”
That’s Berg Propulsion, founded in 1912
place since 1912, it has delivered propellers
since 1929. So I think in the marine field,
it’s a very well-known brand.”
but renamed Caterpillar Propulsion AB But the company must rebuild some of its
after it was acquired by the US-based ties to the marine world, he said.
conglomerate in 2013. Earlier this year,
Gula Skrinet AB, a special purpose holding A NEW WAY
company in Sweden, reached an agreement Sedersten said Caterpillar’s original
with Caterpillar Luxembourg Sarl to decision to purchase Berg was based on the
acquire Caterpillar Propulsion AB and its belief bringing an engine maker together
subsidiaries. Sedersten is Berg’s new CEO. with a company that supplies transverse
He served in various roles at Berg before and azimuth thrusters, controllable pitch
the Caterpillar acquisition, including vice propellers, control systems and system
CEO and chief operations officer. integration would make a good “package”
Sedersten, who has his old office back for the industry, the tug segment in
at the company’s headquarters in Öckerö particular.
Islands outside Gothenburg, Sweden, said But propeller systems and engines are
the rebirth of the Berg Propulsion brand very different, Sedersten said.
has been greeted warmly. “An engine is a more of a piece of
“I would say in the industry, it seems like equipment where you can put some add-
the Berg Propulsion name has been very ons to it, while the propeller is more or less
well received,” Sedersten said. “It seems customized every time, at least to some
like it’s been kept in the memories of a lot extent,” he said.
If you’re into a business long-term, my belief
is sometimes there’s an upwards market trend and
sometimes it’s difficult for the market. When
that happens, the only thing you can do is to
adapt to it and be the better choice.”
STEFAN SEDERSTEN, CEO of Berg Propulsion
To do that, a company must fully
understand the vessel’s performance and
how it’s supposed to be run, Sedersten
said. You also need to also consider the
whole vessel, so that one solution doesn’t
cause problems in other areas, like increase
vibration or noise, he added.
“Because of that, it is different compared
with engines and because of that, it turned
out to be difficult to manage exactly
the same way as you do with engines,”
Sedersten said.
Sedersten said he followed Caterpillar
Propulsion from afar during the past few
years and could see the company was
facing challenges.
“I can read the financials and reviews
and so on as well, and to see they have
struggled somewhat, right?” he said.
“And they have also invested a lot, they
sort of prepared for volumes that didn’t
really materialize. And at the end of the
day I got in contact – I met them at some
exhibition center and I got in contact – and
eventually, this idea came up that it could
be a potential divestiture.”

6 AUTUMN 2020 DIESEL & GAS TURBINE WORLDWIDE

 COMPANY PROFILE: BERG PROPULSION

Berg Propulsion, founded in 1912 but renamed Caterpillar Propulsion AB after it was acquired by
the US-based conglomerate in 2013, is now Berg Propulsion again. Earlier this year, Gula Skrinet
AB reached an agreement with Caterpillar Luxembourg Sarl to acquire Caterpillar Propulsion
AB and its subsidiaries. Stefan Sedersten is Berg’s new CEO. He served in various roles at Berg first steps for the new Berg Propulsion is
before the Caterpillar acquisition, including vice CEO and chief operations officer. centralizing all manufacturing operations
for controllable pitch propellers,
azimuthing and transverse thrusters, and
The new Berg will also hang onto some branch. The transaction includes the associated control systems to a single
of the strengths that Caterpillar brought to manufacturing operations in Sweden and campus location in Sweden.
the company, Sedersten said. Singapore and office locations in Shanghai Currently, manufacturing operations
“So we need to make use of the best from and Dubai. are located across two separate campuses
what was core Berg and what has been Now that the deal is done, one of the in Sweden and Singapore. Investments >
pulled from the Caterpillar days,” he said.
“And that means we have the capacity LEAN MARINE
when it comes to product development,
R&D processes, the compliance business, Lean Marine designs and manufactures automated fuel saving and data analysis solutions for
all this, which comes from being a big vessels. Its FuelOpt product is designed to automatically control the main engine and propeller
company (like Caterpillar),” he said. “But to meet the actual environment and loading conditions That way, it reduces fuel consumption by
we need to regain the spirit of Berg… the making sure the propulsive power is optimized by controlling the pitch and speed.
strong community around the company.” On the bridge, the crew has full control to set the vessel speed, engine power or maximum
allowed fuel consumption, or a combination of these. Based on the operating conditions, FuelOpt
WHAT’S NEXT? is designed to control the propulsive power to achieve stable and predictable vessel speed or
The acquisition includes Caterpillar consumption. This way, power peaks are avoided and fuel consumption is significantly reduced,
Propulsion AB and its subsidiaries, the company said.
including Caterpillar Propulsion In the engine control room, the crew gets detailed feedback and logs on the running parameters.
Production AB, as well as Caterpillar The company’s Fleet Analytics product is a cloud-based reporting and data analysis solution
Propulsion Pte. Ltd., its subsidiary designed to handle all data generated by a vessel while in operation.
Caterpillar Propulsion International Lean Marine was founded in Gothenburg, Sweden, in 2012.
Trading (Shanghai) Co. Ltd. and its Dubai

DIESEL & GAS TURBINE WORLDWIDE AUTUMN 2020 7

 COMPANY PROFILE: BERG PROPULSION
Berg Propulsion will centralize all manufacturing operations for
controllable pitch propellers, azimuthing and transverse thrusters,
as well as associated control systems, in a single campus.
made by Berg Propulsion to merge
manufacturing operations at one global
location will enable increased warehouse
capacity for spare parts and swing units,
the company said.
The consolidation of the two facilities is
planned to take place during the remainder
of 2020 with further investment plans
for increased assembly and warehouse
capacity to support aftermarket support to
be completed by the beginning of 2021.
Internally, Berg will work to reestablish
ties to the industry and Sedersten said he’s
optimistic that the company can grow even
during the current challenging time in the
maritime industry.
“I think industry will be at a low for quite
some time, but relatively speaking, I think
we will be able to regain some lost market
share both in sales and in product support
in some regions,” he said. “Because from
what I can see from the numbers, it seems
like the big companies might sometimes be
seen as somewhat difficult to deal with.
“And I think because of that reason,
some alternatives have popped up in some
regions and for that reason we have lost
some market share. So now we will try
to regain that – we will become easier to
deal with, we will be more focusing on the
product support and to be in direct contact
with the customers when required. We will
maintain relationships with those dealers
that have proven to work well.”
PRODUCT SUPPORT, SPEED
He said the company plans to increase
its expertise within product support and
invest in systems where the company can
reply to customers as quickly as possible
when it comes to converting a request into
a quotation.
“We will be able to do this very quickly,”
he said. “We will have offices in Shanghai,
Dubai, and Singapore and Sweden. And
we would have a strong network with
the dealers we will continue to operate
with so altogether we would have strong
representation. We will have a support
8 AUTUMN 2020 DIESEL & GAS TURBINE WORLDWIDE
controlling the engine to have running
parameters, to ensure you get maximum
thrust out of the sort of energy contained
function for the dealers, where we ensure
we are quickly to respond to any request.
And that means when it requires some
R&D or development work, we would have
sufficient capacity to be able to do those
modifications required quite quickly.”
Sedersten said the company will continue
developments within the thrustor segment
– the company has developed an integrated
clutch that will soon be released to the
market that is fully integrated with the
thruster, which will simplify installation,
he said. The company will continue to
strengthen its hybrid solutions as well.
“We have delivered quite sophisticated
systems within this area but we will
continue to build, because this is an area
we see increasing somewhat,” he said.
“We will need to invest in something in
relation to fuel optimization, emissions
control, or environmental impact in
this area, whether that is engine control,
whether it’s engine optimization or
something else, I can’t tell.”
That might involve another company
Sedersten leads – Lean Marine (see related
story). Sedersten has been chairman of
Lean Marine since January 2018.
“In that company, we’re working with
Berg Propulsion designs and manufactures controllable-
pitch propellers as well as customized main propellers,
azimuth thrusters, transverse thrusters and controls.

in the fuel,” Sedersten said. “So
you’re ensure that to the engine is
operating at optimum circumstances
and you have adaptive adjustments to
ensure your run at optimal conditions.
So maybe we will see some kind of
cooperation around with these two
companies, it’s too early to tell, but
it could be.”
Sedersten said Berg Propulsion
plans to maintain its relationship
with MaK engines – a brand of
Caterpillar – but won’t be opposed
to working with other engine
manufacturers. “We have a contract in
place there (with MaK), but we will also
work with more direct sales becoming
an option also for other engine makers,”
he said.
Sedersten said that for the company and
COMPANY PROFILE: BERG PROPULSION
Headquartered outside of
Gothenburg, Sweden, Berg Propulsion
has designed and manufactured
propellers since the late 1920s.
DIESEL & GAS TURBINE WORLDWIDE AUTUMN 2020
its roughly 300 employees, the
first few months under the Berg
Propulsion name have been about
building new – and rebuilding
old – relationships. For a company
that has been around for more than
100 years, there are no shortcuts,
Sedersten said.
“If you’re into a business long-
term, my belief is sometimes
there’s an upwards market trend
and sometimes it’s difficult for
the market,” he said. “When that
happens, the only thing you can
do is to adapt to it and be the better
choice. So in my opinion, I think the
new ownership structure – being released
from the dealership structure – definitely
gives the company more flexibility and the
ability to survive and thrive.” n
9
 MARINE AND POWER
MAN extends PrimeServ
Omnicare program to
marine, power segments
S
ervicing equipment can be a
challenge for many operators.
Oftentimes, their assets come from
different OEMs and they may have a wide
range of equipment types, each with its
own maintenance challenge.
Then operators often face the task of
coordinating several service providers,
each offering different cost structures,
various contracts and, potentially,
inconsistent service levels.
That’s the situation many of MAN
Energy Solutions customers find
themselves, said Christian Ludwig, head
of PrimeServ Omnicare at the company.
PrimeServ Omnicare offers a one-stop
service solution for MAN as well as
non-MAN machinery. MAN PrimeServ
Omnicare was originally offered for
turbomachinery and other rotating
machinery. After about four years of
experience in those markets, MAN Energy
Solutions has now extended the service to
the marine and power segments.
“Our customers came to us and asked for
it,” Ludwig said.
In the marine and power segments,
PrimeServ Omnicare provides a
10 AUTUMN 2020 DIESEL & GAS TURBINE WORLDWIDE
Expanding
service
options
maintenance service with OEM spare-
parts, based on global agreements.
“Our intention is to deliver quality care
for all marine and power engines, and
auxiliary machinery – both MAN and
non-MAN brands,” Ludwig said. “It’s a
natural move for us and one that has been
requested for quite some time by our
customers. For them, having maintenance
on their machinery – whatever the brand –
carried out by the same service provider is
particularly convenient.”
PrimeServ Omnicare from MAN Energy
Solutions is designed as offers a one-stop
service solution for MAN as well as non-
MAN machinery. It was originally offered for
turbomachinery and other rotating machinery,
now MAN Energy Solutions has extended the
service to the marine and power segments.
TRAINING STAFF KEY
The PrimeServ Omnicare organization for
engines and power is based in Rotterdam
from where it will drive global service
for customers, using MAN PrimeServ’s
existing network. Ultimately, customers
will be assigned a single team for all
maintenance jobs, and receive just one bill.
Ludwig said that training staff and
developing a local presence in key markets
is an ongoing process. MAN Energy
Solutions knows that its customers will
expect a high level of service.
“We have to be sure that we have the
capacity” before taking on projects, Ludwig
said. “If we say we can do it, then we have
to have the people – and training – in place
to do it.”

Ludwig said that about 100 engineers
within the company’s global network
already have experience with non-MAN
equipment, giving the company a strong
knowledge base to work from.
“Encouragingly, we already have global
agreements in place, confirmation of the
viability of the Omnicare concept,” Ludwig
said.
Under MAN PrimeServ, services
range from the development of tailor-
made maintenance concepts, including
inspections and overhauls, to complex
repairs in the case of unforeseeable events.
Service workshops are fully equipped
Encouragingly, we already have global agreements in place,
confirmation of the viability of the Omnicare concept.”
CHRISTIAN LUDWIG, head of PrimeServ Omnicare at MAN Energy Solutions.
Along with maintenance, MAN PrimeServ
offers modernization solutions designed to
be tailor-made to specific machinery. Those
retrofit concepts involve not only the core
machine itself but also the auxiliary systems,
instruments, and controls.
to perform overhauls, modifications, or
repairs and advanced technologies such
as laser welding and 3D measurement are
available.
TAILORED SERVICE AGREEMENTS
MAN PrimeServ service agreements
are designed to let customers estimate
maintenance costs in advance. Based on
a modular concept, the service contracts
are customized to individual demands and
expectations, Ludwig said. The customer
and MAN PrimeServ mutually agree
DIESEL & GAS TURBINE WORLDWIDE AUTUMN 2020
MARINE AND POWER
on the scope of the services employed,
and in addition to this the sharing of
responsibilities and risks, the desired
response times, and the duration of the
contract.
Along with maintenance, MAN
PrimeServ offers modernization solutions
designed to be tailor-made to specific
machinery. Those retrofit concepts involve
not only the core machine itself but also
the auxiliary systems, instruments, and
controls. Through MAN Energy Solutions’
continuous development programs, MAN
PrimeServ’s holistic solutions help you to
keep your equipment consistently up to
date, the company said.
PrimeServ Omnicare offers MAN Energy
Solution customers the same level of
care for all machinery aboard vessels, in
industrial facilities and at power plants.
A one-stop service solution for engines
and their ancillary equipment now covers
maintenance, repair and reconditioning for
most major brands. n
11
 EXECUTIVE ROUNDTABLE

Executive
roundtable
THE COVID-19 PANDEMIC
UPENDED A LOT OF BUSINESS Key industry insiders give their thoughts on
PLANNING AND FORCED the lasting impact of COVID-19, other topics
COMPANIES TO MAKE MANY
PAINFUL DECISIONS QUICKLY.
CAN YOU DISCUSS A DECISION various mitigations, from masks and much more. As
YOUR COMPANY MADE a complete lock-down to society returns to work, we are
THAT WAS PARTICULARLY travel restrictions, quarantine focus on implementing new
DIFFICULT? regulations, curfews and working arrangements and
Amin: The COVID-19 hygienic rules. This all was done measures to maintain social
pandemic quickly spread to protect the health and safety distancing.
around the globe at an of the people and minimize
enormous pace and hit country fatalities caused by the virus. Nusterer: One of our large
by country with different levels Siemens Energy is operating assembly plants for diesel
of intensity. Governments in almost every country in gensets is in Wuhan, which
reacted quickly and imposed the world and our regional meant that we were right at the
management responsibly Jaakko Eskola, CEO of Wärtsilä. center of the original outbreak
introduced the necessary in January. At that point, no
mitigating measures in our one knew how serious this
offices, factories and other work and protection of our staff. virus was and how long it
sites. This was done with the Thankfully, we have so far would impact our supply chain.
clear focus being to protect encountered only a very limited We take great pride in keeping
our own employees. In a very number of confirmed cases our employees and their
few cases we decided to close which in hindsight proves that families safe in challenging
either an office, a factory or a those decisions were the right circumstances. With that
site temporarily and of those ones in mind, we made very fast
the majority have either re- operational decisions in China,
opened or are in the process Malenfant: The pandemic India, the UK and the US to
Scott Strazik, president and CEO of re-opening. Those were forced every company and
of GE Gas Power. difficult business decisions but industry to evaluate business
necessary for the wellbeing plans and practices. First
and foremost is safety, we
EDITOR’S NOTE changed the way our employees
worked. We implemented
DIESEL & GAS TURBINE WORLDWIDE asked officials at key companies enhanced measures to facilitate
within the large engine and turbine industries to weigh in on a series healthy and clean working
of questions intended to provide a high-level view of the conditions, environments. The measures
challenges and opportunities they see in the marketplace. included screening at plants;
The magazine would like to thank Scott Strazik, president and CEO of leveraging technology to enable
GE Gas Power; Jaakko Eskola, CEO of Wärtsilä; Karim Amin, CEO of some employees to work
the Generation Division of Siemens Gas and Power; Norbert Nusterer, from home; increased deep Karim Amin, CEO of the
president, Power Systems, Cummins; and Dominique Malenfant, chief cleaning; and implementing Generation Division of Siemens
technical Officer, Wabtec, for their time and insights. additional personal Gas and Power.
protective equipment, like

12 AUTUMN 2020 DIESEL & GAS TURBINE WORLDWIDE


ensure the well-being of our
workforce around the world.
We worked collaboratively
with our regional supply
chain partners to continue
supporting customers on
critical deliveries. Looking
back, I feel extremely good
about how our local and global
teams made those decisions
in the face of so much
uncertainty.
Eskola: Our number one
priority is the health, safety
and wellbeing of our employees
and external stakeholders. After
that, we aim at maintaining
business continuity and
delivering the best possible
support to our customers.
We are actively following the
evolution of the crisis and this
requires that we also constantly
re-assess and update our
action plans based on different
possible recovery scenarios.
The most difficult
decision so far has been the
implementation of selective
temporary layoffs and
worktime reductions as part of
the initiatives to achieve €100M
in short-term cost savings in
order to mitigate the economic
impact of this crisis. This has
been painful, but absolutely
necessary to safeguard our
future.
Norbert Nusterer, president,
Power Systems, Cummins.
Strazik: The COVID-19
pandemic has impacted every
industry with ours being
no different. However, our
responsibility has perhaps
never been greater as the
world is counting on access
to reliable, affordable, and
accessible electricity to
power not just our homes
and businesses, but also
our hospitals, critical
infrastructure, and the
manufacturing needed to
respond to this crisis. And our
customers – utilities and power
generators across the world –
are depending on us to provide
critical parts, service, and
support outages at their power
facilities to ensure electricity
is delivered to their customers
during this time.
Unfortunately, we’ve had to
EXECUTIVE ROUNDTABLE
make some tough decisions
with our customers to move
approximately 20% of our
outages from the first half
of 2020 to the second half of
the year – primarily due to
the inability to transport the
critical parts and labor needed
to perform the work given
international, national, and
local restrictions. While nearly
all of this important work will
still be done in 2020, a change
in plans can make things
difficult for our customers.
Ultimately, making tough
decisions becomes easier when
everyone in the organization
has a singular “North Star.” At
GE, it’s safety. Everything starts
with safety for us, beginning
with our employees and
extending to the safety of our
customers, suppliers, and all
those we work with. This has
become even more pronounced
during COVID-19, and
certainly came into play when
making this decision.
HAS THE IMPACT OF COVID-19
MADE YOUR COMPANY
REASSESS IT SUPPLY CHAIN IN
ANY WAY?
Malenfant: As a normal part of
business, we regularly look at
our supply chain to ensure the
company has the component
availability, flexibility, cost
and quality to best serve our
customers.
Amin: As we are operating a
global business with offices and
factories around the world, we
are depending to a high degree
on a fully functioning supply
and logistics chain. In order
to fulfill our commitments
towards our customers, be
it the supply of our own
manufactured products out
of our factories or goods
directly shipped from our
DIESEL & GAS TURBINE WORLDWIDE AUTUMN 2020
suppliers to customer sites, we
are continuously monitoring
our supply and logistics chain.
In particular air traffic was
significantly impacted by the
COVID-19 crisis.
Our teams from supply chain
management are in continuous
and close contact with our
suppliers, monitoring the
progress and timely delivery
of goods as well as supporting
them in keeping their factories
open. The commitment of
our teams around the globe
is outstanding; in total we
constantly monitor around
2800 suppliers worldwide. In a
very few cases when suppliers
went into financial difficulties,
we were able to help them or
identify alternate suppliers to
safeguard our supply chain
and serve our customers in a
timely manner. We have long
lasting relationships with many
of our suppliers and these
partnerships were further
strengthened during the crisis.
As far as our logistics chain
is concerned, we are constantly
monitoring the shipments of
goods and had to alter ways of
transportation frequently, e.g.
from air transport (which was
the biggest concern during the
crisis) towards ground or sea
transport. Having said that, we
will apply lessons learned from >
Dominique Malenfant, chief
technical Officer, Wabtec
13
 EXECUTIVE ROUNDTABLE

DEMANDS TO ADDRESS CLIMATE CHANGE ARE GROWING ACROSS

INDUSTRIES. HOW IS THE TREND TOWARD MORE STRINGENT
REGULATION AND PUBLIC PRESSURE TO BE GREENER IMPACTING
YOUR COMPANY AND PRODUCTS?
Malenfant: Wabtec has a history of driving environmentally focused
innovations that pushed the envelope in the rail and transit industries.
But we can do more and are focused on the next generation eco-friendly
technologies. Wabtec is continuing to create products that significantly
reduce energy consumption, provide fuel efficiency, eliminate waste, and
promote re-use through solutions like our new battery-electric locomotive,
efficient engines, modernization program, additive, digitization and the
advancements we are making on green technology across Transit. These
are exciting products and services that provide tremendous environmental
benefits, while delivering results that positively impact our customers’
bottom line.
Eskola: In the energy business the beauty is that in more and more
countries the massive introduction of renewables in power systems is
no longer only led by stringent environmental regulations or by public
pressure to reduce emissions. Today there is a solid business-case, as
solar and wind energy have actually become more cost-effective than
traditional baseload power generation, such as coal. The actual energy-
mix during the crisis has made this shift evident in many countries.
To facilitate this rapid integration of renewables into the systems in a
sustainable and reliable way, there is increased need for balancing power
generation solutions to handle the intermittency of renewables. Wärtsilä’s
truly flexible technologies, such as internal combustion engine plants and
battery energy storage systems are ideal to provide these features.
In the marine industry, Wärtsilä is committed to providing technological
solutions to enable vessels to clearly reduce their environmental footprint.
Our dual-fuel engines are today ready to operate on LNG, with up to 20%
lower GHG emissions. We are investing into R&D to ensure our engines
can operate with next-generation carbon-neutral fuels like green ammonia
and green hydrogen, creating a transition path for ship owners to meet
future decarbonization targets and regulations. It is noteworthy that lot can
be achieved by optimizing fleet operations. At Wärtsilä, we have increased
our capabilities to provide technologies, which help the crews operate
their vessels safely and efficiently, assisted by real time data analytics.
Strazik: GE has never stopped investing in the creation of more flexible,
efficient, and reliable gas power generation products and solutions.
And the results speak for themselves – our HA technology has been
recognized with two world records for efficiency with 62.22% combined-
cycle net efficiency (at EDF Bouchain in 2016 with a 9HA.01) and 63.08%
combined-cycle gross efficiency (at Chubu’s Nishi Nagoya in 2018 with
a 7HA.01). And in 2019, we launched the 7HA.03 which will power the
world’s largest, most efficient, and flexible 60 Hz combined cycle plant. In
addition to pushing the boundaries of what’s possible and driving to 65%
efficiency, we believe in a fundamental role for gas to deliver a rapidly
decarbonized energy future.
The role of gas in a decarbonized energy future is happening today:
our machines consume less fuel while creating more power than any
other OEM in this space. Over the last decade, we have invested heavily
in combustion technology that today allows us to have the most fuel-
flexible advanced gas turbines in the world – for example, all of our gas
turbines are capable of burning hydrogen, and our HA turbines today
can work with up to a 50% hydrogen/natural gas mix. Further, we have
more than 70 gas turbines worldwide using hydrogen and associated
fuels for power generation with more than 5 million operating hours. In
addition, we continue to invest more time and energy in advancing carbon
capture and sequestration. This is in addition to previous investments
in decarbonization through both GE and Alstom. For example, Alstom
invested in carbon capture prior to the GE’s acquisition, and when
combined with GE’s technology we now have more than 140 granted
patents and additional active patent applications – we are actively working
to apply these solutions to gas applications today. Decarbonization will
guide our industry in the coming years, and we see a significant role for
gas generation to help lead the way.
Amin: We need to consider that the pressure for decarbonization must be
balanced with energy security and affordability for consumers. Hence, we
will further develop our existing portfolio with a focus on decarbonization
and expand our focus on renewable energy sources. Let me mention
two examples: gas turbines will still play a major role contributing to
the security of supply in the foreseeable future. We focus on using them
with renewable fuels such as “green” hydrogen and therewith fulfilling

the COVID-19 experience to
our supply chain and logistics
where needed.
Strazik: COVID-19 is a
reinforcement of principles
we were already operating
with across GE’s supply chain
today. First, we believe it is
imperative to have multiple
sources for our critical
equipment, parts, and labor to
best support our customers.
Second, having the right
partners – from customers,
engineering, procurement,
and construction (EPCs)
firms, transportation experts,
and more is everything. And
finally, communication is the
key to a successful supply
chain, now more than ever.
We’ve found if we optimize for
redundancy, resiliency, and
understanding – coupled with
frequent communication – our
challenges become easier to
address and solve.
Nusterer: We entered this
crisis with a very strong
regional supply chain with
global capabilities but have
made adjustments due to
COVID-19. In the short-
term we have maintained an
uninterrupted supply to critical
markets and applications. In
the long-term we will need
to adopt important learnings
from this crisis. We already
have a distributed supplier and
manufacturing network which
gives us four mature and largely

14 AUTUMN 2020 DIESEL & GAS TURBINE WORLDWIDE

two advantages for our customers: investment security in a competitive
technology which is fit for tomorrow and at the same time contributing
to massively reducing their CO2 emissions. The second example is our
focus on Power-to-X as a key technology in sector coupling offering the
opportunity to transform and save energy from renewable resources in
a chemical form for long term storage and use, with e-Hydrogen as the
core component. On top of this, we are investing in developing our own
decarbonized energy systems offerings that will be a driving force behind
the transition of our customers towards the energy systems of the future.
Finally, as Siemens Energy, we are also developing strategies for being
CO2 neutral in our own operations.

Nusterer: It’s clear that government, businesses, nongovernmental

organizations, and communities must unite behind swift, decisive action to
address the environmental threats we face. Last year we announced our
next environmental sustainability strategy, which includes science-based
goals that meet or exceed the goals in the United Nations Paris agreement
on climate change. By 2050, Cummins is targeting net-zero carbon
emissions.
The strategy, called PLANET 2050, is focused on three priority areas:
addressing climate change and air emissions, using natural resources
in the most sustainable way, and improving communities. It includes
eight specific goals, timed to 2030, including the goal to reduce absolute
lifetime greenhouse gas emissions from newly sold products by 25%,
which is a science-based target.
Cummins will make investments to achieve the goals, which will require
new technology and capabilities. The company has a history of developing
challenging goals and then finding ways to achieve them.
Since our communities and business depend on a healthier planet, we
will take strong action on climate change and work toward a future where
we waste nothing and ensure that our communities are better because we
are there. Especially since our company has been built around combusting
fossil fuels, it is very important for us to clearly state that we want to be
a driving force on facilitating climate change and not a passive or even
resistant participant in the transition.

regional hubs (US, Europe, output in China to compensate

India, China) with an ability to
move production to different
facilities if necessary. We can
make this even more resilient
going forward.
We were able to shift volumes
from our alternator factory in
China to Romania in a matter
of days early in the crisis. In the
later stages we expanded the
for shutdowns in India, which
impacted industry production
there. Standard processes
and integrated global quality
systems allow us to make these
changes quickly to support our
customers. Going forward, we
will continue to work to reduce
instances where we are single-
sourced and some test capacity >
 EXECUTIVE ROUNDTABLE

FROM A TECHNOLOGY STANDPOINT,

WHAT’S THE GREATEST CHALLENGE YOUR
COMPANY FACES IN THE NEXT FIVE YEARS
AND WHAT DO YOU SEE AS THE GREATEST
OPPORTUNITY?
Eskola: The main challenge is the very foggy
short-term visibility, and we need to maneuver
based on multiple market scenarios. In the
coming months we must continuously adjust
our operations and ways of working based on
customer needs.
One of the main opportunities is the
development and application of synthetic fuels;
especially for land-based power generation, but
also for ships. We have researched hydrogen
as a fuel for 20 years and tested engines activities will pay off in securing shipping is the similar dynamics will play out in other regions
with blends of up to 60% hydrogen and 40% most environmental form of transport in the around the world.
natural gas. It is now our target to develop future. Continuing to enable this acceleration of
the combustion process of our gas engines to a decarbonized future is one of our greatest
enable them to burn 100% hydrogen fuel. Strazik: Our greatest challenge is in fact also opportunities. At the same time, the path
Marine traffic is under great pressure to the greatest opportunity: a world that needs to to a ‘zero-carbon’ world is far from clear or
decarbonize, and we are committed to support accelerate progress towards a decarbonized economical. I believe that helping the world
our customers through this transition. We aim future. Gas will play a critical role with that. In navigate an optimal path to widespread, rapid
to provide a clear path for shipowners building North America alone as an example, demand de-carbonization with feasible economics is
vessels today to ensure their assets can for electricity has been relatively flat over the both a massive challenge and opportunity.
continue to operate under the stricter emission last decade, but carbon emissions from power
regulations of the future. We are progressing generation is down more than 25%. About Nusterer: The pressure for continued
well in minimizing the methane slip of dual- 60% of that carbon reduction is from coal-to- emissions reductions and TCO improvements
fuel engines and working hard on deploying gas switching, with the rest from the growth is relentless. Our challenge is continuing
data collection aboard vessels at scale. These of renewable energy technologies. We believe to improve product performance from fuel

bottlenecks, which tripped us
up in the last few months.
Finally, we are concerned
about the growing tensions
between the US and China.
As a US company which has
participated in China for over
50 years successfully, we have
learned firsthand that we bring
value by working together.
Eskola: Our teams have
increased their engagement
with our supply chain partners
in order to minimize the
impact that COVID-19 could
have on our deliveries. We
have thus far faced only limited
supply chain disruptions
and we are also identifying
alternative operating models
and implementing proactive
risk mitigation actions,
including buffer stocks of spare
parts, to manage disruptions
going forward.
Wärtsilä’s ability to deliver on
customer commitments have
been secured to a large extent.
WHAT DO YOU THINK WILL BE
THE BIGGEST CHANGE IN THE
WAY YOUR COMPANY DOES
BUSINESS POST-COVID?
Strazik: There is no doubt
that COVID-19 will have an
impact on how we work, be
it in an office setting or in the
field while performing work for
our customers. In some areas,
this is easier to predict: no
doubt the flexibility for people
to perform their work from
home – when possible – will
be more both encouraged and
more prevalent. We are seeing
an enhanced role for digital
technologies – such as virtual
inspections – to reduce on-
site personnel or limit travel,
playing a new role in keeping
our people safe while still
conducting critical work in the
field. Difficult challenges and
situations are proving grounds
for innovation, and I have no
doubt we will see that in the
ways we work.
Eskola: It is too early to say,
but we definitely acknowledge
that the world will be different
after COVID-19. Our focus is
on keeping our offering and
operating model future proof.
This crisis has shown how agile
and creative our global team
can be in running business,
and we need to instill all the
learnings for the “new normal”.
There will for sure be
increased emphasis on data-
driven remote support and
rapid adoption of eg. fleet
monitoring solutions. We have
successfully demonstrated how
even testing and validation, as
well a signing major contracts
can be done virtually. In
surprisingly many cases
physical presence is no longer
a prerequisite. So, travel will
certainly decrease thanks
to the new online tools and
capabilities. And this will free
up time for something else.
I also believe that demand
for an as-a-service offering will

16 AUTUMN 2020 DIESEL & GAS TURBINE WORLDWIDE

 EXECUTIVE ROUNDTABLE

economy, to emissions, to noise in a way that is
economical and that enables customers to build
their businesses while improving the quality of
life for people through a better environment.
We will innovate and provide the right
products and leading service for such an
environment. We see continued opportunity
with natural gas and recently launched an
industry leading 2 MW natural gas generator
series – the HSK78G. It features low NOx
emissions and can capitalize on a wider range
of low-cost and free-fuel sources, including
flare gas, landfill gas, biogas and coal mine
methane without sacrificing power output and
efficiency. This year we expanded our capability
in gas power generation with the launch of
the C25G, a high-efficiency gas generator
series offering a total package of gas generator
capabilities and innovative gas technology for
prime and peaking power applications. The
C25G is engineered to deliver superior fuel
efficiency and reduced maintenance costs per
kWh. All these products deliver more power in
a cleaner way for less investment. That is what
our customers want.
We are investing in new technologies, and the
landscape of possible substitute technologies
is expansive. For example, in Europe we are
providing hydrogen fuel cell solutions for
powering passenger trains. With a range of up
to 1000 kilometers per each hydrogen tank
fueling, the fuel cell train matches the miles per
fueling performance of conventional regional
trains, with lower environmental impact and
lower noise levels while having a top speed of
140 km per hour.
Malenfant: The biggest challenge is ensuring
we are invested in the right technologies to
grow the business and solve our customers’
challenges. We are focused in the areas five
key areas that offer the greatest opportunity –
energy management (i.e. - battery technology,
high-speed engines and engine upgrades),
automation, additive technology, digital
ecosystem enablement and sustainability
technologies in Transit. These technologies are
expanding our leadership in the rail industry.
They also provide our customers solutions
that decrease operating expenses and dwell
time, as well as improve velocity, reliability and
environmental performance.
Amin: The market requirements on price,
performance and emissions remain quite high.
There is a technology race in the industry that
is running at a very high pace. On the other
hand, the market for fossil fired central
generation has reduced whereas the
requirement for decentral power generation
is growing. The challenge here is around R&D
budget allocations. If the market and the policy
makers expect a certain level of product quality,
then there needs to be sufficient volume and /
or other factors to support the necessary R&D
funding.
In our business, geopolitical instabilities,
trade barriers and crises like COVID-19 play a
major role and pose their own set of short-term
challenges.
These challenges also give us the opportunity
to utilize the strength of our organization and
develop new partnerships to become the
leaders in finding the right solutions for our
customers and all involved stakeholders.

increase, perhaps even with
a risk-sharing model. After
all, most of our energy and
marine customers prioritize
reliability and efficiency in their
relationship with us.
Malenfant: One thing we have
learned during the lockdowns
is that remote working will be
more prevalent in the future.
The technology today makes it
possible. During the pandemic,
we were able to conduct work
efficiently even remotely. But it
will not completely replace the
in-office experience.
As employees return to the
office, it will be a different
working environment. The
company is putting measures
in place to facilitate social
distancing in the workplace.
The return to work will include
greater desk spacing, rotating
‘in-office” shifts, training, more
personal protective equipment
and cleaning materials. These
moves will help promote a safe
environment for employees and
prevent the spread of illnesses.
Nusterer: We are relying on
collaboration more than ever. It
can be challenging to organize
virtual ways to quickly solve
intense problems. It’s not as
much about adapting to the
technology, but rather how we
interact as humans. At least
some of this collaboration
technology we’re using will
permanently change the way
we operate. It will affect how we
engage with customers, how we
recruit talent, how we develop
products in complex teams
and countless other aspects of
running a global business.
Amin: During the COVID-19
pandemic we are putting our
utmost focus on the wellbeing
and protection of our staff.
No effort was, or is being,
spared to protect the health
and safety of our employees
being it in our offices, in our
factories or at our customer
sites. Wherever possible our
office staff works from home
and travel (in particular
international travel) is reduced
to the absolute minimum, in
large part also due to travel-
and visa restrictions in various
countries. Furthermore, we
change the way of working in
our factories by maintaining
stringent hygienic rules and
distancing. This forces us
during the pandemic crisis to
change our way of working,
moving even more towards
digitalization. I am convinced
that we will not fully return
to the pre-COVID-19 way of
working in our global business.
Personal meetings (either
internal or with customers) will
be done more often via video
conferencing and the number
of business trips is expected
to go down significantly. A
growing number of field service
jobs will be performed using
remote technologies, which
have been further developed >

DIESEL & GAS TURBINE WORLDWIDE AUTUMN 2020 17

 EXECUTIVE ROUNDTABLE
and improved during the crisis.
This will not only reduce our
cost base and make us more
competitive in the market
but furthermore will increase
productivity and speed when
performing customer jobs
and it will open completely
new fields of business
opportunities. Above all, the
importance of our business to
the sustainability of our entire
society was very evident during
the crisis. While many activities
were shut down, keeping the
power plants running and
ensuring security of supply of
electricity was, without a doubt,
system critical
LOOKING AT BOTH THE SHORT-
AND LONG-TERM, WHAT KEEPS
YOU UP AT NIGHT?
Malenfant: I believe everyone
thinks about the unexpected
and uncontrollable external
events. This year is a perfect
example with the pandemic,
which didn’t exist seven
months ago. The important
thing is focusing on what
you can control. Fortunately,
Exhaust Gas Heat Recovery
Catalytic converters
and SCR (DeNox)-Systems
Silencers
Tel.: +49 (0) 9826 / 6583 - 020 · info@aprovis.com
18 AUTUMN 2020 DIESEL & GAS TURBINE WORLDWIDE
Wabtec’s diverse portfolio, large
installed base and market-
leading technology enables the
company to navigate cycles and
unexpected events.
Amin: The COVID-19
pandemic crises has shaken
the worldwide economy in
an unprecedented manner
and is altering businesses like
never before. Siemens Energy
always stood side-by-side with
our customers and supported
them during the crisis. Many of
our installations in the power
industry as well as in the Oil
& Gas business are considered
“critical” to their respective
countries. With an enormous
effort and commitment of our
employees we launched the
“Keep the Lights On” initiative.
We maintained hundreds
of installations worldwide,
performed necessary services
and kept construction of new
installations going. I am proud
to have such a dedicated team
in Siemens Energy and have
no doubt that this team will
master the challenges that the
IN WHICH REGIONS OR MARKET SEGMENTS DO YOU ANTICIPATE MOST
DEMAND IN THE NEXT THREE TO FIVE YEARS, AND WHY?
Amin: We will of course need to see how the economies post COVID-19 will
respond in the different regions but let me touch on China, the Middle East
and Asia. In China we expect a strong uptake in renewables with an increased
demand for gas as the most economical backup technology replacing carbon-
intensive and less efficient coal fired steam power plants. This is driven
by the increased demand for low emission/pollution technologies – mostly
renewables – to achieve the targeted emission requirements. Moreover, we
believe that this market could benefit from a moderate gas price which will
accelerate the coal to gas shift.
In the Middle East, we see an increasing pace towards industrialization
and integration of large amounts of renewable energy in the region leading
to opportunities in decentralized power generation, grid stability and energy
storage. There are also a few countries that will be focused on rebuilding their
energy system infrastructure to stimulate economic development and we
are well positioned to play an active role there. For Asia, in particular Japan
and Taiwan, the retirement of nuclear power and the shift to highly efficient
combined cycle power plants and combined heat and power applications
is expected to continue to create demand in the foreseeable future.
Decentralized power generation applications and midsize peaker plants are
also in demand.
Strazik: Asia is one of the most promising geographic segments for
transition in the energy market energy company, Siemens
will bring us going forward. Energy, you might imagine
Considering the transit ion that this is an exciting but at
we are in ourselves, from the same time challenging task.
being part of Siemens AG into It is all about value creation
an independent, stock-listed and what keeps me focused is
APROVIS. Better Performance.
www.aprovis.com
 EXECUTIVE ROUNDTABLE

gas power. The growth in liquified natural gas (LNG) supply in the world is
expected to grow by nearly 20% in the next five years. Much of this LNG will
be liquified in places including North America/Qatar/Australia and sent to Asia.
Power density matters throughout the world – but in no place is this greater
magnified in importance than in Asia, where in many places there simply isn’t
excess land. Asia requires cleaner, power-dense electrical generation, and –
no question – gas is the solution.
Malenfant: We believe there is opportunities in the international markets.
The Russia/CIS market, with its large aging locomotive fleet, has tremendous
potential. We are providing more than Evolution Series 160 engines in that
region and 300 shunters featuring our new high-speed engine. There also is a
market for locomotives under 18 tons per axle in markets like Latin America,
Asia Pacific and Africa.
Nusterer: Power supply for data centers has had a strong growth trajectory
for several years and the pandemic will only accelerate the reliance on online
infrastructure. This is a global phenomenon but with different adoption rates
and schedules. We also see a continued growth in distributed generation
solutions and the inevitable need for more grid balancing solutions –
especially as the penetration rates of renewable energies go beyond 30
to 40% of any given grid environment. Finally, a carbon-free world will
require the transformation and storage of unprecedented amounts of energy
between the original generation and final consumption. We see ample growth
opportunities for some of our recent fuel cell, electrolysis and electrification
investments. These are all global trends but developed markets with
progressive climate-oriented regulatory frameworks will see this growth first.
While exact timelines and country mix are still somewhat unknown, these are
the new megatrends which will dominate the next one to two generations.
Eskola: In the energy markets, those western countries where the
renewable power increase is most visible will need to reassess the viability
of the traditional, inflexible baseload capacity. There are also countries for
instance in Latin America and South East Asia where economic growth
drives the demand for increased production capacity. Also, the anticipated
stimulus packages across the world to support recovery from the COVID-19
recession will partly be targeted at green growth. This will spur the demand
for cleantech solutions in many geographies. In the marine markets, oil
tankers are currently enjoying high day rate earnings because of increased
supply of oil and growing utilization as floating storage. Owners may divert
some of those profits into capital investments in new vessels and retrofitting
existing vessels with more energy-efficient technologies. The accelerating
decarbonization will increase demand for vessels using LNG as a fuel, since
the technology is mature and there is bunkering infrastructure to support it
on certain routes. From a regional perspective, China was the first to tackle
COVID-19, and the first to show signs of recovery. Chinese and Asian owners
more broadly are well-positioned to generate demand for new shipbuilding in
response to reduced shipyard pricing.

positioning our organization
to offer genuine benefits to our
customers, in both the short-
and long-term, with a set up
tailored to best serve them in
their development towards
a new reality in the energy
industry.
Our entrepreneurial freedom
and accountability coupled with
strategic investments in R&D,
innovation and new growth
fields can unlock new potentials
and in a way that was not seen
before and we want to be the
front runners here.
Nusterer: Right at this moment,
the health and safety of our
60 000 Cummins employees
around the world is incredibly
important.
I’m thinking about the front-
line workers who are in our
plants and our development
engineers and service
technicians who need to go
in remote parts of the world.
The world has changed a lot
recently, and we spend a great
deal of energy keeping them
safe now and in the foreseeable
future.
I’m also thinking of our
employees working from home,
and how we must meet their
needs to successfully work
remotely while continuing to
effectively serve our customers,
partners and communities
during this challenging time.
In the long-term, it’s how we
achieve our mission statement
of “Making people’s lives better
by powering a more prosperous
world,” especially considering
the technology shift our
industry has not seen since its
creation over 100 years ago.
What we mean by that is
that we want to help people
live their lives and run their
businesses every day by
operating farms and mines,
building and managing
infrastructure, moving people,
delivering goods to markets,
and keeping the internet and
other critical aspects of daily life
“Always On.”
Lasting prosperity requires
both operational viability
as well as environmental
sustainability at the same
time – and Cummins Power
Systems has unlimited potential
to provide more solutions that
make that possible.
Eskola: Macro-economic
fluctuations and the financial
pressures of many of our
customers due to COVID-19
is reviewed on daily basis.
It is important to find a way
to work with customers to
ensure they can make the
technological investments
needed to decarbonize their
assets even under the current
circumstances.
Even during the crisis, we
need live up to our brand
purpose to remain the preferred
choice for customers, investors
and employees. I greatly respect
and admire our personnel for
their commitment during the
past months.
While burdened by the cost-
savings and travel restrictions,
they have stood up to do their
jobs and to live up to customer
expectations.
The talent and capabilities
of our people is a critical
competitive factor, and further
developing those will continue
to be a focus area once we have
weathered the storm.
Strazik: Protecting, motivating,
and continuing to develop the
talent and skill of Gas Power
employees. T
here is no substitute for having
great people, and I wake up
every day determined to keep
our employees safe and feeling
valued and engaged during
this time of both incredible
challenge and opportunity. n

DIESEL & GAS TURBINE WORLDWIDE AUTUMN 2020 19

 COGENERATION
The new age of
cogeneration:
is your facility
a candidate?
Cost savings, sustainability benefits are possible
from cogeneration. By Jaimie Hamilton, Senior
Sales Application Engineer at Cummins
C
ogeneration, also known as
combined heat and power (CHP), is
the on-site production of multiple
types of energy – usually electricity, heat,
and/or cooling – from a single source of
fuel. The principles of cogeneration have
long been known and used in a wide variety
of applications – from Thomas Edison’s first
electric generating plant in 1882 to modern
chemical processing facilities, to municipal
utilities supplying power and district
heating.
Depending on the application, the
integration of power and heating/cooling
productions into one on-site cogeneration
system can often produce savings of up
to 35% of total energy expenditures when
compared to the ‘traditional’ method of
purchasing energy from utilities. But,
historically, economies of scale have favored
large, complex projects or special situations.
Today, however, advances in lean-burn
gas generator technology, exemplified by
Cummins’ new C25G generator, as well
as heat exchangers and digital system
controls, make cogeneration both practical
and economical for applications as small
as 300 kW. This is causing many more
20 AUTUMN 2020 DIESEL & GAS TURBINE WORLDWIDE
types of facilities, large
and small, to take a fresh
look at cogeneration to improve
energy efficiency, cut greenhouse gas
emissions, and reduce costs. Facility types
that are good candidates for cogeneration
are diverse including hospitals, hotels,
swimming pools, universities, and factories.
The potential for cost savings in energy
expenditures is usually the motivating
reason to consider cogeneration, but
sustainability is becoming a reason on its
own to investigate the potential benefits.
With the latest Cummins C25G generator,
facilities can be heated continuously with
a superior thermal efficiency of 46.2%
(500kW) and 48% (580kW) and high
electrical efficiency. There can also be
significant environmental benefits for
facilities that are also recovering CO2.
WHAT TO CONSIDER
There are clearly many benefits to
cogeneration, but it is important to work
out if your facility is a realistic candidate
or not. The first step in deciding whether
a cogeneration system is right for your
facility is to perform a quick analysis of
the facility’s energy use. This analysis can
be reduced to a few simple questions and
if you answer “yes” to all questions in the
guide below, then the facility may be a
good candidate for a more comprehensive
analysis.
Have all reasonable steps to
1 reduce both electric and heat
energy consumption at your facility been
taken?
If you can make improvements in the
way you use energy in your facility, these
changes will translate into lower operating
costs and perhaps reduce the size of the
cogeneration system needed, as well as your
investment.
Are the operating needs 24/7?
2 The most cost-effective
cogeneration systems operate at full output
24/7. To make sure your cogeneration
system is running at full capacity most of
the time, only plan on generating a portion

of your total electric and thermal needs –
about 50 to 80%. You will still need a utility
connection to supply the remainder of your
load and an on-site boiler to handle peaks
in your thermal demand as well as continue
operations during scheduled maintenance
and service events.
Is the thermal load at the facility
3 consistent?
The thermal load of the facility may take
the form of hot water, an absorption
chiller load, low-pressure steam — or a
combination of all three. Excess electrical
power is a salable commodity that can
sometimes be fed back into the grid for
additional savings if allowed by the utility.
Heat production is necessarily restricted to
on-site or district heating use. Excess heat
is usually released as waste heat, lowering
overall efficiency.
The potential for cost savings in energy
expenditures is usually the motivating
reason to consider cogeneration, but
sustainability is becoming a reason on its
own to investigate the potential benefits.
For example, with the latest Cummins C25G
generator, seen here, facilities can be heated
continuously with a thermal efficiency of
46.2% (500 kW) and 48% (580kW) and
high electrical efficiency. There can also
be significant environmental benefits for
facilities that are also recovering CO2.
Is the duration of simultaneous
4 need for heating/cooling and
electric power greater than 4000 hours
per year?
While some applications are feasible when
simultaneous electric and thermal demand
is around 2000 hours per year, economics
favor systems that operate at least half the
year. Thermal processing loads at industrial
facilities tend to be rather constant, whereas
space-heating or space-
cooling loads are typically
seasonal. Facilities with
substantial space-heating
needs in the winter and
space cooling needs in the
summer are generally good candidates for
cogeneration systems.
Are local electric rates high in
5 relation to the local cost and
availability of natural gas?
Known as the “spark spread,” the greater
the difference between the price of
DIESEL & GAS TURBINE WORLDWIDE AUTUMN 2020
COGENERATION
electricity and the price of natural gas (on
an equivalent Btu basis), the greater the
likelihood that a cogeneration system will
provide substantial savings.
Is the physical site suitable for
6 the installation of a cogeneration
system?
Enough space to house the generators, heat-
exchangers, switchgear and control systems
is necessary for a successful installation.
Small systems can be located outdoors in
specially packaged enclosures.
However, larger systems may need their
own room or a freestanding building. There
also needs to be a supply of natural gas to
the facility. Environmental factors should
also be considered, such as state, local air-
quality standards, and noise ordinances.
Is reliability of electric service a
7 major economic concern?
For many commercial and industrial
facilities, a power outage can be very costly
due to lost productivity or revenue. In many
areas, utilities are incapable of delivering
the kind of reliability that is necessary. In
contrast, on-site cogeneration systems –
when designed with enough redundancy,
standby generators, and uninterruptible
power supply (UPS) systems – offer
significantly better reliability than
some local utilities. On-site power systems
are less vulnerable to storm damage and
transformer or transmission line failures,
and, with proper maintenance, will offer
reliable operation for decades. >
ROIL Vegas Altas S.C. in Spain selected
a combined heat and power solution,
powered by Cummins gas generators.
21
 COGENERATION

YOUR FACILITY IS A CANDIDATE, SO

COST CALCULATIONS WHAT ARE THE NEXT STEPS?
USD (Assuming 1.28 If the answers to many of the above
Energy Costs GBP USD = 1GBP) questions are a “yes”, then the facility is a
Electricity 8 p/kwhr $0.10/kw-hr likely candidate for a cogeneration system.
Gas 2.3 p/kwhr $0.029/kw-hr The next step in determining the viability
Cogeneration Maintenance Charge 8 p/kwhr $13.95/kw-hr of a cogeneration system for the facility is
Project Costs to do a simple cost analysis and calculate
Customer Infrastructure Cost £100,000.00 $128,000.00 the number of years it will take for such a
Cogeneration CAPEX Cost £615,000.00 $787,200.00 system to pay for itself.
Total Project Cost £715,000.00 $915,200.00 A cost analysis is best done with the
Cogeneration Costs help of a representative from a system
Fuel Cost £452,272.00 $578,908.16 manufacturer, such as Cummins Power
Maintenance Cost £87,200.00 $111,616.00 Generation, or a consulting engineer
Total Cogeneration Cost £539,472.00 $690,524.16 familiar with cogeneration systems. The
Energy Savings factors that go into the calculation are:
Electricity £636,800.00 $815,104.00 1) electricity costs per kWh; 2) electricity
Heat £222,525.00 $284,832.00 demand charges; 3) cost of natural gas;
Total Energy Savings £859,325.00 $1,099,936.00 4) number of anticipated hours of
Net Benefit to Client £319,853.00 $409,411.84 operation per year; 5) utilization of
Payback Period 2.2 Years recovered heat; and 6) installed cost of the
cogeneration system.
This information is used to estimate
ENVIRONMENTAL CONSIDERATIONS the annual savings and payback for the
installation.
Cogeneration Displaced Electricity 4,391 tonnes CO2 A recent economic analysis for a
Cogeneration Delivered Heat 1,587 tonnes CO2 university in Scotland illustrates the energy
Less Fuel CO2 Produced 3,629 tonnes CO2 cost savings that can be realized with a
Net Carbon Dioxide Saving 2,349 tonnes CO2 cogeneration system. The university chose a
cogeneration solution. Cummins provided
As it can be seen from the figures, an onsite generator that produces both electricity and thermal a 995kWe QSK60G high-efficiency natural
energy can cut total energy expenditures and carbon dioxide emissions by a significant amount. In this gas generator set including additional
example, the cogeneration system will pay for itself in a bit more than two years. ancillary items, acoustic enclosure,
installation and commissioning. n

Experience, Reliability, Integrity...

The AXH manufacturing complex consists of six plants, totaling 559,100 SF on 67 acres.
 Come Visit Us at
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Halle B6
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and ADVANTAGES
• Electronic dipstick functionality

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machines, agricultural equipment, railway, marine as well as
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• Based on the capacitive operating principle – automatic

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e. g. aging effects of the oil

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• Marine DNV GL

Measurement range options: 50 mm to 180 mm

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Power Supply Options: 9…36 V or 5 V
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www.bedia.com
 MARINE TECHNOLOGY
S
omewhere off the coast of New
Jersey in the U.S., the Weeks
Marine dredge Magdalen removes
thousands of tons of sand off the seafloor
and loads it into her hopper. The vessel
then navigates to a spot where the
shoreline was eroded and discharges the
sand there, reclaiming a beach that storms
had washed away.
Since Weeks Marine commissioned the
trailing suction hopper dredge (TSHD)
in December 2017, Magdalen has been on
the job up and down U.S. coastal waters –
from reclaiming beaches in New Jersey to
removing silt in the Mississippi Delta. The
Magdalen – built on a Royal IHC design
– incorporates three Danfoss VACON
3000 medium-voltage (MV) drives that
supply electric power to a high-efficiency
Royal IHC dredge and booster pump. As
a result, the dredge can load up to 8550
yd3 of material in about an hour and then
discharge the hopper by bottom dumping,
or pumping through miles of pipeline in
roughly the same time.
“Our goal for Magdalen was to achieve
best-in-class dredging efficiency for
conditions in the U.S.,” said Pieter Vos,
who – along with Simon Oomen – were
the Royal IHC engineers who designed
Magdalen’s electric installation/automation
and specified the drives. “A fixed-speed
pump motor can be employed where
there is little variation in pipe length.
24 AUTUMN 2020 DIESEL & GAS TURBINE WORLDWIDE
Power to
Dredge uses MV drives to help load up to 8550 yd3 of
material in about an hour
VACON 3000 MV drives using Ethernet
IP protocol. Pump speed increases or
decreases when signals are sent to the MV
drive to increase or decrease the frequency
and power supplied to the AC pump
motors. The main propulsion GE 16V250
diesel engines, each producing 5682 bhp,
But, variable speed pump technology is also drive the generators, which supply the
required with discharge pipelines that electric power the Danfoss VACON 3000
experience significant differences between MV drives supply to the variable speed AC
minimum and maximum loads. Danfoss pump motors. The pumps include a 1.6
VACON 3000 MV drives let us handle MW dredge pump and 3.2 MW booster
large flow rate variations during the pump, which is driven by two 1.6 MW
dredging process to avoid water-hammer, electric motors in tandem formation.
clogging and other problems in the “The Danfoss VACON 3000 MV drives
pipeline.” control the pumps far more effectively than
a diesel engine and mechanical gears,” Vos
CONTROLLABLE POWER said. “It responds quickly and precisely to
During the dredging process, Magdalen
lowers a suction pipe to the bottom of the
seabed. The trailing draghead connected
to the end of the suction pipe travels over
the seabed like a vacuum cleaner’s nozzle. Our goal for Magdalen was
Jetting pumps supply water to the draghead
to fluidize the sand being dredged. The to achieve best-in-class
centrifugal dredge pump creates vacuum
in the suction pipe and discharges the dredging efficiency for
material into the vessel’s hopper. While
discharging its cargo load to shore, the conditions in the U.S.”
centrifugal booster pump makes positive
discharge pressure through a long pipeline, PETER VOS, Royal IHC, Engineer.
preserving slurry velocity and preventing
material from clogging the pipe.
A modern, automated U-shaped console
in Magdalen’s navigation bridge allows
one person to navigate and control all
dredging operations. Royal IHC’s Eco
Pump Control Package among others uses
artificial intelligence to optimize suction
and discharge performance. The control
package communicates with the Danfoss

replenish
the effects of temperature, pressure and
forces on the pump motor. For example,
if a large rock gets into the dredger, the
control intelligence tells the Danfoss
VACON MV drive to quickly reduce motor
RPMs to prevent motor burnout.”
Implementing variable speed control on
dredge pumps is also more effective during
dewatering operations when slower speeds
are needed to remove water from the
material in the hopper.
Vos notes that Royal IHC was the first
marine automation integrator to develop
its own MV drive to run dredge pump(s)
specifically for use in dredges. “MV drives
are a better solution than conventional
lower voltage (LV) drives, which require
more cables and busbars in switchboards,
and add weight, volume and heat.”
The Danfoss VACON 3000 MV drives
also integrate with the ship’s electric
system and power generation plant. The
drive incorporates an active front end
(AFE) that reduces harmonics that could
cause electrical distortions. The use of MV
drives with AFE also makes it possible to
optimize generator engine power.
In addition to Danfoss VACON 3000
MV drive technology, Danfoss VACON
NXP drives were employed for the lower
power voltage (LV) jet pumps and bow
thruster. Danfoss VACON NXP drives
provide a compact, high-performance
control platform for both induction and
permanent magnet motors in open and
closed-loop control modes. For the bow
thruster, the drive supplies electricity
to the motor that drives a reduction
gear directly connected to the thruster
propeller. The thruster propeller is installed
transversely in a thruster tunnel to
improve maneuvering at slow speeds. The
frequency-controlled electrically-driven
propeller responds more quickly than
conventional hydraulic steering systems
and uses about half the energy.
The dredge incorporates three
Danfoss VACON medium-voltage
(MV) drives.
MARINE TECHNOLOGY
EXTENSIVE COLLABORATION
Magdalen launched in March 2017
with commissioning performed at
Eastern Shipbuilding Group’s shipyard in
October. Fully operational in December,
the automation-and-drive project was
the result of a collaborative design and
implementation process.
In 2012, Danfoss developed MV kits for
pilot testing. Royal IHC placed its order in
2012, realizing the drive kit made it possible
for Royal IHC to customize their own robust
panels for the marine environment.
The solution was developed in close
cooperation with the Danfoss Marine
Application Development Center (ADC). The
ADC facilitated full-load factory testing of
the drive panels and later included field
testing. Vos was able to interact directly
with Danfoss R&D engineers during factory
acceptance testing (FAT) to demonstrate
electrical and physical specifications were
consistent with project requirements.
“Competitors’ MV drives panels are made
with standard industrial construction,
which is not designed for the salty marine
environment, the dust and dirt during
vessel construction, and vibration and
ship movement,” Vos said. In the enclosed
n Danfoss VACON drives, heat is removed
through a closed-loop liquid-cooling
system that employs a normal water and
glycol based heat transfer fluid and a heat
exchanger, eliminating the need for a de-
ionized water system. The low-harmonic
filters of the AFE use forced air cooling.
In the end, the team effort between
Weeks Marine, Royal IHC, Danfoss, and
Eastern Shipbuilding Group resulted in an
innovative and effective drive solution. The
Danfoss VACON drives handle the marine
environment, provide a small footprint in
the control cabin and deliver outstanding
responsiveness for the operator on the
bridge, the companies said. According
to Hans Blomberg, technical manager at
Weeks Marine, “Royal IHC and Danfoss
have helped Magdalen raise dredging
efficiency to a higher level, saving energy
and boosting productivity when excavating
material from seabeds throughout U.S.
coastal waters.”
DIESEL & GAS TURBINE WORLDWIDE AUTUMN 2020 25
 GEORGE WHITTIER, FAIRBANKS MORSE

A familiar face at
Whittier returns to CEO role at engine manufacturer.

W
hen Arcline Investment
Management acquired Fairbanks
Morse in late 2019, it didn’t take
the private equity firm long to find a new,
but familiar face, to run the company.
George Whittier, who was named
chief executive officer of the engine
manufacturer in January of this year, ran
Fairbanks Morse from 2009-12. After
leaving the Beloit, Wisconsin, USA-
based company, Whittier held leadership
positions at Precision Castparts Corp.,
Regal Beloit and the Morey Corp.
Whittier agreed to a Question and
Answer session with Diesel & Gas
Turbine Worldwide to discuss his views
of the industry and the future of the
125-year-old company.
THIS IS YOUR SECOND TIME RUNNING
FM. WHAT BROUGHT YOU BACK, AND
HOW WILL YOUR TENURE THIS TIME BE
DIFFERENT FROM LAST TIME?
Fairbanks is such a great company – there’s
too many reasons to list as to why I came
back. The passion of the workforce for
taking care of our customers, the honor
and responsibility coming from how
important our products are to absolutely
mission-critical applications for the Navy,
Coast Guard, nuclear power, hospitals,
and others, are reasons why I came back to
Fairbanks Morse. Our investors are deeply
Our investors are deeply committed to the long-term
success of Fairbanks and are enabling our
customer-focused strategies and I share their
focus and commitment.”
GEORGE WHITTIER, CEO, Fairbanks Morse
A Fairbanks Morse has Trident OP opposed-
piston diesel engine targeting prime power.
committed to the long-term success of
Fairbanks and are enabling our customer-
focused strategies and I share their focus
and commitment.
LIKE EVERY COMPANY, FM HAS HAD TO
DEAL WITH THE CORONAVIRUS PANDEMIC.
WHILE THE SHORT-TERM IMPACTS ARE
OBVIOUS, DO YOU THINK IT WILL RESULT
IN ANY LONGER TERM CHANGES IN HOW
YOU DO BUSINESS, CHOOSE AND WORK
WITH SUPPLIERS, ETC.?
I think there are some things which will
return to pre-Covid-19 practices and
some things won’t. For instance – there’s
no question we have a much higher
acceptance of “working from home”
as a productivity enhancer. During the
lockdown, we encountered instances in
which some of our suppliers were shut
down and we had to creatively solve
problems so that we could take care of our
customers. As a result of the pandemic,
we will evaluate our process for selecting
suppliers and conducting inventory
management so that we are best positioned
to meet our customers’ needs regardless of
external circumstances.
A COUPLE OF YEARS AGO, YOU TEAMED
WITH ACHATES TO DEVELOP YOUR
TRIDENT OP ENGINE. WHAT’S BEEN YOUR
PROGRESS WITH THAT PRODUCT SINCE
THEN?
The Trident OP is in research and
development. As with all of our engines,
we are committed to delivering efficient,
innovative and reliable power generation

26 AUTUMN 2020 DIESEL & GAS TURBINE WORLDWIDE

 GEORGE WHITTIER, FAIRBANKS MORSE
Fairbanks Morse
solutions. Because our engines can last
upwards of 40 years, we are also seeing
a lot of growth and market need for our
OEM-certified parts, service, and solutions,
which is where we are focusing much of
our attention.
IN MID-2019, FM AND MAN ENERGY
SOLUTIONS AGREED TO EXTENDING
THEIR LICENSING AGREEMENT FOR YOUR
PRODUCTION OF MAN MEDIUM-SPEED
ENGINES. AFTER 50 YEARS OF THAT
PARTNERSHIP, HOW DO YOU SEE THE
FUTURE OF THE MEDIUM-SPEED ENGINE
MARKETS?
This is a great question. Ten years ago, the
new technology that was going to replace
medium-speed engines was fuel cells. And
I’m sure that 10 years from now, there will
be another new technology. But – for the
work we do, the applications we manage –
in order to have the guaranteed reliability
that is 100% required – I think medium-
speed engines are here to stay.
FM’s prime markets have historically
been defense (naval vessels), power
generation and some rail. Is that pretty
much where you will continue to compete
or are there any additional market niches
you are looking to grow into?
Historically, we have concentrated in
marine, power generation, and oil and gas.
While we are always open to explore new
market niches – we will continue to focus
even more on our core markets as there
remain many opportunities to grow in
these spaces, both organically and through
acquisition. n
 MARKET SURVEY: 43RD POWER GENERATION ORDER SURVEY

An overview of the market in

2019. By Jack Burke

F
or more than 40 years, Diesel &
Gas Turbine Worldwide’s Power
Generation Order Survey provided
information on the markets of larger
reciprocating engines, steam turbines and
gas turbines used in power generation.
Data from the Power Generation Survey –
as well as our Marine Propulsion Order
Survey and Mechanical Drive Order
Survey – have been used by myriad
industry professionals (from prime-
mover OEMs to component suppliers
to aftermarket service providers) as
a way to gauge the strength of the
marketplace.
Unfortunately, we were unable to
publish the order surveys in 2019 because generating service – standby, peaking and
a few, key manufacturers declined to continuous.
participate. One cited insufficient staffing that provide more granular details on Manufacturers provide their own
to provide the information requested. engine and turbine sales, but those reports distinction between peaking and standby
When another manufacturer learned come at a price. Diesel & Gas Turbine service; however, standby service typically
that company would not participate, it Worldwide’s order surveys have always refers to power generation in backup or
withdrew as well. been provided free to our readers. We think emergency service.
Over the years, it’s been common the information within the reports provides Peaking service is associated with power
for companies to participate one year value, which is why we’ve made another generation used in conjunction with local
and refrain the next, or to take part for attempt to publish the surveys. utilities. The time that peak service operates
several years in a row but then decline for is dependent on the condition of the local
one reason or another. But the drop in PROCEDURES electrical grid.
participation last year left too many holes This year’s Power Generation Order Survey, Continuous service typically refers to
in the surveys, lessening their value to which reflects 2019 calendar year data, continuous power generation, stopping
our readers and, if published as-is, were includes reciprocating engines starting at only for maintenance or unexpected
potentially unfair to the companies that did 500 kW; gas turbines and steam turbines outages.
provide their information. rated 1.0 MW and above. Information An accompanying chart shows the
We’ve always looked at the surveys was provided by the companies at their geographic breakdown we provide OEMs,
as a snapshot of the market and not an discretion or derived from publicly highlighting the specific countries within
exhaustive overview of all engine and available sales information. the reported geographic regions.
turbine sales. There are several companies New orders are broken into types of Every effort is made to ensure that this >

28 AUTUMN 2020 DIESEL & GAS TURBINE WORLDWIDE

 MARKET SURVEY: 43RD POWER GENERATION ORDER SURVEY

RECIPROCATING ENGINE (DIESEL, DUAL-FUEL & GASEOUS-FUEL) POWER GENERATION ORDERS, January to December 2019

Central, West, East

Central America &

Total Engine operating

Southeast Asia &

Western Europe
Eastern Europe,
Engine Generating Service speed ranges Fuel

South America
& South Africa
North America
Russia & CIS
Output

North Africa
Central Asia
Middle East
Above 1000
Continuous

Heavy Fuel
Diesel Fuel
300 to 600

Caribbean
1000 r/pm
for Each

300 r/pm

Australia
Dual Gas

Far East
Standby

Peaking

Natural
Output Output

Biofuel
720 to
Below

Liquid
r/pm

r/pm
Duty
Range Number Range

Gas
(MW) of Units (MWe)
0.50 to 1.00 6831 4282 3498 107 3226 0 0 5 6826 6112 2 0 0 717 1377 261 1165 391 464 682 39 417 1333 167 523
1.01 to 2.00 7171 8697 3093 257 3821 0 0 6 7164 5902 1 0 0 1268 1236 356 1400 762 667 583 51 753 725 371 273
2.01 to 3.50 4394 11363 3527 126 741 0 0 6 4388 3876 2 0 0 516 725 98 127 932 227 133 26 41 1758 36 282
3.51 to 5.00 298 2186 98 0 200 0 0 1 297 94 7 0 0 192 96 101 0 13 1 10 0 30 30 3 14
5.01 to 7.50 56 1491 37 0 1 0 0 5 33 52 0 0 0 4 0 0 0 15 0 0 0 1 19 0 4
7.51 to 10.00 33 393 28 0 15 0 0 40 3 18 3 0 0 12 12 0 0 0 0 11 0 2 0 1 1
10.01 to 15.00 2 23 0 0 2 0 0 0 2 0 2 0 0 0 0 0 0 0 0 0 0 6 0 0 0
15.01 to 20.00 6 91 0 0 6 0 0 0 6 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0
20.01 to 30.00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
30.01 and above 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
TOTALS 27891 28526 10281 490 8012 0 0 63 18719 16054 23 0 0 2709 3446 816 2692 2113 1359 1419 116 1250 3865 578 1097

STEAM TURBINE POWER GENERATION ORDERS, January to December 2019

Central, West, East

Generating Service

Central America &

Total Steam Turbine Types

Southeast Asia &

Western Europe
Eastern Europe,
Engine

South America
& South Africa
North America
Russia & CIS
Output

North Africa
Central Asia
Middle East
Condensing

condensing
Continuous

Extraction

Caribbean
for Each

Induction

Australia
Far East
Standby

Peaking

Output Output
Reheat
Non-
Duty

Range Number Range

(MW) of Units (MWe)
0.0 to 1.00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
1.01 to 5.00 3 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5.01 to 10.00 7 56 0 0 1 1 0 0 0 0 5 0 0 0 0 0 0 0 0 0 0
10.01 to 30.00 3 73 0 0 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 0
30.01 to 60.00 8 324.2 0 3 4 5 1 0 5 3 2 1 3 1 1 0 0 0 0 0 0
60.01 to 120.00 5 294 0 1 3 2 1 1 1 0 1 1 0 1 0 0 0 1 0 0 0
120.01 to 200.00 6 1023 0 0 6 6 0 0 0 0 0 0 1 0 0 0 0 0 6 0 0
200.01 to 300.00 9 1872 0 0 9 7 0 4 0 0 3 2 2 0 0 0 0 0 2 0 0
300.01 to 500.00 6 2260 0 0 6 6 0 0 0 0 0 0 0 2 0 1 0 0 2 1 0
500.01 to 700.00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
700.01 to 1000.00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
1000.01 and above 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
TOTALS 47 5908.2 0 4 29 27 2 5 6 3 13 4 6 4 1 1 0 1 10 1 0

GAS TURBINE POWER GENERATION ORDERS, January to December 2019

Central, West, East

Generating Service Fuel

Central America &
Total
Southeast Asia &
Western Europe
Eastern Europe,

Engine
South America
& South Africa
North America
Russia & CIS

Output
North Africa
Central Asia
Middle East
Natural Gas
Continuous

Heavy Fuel
Diesel Fuel

Caribbean

for Each
Dual Fuel

Australia
Far East
Standby

Peaking

Output Output
Duty

Range Number Range

(MW) of Units (MWe)
1.00 to 2.00 93 130.5 89 0 4 43 39 7 4 4 0 0 89 0 0 0 0 0 0 0
2.01 to 3.50 26 71 26 0 0 9 10 7 0 0 0 0 26 0 0 0 0 0 0 0
3.51 to 5.00 68 279.7 57 0 11 28 30 1 9 4 0 2 60 2 0 0 0 0 0 0
5.01 to 7.50 72 405.5 20 0 50 20 2 0 50 4 0 4 20 5 2 10 3 24 0 0
7.51 to 10.00 25 198.7 1 0 24 10 0 0 15 7 1 0 3 1 0 0 0 13 0 0
10.01 to 15.00 24 305.6 0 0 24 7 0 0 17 2 0 0 6 3 1 0 8 3 1 0
15.01 to 20.00 23 312.8 2 0 17 9 0 0 14 2 0 1 0 4 0 0 5 9 0 2
20.01 to 30.00 14 239.6 3 0 6 0 0 5 9 2 0 0 0 0 0 5 0 3 0 4
30.01 to 60.00 59 1651 0 6 28 0 0 27 32 8 6 5 3 5 7 0 0 10 1 14
60.01 to 120.00 23 765 0 1 9 0 0 0 23 5 12 1 4 0 0 0 0 1 0 0
120.01 to 180.00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
180.01 and above 35 11266 0 4 31 0 0 0 35 4 2 6 13 3 2 0 0 2 0 3
TOTALS 462 15624.4 198 11 204 126 81 47 208 42 21 19 224 23 12 15 16 65 2 23

DIESEL & GAS TURBINE WORLDWIDE AUTUMN 2020 29

 MARKET SURVEY: 43RD POWER GENERATION ORDER SURVEY

survey is as complete and comprehensive as

possible. 2019 COMBINED ENGINE ORDERS
The survey would not have the level of

1000

1500

2000

2500

3000

3500

4000

4500

5000
500
detail it contains without the generous

0
contributions of the participating
Western Europe 3501
companies, for which we are grateful.
It is important to note, some units Eastern Europe, Russia & CIS 841
reported in the Power Generation Order
Middle East 2717
Survey did not have complete information.
In some cases OEMs chose not to provide Far East 2341
generating service, fuel type or geography
Southeast Asia & Australia 1383
for some of their reported orders.
Also, this is the first survey which relied Central Asia 1432
on publicly available sales data, which
did not provide specific information such North Africa 131
as output range, fuel type or generating Central, West, East & South Africa 1277
service.
North America 3940
It should also be noted that when
contacted after not responding, some Central America & Caribbean 581
companies simply said they had no sales
South America 1120
in a particular segment, so felt no need to
respond to the survey.

500

1000

1500

2000

2500

3000

3500

4000

4500

5000
Other companies completed one segment
of the Power Generation Order Survey, but
cited difficulty in gathering information

as the reason for not completing another

ANNUAL SURVEYS segment. Engine manufacturers in certain
markets have declined to participate over
On behalf of Diesel & Gas Turbine Worldwide, thank you to all contributors for your continued the years as well.
participation in this survey process. It is our hope that our annual surveys combined will provide an Because of those limitations, the Power
accurate snapshot of the entire large engine landscape, with fine-tuned detail provided for three Generation Order Survey should be seen as
market segments through each individual report – power generation, mechanical drive and marine a snapshot of the market in 2019.
propulsion. Overall, we hope the results reflect what is
Electronic versions of past surveys are available at our website: www.dieselgasturbine.com. happening in the power generation market
Questions, comments and suggestions should be directed to jack.burke@khl.com. and we hope it will continue in the years to
come. n

COUNTRY INFORMATION FOR REGIONS/REGIONAL CODES

WESTERN EUROPE
(without Eastern
Europe): Andorra;
Austria; Belgium;
Denmark; Finland;
France; Germany; Greece;
Iceland; Liechtenstein;
Luxembourg; Italy; Ireland;
Netherlands; Malta;
Norway; Portugal; San
Marino; Slovenia; Spain;
Sweden; Switzerland;
United Kingdom;
EASTERN EUROPE,
RUSSIA & CIS: Albania; MIDDLE EAST: Bahrain; Fiji Islands; Indonesia; Libya; Morocco; Tunisia; Guinea; Gabon; Guinea; Bermuda; Belize; Costa
Armenia; Azerbaijan; Cyprus; Egypt; Iran; Iraq; Kiribati; Laos; Malaysia; CENTRAL, WEST, EAST Guinea Bissau; Ivory Rica; Cuba; Dominica;
Belarus; Bosnia and Israel; Jordan; Kuwait; Marshall Islands; & SOUTH AFRICA: Coast; Kenya; Lesotho; Domin. Republic; El
Herzegovina; Bulgaria; Lebanon; Oman; Qatar; Micronesia; Palau; Papua Botswana; Comoros; Liberia; Mali; Mauritania; Salvador; Guatemala;
Croatia; Czech Republic; Saudi Arabia; Syria; New Guinea; Philippines; Congo; Cote d’Ivoire; Mauritius; Namibia; Niger; Haiti; Honduras; Jamaica;
Estonia; Georgia; Hungary; Turkey; United Arab Samoa; Singapore; Djibouti; Eritrea; Ethiopia; Nigeria; Rwanda; Senegal; Mexico; Nicaragua;
Kazakhstan; Kyrgyzstan; Emirates; Yemen Solomon Islands; Tahiti; Gambia; Ghana; Sierra Leone; South Panama; Puerto Rico;
Latvia; Lithuania; FAR EAST: China ; Hong Tonga; Thailand; Tuvalu; Madagascar; Malawi; Africa; Swaziland; Togo; Virgin Islands; West Indies
Moldova; Poland; Republic Kong; Japan; Mongolia; Vanuatu; Vietnam Mozambique; Seychelles; Uganda; Zaire; Zambia; SOUTH AMERICA:
of Macedonia; Romania; North Korea; South Korea; CENTRAL ASIA: Somalia; Sudan; Tanzania; Zimbabwe; Argentina; Bolivia; Brazil;
Russia; Serbia; Slovac Taiwan; Afghanistan; Bangladesh; Angola; Benin; Burkina NORTH AMERICA: Chile; Colombia; Ecuador;
Republic; Tajikistan; SOUTHEAST ASIA & India; Maldives Islands; Faso; Burundi; Cameroon; Canada; U.S.A. Guyana; Paraguay;
Turkmenistan; Ukraine; AUSTRALIA: Australia; Nepal; Pakistan; Sri Lanka Cape Verde; Cen. African CENTRAL AMERICA & Peru; Surinam; Uruguay;
Uzbekistan; Brunei; Burma; Cambodia; NORTH AFRICA: Algeria; Rep.; Chad; Equatorial CARIBBEAN: Bahamas; Venezuela

30 AUTUMN 2020 DIESEL & GAS TURBINE WORLDWIDE

 NAVIGATING
THETRANSITION
TOIMO III & EPA IV
Baudouin is proud to be one of the
very few manufacturers of high
speed engines currently offering
compact, modular EPA Tier IV and
IMO III Certified Solutions.

Offering full design support, Baudouin helps you

integrate the SCR System into your vessel design,
whether it is a new or re-powering project.
Baudouin experts can also advise on the
configuration, installation and dimensioning for the
entire SCR arrangement, from the catalyst to the
hydraulic system.
Baudouin engines are already operating in the
Virgin Islands on the Sea Express II, and our
certified EPA Tier IV solution has now been
commissioned to run on New York City waters.

Durable. Robust. Built To Last. Baudouin.com

 TECHNOLOGY
Second-generation
iCER designed to slash methane emissions,
cut fuel consumption in X-DF platform
W
inGD said it has developed
technology designed to slash
methane emissions and cut fuel
consumption in its X-DF dual-fuel engines.
The launch of Intelligent Control by
Exhaust Recycling (iCER) is the first
development to WinGD’s second-
generation dual-fuel engine platform,
dubbed X-DF2.0.
GREENHOUSE GAS REDUCTION
As shipowners factor greenhouse gas
reduction targets into their upcoming
newbuild projects, X-DF2.0 technologies
will enable improved engine performance
with both liquefied natural gas (LNG)
and future carbon-neutral fuels, the
company said. The optional iCER system
is designed to enhance combustion
control through the use of inert gas.
The result is a reduction in methane
slip emissions of up to 50% when using
LNG and a significant reduction of fuel
consumption, of 3% in gas mode and 5%
in diesel mode, said Volkmar Galke,
WinGD Global Director of Sales. The
system can be retrofitted to older vessels,
Our highly efficient
and reliable X-DF
engines are already
widely used.”
VOLKMAR GALKE,
WinGD Global Director
of Sales
32 AUTUMN 2020 DIESEL & GAS TURBINE WORLDWIDE
but space could be a challenge
in some cases.
“By adjusting the recirculation
rate of inert gas and controlling
parameters like fuel admission
and ignition timing, we can
increase compression ratios
for greater efficiency,” Galke
said. “The result is optimized
combustion through closed-
loop control regardless of
ambient conditions and
load.” An illustration of
WinGD’s Intelligent
SHIPPING TRANSITION Control by Exhaust
By advancing the Recycling (iCER) at
performance of dual-fuel the driving end of a
engines, X-DF2.0 will X-DF engine.
help shipowners prepare
for shipping’s transition
to carbon-neutral fuels. Building on the
successful X-DF platform, the next-
generation technologies minimize methane
slip in the expectation that these emissions
will be regulated by IMO to help meet its
2050 greenhouse gas targets. Improved
fuel efficiency will also be a key factor in
 TECHNOLOGY

dual-fuel technology
or bio-derived LNG when it becomes
By adjusting the recirculation rate of inert gas and available. By continuing to develop
combustion control and engine efficiency,
controlling parameters like fuel admission and ignition timing, WinGD is improving the performance of its
engines using these fuels and minimizing
we can increase compression ratios for greater efficiency. fuel cost for ship owners and operators.
“Our highly efficient and reliable X-DF
The result is optimized combustion through closed-loop engines are already widely used, with
more than 500 000 hours operating
control regardless of ambient conditions and load.” experience and market leadership in many
key vessel segments,” Galke said. “Our
next-generation X-DF2.0 technologies
reducing emissions further during the first installation. will prepare our engines for even better
phase of the transition. As well as using fossil LNG, X-DF engines performance, both with LNG and with the
Like all future X-DF2.0 technologies, can also burn carbon-neutral synthetic future fuels to come.” n
iCER will be available for all new X-DF
engines, the company said. It is currently
completing trials at one of WinGD’s iCER SYSTEM DESCRIPTION
dedicated test engine facilities – the final
step in a two-year testing program. The
company is also finalizing plans for a pilot

Like all future X-DF2.0 technologies, iCER

will be available for new X-DF engines, the
company said.

The iCER is designed to cool and recirculate part of the exhaust gas through a low-pressure path
during operation in gas mode. Compared to a high-pressure path the main benefit is the ability to
use the full turbocharger capacity. It is possible to recirculate exhaust gas up to a maximum rate
of 50% mass flow. This is handled through a system adjacent to the engine that circulates part of
the exhaust gas after the turbine, through an exhaust gas cooler (EGC) to the compressor inlet. The
exhaust gas and the fresh air are mixed before entering the compressor wheel of the turbocharger.

DIESEL & GAS TURBINE WORLDWIDE AUTUMN 2020 33

 2020 TURBINE SPECS-AT-A-GLANCE

TURBINE SPECS
Gas turbine mechanical drive Steam turbine mechanical drive
Gas turbine electric generator drive Steam turbine electric generator drive

1000
1250
1500
1750
2000
2250
2500
2750
3000
100
150
200
250
300
350
400
450
500
750
50
0

Ansaldo Energia 80 to 538 MW

15 to 1000 MW

Baker Hughes 3.5 to 130 MW

3.5 to 130 MW
1 to 120 MW
5 to 150 MW

Capstone Turbine 0.03 to 10 MW

Dongfang Turbine 212 to 400 MW

0.5 to 1035 MW

Doosan Škoda 0.05 to 130 MW

Power 0.05 to 50 MW

Elliott Group 0.05 to 130 MW

0.05 to 50 MW

Fincantieri 0.2 to 50 MW
0.2 to 50 MW

GE Marine 4.6 to 52.7 MW

4.6 to 52.7 MW

GE Power 24 to 145 MW
24 to 740 MW
50 to 1900 MW

Harbin Turbine 300 to 2600 MW

25 to 1000 MW

Howden 0.04 to 9 MW
0.1 to 24 MW

Kawasaki 0 to 30 MW
1.5 to 30 MW

34 AUTUMN 2020 DIESEL & GAS TURBINE WORLDWIDE

 2020 TURBINE SPECS-AT-A-GLANCE

-AT-A-GLANCE
Gas turbine mechanical drive Steam turbine mechanical drive
Gas turbine electric generator drive Steam turbine electric generator drive

1000
1250
1500
1750
2000
2250
2500
2750
3000
100
150
200
250
300
350
400
450
500
750
50
0

MAN Energy 6 to 13 MW
Solutions 6 to 13 MW
1 to 180 MW
1 to 180 MW

Mitsubishi Hitachi 54 to 115 MW

Power Systems 28 to 470 MW
1 to 1400 MW

Nanjing Turbine & 40 to 125 MW

Electric Machinery 6 to 330 MW

IHI Power Systems 0.3 to 20 MW

0.2 to 56 MW

NPO Saturn 4 to 16 MW
2.8 to 114.5 MW

Opra 1 to 2 MW

Power Machines 65 to 160 MW

0 to 1000 MW

Siemens 5 to 62 MW
2 to 593 MW
2 to 250 MW
0.01 to 1900 MW

Solar Turbines 1.2 to 23 MW

1.2 to 23 MW

Ural Turbine Works 30 to 335 MW

Vericor Power 3 to 3.5 MW

Systems 3 to 3.5 MW

Zorya- 6 to 32 MW
Mashproekt 5 to 32 MW

DIESEL & GAS TURBINE WORLDWIDE AUTUMN 2020 35

 TECHNOLOGY

New steps in electro-

thermal energy storage
environments, which is where a big
Diesel & Gas Turbine Worldwide’s Roberta Prandi portion of the global CO2 emissions is
talked to Patrik Meli at MAN Energy Solutions about the produced. According to various studies
consulted by MAN Energy Solutions,
developments of the ETES system cities worldwide produce 80% of global
CO2 emissions, while taking just 2% of the

I
earth’s surface.
n 2018, MAN Energy Solutions about the status of this technology and According to Meli, energy storage
Switzerland presented the Electro- whether new developments are on the way. technology is a must-have to integrate
Thermal Energy Storage system intermittent power production caused by
(ETES) in cooperation with ABB POTENTIAL APPLICATIONS the ever-rising share of renewable energy
Switzerland. A tri-generation system using “For ETES we see great potential for in the production mix worldwide. Energy
CO2 as a medium, which is capable of applications such as district heating and storage solutions allow for the large-
storing, using and distributing electricity cooling as well as process industries scale integration of renewables and for
heat and cold at the same time. with intensive heat, cold and electricity delivering decentralized solutions for the
At the time the technology was launched, demands, and for data centers,” he said. distribution of exceeding energy. These
Patrik Meli, managing director of MAN Another driving force behind the systems contribute to peak shaving and
Energy Solutions Switzerland Ltd., said development is actually the prospect energy collection and distribution; finally,
the company faced a basic question when of using the technology in urban they enhance grid regulation and stability. >
starting to develop the idea: why thinking
only of electricity when discussing storage
systems? He explained that his team
realized early enough that having a system
only capable of storing electricity would
have hardly been commercially viable.
So it was decided to stop thinking only
in terms of electricity-in and electricity-
out and expand the concept to heat and
cold as well: this is why ETES ended up as
being not just a storage system but rather
a multifunctional energy management
system. This makes the system an ideal
solution for sector coupling, being able to
deliver heat, cold and electricity in large
scale and on demand.
Two years later Diesel & Gas Turbine
Worldwide met with Meli again and asked

MAN HOFIM compressors have been in commercial

operation 300m underwater in the Norwegian oil
field Åsgard since 2015. They have now surpassed
70,000 operation hours with an availability of
above 99%.

36 AUTUMN 2020 DIESEL & GAS TURBINE WORLDWIDE

 TECHNOLOGY

For ETES we see great potential for

applications such as district heating The first SGT-750 was
deployed in commercial
and cooling as well as process operation in May 2014.

industries with intensive heat, cold

and electricity demands, and for
data centers.”
PATRIK MELI, managing director,
MAN Energy Solutions Switzerland Ltd.

>

DIESEL & GAS TURBINE WORLDWIDE AUTUMN 2020 37

 TECHNOLOGY

For energy storage in

critical applications,
such as hospitals or data
centers, the reliability of
the machine is key.”

INITIAL CONCEPT
The initial concept, presented in 2018,
utilized a hermetically-sealed oil-free
MAN HOFIM compressor with high-speed
electric motor and magnetically-levitated The ETES technology by MAN Energy Solutions stores thermal energy and is based on two
bearings. process cycles: charging and discharging. These schematics show how the two cycles work.
“For energy storage in critical
applications, such as hospitals or data
centers, the reliability of the machine is
key,” Meli said. “Our two subsea HOFIM
compressor systems were put into
commercial operation 300 m underwater
at the Åsgard oil field in Norway in 2015.
Since then they have surpassed 70 000
operation hours with an availability of
above 99%, so reliability is not really a
concern.”
“Based on this proven technology, we
have opened a new development stage for
the ETES project. We are currently working
on a new arrangement with the electrically-
driven HOFIM compressor and an
expander stage instead of one compressor
stage,” stated Meli. “This new solution will
be installed and tested on our test bed in
Zurich, Switzerland, later this year.”

CHARGING AND DISCHARGING

ETES stores thermal energy and is based
on two process cycles: charging and
discharging. When charging, electricity
is taken from the grid to power the
HOFIM compressor and is turned into
thermal energy by compressing CO2 to its
supercritical liquid state. The liquid CO2 is
fed into a high performing heat exchanger
and heats the storage medium – water –
which is stored in tanks.
After the heat transfer is completed, the
CO2 still at high pressure passes into an
expander to lower the pressure, so the CO2
is liquified and cooled. This cold energy
is then transferred through another heat
exchanger to the cold storage side, where
water is frozen to 0°C and stored in a tank
in the form of ice.
The discharging process works in the
same way and thermal energy is brought
back into the system – this time not to the
compressor but into an electric-driven
liquid pump. The gaseous CO2 is brought
through another heat exchanger and
condensed thanks to the cold from the
ice tank. The liquid pump then increases
the CO2 pressure and feds it into the heat
exchanger to be heated up again by the hot
water in the hot-side tanks. The thermal
energy is then fed into a supercritical
turbine to produce again electricity to be
fed into the grid. To complete the closed
loop, the heated CO2 is condensed into its
liquid form at low temperature and low
pressure, so it is then ready for another
cycle. n

38 AUTUMN 2020 DIESEL & GAS TURBINE WORLDWIDE

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POWER GENERATION ENGINE SYSTEMS MOBILE HYDRAULICS
 TECH CORNER
Benefits of closed
crankcase ventilation
(CCV) for large engines
Technical, economic and ecological advantages possible.
By Christian Slater, UT99
INTRODUCTION
The global warming and environmental
pollution due to emissions are a great
challenge for mankind – time is running
fast.
Further, internal combustion engine
(ICE) manufacturers and suppliers
are working on many technologies for
emission reduction while politicians/
authorities are discussing and debating on
more demanding emission legislations and
rules.
It is obvious that first of all the main
emission sources, which account for the
largest share of emissions during operation,
are considered.
These pose special challenges, have
a longer time horizon and require the
development of new technologies. As
ABOUT THE AUTHOR
CHRISTIAN STIELER is a
member of the management
team at UT99, a Swiss
manufacturer of oil mist
separator products. Before
joining UT99, Stieler served
as a product manager at MTU
Friedrichshafen GmbH and as
a test engineer at IAV GmbH Berlin. This paper,
which has been edited for length and style,
was presented at the CIMAC Congress 19 in
Vancouver, British Colombia, Canada.
40 AUTUMN 2020 DIESEL & GAS TURBINE WORLDWIDE
a result, high development costs and
capacities are tied up for the long term.
However, this also leads to the fact that
the avoidance of emission sources with
a lower share of total emissions is often
neglected.
Very often though, it is a fact that existing
and already proven technology from other
engine applications could easily be adapted
to large engines a well.
The advantage of adaptation is that
it can be implemented quickly and is
often associated with significantly lower
costs compared to new developments.
This means, that emissions which are
supposedly negligible for the time being
can be reduced quickly and significantly.
In special applications, this can even lead
to a lucrative win-win situation for the
environment, the manufacturer, the plant
constructor/shipyard and the operator.
In order to achieve the climate targets
set out in the Convention of the UN
Climate Conference in Paris on Dec.
12th 2015, it will be indispensable in the
future to consider the sources of emissions
that have been subordinate so far and to
develop reduction strategies for them as
well.
Crankcase ventilation (CV) is one of
these cases and is discussed in more detail
in this paper. It can make a contribution to
the avoidance of emissions - a larger one
than is initially assumed.
To date, there are just a few publications
on the subject of CV in large engines.
The company UT99 is one of the pioneers
in highly efficient oil mist eliminators/
separators (OME) for CV on large engines
and can look back on a total of 50 years of
know-how in oil mist separation.
An OME could include a filter system or
any other device to reduce oil mist from
blow-by gases.
More than 100,000 underpressure filters
(UPF) for CV have been supplied to large
engines >250 kW for power plants, marine,
mining and offshore applications.
BASICS OF CRANKCASE VENTILATION
Due to small internal leakages on
turbocharger, pistons and valves, every
combustion engine requires to vent the
crankcase. Those leakages are called blow-
by gases.
The blow-by contains mainly air, oil
droplets, unburned fuel and exhaust
emissions. Blow-by contains substances
that are harmful to the environment and
health, which can also be assigned to
volatile organic compounds (VOC´s),
among others.
There are essentially two types of
crankcase ventilation:
n OCV – open crankcase ventilation
n CCV – closed crankcase ventilation
While OCV is very common at large
engines, CCV is - due to emissions -
mandatory for passenger vehicles since
decades.
Even some existing crankcase emission
limits for large engines are not applicable
for a lot of applications and/or they
are partly too imprecisely defined (e.g.
Environmental Protection Agency (EPA)

OCV WITHOUT FILTRATION
OCV remains a praxis in countless engine
applications, wasting and discharging
toxic emissions of staggering amounts into
the environment. For instance, looking at
combustion engines in the shipping industry,
the current state of the art is OCV without an
OME. Further, this design is also frequently
found in large engines used in power
plant applications. Lack of legislations and
awareness thus make considerable “legal”
environmental pollution possible.
OCV WITH OIL MIST SEPARATOR
The use of an OME for blow-by gases
represents an enormous advantage for the
environment and oil consumption with the
appropriate efficiency. In terms of cost, the 14
use of an OME in combination with OCV
is not profitable. Furthermore, especially
in gas-powered engines, highly climate-
damaging unburned hydrocarbons still
escape into the atmosphere via the CV.
In order to compensate for the pressure
loss via OME, an electrically driven fan is
usually required, which causes additional
costs and energy consumption. Thus,
OCV with OME is significantly more
environmentally friendly compared to OCV
without OME, but does not exploit the
potential to any extent and is the most
disadvantageous solution from a cost point
of view.
Code of Federal Regulations Title 40
CFR 63 Subpart ZZZZ (RICE NESHAP)
§ 63.6625(g), e-CFR data as of March
8, 2019: “(2) Install an open crankcase
filtration emission control system that
reduces emissions from the crankcase by
filtering the exhaust stream to remove
oil mist, particulates and metals.”). In
addition, lack of knowledge of auditors,
authorities and politicians leads to
inadequate implementation or examination
of existing requirements.
TECH CORNER
PICTURE 1: Schematic diagram of OCV without OME.
1 2 PICTURE 2: Schematic diagram of OCV with OME.
3
4
5
15
16
13
12
11
8 7 6
10 9
1 Air intake filter 7 Crankcase compartment 13 Blow-by outlet
2 Air intake line 8 Oil mist 14 Fan
3 lntake air or air fuel mixture 9 Oil sump 15 Oil mist eliminator
4 Turbocharger 10 Oil discharge lines 16 Oil return line
5 Charge air cooler 11 Crankcase ventilation line
6 Blow-by gas 12 Pressure oil line
At large engines blow by gases are mostly WHY CCV FOR LARGE ENGINES?
still discharged into the atmosphere via Environmental logic made CCV
OCV, sometimes with OME, sometimes mandatory for passenger cars since
without. Alternatively, a solution can decades. Why this has not become
be utilized whereas blow-by gases are standard for large engines is irreproducible.
collected and redirected through the Perhaps legislations have not been made
air intake and subsequently recycled to aware of CCV technology being available
the crankcase through CCV. CCV is the also for large engines. Nevertheless,
preferred technology today due to its some engine manufacturers recognized
environmental and economical benefits. that matters will be changing since EPA
In addition, CCV provides also technical introduced Tier 4 final. In order to comply
advantages which should not be ignored. with Tier 4 final emission standard, most >
DIESEL & GAS TURBINE WORLDWIDE AUTUMN 2020 41
 TECH CORNER
CCV – THE MOST ADVANCED DESIGN
OF CRANKCASE VENTILATION –
ALSO FOR LARGE DIESEL, GAS AND
DF-ENGINES
With CCV, the blow-by gases are induced
into the intake tract, which means that
there is no direct output of emissions into
the atmosphere. In modern large engines,
CCV versions are virtually impossible
without efficient oil mist separation, as this
would inevitably lead to malfunctions due
to turbocharger contamination, abnormal
combustion and clogging of exhaust gas
aftertreatment systems/heat exchangers by
oil or oil ash, among other possible negative
impacts on engine operation. The remaining
pollutants in the blow-by after filtering are
fed into the combustion process, converted
or used during the combustion process (CH4
for gas/DF engines) and finally discharged via
exhaust system. In any case, the remaining
pollutants shall be taken into account in
emission measurements and shall not lead to
the limit values being exceeded.
In many cases, the additional costs for the
CCV version with OME can be compensated,
OCV engines will need new emission
control technologies. Not all engines are
required to obtain EPA Tier 4 final yet,
but the handwriting is on the wall -
measuring CV emissions will be complex
and mandatory. As more stringent
emission regulations for large engines are
set in place over time, cleaning blowby
gases will eventually become a legalized
standard.
Many manufacturers of large gas or
diesel engines do not utilize CCV on their
engines. CCV offers a lot of benefits for
the environment, the engine manufacturer,
the plant manufacturer/yard as well as the
operator. Technical benefits CCV High
development costs and capacities are
used to meet existing and future emission
requirements. Great attention is also paid
to increasing engine efficiency.
Converting to CCV in connection with
a highly efficient OME reduces the overall
emissions of the engine with relatively
simple means and manageable costs.
And on top of that, it improves the
efficiency of gas and dual-fuel engines
42 AUTUMN 2020 DIESEL & GAS TURBINE WORLDWIDE
1 2
3
15
14
13
11
10
1 Air intake filter
2 Air intake line
3 lntake air or air fuel mixture
4 Turbocharger
5 Charge air cooler
6 Blow-by gas
in some cases even overcompensated, by
savings in installation and operating costs.
With the appropriate design, a fan used to
of up to 0.7 percentage points. This was
confirmed by measurements of customers
and this can also be calculated under
following facts:
n gas feeding before turbocharger
(compressor side)
n blow-by volume flow rate approx. 0,4 to
1% (depending on engine design and
size, tribology and wear condition of the
engine) of combustion air fuel mixture
volume flow rate
n up to 90% of blow-by will be generated
via compressor side of turbocharger,
inlet valves and during intake as well as
compression stroke of engine, therefore
approx. 90% of blow-by containing
air fuel mixture => this is a result of
measurements by a customer
The main technical advantages with CCV
are:
n reduces issues with existing and future
emission regulations
n increases the safety in engine rooms
or on decks because no oil mist will be
discharged into the atmosphere
PICTURE 3: Schematic diagram of CCV with OME.
4 5
16
12
8 7 6
9
7 Crankcase compartment 13 Suction line
8 Oil mist 14 Optional throttle valve
9 Oil sump 15 Oil mist eliminator
10 Oil discharge lines 16 Oil return line
11 Crankcase ventilation line
12 Pressure oil line
compensate the pressure loss via OME can
also be omitted in large engines, thus further
reducing overall costs of the CV system.
n considerably decreases oil consumption
and finally after all, the efficiency of gas
or DF engines will be increased by up to
0.7%-points a slight under pressure in
crankcase could be obtained
Economically benefits CCV
At a first glance, CCV without OME
seems to be the least costly solution.
However, without a highly efficient oil
mist separator, there is a considerable
risk of operational disruptions and even
engine damage. As of today, modern
filtration systems for oil mist separation
are readily available. The expenses to
change an OCV to a CCV system are
low, in some cases CCV can be less
costly as OCV and implemented quickly.
Converting to CCV produces substantial
benefits, making it a win-win situation for
engine and plant manufacturers as well
as for operators because of the following
reasons:
n decreases oil consumption and thus
operating costs
n less efforts and space required for piping

TABLE 1: Comparison of installation costs
for the different versions
System cost incl. piping
(per engine)
OCV ≈ 15.000-20.000 Euro
OCV with active OME ≈ 24.000-35.000 Euro
CCV with OME ≈ 10.000-20.000 Euro
(price range for passive
to active)
Active OME = with fan/passive OME = without fan
system + overall system costs less/equal
to OCV without OME
n reduced fuel costs at gas and DF engines
Table 1 shows a cost comparison on the
basis of a cruise ship installation with
OCV and a total pipe length of approx. 80
m against a CCV installation close to the
engine on a 12 MW engine.
Due to pressure drop over OME, a
passive OME is not suitable for large
engine applications with OCV.
At CCV, the pressure drop over OME will
be compensated by the suction pressure
of the turbocharger in the air intake
line. In some applications, the air intake
line needs to be modified for increasing
underpressure in the air intake line. If not
suitable for CCV applications, an active
OME is required.
Ecologically benefits of CCV
For instance, if the emissions of motor oil
from a single medium-sized cruise ship
(approx. 2700 passengers, 4 combustion
engines (gensets) with 9 MW electrical
power output) are considered, approx.
1.240 liters of motor oil per year enter the
atmosphere in the form of fine oil mist –
regardless if the engine operates with HFO,
MDO, MGO or LNG. In addition, this
amount of engine oil must be refilled to
ensure a sufficient lubricant supply to the
engine => a total of approx. 2.480 liters of
engine oil per year, which would be almost
completely saved with an efficient OME
and thus improving the environmental
balance.
Table 2 shows measured values during
normal operation of such a cruise ship at
different operating conditions.
If the measured values from Table 2
TECH CORNER
TABLE 2: Measurements of crankcase ventilation on a
cruise liner during different operating modes
Engine Load 2 x 77% (on sea) 2 x 50% (on sea) 1 x 57% (hotel operation)
Blow by volume flow rate* ≈ 875 m³/h ≈ 875 m³/h ≈ 875 m³/h
Raw gas oil content in blow by 256 mg/m³ => 224 g/h 127 mg/m³ => 111 g/h 94 mg/m³ => 82 g/h
Oil discharge per year via OCV ≈ 2.133 liter ≈ 1.056 liter ≈ 783 liter
Oil discharge per year, combined
1.240 liter
operation (typical load mix)
* blow by volume flow rate increased by suction fan (direct on line)
are reduced to the typical load mix of environment. Moreover, gas and DF
the engines on the basis of the operating engines with OCV discharge big amounts
conditions of this cruise liner, on average of unburned methane into the atmosphere
approx. 1.240 liters will be discharged via CV – as everybody knows: CH4 has a
per year. For a cruise liner with a higher high impact on global warming.
number of days at sea and higher load In summary, the following environmental
profiles due to the route, oil emissions can benefits can be achieved by switching to
increase significantly. CCV:
With maximum continuous rate (MCR) n reduction of greenhouse gas emissions
operation of a combustion engine with from gas and DF engines
9 MW electrical power output in power n reduced fuel consumption
plant operation, up to approx. 1000 liters n conservation of resources through
of engine oil per year with 8000 operating reduction of oil consumption
hours can be discharged via the CV. n avoidance of environmental and health
Considering the large number of cruise damage through prevention of oil
and maritime vessels including ferries emissions into the atmosphere
navigating the waterways worldwide, and Pollutions and inefficiencies can
on top of them adding the land based be eliminated by using proven CCV
installations such as power plants into technology. Operators of large engines can
the equation, results in an inconceivable promote “green” with CCV technology due
amount of unnecessary pollution to our to its ecofriendly facts. n
CONCLUSION
CCV with highly efficient oil mist separation technology decreases the engine’s operation cost,
enhances the on-site safety and eliminates potential problems with environmental regulations.
Due to increased engine efficiency at gas and DF engines by the means of CCV, this solution is
the optimum choice. This is also true for diesel engines because CCV reduces oil consumption,
lowers installation cost and has environmental advantages.
CCV is a proven technology that works. Nearby all gas engines up to 4 MW in combined heat
and power (chp) applications are operating with CCV systems already. It prevents that oil mist
and emission gases are being released into the atmosphere, while the engine efficiency is
increased.
UT99 has been providing CCV solutions to large engines, ranging from 250 kW up to 32 MW
for almost 20 years. Easy operation and predictable maintenance schedules for OME´s in CCV
systems is made possible by a pressure regulation unit and long-term experience. The unit
settings for crankcase pressure values, as defined by the engine manufacturer, ensures that the
oil mist separation is working according to specifications 24/7.
Further, developments are on its way to provide flow volume and residual oil mist sensors with
the objective to indicate predictive maintenance of the filter.
DIESEL & GAS TURBINE WORLDWIDE AUTUMN 2020 43
9th AVL LARGE ENGINE TECHDAYS
DECARBONIZATION – WHAT DOES IT MEAN FOR LARGE ENGINES
21–22 April, 2021, Graz, Austria

At AVL Large Engine TechDays worldwide industry experts like large engine developers, OEMs,
suppliers and user groups such as shipowners and locomotive operators will come together.
The conference will focus on decarbonization and its impact on the future of all large engine
applications and their power systems.

KEY TOPICS:
• Pathways for sustainable CO2 reduction by means of conventional technologies
with highest system efficiency
• Alternative fuels towards hydrogen-based energy carriers
• Alternative prime movers such as fuel cells

E DATE
SAVE TH
Be part of AVL Large Engine TechDays 2021
www.avl.com/large-engines-techdays
 FILTERS

A new air inlet filter

line from Camfil
4V-300 (d=300mm)
CAMGT designed for
turbomachinery in
extreme conditions

C
amfil Power Systems has released
its latest generation of the CamGT
product line featuring hydrophobic,
low, and stable pressure drop air inlet
filters designed to boost turbomachinery
performance.
CamGT filters are engineered to
excel in extreme environments where
turbomachinery is threatened by high
humidity, salt-laden air, heavy pollution or
fine particulates.
3V-600 (d=600mm)
PATENTED PLEATING TECHNOLOGY
The latest generation incorporates patented
pleating technology designed to permit a
more open face geometry and a patented 3V-440 (d=440mm)
aerodynamic grid that redirects the exiting
air, reducing pressure drop. The patented
drainage vane design improves drainage pressure drop at 135 Pa.
capabilities and the hydrophobic media designed to virtually eliminate degradation CamGT filters are offered from ISO ePM1
and patented double sealed construction while maintaining a low and stable 75% to E12 efficiency and have been tested
help to eliminate the risk of dissolved pressure drop, to reduce maintenance to the latest industry standards: efficiency,
contaminants passing through the filters, requirements for filters and engine parts, burst strength, and water repellency per
thus eliminating corrosion risks, as well as and to help reduce operating expenses. ISO 16890:2016, EN1822:2019, and the
reducing fouling, the company said. The upcoming standards ISO29461-3 and ISO
original vertical pleat with open hot melt THREE MODELS 29461-7.
helps ensure drainage for a low and stable The new generation includes three models. The Value Rating, the newest filter
operating pressure drop and the rigid one- At an efficiency rating, the Improved classification system, shows that at an
piece front frame and supporting grid are CamGT 4V-300 has a reduced initial E12 efficiency rating, a Typical E12 filter
designed to ensure wet burst pressure over pressure drop, now at 200 Pa. The New has a 98.6% Output Rating (expected gas
6000 Pa. CamGT 3V-440 features outstanding turbine power output), the CamGT 3V-
“The new features will increase pressure drop performance for its depth 600 has 99.2%, the CamGT 3V-440 has
equipment availability, reduce corrosion range, initially at 155 Pa. The Flagship 99.1%, and the CamGT 4V-300 has 98.9%.
risk, and improve fuel consumption and CamGT 3V-600 has a current global This filter comparison shows that even a
carbon footprints,” said Product Manager installed base of more than 20 000 filters, small increase could significantly improve
Sophie Belanger. some of which have been safely operating profitability for the gas turbine operator,
The company also said the filters are for over 40 000 hours, and has an initial the company said. n

DIESEL & GAS TURBINE WORLDWIDE AUTUMN 2020 45

 SALZBURG 2021

TORSIONAL
VIBRATION
SYMPOSIUM CALL FOR PAPERS
SAVE THE DATE
We ask interested authors to submit a 200-word
abstract written in English.

The abstracts should be submitted by e-mail to

MAY 17 – 19, 2021 info@torsional-vibration-symposium.com

SALZBURG All abstracts will be reviewed by

international experts.

CONGRESS/ For more information please visit our website:

AUSTRIA
www.torsional-vibration-symposium.com

KEYNOTE SPEAKER
In cooperation with
Organized by the
DR. MARKO DEKENA
Executive Vice President, AVL List GmbH, Graz, Austria

WEBINAR AND VIRTUAL AWARDS

FOR THE GLOBAL ENGINE AND POWERTRAIN TECHNOLOGY INDUSTRY
2020
DIESEL PROGRESS SUMMIT
www.dieselprogresssummit.com
The Covid-19 pandemic has prompted us to transform this year’s
event into a virtual event, combining a high-quality webinar with
a digital awards ceremony. The health crisis has forced all of
us to change the way we live and work, but it won’t prevent us
from meeting live, online to learn and to celebrate the best in our
industry.
There has never been a greater need for
relevant and authoritative information.
OCTOBER 20
KEYNOTE SPEAKER
James K. Kamsickas
Chairman and CEO,
Dana Incorporated
2020
The Webinar and Awards will again cover off-highway machinery
used in construction, agriculture, mining, forestry, and marine,
as well as on-highway commercial vehicles. It will focus on the
dramatic changes in engines and powertrains that are being driven
by emission regulations and advances in hybrid, electrification and
other technologies.
The event is a must for professionals in machinery and vehicle
OEMs, equipment owners, engine manufacturers and distributors,
and component and powertrain suppliers.

SUPPORTING SPONSORS CREATED AND ORGANIZED BY

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NEW POWER PROGRESS


PowerPacks for
MTU units can be equipped
with batteries at a later date Irish railway
T
he national railway operator in the
Republic of Ireland has ordered
41 MTU PowerPacks, with the
potential that they can be equipped
with batteries at a later date.
Fitted with MTU 6H 1800 R86
engines, the PowerPacks comply with
the EU Stage 5 emissions directives
and each deliver 375 kW from the
diesel engine as well as 150 kW from the
electrical machine.
Delivery to Iarnród Éireann Irish Rail,
will begin in 2021, and the PowerPacks are
to power Class 22000 trains on scheduled
services from late 2022. At a later, yet
to be decided stage, Rolls-Royce could
equip these PowerPacks with batteries,
turning them into fully-fledged MTU
Hybrid PowerPacks. The order is a further
milestone in the partnership between
Rolls-Royce and Iarnród Éireann Irish
Rail. This currently includes refurbishing
the fleet with new transmissions and
testing both conventional EU Stage 5 and
hybrid traction systems from 2021. Iarnród
Éireann Irish Rail also plans to introduce
into service further MTU Hybrid
PowerPacks in the years to come.
“Reducing the exhaust emissions of our
trains is a key part of our commitment to
sustainability and to the strategic ‘Ireland
2040’ project, and with Rolls-Royce we
have the right traction partner on board
to help us do that,” said Peter Smyth, chief
mechanical engineer at Iarnród Éireann
Irish Rail.
FUEL SAVINGS, EMISSIONS REDUCED
Jürgen Blassmann, head of Rail Business at
Rolls-Royce business unit Power Systems,
said that following conversion to MTU
Hybrid PowerPacks, Iarnród Éireann Irish
Rail will use the drive systems to make
fuel savings of over 30%, depending on the
DIESEL & GAS TURBINE WORLDWIDE AUTUMN 2020
POWERPACKS
Iarnród Éireann Irish Rail, the national
railway operator of the Republic of
Ireland, has ordered 41 MTU hybrid-ready
PowerPacks. The PowerPacks are to power
Class 22000 trains on scheduled to enter
service in late 2022.
route, also reducing CO2 emissions by the
same amount.
This new order is a new milestone of the
close partnership between Rolls-Royce
and Iarnród Éireann Irish Rail in recent
years: A total of 234 MTU PowerPacks
have been powering the Class 22000 trains
for many years. In 2018, the partners
agreed to refurbish MTU PowerPacks with
new transmissions to achieve fuel savings
of almost 20%. That same year, Iarnród
Éireann Irish Rail announced its intention
to trial MTU PowerPacks for the EU Stage
V emissions standard. In a second step,
these are now to be converted to Hybrid
PowerPacks starting next year. Trials of the
EU Stage V PowerPacks are scheduled to
get underway this August, following which
all nine PowerPacks will be converted
to Hybrid PowerPacks and commence
operation at the end of 2021.
Iarnród Éireann Irish Rail will also
explore options to convert its fleet to
hybrid operation at a later stage once the
test runs have been successfully
completed. n
47
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Siemens, SparkCognition
team on IA-driven
cybersecurity system to
protect remote assets.
O
nce upon a time,
security in the energy
industry meant a tall
fence and strong padlocks.
Not so much today, where the
biggest danger might not be
outside the door, but halfway
around the globe.
Cybersecurity, while not a
new issue, is a growing one
in the energy industry, where
it’s estimated that 2.5 billion
devices will be brough online
in just the next two
years. And a great
deal of infrastructure
– things like natural
gas compressor stations, reciprocating
engines or gas turbines – are either in
remote locations or legacy machines with
a patchwork of technologies, making
them that much more difficult to protect,
according to Leo Simonovich, Head of
Industrial Cybersecurity at Siemens.
To help protect endpoint, or remote,
operational assets across the energy
from cyberattacks, Siemens is teaming
with SparkCognition, an Austin, Texas,
USA, builder of artificial intelligence
systems. The two companies have released
the cybersecurity system DeepArmor
Industrial, fortified by Siemens.
“Cyberattacks on the energy industry are
on the rise in volume and in sophistication,
and they increasingly threaten companies’
physical safety and security, business
operations, and the critical infrastructure
that powers communities throughout the
world,” Simonovich said. “Many energy
companies with remote, endpoint assets
have struggled to defend their environment
because they either lacked the visibility
to detect, or the agility to mitigate,
cyberattacks that threaten operational
technologies. This new partnership
Securing the
weakest links
DeepArmor Industrial, fortified by
Siemens is designed to help protect
remote operational assets.
combines Siemens’ cybersecurity expertise
in securing operational technology with
SparkCognition’s expertise in artificial
intelligence to deliver the energy industry’s
first solution capable of detecting
and protecting remote assets against
cyberattacks.”
‘PAIN POINTS’
DeepArmor Industrial is an AI-driven
system designed to deliver antivirus, threat
detection, application control, and zero-
day attack prevention to endpoint power
generation, oil and gas, and transmission
and distribution assets, which for the
first time brings fleet level cybersecurity
monitoring and protection capabilities to
the energy industry.
“Through our extensive work with the
energy industry, we’ve seen the pain points
and challenges the industry is facing
right now,” said Sridhar Sudarsan, chief
technology officer at SparkCognition. “The
industry needs security solutions that can
DIESEL & GAS TURBINE WORLDWIDE AUTUMN 2020
CYBERSECURITY
both operate autonomously
and are designed with the
modern industrial environment
in mind. Together with
Siemens, we are excited to
bring next-generation endpoint
protection that is specifically
designed to increase the cyber
resilience of OT networks
and prevent advanced threat
actors from impacting critical
infrastructure.”
FOCUS ON ENERGY
SECTOR
While DeepArmor
will work in any ICS
system, the two companies are focused
on the energy sector because it is the
number one target of an increasing array of
cyberattacks, Simonovich said. 
The threat of mega cyberattacks targeting
critical infrastructure is worsening,
according to a joint study conducted by
the Ponemon Institute and Siemens that
surveyed global energy industry executives
on a wide range of threats, vulnerabilities,
and strategies required to protect oil and
gas assets. The study found that 67%
of respondents believe the risk level to
industrial control systems over the past few
years has substantially increased because
of cyber threats. The study also found that
61% of respondents said their organization’s
industrial control systems protection and
security was not adequate.
OT assets operating in the field today
are particularly vulnerable to cyberattacks
as much of the energy industry’s critical
infrastructure was engineered before
the widespread digitization of industrial
control systems. This leaves portions – or
entire fleets – without the ability to be
patched or cost effectively updated with
new security defenses. n
49
 BACK PAGE

Diesel & Gas Turbine Worldwide gathered these news There

items, notes, quotes and tidbits from sources across the
markets the magazine covers.
BY THE NUMBERS
312
The number of registered
contracts for marine vessels
in the first six months of 2020,
down from 420 in the same
period of 2019.
is a stark
disconnect
today between
the climate
We need to goals that governments
prepare ourselves and companies have set for
for a market themselves and the current
environment that state of affordable and reliable
will remain difficult energy technologies that can
for a long period of time.” realize these goals.”
DR. UWE LAUBER, CEO of MAN Energy Solutions. DR. FATIH BIROL, executive director of the
The company plans tocut €450 million in costs International Energy Agency (IEA), speaking
– including nearly 4000 jobs – as it works to about the IEA’s “Special Report on Clean Energy
“ensure the future viability of the company.” Innovation” report.

For almost six years we have worked diligently and

40 GW
The amount of renewable
hydrogen electrolysers
needed between 2025 - 2030,
according to the EU Hydrogen
Strategy.
invested billions of dollars to complete the project and deliver the
much-needed infrastructure to our customers and communities.
...This announcement reflects the increasing legal uncertainty
that overhangs large-scale energy and industrial infrastructure
development in the United States. Until these issues
are resolved, the ability to satisfy the country’s energy
needs will be significantly challenged.”
THOMAS F. FARRELL II, chairman of Dominion Energy, on the decision to cancel the

60% Atlantic Coast Pipeline, a 965-km interstate natural gas pipeline.

The percentage of energy

used for electricity generation
in the U.S. during Coronavirus may accelerate energy transition
2019 that was
lost in conversion.
as countries rebuild economies, bp argues
Utility-scale COVID-19 will likely accelerate a move away from fossil fuels as countries seek to ‘build back better,’ according to
generation multinational oil and gas company bp.
facilities UK-based bp said it now sees the prospect of the pandemic having an enduring impact on the global economy,
consumed 38 with the potential for weaker demand for energy for a sustained period.
quadrillion BTUs of bp’s management also has a growing expectation that the aftermath of the pandemic will accelerate the pace
energy to product of transition to a lower carbon economy and energy system, as countries seek to ‘build back better’ so that their
14 quadrillion economies will be more resilient in the future.
BTUs of electricity. As a result, bp has revised its long-term price assumptions for oil and gas, lowering them and extending
the period covered to 2050.

50 AUTUMN 2020 DIESEL & GAS TURBINE WORLDWIDE

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