North America Outlook - issue 23

Africa Outlook, APAC Outlook, EME Outlook, North America Outlook, Mining Outlook, Healthcare Outlook, Manufacturing Outlook, and Supply Chain Outlook are digital publications aimed at boardroom and hands-on decisionmakers, reaching an audience of more than 800,000 people around the world. With original and exclusive content compiled by our experienced editorial team, we look to promote the latest in engaging news, industry trends and success stories from across the globe. Your company can join the leading industry heavyweights enjoying the free exposure we provide across our platforms with a free marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to help you grow your business. Visit www.outlookpublishing.com/work-with-us for details on how your company can feature for free in one of our upcoming editions.

EDITORIAL

Head of Editorial: Jack Salter jack.salter@outlookpublishing.com

Senior Editor: Lucy Pilgrim lucy.pilgrim@outlookpublishing.com

Editor: Ed Budds ed.budds@outlookpublishing.com

Editor: Lily Sawyer lily.sawyer@outlookpublishing.com

Junior Editor: Rachel Carr rachel.carr@outlookpublishing.com

Junior Editor: Lauren Kania lauren.kania@outlookpublishing.com

PRODUCTION

Art Director: Stephen Giles steve.giles@outlookpublishing.com

Senior Designer: Devon Collins devon.collins@outlookpublishing.com

Designer: Louisa Martin louisa.martin@outlookpublishing.com

Production Manager: Alex James alex.james@outlookpublishing.com

Digital Marketing Director: Fox Tucker fox.tucker@outlookpublishing.com

Web Editor: Oliver Shrouder oliver.shrouder@outlookpublishing.com

Social Media Executive: Jake Crickmore jake.crickmore@outlookpublishing.com

BUSINESS

CEO: Ben Weaver ben.weaver@outlookpublishing.com

Managing Director: James Mitchell james.mitchell@outlookpublishing.com

Chief Commercial Officer: Nick Norris nick.norris@outlookpublishing.com

REGIONAL DIRECTORS

David Knott david.knott@outlookpublishing.com

Tom Cullum tom.cullum@outlookpublishing.com

PROJECT MANAGERS

Kieron Harvey kieron.harvey@outlookpublishing.com

Lauren Robinson lauren.robinson@outlookpublishing.com

Kierron Rose kierron.rose@outlookpublishing.com

Michael Sommerfield michael.sommerfield@outlookpublishing.com

Scarlett Burke scarlett.burke@outlookpublishing.com

HEADS OF PROJECTS

Callam Waller callam.waller@outlookpublishing.com

Deane Anderton deane.anderton@outlookpublishing.com

Eddie Clinton eddie.clinton@outlookpublishing.com

Ryan Gray ryan.gray@outlookpublishing.com

Thomas Arnold thomas.arnold@outlookpublishing.com

TRAINING & DEVELOPMENT DIRECTOR

Joshua Mann joshua.mann@outlookpublishing.com

SALES & PARTNERSHIPS MANAGER

Donovan Smith donovan.smith@outlookpublishing.com

SALES MANAGERS

Alfie Wilson alfie.wilson@outlookpublishing.com

Krisha Canlas krisha.canlas@outlookpublishing.com

ADMINISTRATION

Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com

Finance Assistant: Suzie Kittle suzie.kittle@outlookpublishing.com

Finance Assistant: Victoria McAllister victoria.mcallister@outlookpublishing.com

CONTACT

North America Outlook

Norvic House, 29-33 Chapelfield Road

Norwich, NR2 1RP, United Kingdom

Sales: +44 (0) 1603 363 631

Editorial: +44 (0) 1603 363 655

SUBSCRIPTIONS

Tel: +44 (0) 1603 363 655

jack.salter@outlookpublishing.com

www.northamericaoutlookmag.com

Like us on Facebook: @northamericaoutlook

Follow us on Twitter: @NA_Outlook

DIVERSE DEVELOPMENTS

Welcome to our 23rd edition of North America Outlook.

A recent construction boom is providing opportunities for growth across the continent, which our striking cover star, The Drew Company, is ideally placed to benefit from.

Senior Director and Development Manager, Austin Bell, is grateful to have the chance to work on a wide array of hospitality, office, retail, and residential developments with a collaborative approach.

“We pride ourselves on being able to articulate the complexity of development in a simple, understandable way and walk our clients through the process,” Bell enthuses.

The Drew Company’s diverse portfolio of visionary commercial, residential, and mixed-use real estate projects transform properties, neighborhoods, and cities.

The latter are also protected from adversarial threats by Lockheed Martin’s advanced radars and sensors, which work with existing critical defense networks.

A global security and aerospace company, Lockheed Martin specializes in defense technology, solving complex challenges, advancing scientific discovery, and delivering innovative solutions that help keep people safe.

At the forefront of threat detection, the organization has established a broad legacy of producing high-performing, solid-state radars required for integrated air and missile defense, long-range surveillance, early warnings, and countertarget acquisition.

“Our customers face threats that require us to deliver innovation at scale and with greater agility than ever before to address their toughest challenges,” states Chandra Marshall, Vice President and General Manager of Lockheed Martin Radar and Sensor Systems.

Lummus Technology likewise has an extensive history of cutting-edge innovation and unparalleled leadership as a leading licensor of process technologies and supplier of lifecycle services and products.

We discover how innovation has always been in the DNA of Lummus Technology, who uses R&D to create new, extended platforms and improve its offerings.

“R&D helps us push boundaries and turn big ideas into real commercial solutions that address the evolving needs of our customers and industry,” details President and CEO, Leon de Bruyn.

This issue also showcases Resonac Graphite Business Unit’s best-in-class graphite electrodes, A1 Garage Door Service’s continued growth and success in repair and installation, Kentucky Trailer’s custom transport solutions, and much more.

We hope that you enjoy your read.

Jack Salter Head of Editorial, Outlook Publishing

66 Resonac Graphite

Business Unit

The Power of Chemistry

Supplying best-in-class graphite electrodes

78 Invio Automation

Setting the Future in Motion

Proven automation to accelerate global businesses

88 Kentucky Trailer

Revolutionizing the Road

Providing custom transport solutions

94 Waterville TG

Masters in Adaptive Sealing Solutions

Leading the way in value-added weatherstripping

102 Mi Integration

Imagine, Innovate, and Integrate

Product development from conception to industrialization

108 Aerosonic

Avionics Precision, Accuracy, and Support

Providing high-quality, next-generation air data systems incorporating known future requirements

114 Stadler US

The Perfect Production Platform

Connecting the US with innovative transport

OIL & GAS

130 Lummus Technology

Successfully Navigating Efficiency, Economics, and Environment

Leading the world in process technology and solutions

140 Rally Engineering

A Beacon of Integrity and Innovation

Excellence in critical infrastructure

148 Trans Mountain

Rising to the Summit

Safe and reliable energy transportation for 70 years

SUPPLY CHAIN

162 Daifuku Intralogistics

America Corporation

Automation That Inspires

A vital link in the rise of North American e-commerce

170 Etalex

On the Top Shelf

Commercial shelving and industrial racking solutions

178

RETAIL

178 Decathlon Canada For the Love of Sports Bringing out the inner athlete

HEALTHCARE

188 CIUSSS West-Central Montreal

Complete Quebecois Care

Heading the digital healthcare transformation

198 OHC

A New Healthcare Continuum Specialists in cancer and blood disorders

MINING

206 GMS Mine Repair and Maintenance

North America’s Premier Mining and Tunneling Contractor

Embracing the next generation of underground and surface mining

TIKTOK FIGHTS BACK

TIKTOK HAS FILED a lawsuit against the US government, which has recently tried to ban the social media platform in the country following disputes with the app’s owners.

The government is pressuring TikTok’s Chinese-based parent company to sell the app under the threat of a ban, as it argues that it could cause data risks for the US if

used by the Chinese government or for propaganda.

However, in a counter-lawsuit, TikTok has argued that the potential ban is an intrusion on free speech rights. The platform has also continuously highlighted that it is independent of the Chinese government and that its parent company, ByteDance, has no plans to sell the organization.

HOSPITALS FOR SALE AMIDST BANKRUPTCY

FOUNDED IN 2010, Steward Health Care System (Steward) is a Texas-based private healthcare provider that delivers medical and insurance services across the US. However, following its declaration of bankruptcy, the organization’s 31

RETAIL

INTERNATIONAL APPLE SALES FALL

DESPITE BEING ONE of the biggest tech companies in the world, Apple’s sales have reportedly fallen in almost every country. According to its latest report, the reason for this decline is a reduced demand for smartphones in all continents apart from Europe in Q1 2024.

This translates into a four percent fall in revenue, or $90.8 billion, which is Apple’s biggest loss in more than a year, due to reported supply chain disruptions caused by the COVID-19 pandemic.

However, sales of smartphones and other tech products are expected to bounce back as the year continues, thanks to the launch of highly anticipated devices and Apple’s investment in artificial intelligence (AI).

hospitals are now up for sale.

The move is set to alleviate a total debt of $9 billion and is expected to affect 2.2 million patients across eight states. However, the company endeavors to keep all its hospitals open to provide continuous healthcare, despite the potential change of ownership.

Ray Schrock, Steward’s attorney, stated in the latest legal proceedings that it didn’t want to see any of its communities “fail to be served”.

2022, the beverage has been the topic of three separate lawsuits due to the high levels of caffeine in the product, which has reportedly led to two deaths and detrimental health issues in a third person.

RETAIL

DISNEY GIVEN GREEN LIGHT TO RE-DEVELOP THEME PARK

IN ITS FIRST renovation in decades, Disney has received approval to expand its theme park in Southern California. The approved plans will see a transformation of Disney’s 490-acre site by moving the parking areas to a multi-story development to allow for more entertainment and rides.

PANERA BREAD IS in the process of removing its controversial Charged Lemonade from the restaurant’s menu, following multiple lawsuits over the drink in recent months.

After being introduced in April

MICROSOFT TO BUILD AI HUB IN WISCONSIN

AS PART OF the latest AI revolution, Microsoft is building a specialist AI hub in Wisconsin. The tech giant is investing $3.3 billion in the construction of a data center in the city of Racine, which is expected to create 2,300 construction jobs and 2,000 permanent roles. Microsoft also announced that it will provide thousands of upskilling opportunities for the local digital economy.

The new facility will be built on the same land that a failed investment by Foxconn was set to be constructed on over six years ago - an expenditure

Charged Lemonade will be replaced by other drinks that contain less sugar and caffeine, including a blueberry lavender lemonade, pomegranate hibiscus tea, citrus punch, and green smoothie.

of $10 billion that never materialized. Microsoft’s latest investment is part of President Biden’s Investment in America agenda, which hopes to grow the economy from the groundup and involves billions of dollars in private sector investment.

The plans indicate that Disney will create new experiences, such as a recreation of the hamlet from the film franchise Frozen, as well as an immersive Zootopia experience. The entertainment giant will inject at least $1.9 billion over the next 10 years to maintain its place as one of the world’s best theme parks.

LIFE TIME INC. JUMPS ON PICKLEBALL TREND SPORT

LIFE TIME INC., one of the US’s largest health club chains, is expanding its brand by investing heavily in pickleball, the country’s fastest-growing sport.

The move comes as the health club partners with Lululemon, which will become the official sportswear provider of Life Time Inc. pickleball and tennis. This means that the company will begin to sell Lulelemon attire at all key pickleball events.

As part of the new investment, one of the world’s top pickleball players, Ben Johns, and former tennis champion, Andre Agassi, were seen practicing at the new Life Time at PENN 1 in New York, marking the partnership announcement.

Reviving the American Wine Market with Italian Finesse

Robilant is a leading Milanese branding and design studio that has worked with Campari, Winebow, and Keglevich. As a fine connoisseur of the Italian and international wine and spirits markets, specifically the US, Creative Director and Partner, Fabio Molinaro, shares his knowledge and expertise on how Italian brands can remain relevant in the US market

Writer: Fabio Molinaro, Creative Director and Partner, Robilant

Elegance, finesse, and quality

– three words that would turn most people’s minds to Italy. Our culture and lifestyle represent a premium yet authentic way of life. But brands that attempt to replicate this often lean too far into clichés and stereotypes, creating an image that lacks authenticity and, as a result, fails to connect with the consumer.

Though they strive for sophistication, wine brands are certainly not excluded from this. Indeed, they often rely on oldfashioned European tropes, like French chateaus or historic Italian vineyards, mistaking heritage as the sole signifier of quality.

Not only does this create a sea of sameness that lacks differentiation, but it also undervalues the many facets of Italian identity that each brand interprets

uniquely. The convergence of these two nuances can generate unique and distinctive stories that, once told through a new set of visual codes and brand language, will resonate with the US market.

NAVIGATING BRAND HISTORY

It is extremely important to understand why US consumers relate to certain aspects of Italian culture and see them as premium. Unsurprisingly, one of these aspects is family values, history, places, and landscapes.

However, the perfect branding involves a kind of mixology. It comprises a balanced blend of family name and contemporary target, heritage and innovative languages, places to belong to, and new landscapes to reach. The key is to authentically communicate the DNA of the brand while allowing consumers to be part of the story.

CONNECTING WITH CONSUMERS THROUGH STORYTELLING

I have found that the most effective designs come from examining Italian culture to identify an angle that gives brands a more ownable, authoritative position in the market.

On any Italian winery’s website, you would likely see an image of their vineyards, which is undoubtedly a key asset in communicating their story. However, for the Italian winery Zenato, we went beyond a simple snapshot and designed a personal and emotional experience that shows the family’s historic love of the land. The result was a suite of stunning watercolor illustrations depicting the two Zenato siblings that currently run the winery walking through the tranquil shores of Lake Garda (where its original vineyards lie) and scenic hillsides of Valpolicella.

The differentiating factor for heritage brands is that the characters are real and not invented for the sake of the consumer, but even new brands can draw on Italian culture and history without being disingenuous.

Flora Lisa is a new organic Italian wine launched just last week and embodies the naturalistic Italian garden archetype in the form of the Muse, which is based on an Italian statue structure. The solution here was to create a brand that is subtly recognizable as Italian without mentioning it with words or relying on obvious stereotypes.

conduit between the US and Italy means that we have in-depth experience in both markets that we hope to continue using in future projects, whether leveraging Italian culture for a US market or helping an American brand succeed in Italy.

In a campaign project for one of Argentina’s oldest wineries, Catena, Robilant’s focus was making its 120-year history more relevant to the North American market. Despite not being an Italian wine brand (although the first descendant came from le Marche in Italy), we could draw on Italian principles and culture, drawing out the story of Catena’s pioneering founder that has been passed down through the generations. Each generation has a dedicated chapter in the campaign video, which tells a tale of adventure through hand engravings.

LEVERAGING BIG CHARACTERS

What I’ve found to be very obvious in the North American wine market is that consumers are drawn to distinctive characters or personas. Brands like La Marca and Chloe have invested in a powerful identity, resulting in considerable success in the US.

In each of these projects, the core aim was to turn stories into emotions, whether it’s a passion for Malbec told through an adventure, the love of the land felt by two siblings, or a desire for the Muse. Because of this, consumers aren’t just drinking a glass of wine; they’re also indulging in these different worlds of escapism.

A NEW DESIGN LANGUAGE

For decades, the North American wine industry has relied on an aging group of established consumers, the bulk of whom are now over 55. It has become critical for the wine industry to target those in their 30s and 40s who have previously been forgotten and ignored, or else it will be on its way toward a slow decline.

This movement towards premiumization presents an opportunity rather than a challenge to shape a new wine culture with new generations. I envision a new design language for the category rooted in truth that goes beyond the label and merges Italian culture with the needs of the US consumer. Robilant’s unique position as a cultural

ABOUT THE EXPERT

Fabio Molinaro is the Creative Director and Partner of the leading Milan-based branding firm, Robilant. The firm services major international brands and acts as an ambassador of Italian style on a global scale. Since joining the firm in 2003, after graduating from the Polytechnic of Milan in Communication Design, Fabio has led the firm on projects like Campari, Catena, Sangre de Toro, and Zardetto. He has specialist knowledge of the spirits and the premium product market, as well as the food and wine sector, with an ever-increasing focus on new means and technologies of brand communication. Fabio is also a Guest Professor on the topic of branding as part of courses and master’s at the Polytechnic School of Design, Domus Academy, and IED.

IGNITING OCEAN TORCHBEARERS

is committed to protecting the oceans, fueled by creating innovative partnerships, re-envisioning the way travel, and encouraging daily changes for a better healthier ocean planet. We dive in and find out more with CEO and President, Dr. Drew Richardson

Writer: Ed Budds

TORCHBEARERS

The Professional Association of Diving Instructors (PADI) is a recreational diving membership and diver training organization founded in 1966 by John Cronin and Ralph Erickson.

PADI, whose corporate headquarters is located in California, is the world’s largest purpose-driven scuba diving organization with a global membership of 6,600 dive centers and 128,000 professionals operating in 180 countries and territories, along with over 30 million certified divers trained across the planet.

“Pivoting on our 50th anniversary as a global organization in 2016, PADI doubled down on its dedication to exploring and saving our blue planet and making the wonder of the underwater world accessible to all –empowering people to experience, explore, and take meaningful action as ocean torchbearers to protect our planet beneath the surface. Our ‘Seek Adventure, Save the Ocean’ slogan encapsulates the soul of the organization,” introduces Dr. Drew Richardson, CEO and President.

“For over half a century, we have been the way the world learns to dive, setting the standard for the highest quality training, underwater safety, and conservation initiatives while also continuing to evolve the sport of scuba diving into a passionate lifestyle,” he sets out.

Positioning itself as for divers, by divers, the company is obsessed with transforming lives and, with its global foundation, PADI Aware, creating positive ocean change through meaningful diver citizen science work.

A TRUE FORCE FOR GOOD

The PADI cultural diaspora is, by definition, a juggernaut – the company is a true force for good.

Dr. Drew Richardson

Consequently, in the mind of PADI, no constructive personal action is insignificant, and the entire organization is therefore empowered to make a difference by taking meaningful action.

“We’ve collectively established innovative programs that are fueled by individual actions, like snorkeling or scuba diving with a PADI Eco Center or taking part in our Dive Against Debris program that can scale into measurable and positive ocean change,” Richardson confirms.

PADI is innovating new ways to set into motion a movement by divers and water enthusiasts to restore and protect the ocean, both locally and globally.

“THE FUTURE OF OUR SHARED BLUE PLANET HAS NEVER BEEN MORE DEPENDENT ON OUR INNOVATION, OUR DECISIONS, AND OUR ACTIONS TO PRIORITIZE OCEAN LIFE SUPPORT, AS HUMANITY AND THE OCEAN ARE BOTH VULNERABLE AND CO-DEPENDENT”

– DR. DREW RICHARDSON, CEO AND PRESIDENT, PADI

PHOTOGRAPHY

“The future of our shared blue planet has never been more dependent on our innovation, our decisions, and our actions to prioritize ocean life support, as humanity and the ocean are both vulnerable and co-dependent,” he explains.

Thanks to the collection of innovative PADI programs that create more superheroes for the planet, the company has collectively protected over 100 endangered species of

sharks and rays, now listed on the Convention of International Trade of Endangered Species (CITES) collection of wild fauna and flora.

Alongside this, PADI has successfully established the largest underwater marine debris citizen science database through the Dive Against Debris program, which has enlisted divers to remove and report over 2.3 million pieces of plastic from the ocean.

Additionally, to date, PADI has released more than 37,000 entangled animals from human-induced marine debris to live and perhaps reproduce their species.

“The honor of being named on Fast Company’s 2024 Most Innovative Companies list further proves that we all must be innovators to accomplish our shared goal of restoring ourselves, our relationship with each other, and this blue planet we all call home.”

POSITIVE OCEAN CHANGE

PADI’s global network of 6,600 dive centers and resorts, referred to as mission hubs, continue to exist as the backbone for driving the organization’s innovative programs to create positive ocean change, enabling its people to engage in underwater citizen science, participate in conservation events, and advocate for local policy changes, all led locally by PADI members.

These mission hubs host volunteer conservation events, train confident and comfortable purpose-driven divers, participate in global campaigns like Dive Against Debris, lobby and advocate for local governments, and spearhead conservation initiatives.

“A powerful example is how, over the last three years, our mission hubs have helped secure protection for vulnerable shark and ray species. In 2021, they helped secure protection for mako sharks at the International Commission for the Conservation of Atlantic Tuna (ICCAT),” Richardson divulges.

Elsewhere, in 2022, PADI helped secure protection for requiem sharks, a group which includes 54 CITES shark and ray species.

These achievements were both accomplished by actively mobilizing PADI’s mission hubs, urging local governments to take action, and asking scuba diving communities to sign petitions.

“Another example is how our Dive Against Debris program has been continually mobilized by our mission hubs and scuba divers alike, who log critical data in the world’s largest marine debris database,” he adds.

It was this data, collected in 2018, that largely influenced Vanuatu’s ban of plastic bags. As a result of this, a community-driven microeconomy emerged and Vanuatuan people created bags using banana and palm leaves.

“THE HONOR OF BEING NAMED ON FAST COMPANY’S 2024 MOST INNOVATIVE COMPANIES LIST FURTHER PROVES THAT WE ALL MUST BE INNOVATORS TO ACCOMPLISH OUR SHARED GOAL OF RESTORING OURSELVES, OUR RELATIONSHIP WITH EACH OTHER, AND THIS BLUE PLANET WE ALL CALL HOME”

– DR. DREW RICHARDSON, CEO AND PRESIDENT, PADI

“Due to the success of the policy decision, Vanuatu has become a champion country promoting international cooperation to tackle marine debris. This is living proof of how PADI’s innovative programs drive local action that can truly have a global impact.”

INTEGRITY AND SUSTAINABILITY

For PADI’s 30 million scuba divers worldwide, one of the most important things when diving is knowing they are making sustainable and responsible decisions.

In 2022, PADI supported a Green Fins study that identified divers wanted to make an impact with their travel, with 75 percent of respondents willing to pay more for regenerative stays and experiences.

However, 85 percent of respondents also indicated it was difficult to find validated sustainable operators they could trust.

“To support the growing demand for regenerative diving and assist our global membership in taking constructive local action to protect their surrounding natural ecosystems, we launched the PADI Eco Center

credentials on Earth Day 2023 to make dive tourism a force for good and allow consumers to confidently put their money towards sustainable and regenerative businesses,” Richardson recalls.

To honor and uphold the integrity of this credential program, PADI uses the United Nations (UN) Environment Program and the Reef-World Foundation’s Green Fins initiative to run the accreditation assessment and help elevate the planet’s most environmentally committed dive operators.

“We now have over 100 PADI Eco Centers accredited in 32 countries within the first year of the program

and are working to have over 10 percent of our membership base accredited by 2030. The growing popularity and success of this program also led to PADI Eco Centers recently being named the number two ranked travel trend for 2024 by Conde Nast Traveller,” he enthuses.

Furthermore, PADI Eco Centers make it easier for travellers to choose to dive in protected marine areas, participate in citizen science initiatives, including education and volunteering on dive trips, and ensure their holiday really does give back to the local community they are exploring.

“Choosing to seek adventure, explore, and steward the health of the ocean is our inspiring love story, and one which we all have the choice to share. We dive because we love the watery environment, and we have found that diving generously gives back more than it takes,” Richardson concludes proudly.

PHOTOGRAPHY

HYDROGEN COMMUNITY GATHERS IN HOUSTON

North America Outlook (NA): Firstly, please tell us about the World Hydrogen North America 2024 congress and exhibition taking place in Houston, Texas.

Nadim Chaudhry, CEO, and Lucy Rankin, Program Director (NC/LR): From 21st to 23rd May, we’re bringing together the entire hydrogen value chain for a comprehensive exploration of clean hydrogen production, utilization, storage, and distribution.

World Hydrogen North America is now in its third year and will see over 1,000 attendees meet in Houston to connect and focus on getting steel into the ground for these projects.

NA: What makes Houston the energy capital of the world, the epicenter of the global hydrogen landscape, and the perfect venue for this influential gathering?

NC/LR: Houston’s status as the energy capital of the world stems from its rich history and unparalleled expertise in the oil and gas industry. As the epicenter of numerous energy-related activities, including

World Hydrogen Leaders brings together global energy decision-makers to help navigate and derisk the pathway to the clean hydrogen energy transition. Nadim Chaudhry, CEO, and Lucy Rankin, Program Director, tell us about the upcoming annual congress dedicated to advancing the clean hydrogen industry

Writer: Jack Salter

exploration, production, and distribution, Houston has long been synonymous with energy innovation and leadership.

In addition to its established oil and gas sector, Houston is embracing renewable energy sources such as wind and solar power, solidifying its position as a leader in sustainable energy development. With over 900 miles of dedicated hydrogen pipelines

already in place, representing more than half of the total hydrogen pipeline system in the US and 32 percent globally, Houston possesses the necessary infrastructure to support large-scale hydrogen production, distribution, and utilization.

The city is also home to HyVelocity, a pioneering hydrogen hub that is set to receive significant funding from the Department of Energy for the Regional Clean Hydrogen Hubs Program.

Houston’s unmatched expertise, infrastructure, and strategic initiatives make it the ideal setting for World Hydrogen North America 2024.

NA: Can you provide some insight into why there is exponential growth of the hydrogen industry and an unprecedented surge in the hydrogen and clean energy sectors in North America?

NC/LR: That comes down to several key factors. Firstly, we have to decarbonize; the alternative is the huge costs of runaway climate change.

The transition to renewable energy sources has gained momentum, fueled by technological advancements and significant cost reductions. These renewable energy sources serve as a critical platform for the production of renewable hydrogen.

At the same time, the decarbonization of the existing natural gas industry through technologies like carbon capture and storage (CCS) is another important factor driving growth in the hydrogen sector. Low-carbon hydrogen produced through CCS presents a viable pathway to reduce emissions in industries heavily reliant on fossil fuels.

In addition, recent policy incentives in the US, such as those included in the Bipartisan Infrastructure Law and the Inflation Reduction Act (IRA), have accelerated market expansion and attracted substantial investment from global companies to the region. The production tax incentives

provided by IRA, in particular, have spurred significant interest in hydrogen production and utilization projects.

Similarly, Canada has also implemented its own tax incentives, such as the Clean Hydrogen Investment Tax Credit (ITC), further stimulating investment and growth in the hydrogen sector.

With abundant renewable energy resources and a strong commitment to climate action, both the US and Canada offer immense potential as major export markets for hydrogen and clean energy technologies.

The growing recognition of the urgent need to address climate change, coupled with favorable

“AS THE EPICENTER OF NUMEROUS ENERGY-RELATED ACTIVITIES, INCLUDING EXPLORATION, PRODUCTION, AND DISTRIBUTION, HOUSTON HAS LONG BEEN SYNONYMOUS WITH ENERGY INNOVATION AND LEADERSHIP”

–

NADIM CHAUDHRY, CEO, AND LUCY RANKIN, PROGRAM DIRECTOR, WORLD HYDROGEN LEADERS

policy environments and investment incentives, has fueled a surge in investment and activity in the North American hydrogen and clean energy sectors.

NA: How imperative is collaboration between industry leaders to address evolving regulations and the required development of the supply chain?

NC/LR: The change required to decarbonize our complete energy system is extensive and fundamental.

With hydrogen, we have to build both production and consumption simultaneously. This can only happen with complete collaboration across industry, government, offtakers, and financiers.

NA: As one of the largest and most influential events in the industry, how will World Hydrogen North America 2024 address US and Canadian hydrogen challenges, explore solutions, and seize opportunities?

NC/LR: Over the course of three days, our agenda offers a diverse range of content-led sessions designed to provide attendees with valuable insights and actionable strategies.

The event begins with in-depth masterclass sessions and interactive roundtable discussions on specific topics such as CCS and Powerto-X technologies, the latest IRA developments, safety considerations with hydrogen and its derivatives, and community engagement initiatives, including Justice40.

During the main two days of the event, attendees will have the opportunity to participate in a variety of engaging formats, including debates, panel discussions, case study presentations, and keynotes.

Nadim Chaudhry, CEO

“OVER THE COURSE OF THREE DAYS, OUR AGENDA OFFERS A DIVERSE RANGE OF CONTENT-LED SESSIONS DESIGNED TO PROVIDE ATTENDEES WITH VALUABLE INSIGHTS AND ACTIONABLE STRATEGIES”

– NADIM CHAUDHRY, CEO, AND LUCY RANKIN, PROGRAM DIRECTOR, WORLD HYDROGEN LEADERS

Topics covered will span from financial investment decisions to scaling up renewable hydrogen technology, discussing optimal storage and distribution methods, analyzing the competitiveness of different production methods, assessing the cost dynamics of hydrogen, and exploring strategies to stimulate demand and industry growth, to name a few key themes.

A significant focus will also be placed on the potential for hydrogen exports and how the North American region can position itself as a global leader in this emerging market.

Dedicated networking sessions will also provide attendees with valuable opportunities to forge new partnerships and collaborations, fostering further innovation and growth within the hydrogen industry.

By offering a comprehensive agenda that addresses both current challenges and future opportunities, World Hydrogen North America 2024 aims to be a catalyst for driving positive change and advancing the hydrogen economy in the US and Canada.

NA: Can you provide some key details about the event’s exceptional speaker program?

NC/LR: Our speakers represent a broad swath of the hydrogen ecosystem, from policy and financing to technological innovation and corporate strategy, ensuring a comprehensive dialogue on the various facets of the hydrogen industry.

The event will delve into significant

topics such as infrastructure development, policy frameworks, technological advancements, and market dynamics, providing attendees with a robust understanding of both the challenges and opportunities within the North American hydrogen landscape.

We are very excited to be joined by Carol Browner, former Administrator of the US Environmental Protection Agency and Director of the White House Office of Energy and Climate Change Policy in the Obama administration, as our keynote speaker.

NA: Finally, how can interested visitors find out more and register for the event?

NC/LR: We are very much looking forward to the insightful conversations and thought leadership that will unfold at World Hydrogen North America 2024.

If you haven’t already secured your spot, there’s still time to join us and register for this exceptional event.

We look forward to welcoming you and engaging in meaningful discussions on the future of hydrogen and clean energy.

Lucy Rankin, Program Director

WINE NOT?

As the popularity of no and low-alcohol beverages continues to grow across the US, businesses consider the benefits of monopolizing this fast-expanding market

Writer: Lily Sawyer

In recent years, the US and much of Europe have noted the rise of the no and low-alcohol drinks category, which has been forecast to continue at a compound annual growth rate (CAGR) of six percent between 2023 and 2027 across the world’s leading markets.

Non-alcoholic beer is the main driving force behind this marked growth in the US, with well-known brands such as BrewDog, Brooklyn Brewery, and Guinness producing non-alcoholic products that closely emulate their alcoholic counterparts.

At the same time, exclusive no and lowalcohol brands such as Athletic Brewing Co, Lucky Saint, and Partake have monopolized this emerging market.

An existing and wellestablished ready-to-drink

(RTD) category in the US means that the practicalities of replacing alcohol with no and low-alcohol alternatives have been relatively straightforward, as consumers don’t generally require a major lifestyle change to lower their alcohol intake.

Celebrity endorsements from the likes of Blake Lively, Katy Perry, and Bella Hadid have also been attributed to the rise, as have trends such as Dry January and Sober October, campaigns which make quitting alcohol more accessible and socially accepted.

Of course, traditional beers and spirits still occupy the largest section of the US alcoholic beverages market, with a notable rise in alcoholic RTDs boosting the sector of late. However, the possibility of the potential health and lifestyle benefits of no and low-alcohol alternatives outweighing those

of alcoholic beverages is becoming increasingly feasible.

As such, the upward trajectory of this previously underrepresented industry is expected to continue.

NEW BE-GIN-NINGS

In addition to being slightly more affordable than their alcoholic equivalents, choosing non-alcoholic and soft beverages presents multiple proven health benefits.

For example, a month of not drinking is reported to improve sleep quality and increase hydration levels, contributing to improved mood and concentration.

Reducing alcohol intake has also been linked to healthier skin and hair due to increased hydration levels. A healthier liver will also give consumers’ bodies a better chance of removing contaminants, converting food nutrients, and storing minerals and vitamins.

Furthermore, blood pressure and cholesterol levels drop, mini mizing the risk of heart disease, whilst reduced calories contribute to a faster metabolism and easier weight loss.

It’s no wonder, then, that so many are increasingly choosing a teetotal lifestyle over traditional tipples.

In this way, it’s important that businesses and brands pay attention to emerging trends in the no and low-alcohol market to ensure they remain competitive. The likes of Kin Euphorics, endorsed by Bella Hadid, and TRIP, a leading CBD drinks brand, have done just this by offering healthoriented alternatives to alcoholic beverages.

Centered around the idea of a functional beverage, Kin Euphorics is a sparkling water wellness drink designed using ingredients such as adaptogens, nootropics, and botanicas to nourish the mind and body.

TRIP drinks, which originated in Europe, are a gluten-free, vegan, lowcalorie, and CBD-infused RTD option. The company’s branding is centered around healthy, happy relaxation.

As such, brands across the US are increasingly paying attention to the rise in demand for healthy alternatives to alcoholic beverages, and those that monopolize the wellness market will be well placed to benefit going forward.

UN-WINE-DING AFFORDABILITY

Despite the relative affordability of non-alcoholic beverages in comparison to their alcoholic counterparts, many no and lowalcohol brands have reported instances of customers complaining about these drinks not being marketed at the same price as soft drinks, such as juices or lemonade.

However, the manufacturing process, the quality of the ingredients used, and rising demand all combine to determine the price of no and low-alcohol

Non-alcoholic wine, for example, in addition to typically following the same steps as traditional wine manufacturing, must go through an additional process known as vacuum distillation, which uses heat to evaporate alcohol in the wine.

This is a refined skill, as the wine must be boiled in a way that doesn’t impact the overall flavor, whilst ensuring the final product contains the least amount of alcohol possible. Therefore, the additional steps required to achieve non-alcoholic wine, coupled with the skilled personnel required to carry out vacuum distillation, make it unfeasible for brands to offer the beverage at a significantly lower price than its alcoholic equivalent.

due to high-quality ingredients, a complex manufacturing process, and typically smaller production plants driving up the cost.

Alcohol-free spirits are yet to be widely mass-produced, as recreating the flavor profiles of traditionally alcoholic spirits, especially those designed to be consumed ‘neat’ such as whiskey, has historically proven difficult.

Similarly, no and low-alcohol beer is more expensive to make than massproduced drinks. This is generally

THE US NO AND LOW-ALCOHOL MARKET KEY STATISTICS

• The no and low-alcohol market in the US continues to grow, following a notable CAGR of 25 percent between 2019 and 2023, which is forecast to continue to grow between now and 2027.

• Consumers of no and low-alcohol beverages in the US tend to be younger and more likely to moderate alcohol intake than older cohorts, fueling the strong forecast.

• The no-alcohol market in the US is now worth over $1.8 billion.

However, brands such as Lyre’s and Seedlip have emerged as nonalcoholic spirits producers in their own right, whose products are priced on average around $30 per 700 milliliter (ml) bottle, whilst well-known alcoholic spirits brands such as Gordon’s and Captain Morgan have recently joined the non-alcoholic movement, marketing their products at a similar price.

Based on the success of such brands, combined with a growing demand for non-alcoholic alternatives across the US, businesses can certainly anticipate less market resistance towards no and low-alcohol beverages that are priced in line with their alcoholic

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To get involved, please contact Outlook Publishing’s Managing Director, James Mitchell, who can provide further details on how to feature your company, for FREE, in one of our upcoming editions.

DEVELOPMENT THAT MAKES A DIFFERENCE

Founded in 1982, The Drew Company has curated a diverse portfolio of visionary real estate projects and public-private partnerships. Senior Director and Development Manager, Austin Bell, outlines how the business continues to be able to build developments for the future on the existing foundations of the past

Writer: Lily Sawyer | Project Manager: Michael Sommerfield

In the global construction industry, development is often circular and can vary by region, product, and economy.

As such, many municipalities across North America have witnessed a recent construction boom due to a profitable post-COVID-19 market, therefore providing opportunities for growth.

Nowhere is this truer than in Atlanta, Georgia, where an emerging multi-family housing market, accompanied by a strong hospitality sector, has bolstered the city’s expanding skyline.

The Drew Company, an experienced property development and real estate management business specializing in hospitality, office, retail, and residential, is ideally placed to benefit from the industry’s recent growth.

“Working in this sector is both exciting and challenging. As a company, we work on larger, complex developments that can take several years to become a reality. It’s exciting to see a project that you spent years of your career on come to fruition,” opens Austin Bell, Senior Director and Development Manager at The Drew Company.

Headquartered in Boston, Massachusetts, and with offices in Atlanta and Washington, D.C., where the business manages the Ronald Reagan Building and International Trade Center, The Drew Company’s nationwide scope is extensive.

The organization offers ground-up developments that it owns and operates alongside third-party services.

“As an architect by profession,

I spent 14 years working for architectural firms around Atlanta before stepping into the development world, where I have now been for over two decades. I’m grateful to have the opportunity to work on a wide array of developments,” Bell reflects.

As The Drew Company’s customer base includes both public and private clients, a collaborative approach allows it to take on deals

in which customers have little to no development experience.

“We pride ourselves on being able to articulate the complexity of development in a simple, understandable way and walk our clients through the process,” he enthuses.

As a property developer that strives to stand out, and as market interest rates continue to soften, The Drew

Company is optimistic for the future of the construction industry in Atlanta.

A COLLECTIVE APPROACH

With a diverse group of talented professionals making up its staff base, and open dialogue in terms of professional respect and communication, The Drew Company emerges as a property developer with a difference in terms of its collective approach.

“I see myself as a coach. It’s my responsibility to understand what my players can do and where they need support. I think that’s what sets us apart – we are a team, and each of us has our own way of looking at things, which gives us a well-rounded, realistic perspective,” Bell imparts.

The Drew Company’s strong team consists of design, construction, and legal professionals, each with expert knowledge in their respective fields.

“The deals we work on are very complex. For example, the documents that govern the use of bond funds are often complicated; we pride ourselves on being able to navigate the details that hold these legal agreements together,” he exemplifies.

NORTH AMERICA OUTLOOK: IS CORPORATE SOCIAL RESPONSIBILITY (CSR) IMPORTANT TO THE DREW COMPANY?

AUSTIN BELL, SENIOR DIRECTOR AND DEVELOPMENT MANAGER: “Yes, it’s very important to us. After all, our people are our business; the developments we build are just a by-product.

“When you put good ingredients into the mix, the output can change a community. Just look at Signia and our Boston Seaport development - both projects were forward-thinking and changed the landscape of not just the community and the local market, but the industry.

“Our management of the Ronald Reagan Building and International Trade Center in Washington, D.C. also includes fostering a sense of community through programs open to the public, from promoting local artists and musicians to supporting a weekly farmers’ market from spring through fall, as well as partnering with various organizations to provide educational displays for the public.”

“I SEE MYSELF AS A COACH. IT’S MY RESPONSIBILITY TO UNDERSTAND WHAT MY PLAYERS CAN DO AND WHERE THEY NEED SUPPORT”

– AUSTIN BELL, SENIOR DIRECTOR AND DEVELOPMENT MANAGER, THE DREW COMPANY

An industry stalwart, The Drew Company maintains a cooperative, hands-on approach. As owners and operators of many of its properties, the company also benefits from a deep understanding of the products it develops and their operational needs, whilst maximizing this in-house expertise to retain value for money.

“I feel we are unique in that, as managers, we don’t just hire architects and engineers so we can sit back and watch them work. We work together to understand functional design and look at things with a critical eye, whilst being hands-on in problem-solving and evaluating design aesthetics,” Bell reveals.

Further setting The Drew Company apart from the competition is its commitment to clients, projects, and, in turn, the industry as a whole.

“We believe in quality developments that transform and enhance the community, while being

“WE BELIEVE IN QUALITY DEVELOPMENTS THAT TRANSFORM AND ENHANCE THE COMMUNITY, WHILE BEING RESPECTFUL TO THE NEEDS AND VISIONS OF OUR CLIENTS”

– AUSTIN BELL, SENIOR DIRECTOR AND DEVELOPMENT MANAGER, THE DREW COMPANY

respectful to the needs and visions of our clients,” he insights.

SIGNIA SETS THE BAR HIGH

As the developer of Signia by Hilton (Signia), a new hotel in downtown Atlanta, The Drew Company has played a pivotal role in its design program, budget, contract negotiation, and overall execution.

“In addition, we facilitated the design review process with the

owner and operator, the Georgia World Congress Center Authority (GWCCA), participated actively in the subcontractor award process, provided boots on the ground to troubleshoot construction-related issues, and negotiated change orders and disputes,” Bell expands.

As Hilton’s largest market, and as the demand for business travel in the city approaches pre-COVID-19 pandemic levels, Atlanta boasts more Hilton

hotels than any other location globally. This, coupled with Signia’s proximity to the Georgia World Congress Center (GWCC), has seen the hotel experience unprecedented success since it opened earlier this year.

“Only eight weeks after opening to the public in January 2024, Signia experienced its first $1 million weekend, coinciding with Presidents’ Day. This, along with 10 subsequent sellouts for the 976-key hotel and four

gala events in the grand ballroom for more than 700 guests, equates to a lot of revenue,” he outlines.

Furthermore, The Drew Company was tasked with contracting the hotel’s furniture, fixtures, and equipment (FFE), its operating supplies and equipment (OSE), alongside overseeing the project’s quality control through compliance with contract documents and applicable building codes.

The initial development of the hotel was not, however, without its challenges. The Drew Company faced obstacles such as keeping the project dream alive during the insurgence of the COVID-19 pandemic and securing bond financing.

“During construction, we also saw supply chain issues, material shortages, and cost escalation that had the potential to derail the project.”

REFLECTING ON A CHANGING INDUSTRY

REFLECTING ON A CHANGING INDUSTRY

Since the COVID-19 pandemic, the construction industry has seen a huge loss of talent. This has resulted in a strained workforce, often with a lack of real-world, hands-on construction experience.

To mitigate this issue, Bell believes that an apprenticeship or trade association program could help provide not only laborers but also management with a deeper understanding of the ins and outs of construction.

“In my early years within the industry, I found learning on the job to be educational. As a vertically integrated business, The Drew Company recognizes how invaluable exposure and experience is,” he explains.

Bell continues to reflect on the importance of ‘training down’, so that his generation is able to pass on its knowledge and years of experience to the construction professionals of tomorrow.

Bell’s reflections on a changing industry go hand-in-hand with the company’s ethos of collective responsibility.

“As a manager, I strive to maintain an open dialogue and hear my employees’ different perspectives on life,” he informs us.

Thus, against the backdrop of an industry that sees constant change, Bell hopes to promote a culture of vertical integration and broader training to ensure less experienced staff have a holistic understanding of the construction industry.

However, despite these frustrations, the project was successful and earned The Drew Company a tangible legacy that will remain for years to come.

“On the whole, I find property development exciting and frustrating, but greatly rewarding. What other industry can you anguish over a project for five years but leave a landmark that will last generations?” he observes.

PAYING TRIBUTE TO PARTNERS AND PEOPLE

As a relationship-based development firm, The Drew Company relies heavily on repeat business with its partners. In this way, alongside its work with major hotel brands such as Hilton and Marriott, the company enjoys a close working relationship with Citibank.

“Citibank served as the underwriter for the hotel revenue-backed bonds on the Signia project. This was no small feat, given its complex timeline.

“Navigating the process leading up to the bond closing requires pricing validation, market studies, and approvals; we could not have done this without Citibank,” discloses Bell.

In addition to its partnerships with noteworthy brands and large-scale projects, The Drew Company is also keen to emphasize the importance of subcontractors and tradespeople in its daily operations.

“A key point in any successful project is going to be the people that work week in and week out to bring it to life,” Bell highlights.

On the Signia project alone, around 500 to 600 workers were on site on any given day, with many more working behind the scenes. These ranged from architects, designers, and engineers, to trade contractors and specialty consultants such as purchasing agents, special inspectors, and third-party oversight inspectors.

“The names of the companies we

work with may change from project to project. I’ve found that it’s not about the name you hire, but the people that work on the project that make all the difference,” he insights.

Going forward, The Drew Company hopes to continue prioritizing its people, growing them professionally, and celebrating their successes.

“After all, The Drew Company is a product of its people. In order for the business to continue to grow and be successful, we need our people to grow and be successful,” Bell emphasizes.

In addition, The Drew Company remains dedicated to responsible, well-planned developments that give back to the communities it builds in.

“Our goal is to create a sustainable business that can pass from generation to generation. In this industry, you are only as good as your last bad development,” he concludes.

Galaxy Builders’ distinguishing characteristic is its reputation, which shines with star-like quality. We discuss how the company continues to thrive with COO, Cara DeAnda

Writer: Rachel Carr | Project Manager: Michael Sommerfield

ORBITING SUCCESS IN THE CONSTRUCTION COSMOS

With a population of over 30 million, Texas is the second-largest state in the US, renowned for its vast expanse of land and major cities which require constant infrastructure development and housing.

To assist with this, Galaxy Builders (Galaxy) provides extensive experience in constructing luxury and affordable housing and active senior

communities. Today, the company is headquartered in San Antonio, a modern and vibrant Texan city with unique architecture influenced by a mixture of native Mexican, German, and Spanish cultures.

Established in 1991 by Arun Verma, Galaxy specializes in multi-family housing throughout the Lone Star State. However, at the time of the company’s inception, Texas

Cara DeAnda, COO

entered a savings and loan crisis, which eradicated many building opportunities.

“The early 1990s were an ideal time for Verma to kickstart his dream of becoming a third-party general contractor. He pursued any construction project he could find, big or small. However, he eventually turned to his passion for multi-family

projects,” introduces Cara DeAnda, COO of Galaxy.

“We have been able to focus on that particular niche for the majority of our existence, and we will primarily continue to do so. We are present in all major Texan cities, offering affordable and market-rate housing, and senior living, many accompanied by state-ofthe-art amenities,” she continues.

A WINNING FORMULA

Galaxy focuses solely on multi-family housing, taking advantage of the current high demand for it in Texas.

“Although we primarily build suburban, garden-style apartment buildings, there is always an opportunity to expand into other property types. We are not looking to do high-rise projects; that’s not our

wheelhouse, but there could be an opportunity to expand to other types of multi-family projects without going outside of what we do well. If it isn’t broke, don’t fix it,” DeAnda declares.

Galaxy’s target clients are multifamily developers with projects in Texas that seek a value-added general contractor (GC) to join the “Big T”. “We try to get involved in deals

early on in the build process so we can be value-added team members. In the construction world, there is also the concept of hard bidding, where often the lowest price gets chosen, but we don’t like to do that because we’re unable to add the best value, which requires our involvement as early as the conceptual design phase,” notes DeAnda.

Thanks to strong client relationships, Galaxy secures a lot of repeat business with both new and existing developers, who it goes onto work with for many years on multiple projects.

PRIME PARTNERSHIPS

Galaxy’s positive results can equally be attributed to the essential

“WE ARE PROUDLY CUSTOMER FIRST; WE LEAVE NO STONE UNTURNED, AND ULTIMATELY, OUR PEOPLE AND CULTURE ALSO ADD TO OUR ATTRIBUTES. THAT’S WHAT SETS US APART”

– CARA DEANDA, COO, GALAXY BUILDERS

long-term partnerships it has maintained with suppliers and subcontractors.

“We recognize the crucial role that our trade partners play, and we have strong subcontractor relationships in all trades that are key to our success. We intentionally focus on ensuring all our eggs are not in one basket and implementing a more disciplined process,” DeAnda outlines.

To spread the wealth, Galaxy endeavors to ensure that a single subcontractor does not receive all the work in their respective trade. This also helps with risk mitigation and ensures that production continues unabated.

“Out goal is to achieve the 60/30/10 model. 60 percent of the work goes to top-tier subcontractors, 30 percent to second-tier, and 10 percent to a pool of subcontractors,

“WE RECOGNIZE THE CRUCIAL ROLE THAT OUR TRADE PARTNERS PLAY, AND WE HAVE STRONG SUBCONTRACTOR RELATIONSHIPS IN ALL TRADES THAT ARE KEY TO OUR SUCCESS”

– CARA DEANDA, COO, GALAXY BUILDERS

so there is an opportunity to create new relationships while remaining focused on the ones you can depend on,” she explains.

In addition, the construction industry in Texas, traditionally a leader in the broader economic landscape, has experienced a decline in recent years.

“Unfortunately, in today’s market, some of our trade partners have not survived the economic challenges we have experienced over the last few years. It’s really hard for a GC to have subcontractors fail as the multiple projects they’re working on are impacted.

“Therefore, we try not to leave ourselves open to exposure, but still manage to remain true to our subcontractors with whom we have long-standing relationships,” clarifies DeAnda.

DEDICATED AND DISTINGUISHED

As a multi-family region, the Texan environment is a conducive construction space for Galaxy to operate in.

However, it is not without the challenges of high construction costs, rampant interest rates, and slowing rent growth.

“Many different financial factors are making it difficult for new projects to get off the ground, but hopefully, the landscape will begin to shift later this year. Thankfully, we are in a place where we have a strong backlog,” DeAnda excites.

Indeed, despite market volatility, Galaxy has numerous active projects due to reach completion later in the year, along with new deals that are expected to commence.

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MOTIVATING AND INCENTIVIZING THE WORKFORCE

Family is a key component of Galaxy’s close-knit culture.

To facilitate this, the company organizes various teambuilding activities and holds quarterly meetings with the entire workforce.

“We want to be transparent and ensure that we all share the same vision,” acknowledges DeAnda.

The Entrepreneurial Operating System (EOS) program has taught Galaxy that the company vision should not be kept within the executive realm to help gain traction throughout the organization.

“We have to share our wins, goals, and challenges to keep moving with one vision.”

To incentivize its employees, the company has created Galaxy University, an in-house training curriculum that supports people development.

“We encourage our staff to take advantage of all

the resources available to improve their career opportunities,” she emphasizes.

Whereas many GCs hire for certain positions on a project-by-project basis, Galaxy remains loyal to its employees, which has helped to strengthen the company culture.

“Our strategy is, if you’re a long-term employee and you perform, we’ll figure out how to carry you to the next project. If you are loyal to Galaxy, Galaxy will be loyal to you,” urges DeAnda.

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NORTH AMERICA OUTLOOK: WHAT BROUGHT YOU TO THE CONSTRUCTION INDUSTRY AND WHAT DOES YOUR ROLE AT GALAXY ENTAIL?

Cara DeAnda, COO: “I am a certified public accountant (CPA) by trade, and I was lucky enough to focus on real estate development and the construction industry during my public accounting tenure. The Verma family were my clients, and they recruited me to work in-house – that was around 10 years ago.

“My role has evolved over the years, and my current position as COO is to ensure that all areas of our operations are working together and not in silos.

“A decision that works for one may be detrimental for another, so I try to look at the big picture and consider the impact on all pieces of the Galaxy puzzle.”

“Developers were striving to put deals together, but market volatility had many moving parts changing on a weekly, sometimes daily, basis. That volatility has now calmed down, and developers are now able to quantify the gap and get creative about solving it,” details DeAnda.

Undeterred, Galaxy has successfully navigated these challenges, giving clients hope and optimism to pursue deals that have been previously on hold.

Now, clients are starting to work on these deals again, and finding ways to

make them happen.

Furthermore, Galaxy is distinguished by its ability to overcome industry challenges with innovative solutions.

“We commit to our promises and relationships with our clients. Moreover, subcontractor trades have set us up for success, and of course, our diverse expertise helps.”

The construction industry is full of potential problems, but as a GC, Galaxy comes with plenty of solutions.

“We are proudly customer first; we leave no stone unturned, and

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ultimately, our people and culture add to our attributes. That’s what sets us apart,” enthuses DeAnda.

BUILDING THE FUTURE

Galaxy employs an EOS program that helps create a unified vision, organizational traction, and ultimately a healthy leadership team.

“We seized an opportunity to work on ourselves as a company and create better processes for managing our schedules and budgets, while ensuring that clients know our team is communicating in a timely and effective manner,” DeAnda affirms.

Galaxy strives to simplify things after the turbulence of the COVID-19 pandemic and wants to return to the principles underpinning the company.

“The crazy construction that happened because interest rates were so low meant that so much work was getting done and we lost some of our disciplines. Therefore, over the next year, we want to focus on returning to our foundations that have made us successful for over three decades.”

Galaxy’s success is not measured by revenue or volume, but rather by other organic factors. If they are delivering exceptional service and high quality projects for our clients, the revenue and volume will come.

“Our goal for this year is to re-establish our disciplines and processes, enabling us to deliver on our commitments and remain true to our word,” DeAnda concludes.

Tel: (210) 493-0550 samb@galaxybuilders.com www.galaxybuilders.com

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OPENING THE DOOR TO EXPANSION

Operating in 19 states and across 44 locations in the US, A1 Garage Door Service offers premium garage door repair and installation. Luke Martin, COO, shares insight on the company’s recent impressive growth and how its employees are integral to its continued success

Writer: Lily Sawyer | Project Manager: Michael Sommerfield

DOOR

In a conventionally simplistic industry that had previously seen little to no historical change or innovation, A1 Garage Door Service (A1) has seized the opportunity to assert itself as a true giant within the consumer garage doors market, having grown substantially since its inception in 2007.

“The residential garage doors market has in the past been very much fragmented with no real regulation, training, or sophistication. This is something that we have tried to change and, so far, we’ve made great strides,” opens Luke Martin, COO. As the largest privately-owned

national residential garage doors service in North America, operating in 44 locations across 19 states and with around 20,000 monthly clients, A1’s nationwide reach is considerable.

Specializing in retrofit garage doors, A1 leverages its years of expertise in direct-to-customer

sales and its strong relationships with partners and suppliers to offer clients an unparalleled user experience.

This, coupled with a growing 600-strong employee base, truly sets A1 apart from the competition and continues to contribute to the company’s exponential growth.

“With plans to onboard 42 new technicians next month, and an additional 22 in May, our growth plans throughout the rest of the year are aggressive,” he reveals.

As such, progressive initiatives such as A1’s Garage Door Freedom group epitomize the company’s growth mindset. Introduced to promote industry-wide best practices, the group unites other garage door companies across the nation to provide advice on fleet solutions, inventory, sales, and more.

“Essentially, we give away our ‘secret sauce’ in the hope that the entire industry will rise around us, while leveling the playing field for other businesses. It’s a win for everybody,” Martin explains.

Thus, by leveraging advanced technology and strategic thinking, A1 is able to stand out from the crowd as a leading garage door company.

TRAILBLAZING TECHNOLOGY

A recent initiative for the company includes investing in artificial intelligence (AI) to streamline its call center operations, such as implementing automated call flows and virtual agents.

Martin is keen, however, to emphasize how the company-wide adoption of AI will contribute to the expansion and fortification of its staff base, rather than diminishing it.

“Instead of downsizing our workforce, our investment in AI seeks to maximize employee value. We want to continue to grow our organization with great people by allowing them to focus on where they can add value instead of menial, time-consuming tasks,” he details.

In this way, A1 ensures that a human touch remains in its customer-facing roles, whilst various dispatch and call center processes can be optimized and enhanced by AI and associated technologies.

Working in an industry where advanced technologies are not widely utilized, A1 can be considered a trailblazer.

“Compared to garage door companies that may still write out paper receipts, we are fully digital. We pride ourselves on our ability to automate things, whilst the level of data at our fingertips is unreal.

“Through technology, we’re always innovating to discover how we can be better for both customers and employees,” reflects Martin.

Upping the level of sophistication in its data has been a source of pride for A1 over the past 12 to 18 months.

“It’s all about growth and keeping ahead of the trajectory, continuing to pave the way in an industry that still has a lot of change to make,” Martin surmises.

SUPPORTING STAFF

Defined by its passion for and investment in its people, A1 seeks to prioritize employees and curate an environment and work culture where they can thrive.

“If we treat our staff right, they’re going to treat our customers right. Our success is derived from our people,” Martin states simplistically.

As such, A1 offers its employees competitive compensation and recognizes their achievements. For example, A1’s Pinnacle Club rewards the top five percent of performers in the company.

“IT’S ALL ABOUT GROWTH AND KEEPING AHEAD OF THE TRAJECTORY, CONTINUING TO PAVE THE WAY IN AN INDUSTRY THAT STILL HAS A LOT OF CHANGE TO MAKE”

– LUKE MARTIN, COO, A1 GARAGE DOOR SERVICE

NORTH AMERICA OUTLOOK: HOW DID YOU FIRST BECOME INTERESTED IN THE INDUSTRY?

Luke Martin, COO: “When I was in college and bartending, I was very much undecided on what I wanted to do with my life. My close friend’s brother owned a garage door service and repair company at the time and had tried to recruit me several times, so I agreed to give it a try. Having started working in the garage doors market, I finished college and never looked back; I worked for that company for seven years.

“However, a new owner came in with a different viewpoint on the company’s direction, so I ended up starting my own company, which I ran for seven years until it grew to a point where I sold it to A1, where I work now.

“I initially came on board to develop the door sales side of the business. However, I’ve been fortunate enough to continue to grow with the company to this day.

“18 months ago, I had the opportunity to step into the COO role. I’ve learned a lot, and I enjoy that. Today, A1 embraces its garage door roots and is accelerating its strategy and growth.”

“We recently returned from five days in Mexico, where Pinnacle Club winners participated in a competitive volleyball tournament, network with other top performers from across the country, and attended an awards dinner to recognize their successes. This is just one example of how we give back to our staff,” he expands.

The Dream Manager program is another unique element that A1 has introduced. Aimed at promoting staff development outside of the workplace, the six-month program includes group workshops and personal seminars. The program is designed for personal development; common goals include buying a house, becoming a better parent or spouse, or implementing better money habits.

“We want to celebrate big life accomplishments across the company, and make sure everybody has the ability to achieve their dreams,” Martin enthuses.

In addition to its employee reward schemes, A1 also ensures that high-level training is available to all staff. The company’s training facility provides monthly classes to upskill in-house technicians and installers, while constant recruitment drives work to ensure that the workforce is always growing and evolving.

“One of our biggest focuses is making sure we’re developing future leaders for the company, as our continued growth means that new leadership roles are constantly becoming available,” he reveals.

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A1 - FUTURE ENDEAVORS

LOCATIONS LOCATIONS

As a company, A1 is excited about some of the ground it’s breaking. By offering operational excellence and increased value to all its clients, the company sees itself as a remedy to the previous old-school mentality of the garage doors industry.

With plans for additional greenfield expansion and aspirations to acquire new markets, A1 continues to grow. In the year ahead, a target of six to eight acquisitions and a minimum of 30 percent organic growth epitomizes A1’s ambition to always go above and beyond in terms of expansion.

Beyond this, A1 wishes to level-up the newer markets in its portfolio. As a founding location, Phoenix, Arizona, was A1’s first market and is currently responsible for a significant portion of the company’s overall revenue. Thus, a primary focus is taking smaller, newer

markets and ramping up their growth trajectory to rival Phoenix’s success.

In this way, A1 seeks to take start-up locations and significantly increase their earnings in a 12 to 18 month period. A1 recognizes that, to achieve these ambitious targets, its operations, marketing, and recruitment must align to ensure the smooth running of the company.

PROGRESSIVE PARTNERSHIPS

A1 stands out as a company that values its people as significant partners in developing a successful and thriving business.

“We recently updated our mission and vision statement to reflect our ethos of creating a company that enables its employees to dream big and achieve more than they thought possible. This is something that helps drive a lot of core decisions within the company.”

A1 believes that a great business is not always built on what’s best for the ‘bottom dollar’ but on providing a positive experience for the people that ultimately bolster and enliven the company.

“As executives, we like to emphasize that it’s all the people around us that make this place great; we’re just here to support,” Martin says.

“IF WE TREAT OUR STAFF RIGHT, THEY’RE GOING TO TREAT OUR CUSTOMERS RIGHT. OUR SUCCESS IS DERIVED FROM OUR PEOPLE”

– LUKE MARTIN, COO, A1 GARAGE DOOR SERVICE

As a direct-to-consumer garage doors company, A1 does very little new construction. As such, the company’s relationships with vendors and suppliers are equally important.

“We’re always looking at how we can be a great partner to our vendors, and it’s not always about pricing. We treat our business relationships as partnerships and have a constant focus on developing them,” Martin details.

A1’s two main suppliers, Clopay Garage Doors and Amarr Garage Doors, both offer unique product selections, whilst the company also benefits from their just-in-time

inventory services.

“Instead of housing a large warehouse of stock in each of our 44 locations and recruiting associated staff, we are able to focus on what we’re good at. In this way, amongst many others, our partners have been incredibly beneficial,” Martin concludes.

Tel: (844) 214-2724 www.a1garage.com

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Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered straight to your inbox with a bi-weekly newsletter.

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To participate as a featured company and join us in this exciting endeavor, contact one of our Project Managers today.

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AT THE FOREFRONT OF THREAT DETECTION

AHEAD OF READY

As geopolitical instability grows, the demand for rapidly evolving technology and maximizing throughput is more important than ever.

Global security and aerospace company, Lockheed Martin, specializes in defense technology, solving complex challenges, advancing scientific discovery, and delivering innovative solutions that help its customers keep people safe.

Lockheed Martin’s all-domain mission solutions and 21st Century Security® vision accelerate its delivery of transformative defense technologies.

“Our customers face threats that require us to deliver innovation at scale and with greater agility than ever before to address their toughest challenges,” opens Chandra Marshall, Vice President and General Manager of Lockheed Martin Radar and Sensor Systems.

The leader in every domain in which its customers operate — air, land, sea, space, and cyber — Lockheed Martin has an unparalleled understanding of client missions.

To meet their needs, the company is digitally transforming its operations throughout the design and production process, ensuring the greatest efficiency without sacrificing quality.

“A joint force is a connected force, and our vision for 21st Century Security® weaves 5G technology through our proven platforms and combines them with the most

Identifying, tracking, and dealing with threats is imperative in national defense. Chandra Marshall, Vice President and General Manager of Lockheed Martin Radar and Sensor Systems, details how the company is at the forefront of threat detection

Writer: Jack Salter | Project Manager: Michael Sommerfield

advanced commercial technologies to increase capability and connectivity,” Marshall outlines.

RADARS AND SENSOR SYSTEMS

Lockheed Martin’s business, the majority of which is with the US Department of Defense and federal government agencies, comprises four core areas specializing in defense technology – Aeronautics, Missiles and Fire Control (MFC), Space, and Rotary and Mission Systems (RMS).

Radars and sensor systems fall within RMS’ mission-first portfolio, along with rotorcraft technology, command and control, combat simulation and training, advanced cybersecurity, and undersea systems.

As the global choice for advanced radars and sensors, Lockheed Martin has a rich history of providing cuttingedge systems that are the proven, preferred air surveillance solution for more than 45 nations on six continents – and growing.

The company has established a broad legacy of producing highperforming, solid-state radars required for integrated air and

missile defense (IAMD), long-range surveillance, early warnings, and counter-target acquisition.

“Over the past 60+ years of delivering radars, we have proven that each system meets the technical requirements defined by the customer,” acclaims Marshall, who is responsible for the entire radar and sensor portfolio for domestic and international customers.

“With the incredible growth in our radar line of business, we are always finding ways to improve efficiency, apply digital technologies, and invest in product innovation to outpace the dynamic threats our customers face.”

Evolving threats demand that the company delivers modernized defense systems that are integrated using seamless and resilient networks.

Threat deterrence always begins with detection, and as escalation from bad actors increases, the US military and its allies need expansive radar systems that can adapt quickly to a range of potential threats in various landscapes.

Lockheed Martin is the trusted partner of armed forces across the

NORTH AMERICA OUTLOOK: HOW DID YOU GET INTO AEROSPACE, RADARS, AND SENSOR SYSTEMS?

Chandra Marshall, Vice President and General Manager of Lockheed Martin Radar and Sensor Systems: “Protecting and supporting our armed forces and bringing them home safely to their families will always be a priority to me.

“Having grown up in a family that served in every branch of the service, this is in my DNA.

“After several years working in state and federal administration, it was time to put that mission into action. When a position opened at Lockheed Martin, I jumped at the chance to be a part of the organization.

“Working in the defense community is my way of supporting the men and women risking their lives for our freedoms.”

world for its reliable, upgradeable systems designed to operate in the digital age.

The company’s advanced radars and sensors, which also work with existing critical defense networks to keep cities, countries, and citizens protected from adversarial threats, perform surveillance, tracking, classification/discrimination/ identification, fire control engagement, and kill assessment.

IDENTIFYING THREATS

Keeping the US and its allies safe requires a mature and progressive network of systems that flag incoming threats.

“Threats can mean many things – it could be a missile, unmanned aerial vehicle (UAV), aircraft, rocket, artillery, mortar, or maybe even something else,” notes Marshall.

“Radars are critical components of a defense system; they are the eyes that are responsible for identifying those threats and providing early warnings.”

Today, radars are trusted around

the world by many defense forces and networks on all battlefields – in the air, on the ground, in space, or at sea.

Lockheed Martin delivers systems that focus on situational awareness against the full array of evolving battlefield challenges.

“The capabilities that our radar and sensor systems provide ensure warfighters have full spectrum protection while on the battlefield and for homeland security,” Marshall informs us.

Whilst Lockheed Martin has delivered tailored solutions for the world’s most challenging national security missions for over a century, the company’s heritage of radar and sensor excellence dates back to the 1960s.

Since then, its long-range air surveillance radars have been in continuous service, demonstrating the radar engineering and program management capabilities of Lockheed Martin.

Among the portfolio’s core capabilities are ease of integration, harnessing the most advanced

next-generation technologies, and building modularly with open architecture principles – Lockheed Martin is therefore setting the course for future radar design and development.

“Our radars are also designed with high commonality across the portfolio, leveraging decades of performance, design enhancements, and end-user feedback.”

VAST RADAR PORTFOLIO

There are a number of key radars in the Lockheed Martin portfolio, including the new Variable Aperture Digital Radar (VADR), a software-defined sensor that can be reprogrammed to emulate different adversary systems and training events.

In March 2024, the US Air Force Advanced Range Threat System Variant 3 (ARTS-V3) program awarded Lockheed Martin an initial $276 million contract to develop and produce VADR.

This new contract expands the

company’s radar superiority for X-band and C-band radars, which VADR will leverage to train aircrews for engagements against adversarial threats.

“ARTS-V3 enhances our product line and demonstrates that we are continuing to lead the way in next-gen radar capability,” Marshall insights.

“Our radar technology directly contributes to the overall strength of the US military. It continues to be our top priority to focus on 21st Century Security®; this includes training our troops with the most advanced systems to best protect our homeland.”

Elsewhere in the Lockheed Martin portfolio, TPY-4 is a multimission, ground-based radar for air defense surveillance that can operate in contested electromagnetic environments and provides the ability for warfighters to detect and track current and emerging threats.

“Our proven performance and reliability will encourage customers to strongly consider TPY-4 as a solution to augment their existing capability as the threat space evolves,” emphasizes Marshall.

TPY-4 was selected in March 2022 for the US Air Force’s ThreeDimensional Expeditionary LongRange Radar (3DELRR) program, and in November 2022, the company signed a contract with the Royal Norwegian Air Force to acquire

several TPY-4 radars.

Thus, Norway became Lockheed Martin’s first NATO partner outside the US for its TPY-4 radar as part of the P2078 NORSE program, which will replace existing radars as they become obsolete.

The main mission of P2078 NORSE is to enhance the military surveillance capability of Norwegian and adjacent airspace through the replacement of legacy systems with a solution that meets future needs.

“We look forward to offering TPY-4 to solve the evolving challenges of international partners,” Marshall urges.

COMMONALITY IN DESIGN

Norwegian industry has been a crucial partner in the development of the TPY-4 radar, with Lockheed Martin leveraging an extensive supplier base in the Scandinavian country.

In particular, the company’s relationship with KONGSBERG Defense & Aerospace (KDA) resulted in the production of the first TPY-4 that included the Platform Electronics SubSystem (PES) built by KDA, a critical element in the foundation of this next-generation sensor that meets and exceeds current customer requirements for long-range surveillance.

TPY-4 also has the capability to be a solution for the modernization efforts of the North American Aerospace Defense Command (NORAD).

AN/APY-9 radar

SPECIALISTS IN TOUGH TECHNOLOGY FOR TOUGH TERRITORIES AND TERRAINS

In San Diego, Core Systems is an expert in providing top-of-the-line, rugged industrial and military-grade technology solutions

Whether providing cuttingedge equipment for industrial operations or reliable technology for military applications, Core Systems can meet the unique requirements of organizations with critical needs.

As a reliable partner, the company specializes in manufacturing best-in-class rugged industrial computers, displays, handheld units, and other systems that can withstand shocks, vibrations, humidity, and extreme temperatures.

With two premier vertically integrated production facilities equipped with top-tier engineering and fabrication teams, Core Systems stands out for its comprehensive strategy towards product development and integration. This approach ensures that every aspect of its products is meticulously designed and tested to meet the highest standards.

From the conceptualization phase to the meticulous environmental

testing stage, Core Systems manages every aspect of the process in-house. It also has a complete machine shop on the premises, which enables it to rapidly create prototypes and tailor products to meet clients’ precise requirements.

In addition, it builds and integrates systems with Graphics Processing Unit (GPU) boards, which are used for artificial intelligence (AI) purposes. Moreover, the metal shop executes computer numerical control (CNC), punch fold, paint, and welding, and has its own environmental testing, integration, and cable manufacturing facilities.

Core Systems has achieved a significant milestone by successfully participating in the renowned Lockheed Martin HDR-G program, a testament to its capabilities.

This program, known for its advanced data processing and communication capabilities,

trusted Core Systems’ expertise to deliver robust and reliable solutions.

By being chosen for rack integration, the company played a pivotal role in ensuring the seamless integration and functionality of critical systems. The HDR-G program relies on Core Systems’ expertise to deliver robust and reliable solutions.

Renowned for its distinctive, rugged military-grade versions of the top server brands in the market, such as repackaging Hewlett Packard Enterprise (HPE), CISCO, and Arista, Core Systems stands alone in providing this service. This exceptional offering underscores its engineering prowess and unwavering commitment to delivering solutions that surpass industry standards.

SPECIFIC SOLUTIONS

Core Systems is a highly regarded company that specializes in providing cutting-edge hardware

solutions and advanced AI technology to military forces across the globe. We create the only rugged HPE servers that support certain AI capabilities. Furthermore, machine learning (ML) is designed to adapt to ever-changing and challenging environments, enhance security, and safeguard robust encryption for sensitive data. At the same time, AI-powered simulation offers realistic combat training scenarios. Rugged systems are built with extreme durability in mind to withstand harsh conditions.

With its innovative technology, Core Systems has gained recognition and adoption from

military forces worldwide, including the Army, Navy, and other defense agencies. The company’s solutions have proved to be highly effective in enhancing the accuracy, speed, and reliability of military operations, thereby increasing the safety and success of personnel on the ground.

Through ongoing R&D, Core Systems continues to push the boundaries of AI technology, enabling military forces to stay ahead of the curve and maintain a competitive edge. Its commitment to excellence and an unwavering focus on safety and

security make it a trusted partner for military forces worldwide.

With a relentless focus on quality, reliability, and customer satisfaction, Core Systems has a proven track record of success.

A portfolio of groundbreaking solutions ensures that the company is committed to its vision of empowering its customers to achieve their goals.

As an industry leader in technological innovation, Core Systems is dedicated to providing cutting-edge solutions that meet the evolving needs of the industrial and military sectors globally.

Core Systems follows a design strategy that involves collaboration with its engineering team to ensure efficient product realization, whilst its world-class mechanical design engineering team provides product design. The next stage of the process involves a vertically integrated facility that enables rapid prototyping capabilities. After that, an on-site product test laboratory validates each new design to meet military specifications (MIL-Specs). Product assembly occurs at Core Systems’ facility with multiple production floors. Additionally, every product comes with a standard warranty and lifetime support.

CORE CAPABILITIES AND APPLICATIONS

Core Systems has extensive experience in commercial and defense programs spanning aerospace, transportation, military, security, and intelligence across the land, sea, air, space, cyberspace, and joint all-domains. The company has expertise in developing mission-critical systems for various applications

designed to meet environmental demands and adapt to an everchanging battlefield. Its history dates back to 2007 when it created sensor signal processing for defense applications, missioncritical airborne systems, and other purpose-built systems that exceeded expectations.

Core Systems provides a diverse selection of top-quality openframe racks, server racks, and enclosures suitable for a wide range of missions. In addition, the company offers integration services that involve assembling a fully configured rack cabinet system ready for deployment on the same day it is shipped. Its team of experts is always available to help select the best

cabinet for specific mission requirements.

Specializing in developing mission-critical systems for various applications, Core Systems’ solutions are designed to meet the environmental demands of each unique mission and adapt to the constantly changing battlefield.

With a strong track record of creating sensor processing systems and designing and developing mission-critical airborne systems for various military and defense applications, the company is a trusted leader in the industry.

Core Systems’ portfolio of rugged solutions and one-off designs is

purpose-built to exceed mission expectations. It adapts to the battlefield’s changing demands to ensure its products perform optimally in any environment. From advanced radar technology to improving intelligence, surveillance, and reconnaissance (ISR) capabilities, it is committed to providing customized solutions that meet the unique needs of military operations. Dedicated to ensuring excellence from start to finish, Core Systems offers a reliable solution for every possible military application with precision, expertise, and unmatched reliability on the battlefield.

DESIGNS FOR MULTIDOMAINS TAILORED TO MILITARY NEEDS

Core Systems has a rich experience in creating robust computing solutions for the military. Its portfolio includes a wide range of projects with both commercial and defense programs. The company works closely with all military branches, designing customized solutions that suit specific deployments and ensuring that every challenge is met with innovation.

For years, Core Systems has worked tirelessly to create secure and reliable solutions for military aircraft, navigation, and other airborne applications. The company’s advanced computing solutions, including highdefinition displays and SWaPC-optimized mission computers, are among the most powerful and dependable in the world, designed to withstand the most challenging environments and ensure the safety and security of military personnel.

Taking pride in its commitment to providing industry-leading products tailored to meet specific needs, Core Systems ensures

that customers can complete their missions efficiently and confidently.

Core Systems delivers rugged, reliable technology for multidomain operations worldwide. It showcases its ability to overcome complex problems with versatile systems that thrive in extreme environments. It also has a long history of creating defense solutions for naval platforms built with size and safety in mind.

As the US Space Force continues to make great strides and push

APPLICATION-SPECIFIC DESIGN REVOLUTIONIZING MILITARY APPLICATIONS

Core Systems’ cutting-edge applications include:

• Military aircraft systems

• Training and simulation

• ISR

• Joint all-domain

• Radar

• Land systems

• Unmanned aircraft systems (UAS)

• Signals intelligence (SIGINT)

• Electro-Optical/Infra-Red (EO/IR)

boundaries in the field of space exploration, Core Systems is proud to work alongside NASA in developing cutting-edge computing solutions designed to withstand outer space’s harsh and demanding conditions. The team is committed to providing the necessary tools and technology to support space missions at all orbit levels, ensuring that astronauts and researchers can access reliable and efficient computing resources while exploring the final frontier. The military’s primary concern is the growing speed of cyber threats worldwide. Core Systems has spent years diagnosing, preventing, and solving these threats, providing multi-domain solutions that can operate independently or together across mission-critical infrastructure. The company ensures that systems operate without interruption and that missions are covered at all attack points.

Collaborate with Core Systems to blend cutting-edge technology with dependable systems to meet modern military demands.

The radar represents a leap in performance over Lockheed Martin’s FPS-117 radars, which have been operating continuously in NORAD’s North Warning System for over 30 years, and is well-suited to detect the smaller, faster-emerging threats of today.

“Our radar portfolio thrives on several key attributes, including commonality across radars, softwaredefined architecture, and the ability to easily integrate with existing defense systems,” states Marshall.

Lockheed Martin’s radars are designed with a high degree of

LOCKHEED MARTIN’S PARTNERSHIP WITH CORE SYSTEMS

Lockheed Martin has a strong history with Core Systems dating back to 2018.

Core Systems represents the epitome of a strong small business partnership, as they provide the back-end command and control for Lockheed Martin’s radar systems.

“Core Systems remains committed and has ebbed and flowed with us through customer needs and industry changes,” attests Marshall.

Beyond delivering on time and to specific requirements, Core Systems has also invested heavily to support Lockheed Martin. This includes a large production facility that has been built in California.

“They know how critical their contributions are to Lockheed Martin and our government customers, ultimately playing a major role in overall homeland defense. Core Systems is a great partner with great capability – they keep coming back and stepping up to help us.”

commonality to enable sustainment efficiencies and significant cost savings for customers. TPY-4, for example, significantly leveraged the blueprint of Sentinel A4, a highperformance replacement of the aging legacy Sentinel A3 radar.

“Our scalable technology has resulted in significant international interest in both the Sentinel A4 and TPY-4 radars to replace older assets that simply cannot be upgraded to match what our next-generation systems are offering.”

Sentinel A4 provides significant improvements to its predecessor’s existing capability against cruise missiles, unmanned aerial systems, and rotary wing and fixed wing threats.

This includes the ability to detect rocket, artillery, and mortar (RAM) threats, provide RAM points of origin and impact locations, and add protection against electronic threats.

Sentinel A4 will be incorporated into the National Advanced Surfaceto-Air Missile System (NASAMS) for the National Capital Region (NCR) and is considered the radar of choice for nations looking for IAMD solutions.

PROVIDING CRITICAL SECURITY

In addition to Sentinel A4’s role of protecting warfighters in combat, the new radar has been selected to

protect NCR and support the defense of Guam, a US island territory in Micronesia.

The new radar’s integration with NASAMS for NCR’s air and missile defense capability will provide critical security to vital strategic assets.

“Sentinel A4 with NASAMS for the NCR will be a tower-mounted, fixed air defense asset to detect the latest threats of our adversaries,” Marshall shares.

“Placing Sentinel A4 radars on towers to detect today’s modern threats and protect high-priority assets can be easily duplicated by other services and partner nations around the world.”

Utilizing the latest in gallium nitride (GaN) technology and a digital active electronically scanned array (AESA) architecture, Sentinel A4 provides both 360-degree and stop-and-stare capabilities with a 75 percent increase in range over the legacy system.

It also offers high performance in all conditions with the ability to detect threats amid bad weather, complex terrains, and contested environments.

“Lockheed Martin has been investing in GaN technology for radar applications since 2002 and was the first to produce radar systems featuring GaN with TPS-77 in 2015 and Space Fence, which became

operational in 2020,” highlights Marshall.

In order to integrate with a broader defense system, Sentinel A4 interfaces with command and control, and sends collected data to help the user determine the next step in the engagement and protect the defended area.

Sentinel A4 works with the US Army’s current IAMD Battle Command System (IBCS) and Forward Area Air Defense C2 (FAADC2). Providing data to these two C2 systems allows them to leverage critical information to determine the best course of action to address a threat.

IBCS talks to the US Army’s Indirect Fire Protection Capability (IFPC) Increment 2, and as the primary sensor for IFPC, Sentinel A4 is integral in supporting critical asset protection.

COUNTER-FIRE SUPPORT

Then there is the TPQ-53 radar system, which has a rich history of protecting the US for more than a decade.

“OUR CUSTOMERS FACE THREATS THAT REQUIRE US TO DELIVER INNOVATION AT SCALE AND WITH GREATER AGILITY THAN EVER BEFORE TO ADDRESS THEIR TOUGHEST CHALLENGES”

– CHANDRA MARSHALL, VICE PRESIDENT AND GENERAL MANAGER, LOCKHEED MARTIN RADAR AND SENSOR SYSTEMS

With proven experience in counterfire support, the solid-state phased array detects, classifies, tracks, and determines the location of enemy indirect fire.

TPQ-53, which can be rapidly deployed, emplaced, and displaced, has consistently maintained greater than 95 percent operational availability, and Lockheed Martin continues to modernize and increase the capabilities of the radar as threats evolve.

For example, the company has added multi-mission capability, which enables the detection of unmanned aircraft systems (UAS)

and other small threats, as well as added air surveillance capability for the medium-range detection of fixed wing, rotary wing, and UAS threats.

“We have been working with the US Army on TPQ-53 for over a decade, and our partnership continues to be one of excellence as we support operations, maintenance, repairs, and upgrades to deliver outstanding performance and reliability,” prides Marshall.

In late 2023, meanwhile, Lockheed Martin was contracted to extend the life of the Royal Danish Air Force’s two TPS-77 long-range transportable radars.

TPS-77 radar

Expected to receive a mid-life upgrade by mid-2025, TPS-77 operates 24 hours a day, provides continuous high-quality 3D surveillance on air targets, and offers superior long-range detection and 360-degree azimuth coverage.

“Lockheed Martin was awarded the initial Danish contract in 2005 for two TPS-77 radars to enhance Denmark’s air surveillance capabilities. The systems are stationed at fixed sites but can be quickly redeployed when required,” Marshall expands.

TPS-77 is in service worldwide in Australia, Brazil, Estonia, Indonesia, Iraq, Jordan, Latvia, Malaysia, Pakistan, South Korea, the UK, and the US.

BALLISTIC MISSILE DEFENSE

Lockheed Martin’s Long-Range Discrimination Radar (LRDR), designed and developed for the US Missile Defense Agency (MDA),

is the next generation of ballistic missile defense. LRDR provides precise tracking and unparalleled discrimination of missile threats combined with simultaneous space domain awareness.

Just recently, LRDR was officially handed over to MDA in preparation for an operational capability baseline (OCB) decision and the final transition to the warfighter.

“This milestone represents years of dedication to MDA’s mission to protect our homeland. LRDR is a cutting-edge asset providing the benefits of both low and highfrequency radars for an innovative approach to searching, tracking, and discriminating targets,” says Marshall.

The radar is able to simultaneously search and track multiple small objects, including all classes of ballistic missiles, at long range and under continuous operation.

“LOCKHEED MARTIN HAS PIONEERED MUCH OF THE TECHNOLOGY THAT EXISTS IN THE DEFENSE INDUSTRY’S RADAR SYSTEMS TODAY, THEREFORE SETTING THE BAR TO DETER ADVERSARIAL THREATS AND ANTICIPATE EVOLVING BATTLESPACES”

– CHANDRA MARSHALL, VICE PRESIDENT AND GENERAL MANAGER, LOCKHEED MARTIN RADAR

AND SENSOR SYSTEMS

LRDR

LRDR’s discrimination capability allows it to identify lethal objects, such as enemy warheads, and differentiate them from non-lethal decoys. Along with other elements of the Missile Defense System (MDS), which LRDR is integrated into, the radar conserves the number of ground-based interceptors (GBIs) required for threat engagement.

The highly adaptable LRDR features an open systems architecture designed to be scaled and extended to counter evolving threats without changing the hardware design.

Exemplifying this open systems architecture is LRDR’s added capability in support of hypersonic defense, giving decision makers actionable information to make fast, timely decisions.

In addition to missile defense, the radar system supports space domain awareness by monitoring satellites

orbiting the Earth and detecting, tracking, and identifying active or inactive satellites, spent rocket bodies, and debris.

SPY-7 SUPERIORITY

LRDR technology has equally been leveraged and scaled for Lockheed Martin’s SPY-7 land and maritime radar product line.

“The SPY-7 radar product line uses LRDR technology to enhance overall strength against evolving threats,” Marshall explains.

“Providing 24/7 coverage, SPY-7 is a superior deterrence asset available for land and maritime applications around the world.”

A software-defined multi-mission radar, SPY-7 allows the rapid and efficient insertion of new capabilities and techniques, offers a threefold improvement in performance compared to current radars, and boasts advanced missile defense

features that can’t be matched by any competitor.

Lockheed Martin successfully demonstrated SPY-7 in April 2024 for the Aegis System Equipped Vessel (ASEV), as the radar’s tactical hardware and software tracked objects in space. This served as a critical milestone as the technology will act as the cornerstone for Japan’s national defense.

LOCKHEED MARTIN –IN NUMBERS

Approximately 122,000 employees in the US and internationally

345+ facilities

13,300 active suppliers in every US state

890+ suppliers in over 52 countries outside the US

It also verified the maturity of SPY-7, which is fully interoperable through the Aegis Combat System (ACS), and marked the beginning of comprehensive performance testing prior to delivery to Japan. Such vigorous testing will minimize risk and ensure the nation receives a fully integrated and calibrated system as quickly as possible.

“The Japan Ministry of Defense will field two ASEVs equipped with the SPY-7 radar system,” Marshall announces.

SPY-7 has already been radiating and tracking air and space objects at Lockheed Martin’s New Jersey facility since 2018. Japan, Spain, and Canada have also signed up to use SPY-7 in a sea-based capacity to protect their citizens.

“The world is changing rapidly, and countries need a radar that can evolve with it – SPY-7 is that radar,” she affirms.

“We are experts in radars; we’ve

built and fielded them in all kinds of terrain. Wherever a partner may want this capability, we can work with them to realize that successfully.”

GROWTH OF PROJECTS AND PEOPLE

In addition to the roll-out of SPY-7, Lockheed Martin is looking ahead to growth through a strong pipeline of business.

One of the company’s top goals is to make sure it delivers quality products when customers require them.

“It’s that simple. Today’s warfighting environment and rogue threats are evolving every single day, and we help our customers bring solutions to the warfighters that will ensure safety and well-being. What we do is critically important, and I’m so proud to be a part of it,” Marshall beams.

“We have worked, and will continue to work, in concert alongside our customers and suppliers to find

creative ways to ensure we can deliver products that keep military and civilians safe.”

To enhance the detection and protection of threats, it is imperative that Lockheed Martin’s systems continue to talk to each other and elevate how they collect and use data to predict and respond to what’s coming next.

“The speed of relevance is what will keep our homeland and our allies’ homelands safe from adversaries, and the Lockheed Martin radar and sensor portfolio is already a center of excellence, prepared to meet and exceed those demands,” she adds.

The company works tirelessly to make sure it is meeting the needs of not only its customers, but also the workforce.

Advocacy is of great importance to Marshall to ensure each individual is challenged, rewarded, fulfilled, and has the chance to grow within the company.

“In an organization as big as Lockheed Martin, it’s critical that we pay attention to all those who are working on our customers’ missions as if they were their own,” she sets out.

Today, supply chain disruption and labor shortages are some of the most challenging issues in the defense industry.

Filling open positions is therefore something that is also focused on daily by Lockheed Martin, who has been collaborating with economic development organizations and industry to address hiring needs and skill gaps.

“We continuously work to ensure competitive salaries, exciting work, and an overall great work environment,” enthuses Marshall.

Furthermore, there are many opportunities for women in the workplace, especially in manufacturing.

Lockheed Martin today is far more inclusive than it was in the past and recognizes the value of having a more

diverse working environment.

“I’ve personally seen a lot more diversity over my career, and with that, I’ve witnessed a direct correlation to the strength and growth of our organization.

“Investment in our teams, whether through our formal mentorship initiatives, apprenticeships, continuing education, or training and leadership programs, is a given here,” Marshall concludes.

THE POWER OF CHEMISTRY

Driven by its mission to change society through the power of chemistry, Resonac Graphite Business Unit (RGBU) is part of Resonac Holdings Corporation (Resonac), headquartered in Tokyo, Japan.

The corporation came about as a result of the acquisition of Hitachi

Chemicals by Showa Denko K.K., and officially gained its Resonac moniker in January 2023. The name is a combination of ‘resonate’ and the ‘c’ from ‘chemistry’, in acknowledgement of the corporation’s history as a chemicals company.

Boasting over 1,600 employees and a global footprint, with manufacturing

facilities across Asia Pacific, Europe, and the US, RGBU strives to maintain integrity and a solid vision across its numerous iterations.

RGBU is acutely aware of the valuable properties that graphite offers. Indeed, with its growing use in electric vehicle (EV) batteries, the mineral is playing a significant role

As a company acutely aware of global decarbonization efforts, Resonac Graphite Business Unit leverages sustainable production processes and a robust continuity framework to present a comprehensive product and service offering to the steelmaking industry. César Castiñeira Diaz, President and CEO, tells us more

Writer: Lily Sawyer | Project Manager: Nicholas Kernan

in changing not just the chemicals industry, but society as a whole.

As such, graphite today is in high demand, and so are the companies who produce it.

“Our graphite electrodes are helping us to change society through chemistry in a meaningful way,” introduces César Castiñeira

Diaz, President and CEO of RGBU.

Historically, the steel industry, RGBU’s primary customer, has been responsible for approximately seven percent of global greenhouse gas (GHG) emissions, and 11 percent of global CO2 emissions.

However, RGBU’s sustainable steel production process, which involves

remelting scrap steel in an electric arc furnace (EAF), saves up to 80 percent of CO2 emissions compared to traditional blast furnace methods.

“As steelmakers around the world seek to reduce their carbon footprint, they are opting to replace their blast furnaces with EAFs,” he reveals.

In this way, RGBU considers its products and services to be essential contributors to the global decarbonization effort.

RADICAL INNOVATION

Undeterred by a saturated and constantly evolving landscape, RGBU has seen its competitors in the graphite electrode industry remain fiercely active.

“This continued competition creates an environment in which we are forced to focus on constant improvement,” comments Diaz.

As a result, the company has fostered a sense of urgency towards innovation in this traditionally conservative industry. For example, RGBU’s contributions to the electric steelmaking sector are now more efficient, customer focused, and environmentally friendly to remain competitive.

To achieve this, the company has leveraged strategic partnerships up and down the value chain to co-create solutions and incubate innovation.

Notably, RGBU believes that innovation is not measured by R&D budget alone, but includes conscious decision-making to cultivate a culture in which people can grow.

As such, the company seeks to create an atmosphere conducive to creative innovation and a working environment in which its people are not afraid to challenge the status quo.

“It is the people and their mindsets that produce ideas, so the environment is important. In turn, these ideas create the type of radical innovations that will make lasting changes,” Diaz asserts.

RGBU’s Employer of Choice (EoC) program seeks to further its ability to radically innovate by making the

company a benchmark within local labor markets, enabling it to attract and retain the best talent whilst fostering a culture of excellence, diversity, inclusion, and commitment.

The company’s overall goal for the EoC program is to offer its employees a unique and differentiated experience where they can be part of something bigger than themselves.

“In the long run, you find that the people who feel empowered to change the world are the ones who actually do,” he states.

RESILIENT AND SUSTAINABLE

Despite its significant size, RGBU believes that a company can never be bigger than the value it provides its customers and stakeholders.

Therefore, it aims to be resilient and sustainable in the sense of remaining present for its customers in the long run.

“We believe we owe it to our employees, customers, suppliers, and stakeholders to be a business that can be trusted,” Diaz imparts.

As such, RGBU retains strong corporate governance and visionary leaders who safeguard key aspects of the company’s ongoing sustainability.

Resonac’s large global platform also provides a considerable advantage to RGBU as customers begin to evaluate the impact of Scope 1, 2, and 3 emissions on their operations.

“In this case, our sizable platform is aiding our sustainability efforts, both economically and environmentally,” he explains.

In addition, RGBU implements a business continuity framework in which it keeps significant inventories of key components and raw materials, ensuring it can always fulfill partner commitments and further cementing its ongoing sustainability and resilience as a business.

In recent years, global disruptions such as war, natural disasters, and political conflict have presented potential obstacles to fulfilling business commitments, yet the company’s continuity framework prevents this eventuality.

“We live in a volatile, uncertain, complex, and ambiguous (VUCA) world, but RGBU is well-positioned to uphold its commitments regardless of these circumstances.”

Accordingly, based on its strategy to eliminate the probability of business interruption, RGBU’s production facilities have achieved the sought-after status of ‘highly protected risk’ from its regional insurance partners.

A SUPPLIER AND EMPLOYER OF CHOICE

RGBU believes it is people that make the difference. If a company can be an employer of choice, then it can attract and retain the right people and increase its likelihood of being successful.

NORTH AMERICA OUTLOOK: HOW DID YOU FIRST BECOME INTERESTED IN THE INDUSTRY?

César Castiñeira Diaz, President and CEO: “I was raised in Ferrol on the north-western coast of Spain, where I earned a degree in electrical engineering from the University of A Coruña.

“Around the time of my graduation, a local employer, SGL Carbon (SGL), asked the university for a list of young engineers to interview for a vacant position in supply chain management. I applied for the role and earned the job, officially starting my career with SGL in November 2000 as Packaging Department Supervisor.

“Since then, I have worked in the graphite electrode and cathode businesses, and been fortunate enough to experience several different facets of the industry.

“I served an expatriate assignment in Germany for three years, whilst many of my roles have provided opportunities to work in a global capacity, including my stint as COO of Showa Denko Carbon, a subsidiary of Showa Denko K.K.

“Effective from 1st April 2024, I am excited and honored to accept the position as President and CEO of Resonac Graphite Business Unit.”

“OUR GRAPHITE ELECTRODES ARE HELPING US TO CHANGE SOCIETY THROUGH CHEMISTRY IN A MEANINGFUL WAY”

– CÉSAR CASTIÑEIRA DIAZ, PRESIDENT AND CEO, RESONAC GRAPHITE BUSINESS UNIT

To change the game, we need

How to succeed in making a ‘traditional company’ resilient for the VUCA world

In today’s world marked by unpredictability and continuous change, organizations face constant challenges. Global disruptions – such as wars, natural disasters, political instability and, more recently, deliberate attacks on vital infrastructure – coupled with fierce global competition, have taken the veil off the volatile, uncertain, complex, and ambiguous (VUCA) environment that businesses have to navigate. This scenario, in which customers also switch loyalty easily in pursuit of the best value per dollar, puts immense pressure on companies with capital-intensive inventories and a dependence on global supply chains. These conditions require a strategic pivot towards resilience and adaptability, particularly for industries that rely on precise logistics, such as graphite electrodes and steel production. Facing these challenges head-on, and navigating the turbulent waters that come with them, highlights the need for robust contingency planning and flexible operating models to ensure stable and reliable supply chains. This is even more true for the so-called ‘traditional companies’. Entities that have long been established within their markets, have profound industry knowledge, and have implemented solid structures and processes. In the new global environment, it is these companies to whom resilience is not just beneficial but essential for healthy growth and future success. At the same time, it is these companies that are struggling the most in delivering a successful transformation.

Their once-effective organizational structures, decision-making hierarchies, and legacy systems now hinder agility, resilience, and overall organizational excellence in today’s VUCA world. A transformation geared towards success is an in-depth, systemic re-orientation of the entire enterprise. It challenges and changes the foundational, often unspoken rules, beliefs, and paradigms that heavily influence perceptions, behaviors, decision-making, and interactions. In this effort, mere incremental efforts and increased hard work cannot address the need for change sufficiently.

need to change the rules!

After all, a transformation aims to fundamentally change the way a company does business.

Think Fosbury Flop in high jump: Before the 1968 Olympics, high jumpers typically used and improved upon techniques that all shared going over the bar face-down.

Dick Fosbury, however, ran towards the bar in a curve, then leaped backward and head-first, allowing for a significantly higher jump and an unrivaled competitive advantage over conventional methods. By overcoming the belief that you need to run straight and jump forward, he changed the entire game. As a paradigm, this belief was almost considered a rule in high jumping, determining the sport like the hidden part of an iceberg determines the visible one.

When talking about transformation, it is this level of paradigm shift that should be the North Star.

In general, the success rate of transformation initiatives is very low and most efforts fizzle out during implementation. The authors, with their broad experience and expertise across multiple industries, have seen many initiatives come and go again very quickly. So-called ‘traditional companies’ are especially prone to failure in their transformation attempts. These organizations face unique challenges and hurdles when attempting to navigate the complexities of a transformation. Symptoms of these difficulties include, but are not limited to, the following:

• Resistance to Change: The success of transformations is hindered by employees’ and management’s reluctance to adopt new practices, leading to skepticism and disengagement.

• Traditionalist Culture: Deeply ingrained cultures that value stability and predictability in traditional companies can conflict with the adaptability needed for successful transformation.

• Legacy Systems and Locally Optimized Processes: Traditional companies’ reliance on outdated systems optimized for siloed functions complicates updating efforts. These require a holistic reenvisioning of processes and structures fitting end-to-end perspectives.

• Lack of Agility: Traditional companies struggle with responsiveness due to hierarchical decision-making and bureaucratic processes in a rapidly changing business environment.

• Insufficient Skills and Capabilities: Traditional companies often lack the skills necessary for transformation, including digital literacy, innovation, agility, and project management.

• Poor Alignment and Communication: Often, these companies face a disconnect between strategic objectives and their execution, along with issues in cross-hierarchical communication.

• Underestimating Transformation Complexity: Underestimating the complexities and interdependencies in transformations leads to inadequate planning and resource allocation. These symptoms make the transformation complicated and multifaceted. It is undoubtedly challenging, presents numerous challenges on several levels simultaneously, and requires a significant effort from every single part and member of the organization.

It is in view of these basic challenges that most transformations start to fail: C-level executives have announced their vision and provided resources, focusing on surface-level items like changing technologies, behaviors, processes, and structures. They then delegate the execution of change but do not address the unspoken and often invisible rulesthe beliefs - of the organization. In highjump terms: Executives continue running toward the bar in a straight line, jumping forward, but expect the company to do a Fosbury Flop. No wonder it fails.

It is clear: If you want to change the game successfully, you need to fundamentally change the rules. The ‘iceberg model’ connects the surface level of observable behaviors, practices, processes, and structures with the underlying rules in the form of beliefs, values, and mindsets that are hidden from plain sight. They, however, determine every other of the visible aspects of an organization. This means leaders need to change first. Before anything else, it is their responsibility to enable themselves to create the new culture and embody it. They have to understand what beliefs and values need to be changed and define what the new paradigms are. These, along with a new vision, then need to be embedded in a compelling story so that management and the rest of the organization are deeply willing to adopt the new mindset needed for transformation and future success. Designing a vivid picture of potential futures and pointing out individual benefits excites people and helps turn concerns and apprehensions into ambitions, motivating employees to embark on the transformative path.

Energizing people

The transformation, however, requires more than just desire. It can only be successful if desire, capability, and permission, the three dimensions of the ‘triangle of transformation’, are synchronized and in balance. Capability means that people not only want to but also possess the individual skills to operate in the transformed organization. Methodologies, knowhow, and practical capabilities to drive and sustain the change need to be built within the company across all levels, from the leadership team to the frontliners. Specific trainings that follow accepted standards and are tailored to the needs of a transformed organization need to be conducted. A potential that is created this way then needs permission to act to be unlocked. Therefore, decisions need to be enabled and taken at the right level. A fitting operating model and the right set of KPIs that are aligned throughout the company guide the creation of supportive structures and processes.

During the transformation, ensuring symmetry between desire, capability, and permission as well as exemplifying the new values, beliefs, and mindset is paramount and a continuous effort of leadership. Only then can the enterprise succeed. In other words: Only when C-level leaders run to the bar in a curve, turn and jump, can they expect the company’s body to provide the energy and the complex motion needed to do a Fosbury Flop, get over the bar, and land the right way.

In 2024, UMS Consulting GmbH & Co. KG celebrates 40 years of successfully supporting organizations in setting up and implementing change towards resilience. We have built extensive expertise in understanding and navigating the complexities and challenges of transformations in the segment of heavy and process industries and are happy to share it. Our holistic Transformation to Excellence program bundles this wealth of experience and offers it as a comprehensive service, ensuring your people and organization are energized for the future.

Frank Oliver Rill Senior Partner

Frank.Oliver.Rill@ums-gmbh.com

Renata Meran Senior Manager

Reneta.Meran@ums-gmbh.com

Dr. Sebastian Bondzio Senior Consultant

Sebastian.Bondzio@ums-gmbh.com

UMS GmbH & Co. KG

Hanauer Landstraße 291B D - 60314 Frankfurt am Main Germany contact@ums@ums-gmbh.com T: +49 69 91 30 680

“When it comes to business, wanting to be the employer of choice seems obvious. Implementation can be challenging, but the concept is simple,” Diaz explains.

Being a supplier of choice, however, is more nuanced for RGBU, as it seeks to be customer-centric without commoditizing its products and services.

“Unfortunately, due to a proliferation of new market capacity in recent years, complex, value-adding products such as graphite electrodes have been downgraded by way of commoditization,” he reveals.

On the whole, despite a significant increase in supply from emerging markets threatening to undermine RGBU’s products, its customers remain loyal and continue to value the company’s characteristics of quality, reliability, and stability.

However, there are some cases in which more economical applications are sufficient to meet customer needs. In this instance, and to meet this

CORPORATE SOCIAL RESPONSIBILITY AT RGBU

Guided by its mission to change society through the power of chemistry, Resonac believes being a good corporate citizen goes much further than merely ensuring it pays taxes and doesn’t pollute the environment.

The corporation’s corporate social responsibility (CSR) team, supported by 1,600 community ambassadors from across the globe, partners with local communities to co-create solutions with not only a regional impact, but a global one.

For example, RGBU’s Omachi plant in Japan has established a regional community water utilization system that has been operational for over 70 years. The system supplies water to the local towns and villages of Ikeda, Matsukawa, and Ikusaka for irrigation, domestic use, and power generation.

In addition, the company’s plant in Steeg, Austria uses recycled plant process water to supply the local district’s heating system, benefiting 400 residents, and supplying over 100 gigawatt hours (GWh) of heat to date.

Currently, the team at RGBU’s Ridgeville facility in the US is partnering with local schools to promote the benefits of environmental stewardship in a national recycling contest.

Such diverse CSR initiatives have helped the corporation to illustrate its mission of actively changing lives through the power of chemistry.

We keep a constant focus on safety, quality and teamwork and proudly boast to have one of the best safety ratings in our industry. We are currently at around 200 employees and with a strong workforce and the ability to do almost any job, we are a one stop shop for anyone in need!

Carolina Contracting Solutions has been doing business with Resonac since 2008. We are a family owned and operated company in Dorchester County South Carolina. In 2023 we branched off our Industrial Division in its own company called Carolina Reeder Industrial. During this time, we also acquired an already established Industrial Company that had been operating in our area since the 90’s. By doing this we created a larger work force with many years of skill and experience that allowed us to better serve our customers and expand our business. Carolina Reeder Industrial focuses on any and all Industrial Plant Maintenance Needs.

We work daily on contract and cost work at many plants located in the Lowcountry. From welding and fitting, to construction and piping, all mechanical work including: concrete construction, cranes, rigging, painting, blasting, specialized Industrial equipment setting, and boiler work, is the reason for our ASME accreditation.

Murray - Owner|Steven Murray Jr. - President

need, RGBU developed and launched

ΩMEGA – an electrode specifically designed to compete with market suppliers whilst being produced in a factory with 100 percent renewable electricity.

“With ΩMEGA, our aim was to develop a competitively priced

product in a traditionally lowpriced market, but do it in an environmentally-friendly manner, and I am happy to say we have done that.

To us, this is innovation,” Diaz prides.

In addition to the development of

ΩMEGA, the recent acquisition of AMI Automation (AMI), a Mexico-based

technology company, has bolstered RGBU’s status as a supplier of choice and optimized its EAF capabilities.

“Our customers deeply value technology and service, and AMI is a world-leader in EAF optimization. As such, RGBU’s purchase of AMI is another example of innovation and

Committed Circular Chemistry

Operating since 1943, Química del Nalón is a family-owned company and a major manufacturer of foundry coke and coal tar distillates in Europe.

QN supplies to several key industrial sectors, such as graphite, primary aluminium, carbon black, iron and construction.

Avenida de Galicia, 31. 33005

Oviedo, Spain

+34 985982600

Three strategic levers:

• Digital transformation: Organic growth and diversification

Biotechnology and circular chemistry

gonzaga.gomez-albo@nalonchem.com nalonchem.com

Química del Nalón

• Sustainability: A key player for the decarbonization of the steel industry, supplying Resonac with binders for the production of electrodes

our focus on customer centricity,” he expands.

FUTURE POTENTIAL

In the face of the steel industry’s notoriously cyclical nature, RGBU anticipates a challenging year ahead, especially as it experiences an ongoing downturn.

“Our goal is to navigate challenging times without negatively affecting our quality, efficiency, or service,” Diaz asserts.

To do so, RGBU ensures that its customers’ operations and value chains are not impacted by geopolitical conflict, economic downturn, or natural disasters through its robust business continuity framework.

Furthermore, although it has no plans to expand its manufacturing capacity going forward, the implementation of products such as ΩMEGA has diversified the company’s portfolio, whilst an uptake

www.northamericaoutlookmag.com/work-with-us

in solutions-oriented technical services following the acquisition of AMI has seen the company grow its capabilities.

“With these improvements, RGBU can be considered a one-stop shop for steelmakers. We ensure that each product and service required for melting steel is managed by a company with a robust business continuity framework, accompanied by a long history of reliability and integrity.”

In addition, Resonac’s recent land purchase in A Coruña, Spain acknowledges the future potential for synthetic graphite production.

RGBU views this as a direct investment in the expertise of its graphite team, leveraging over 100 years of manufacturing experience to produce sustainable options to overcome challenges faced by the EV supply chain.

“We see this recent land purchase as a complement to our existing

graphite electrode business,” Diaz enthuses.

As always, RGBU will continue to innovate tirelessly, as it anticipates this investment will further solidify the company as a world-leader in the graphite industry.

info.graphite@resonac.com

www.graphite.resonac.com

SETTING THE FUTURE IN MOTION

We speak to Kevin Wolter, Director of Business Development at Invio Automation, about its proven automation expertise that has accelerated global businesses across a vast range of industries for over 60 years

Writer: Lucy Pilgrim | Project Manager: Callam Waller

Global investment in the North American manufacturing industry has never been higher, encouraging many companies to focus on reshoring their production and supply chain to the US, whilst government incentives have dramatically encouraged domestic production.

On top of this, industry trends such as labor shortages, increased wages,

and a greater desire for improved production consistency and quality have driven manufacturers in the country to implement robotics and manufacturing automation more widely across their organizations.

This presents the industry with an opportunity to source and analyze more data, particularly given the recent rise of the Internet of Things (IoT) – also known as Industry 4.0

– and the evolution of digitalization, which allows for greater real-time monitoring, predictive maintenance, and process optimization.

Within this context, the main focus of Invio Automation (Invio) lies in supplying state-of-the-art manufacturing automation and robotics solutions to its customers, regardless of the project’s size or scale.

Designing, implementing, and sustaining automation services for some of the largest operations in the world, the company permeates a number of key industries, including medical device and life sciences, CleanTech and renewable energy, mobility, industrial, logistics, and much more.

“Invio designs, implements, and sustains automation for operations large and small across the world. Our company history dates back 65 years, and we continue to evolve. We take pride in truly partnering with our customers to solve big challenges by exploring, testing, and customizing the latest manufacturing technology,” opens Director of Business Development, Kevin Wolter.

“The company exists to contribute and participate in one of the great macroeconomic trends of our time

“THE STAFF HERE ARE AMAZING – ONE YEAR AGO, I JOINED INVIO AND WAS FORTUNATE TO BE PART OF A TEAM OF HIGHLY MOTIVATED PROFESSIONALS WHO UNDERSTAND THEIR ROLE WITHIN A COLLECTIVE AND TAKE PRIDE IN GETTING THE JOB DONE”

– KEVIN WOLTER, DIRECTOR OF BUSINESS DEVELOPMENT,

INVIO AUTOMATION

- the increased role of robotics and automation in our daily lives.

“Our work takes us into hundreds of factories and product development organizations every year and we proudly help our customers build meaningful products in healthcare, renewable energy, and

transportation,” he adds.

Invio’s founding principles are twofold. Firstly, it strives to serve as the preferred global automation partner in industries that meaningfully benefit the lives of others.

Secondly, it employs hundreds of engineers, skilled tradespeople, and manufacturing professionals domestically in an effort towards that goal.

Each industry is served across seven production sites in the US, with its primary base located in the Midwest region of the country.

MULTIPLE SOLUTIONS FOR MULTIPLE INDUSTRIES

Providing practical and proven solutions for a vast range of industries, the company works with customers to fundamentally understand and take their ideas through an entire lifecycle, manufacturing these products

with industry-leading robotics and automation capabilities.

“A lot of our customers are looking to improve quality and reproducibility while reducing labor,” informs Wolter.

Operating for over 40 years in the medical devices sector, the company possesses more than 500 team members in the US, a third of which are in an engineering role and actively partake in the technological elements of a project.

“As a mechanical and electrical engineer, I find it really engaging to see both elements integrated into these products,” he adds.

Alongside the manufacturing of medical devices, the organization conducts warehousing and logistics practices, whilst a large portion of its business supports the automotive and industrial markets with custom tooling and lift-assist services, as well as top-quality automated guided vehicles (AGVs) and automated mobile robots (AMRs) that can transport heavy pallets throughout customers’ warehouses and production areas.

One particular focus of Invio is known as Factory of the Future Consulting, whose workforce serves as a consultancy agency for their clients. After performing plant-wide greenfield and brownfield automation assessments, the company utilizes production modeling and 3D simulations to help customers determine where automation can have the most cost-effective impact on their return on investment (ROI) and production processes.

As such, Invio’s efforts ensure reliability and digital innovation across the entire manufacturing process.

“Each automation aspect, from factory floor to end-stage enterprise resource planning (ERP), is informed by a certain level of data, which in turn impacts the wider supply chain of any given product,” Wolter highlights.

“In the future, I foresee the same team presenting customers with augmented reality (AR) and virtual reality (VR) models of their facilities.”

RELIABLE END-TO-END SERVICE

Invio stands out in the US automation market due to its dedicated willingness to work with customers throughout their entire manufacturing journey, ranging from smaller operations to complex robotic systems.

Medical vision

Welding expertise

“Historically, many of our new customers came to us after other automation vendors had declined requests to quote, because their projects were too intricate or technically complicated. However, we actively engage with these types of customers as we have the experience and capability to undertake complicated, high-precision developments,” Wolter imparts.

“Our customers often return to us after we’ve solved their most difficult automation problems, providing support for their entire manufacturing process. The target is to become their preferred automation vendor.”

Therefore, it is mutually beneficial for the company to support clients in the early stages of their automation journey so that they can become the go-to manufacturer for the entire process.

As such, Invio has built an enviable reputation for small, high-precision products. In the medical devices space, this typically involves the likes of insulin pumps, cardiac implants, catheters for heart disease and stroke support, as well as many other micromanufacturing processes.

With a core market focus and an established manufacturing process, the company has developed a set of flywheels that enable it to provide

incredible solutions and services for customers.

“We continue to reinvest in this approach and cross-pollinate applications across our core markets. For example, we assess who else requires needle bending capabilities to generate a list of customers we can address.

“Meanwhile, for our engineering expertise, we develop specific applications within a certain industry that we can add to our toolbox. This allows us to improve our operations and build bigger machines around that expertise,” Wolter explains.

Furthermore, Invio is committed to providing ‘white glove service’ for all customers, as it aims for the highest degree of professionalism, responsiveness, proactive customer engagement, and support throughout the lifecycle of an automation project.

“Recently, a potential early-stage prospect mentioned that, while they were looking at several potential automation partners, Invio provided the best customer service. We are looking forward to engaging with that customer more formally very soon.”

A critical element of Invio’s longstanding success is its loyal partner and supplier relationships, which keep projects flowing beyond everyday operations.

INVIO’S AGV CAPABILITY

The company has a unique offering in the form of heavyweight or highcapacity AGVs that fundamentally serve the purpose of transporting product throughout the factory without human involvement.

Prior to the development of automated conveyance solutions, items under manufacture were typically transported manually using carts, trolleys, or forklifts, both powered and unpowered. Over time, many of these manual conveyance platforms, which were inefficient and often dangerous, became automated.

For industries such as electric vehicles (EVs), aerospace, alternative energy, and defense, manufacturing processes often involve the movement of heavy parts, objects in work, and eventually, finished products. As such, the capacity of conveyance automation systems must often exceed 10,000 pounds (lbs). Many manufacturers need to convey and assemble products that weigh from 10,000 to 50,000 lbs, but AGVs with this capacity range are rare.

The unique load requirements for these capabilities are very different from other classes of manufacturers and are a key differentiator when evaluating conveyance automation solutions.

Invio’s AGVs are used to transport pallets of solar panels, recreational vehicles, tractors, construction equipment, EVs, electrical grid equipment, and even the sleeper bunks for large airplanes.

A powerful positioner from ALM delivers up to 40%+ increased welding and assembly manufacturing productivity. You’ll also gain increased safety, quality and ergonomics to ensure maximized throughput is always within reach.

“This has been one of the first times in my career that I have found such a strong collaboration between my organization, suppliers, and customers,” Wolter expresses.

As the company continues to establish its name in the market, Invio works with suppliers to set up joint customer visits, where it can recommend potential suppliers for preferred automation vendors.

MEDICAL DEVICE AND LIFE SCIENCES (MDLS) CAPABILITIES

As Invio continues to expand its MDLS focus into new geographic markets,

such as the Midwest and Minnesota’s Medical Alley, it successfully leverages its 40 years of experience in the space to support the broader sales, engineering, and operations teams in the industry and related automation and design principles.

“Personally, it has been incredible to work with experts and thought leaders, and I continue to be amazed by the knowledge base they have created and their willingness to share their experience,” Wolter expresses.

“As we build our team, we continue to expand our market presence and add major MDLS customers.”

Within this division of the company,

INVIO CENTERS OF EXCELLENCE

After 40 years of operating its New England MDLS Center of Excellence, in May 2023, Invio also established its Midwest MDLS Center of Excellence in the heart of Medical Alley in the Twin Cities area of Minnesota. Medical Alley comprises approximately 800 medical device manufacturers, subcontractors, and machine shops that support the industry.

Therefore, the facility has provided the company with the opportunity to establish its own presence in the region and gain traction with the big names in the medical devices space.

One particular business Invio is proud to have acquired is Innovative Products & Equipment (IPE), who has been a market leader in solving the production challenges that commonly arise for advanced manufacturing operations in the New England area, specifically along the Route 128 corridor.

The historical IPE facility in Hudson now serves as a sister facility to the Invio site in Minnesota, bringing the opportunity for many customers in both regions to have their automation needs served locally.

Invio’s central desire is to improve patient healthcare for its customers’ end users.

The opportunity to impact the lives of real people on a global scale is significant. The company’s patented hypotube and needle bending technology was developed to support the rapidly growing diabetes market. Globally, there are 400 million people diagnosed with Type 2 diabetes (T2D), making Invio’s patented needle bending technology increasingly critical.

Therefore, the company’s systems help provide insulin for diabetics and manufacture highly technical catheters, guidewires, sensors, and on-body pumps. Regarding the latter, the equipment is used to create a key part of an insulin pump that is placed on the user to help treat their condition.

“The benefit of having this needle, which has a very unique, spring-loaded shape, is that when it’s time to pump insulin, the needle inserts a cannula that we have also manufactured. This creates a port for the application of insulin into the body,” details Wolter.

Invio’s patented needle bender is capable of bending a drug delivery needle to as small as 1/10,000th of an inch in outside diameter without blocking the drug delivery of the needle. The machine utilizes a highprecision camera and servo motors to ensure the proper needle orientation and position in real-time throughout

Needle bending expertise

Performance Feeders specializes in the design and manufacturing of Vibratory Feeder bowls, Centrifugal Feeder bowls, Step Feeders, Drum Feeders, Flex Feeders, Conveyors, Spring Feeders, Prefeeders, Elevators and Protective System Enclosures with Visual inspection, Part Isolation, with Control packages available.

Our knowledgeable sales team work with our manufacturing technicians to engineer and construct each quality system to create the most costeffective, durable feeding systems to support assembly operations. Advancements in our design process using solid modeling and CAM software, CNC machinery, and 3D printed prototypes enable our team to create customized and repeatable solutions for a variety of industries.

the manufacturing process. Once at the desired angle, the machine bends both sides of the needle to create a specified shape without occluding it.

The standard needle bending module is capable of producing a uniquely shaped needle every six seconds.

However, needle bending is just one stage of the insulin pump product that Invio manufacturers, demonstrating the fact that a small, simple solution can lead to the production of an entire process and an all-encompassing solution.

BLOOD COLLECTION DEVICE

Invio recently developed an automation project that produces a blood culture collection device, which can be used by medical professionals to draw blood more efficiently and

INVIO’S CORE VALUES

• The company takes pride in the reliability of its team and the difficult problems it solves for customers.

• Invio delivers real customer value that positively impacts the lives of those around them.

• The business is dependable, as trustworthy relationships matter.

• Its ingenuity and desire to improve life complements its suite of solutions.

• Invio strives to demonstrate that its attention to detail does not start or end with the solutions it engineers and delivers.

• The company believes that exceptional service is better demonstrated than said.

avoid incorrect blood test results.

The machinery for the blood collection device produces 15 parts per minute, translating to 900 units an hour.

“We were able to design, develop, and deliver an incredible piece of equipment for our customer in approximately nine months on our first major MDLS project in our new Minnesota facility,” Wolter proudly tells us.

“This is thanks to our ability to leverage our incredible local engineering capabilities and the vast MDLS expertise available from the broader Invio team.”

In order to further its specialized offerings, the company is currently building an applications lab in Minnesota, which will showcase the key technologies and tools that it integrates into its machines every day. These include robots, ultrasonic

Medical vision

Blood collection device

and laser welders, laser markers, lead testers, and much more.

“The intention is for the facility to serve as an additional engineering resource for our customers as they continue to develop these incredible technologies. Additionally, the lab will be an effective marketing tool for our partners and suppliers who can bring their customers on-site as they work through their technical evaluations,” Wolter elaborates.

EXPERTS IN AUTOMATION

The extensive size of Invio’s workforce means that it can productively collaborate across a plethora of industries and applications to brainstorm the best solutions for its customers.

“The staff here are amazing – one year ago, I joined Invio and was fortunate to be part of a team of highly motivated professionals

who understand their role within a collective and take pride in getting the job done. I believe we have cultivated an organization that encourages individuals to speak up with recommendations for continuous improvement,” Wolter proudly comments.

The company recognizes staff that go beyond the call of duty with established reward programs and monthly newsletters that highlight hard-working employees, who also have the chance to win prizes.

“I also acknowledge individuals on a more personal level or in small group settings, as it presents an opportunity to further my relationships with the team in a meaningful way,” affirms Wolter.

As Invio continues to expand its business, both organically and through acquisitions, it remains focused on its core mission to be

committed to engineering advanced industrial solutions that enhance quality of life.

Another major priority for the business is the aggressive alignment of the company’s seven production sites across one common platform.

However, one of the most important things for Wolter is that the company and its employees continue to learn and have fun.

“Throughout my 12 months in the role, our team has been incredibly engaged and excited, and I learn more from them every day,” concludes Wolter.

Tel: 517 321 7700

connect@invioautomation.com www.invioautomation.com

REVOLUTIONIZINGTHE ROAD

Revving up the industry with its specialty trailers and truck bodies, Kentucky Trailer is a leader in designing and manufacturing custom transport vehicles. President, John Kwapis, discusses the company’s skills, services, and solutions

Writer: Rachel Carr | Project Manager: Michael Sommerfield

REVOLUTIONIZING

Along the west side of the Appalachian Mountains lies the US Commonwealth of Kentucky, hemmed by the Ohio River on its northern border, which flows directly next to the major urban center of Louisville.

The Bluegrass State’s largest city is home to Kentucky Trailer Manufacturing and Kentucky Truck Body (Kentucky Trailer), founded in the Gilded Age of 1879 and known

at the time as the Kentucky Wagon Manufacturing Company.

Impressively, it originally produced some of the nation’s most popular horse-drawn carts and became the largest wagon manufacturer in the world. Indeed, its unmatched quality and workmanship still stand today.

The company acquired the assets of Hercules Motor Cars in 1916 and moved its production to Louisville, becoming the first automobile

manufacturer in the city, where its primary facility remained until 2009.

“In 2009, we relocated to a new 240,000 square foot (sqft) facility specifically designed for mixed-model trailer production. Additionally, the truck body division has a 100,000 sqft facility with dedicated space for decal installation and a paint booth for trailers and truck bodies,” introduces John Kwapis, President of Kentucky Trailer.

NORTH AMERICA OUTLOOK: HOW DOES THE KT LEADERSHIP OPERATING MODEL BENEFIT KENTUCKY TRAILER’S WORKFORCE?

John Kwapis, President: “The KT Leadership Operating Model emphasizes the importance of championing our associates with a focus on delivering results.

“By encouraging open communication and transparency, team members feel heard and understood. This creates a healthy and positive environment where associates can contribute their unique insights to the business. This commitment to working together leads to innovative solutions that benefit the company and its customers.

“Kentucky Trailer’s KT Leadership Operating Model emphasizes operational excellence and social responsibility with a focus on ethical business practices. Thus, it facilitates decisions that improve the well-being of its communities and the environment, creating a positive impact.

“Our company culture is defined by a commitment to ‘Safety First and Always’ — our goal is to remain completely accident-free. Each associate is empowered to make a difference and contribute to maintaining a safe and secure work environment.”

“We produce composite, sheet and post trailers, and truck bodies for dry freight transportation, moving and storage, packaged delivery, and highly specialized transportation needs. If a company needs a customized vehicle with doors, windows, heavy-duty floor rating, interior buildouts, etc., we are the go-to solutions provider,” he continues.

Kentucky Trailer’s moving and storage clients include Allied, Atlas, Mayflower, North American, United Van Lines, and many more. Other specialty-application customers encompass the largest snack food producers and top package delivery companies in the US.

Furthermore, the company is known for extending the life of its trailer and truck bodies beyond their original purpose. Many of these moving and storage trailers are repurposed into tractor pullers, marching band equipment, football equipment, and workshop trailers.

These advantageous elements make Kentucky Trailer a prominent player in the competitive US market and a leading global manufacturer of trucks and trailers.

TRAILBLAZING TRUCKS

The manufacturing industry has experienced significant change over the years. However, with technological advancements and the recent transition to electric vehicles (EVs), Kentucky Trailer is determined to remain competitive.

“The focus on EVs adds an exciting new dimension to the production process, which includes training employees, engineering drawings, power stations, and lightweight designs. This alters the fleet owners’ needs and makes multiple power options available,” Kwapis observes.

As the US EV industry evolves, Kentucky Trailer is rapidly expanding and providing solutions to exceed its customers’ expectations.

“An important customer is using our trailers in its sustainability efforts as the company incorporates electric trucks into its fleets,” he reveals.

Indeed, Kentucky Trailer is constantly developing its products to outpace a competitive market and is launching a new plate truck body designed using state-of-the-art technology later this year.

“The plate truck body will be lighter and easier to repair, with an aerodynamic corner design that maximizes the space inside the body for many use cases to deliver products and services. Our panels exceed our leading competitors for density and resistance to delamination,” prides Kwapis.

In addition, the body will feature brighter, damage-resistant panels for increased visibility. The vehicle’s structural integrity is maintained with a robust aluminum corner cap and an extruded front-corner vertical post that allows for easy repairs.

“We offer different mounting options that are easy to affix to your chassis or can be delivered to you, as well as multiple chassis power options. In addition to gas and diesel, we also have EVs, hybrid vehicles, compressed natural gas (CNG), liquefied natural gas (LNG), and liquefied petroleum gas (LPG) available.”

Thanks to its fully galvanized frame and cross-members, the truck body structure and side walls are incredibly durable, likely to render the industryleading five-year warranty redundant.

“With all Kentucky Trailer products, our durability delivers a low total cost of ownership, and representatives deal directly with our factory to experience unparalleled customer service and delivery performance,” outlines Kwapis.

SPECIALTY SOLUTIONS

Kentucky Trailer often needs to make modifications for specialty sectors due to its diverse client base.

“WITH ALL KENTUCKY TRAILER PRODUCTS, OUR DURABILITY DELIVERS A LOW TOTAL COST OF OWNERSHIP, AND REPRESENTATIVES DEAL DIRECTLY WITH OUR FACTORY TO EXPERIENCE UNPARALLELED CUSTOMER SERVICE AND DELIVERY PERFORMANCE”

– JOHN KWAPIS, PRESIDENT, KENTUCKY TRAILER

“Our innovative trailer design offers a platform that provides a 20 percent increase in cargo capacity in comparison to a straight floor trailer, a perfect solution for the moving and storage industry due to its highquality fit and finish,” Kwapis points out.

Similarly, the extreme durability and maximum interior heights improve the speed of loading and offloading for the package delivery sector, last mile delivery, less-than-truckload (LTL), and third-party logistics (3PL).

While Kentucky Trailer Specialty Vehicles (KTSV), in Michigan provides commercial transport for mobile data centers, kitchens, workshops, classrooms, and marketing activities, it also supplies the medical industry and the US government with even more specialty modes of transportation.

“KTSV and our AMST division in Illinois facilitates the provision of medical services to hospitals and underserved areas by transporting both equipment and people.

“To ensure the safety, comfort, and security of patients and staff, we implement radiofrequency (RF) shielding for diagnostic imaging systems. Additionally, we design vehicles for sterilization, mammography, endoscopy, mobile laboratories, and workshops to meet the necessary standards,” explains Kwapis.

The US government, meanwhile, requires a mobile sensitive compartmented information facility (SCIF) and includes disaster response, recovery, national defense, communications, training, and laboratories through KTSV.

“KTSV also provides enclosed

transport delivery vehicles for luxury automobiles, motorcycles, snowmobiles, and other high-end applications.”

Regarding its manufacturing procedures, Kentucky Trailer employs automated processes and pioneering equipment to build sidewalls and floors to attach key components.

“Telematics and smart trailer assist devices are becoming more prevalent in the industry, such as back-up cameras, vehicle diagnostics, and tire pressure monitors, with many more options becoming available each year,” he divulges.

KEEP ON TRUCKIN’

Since its inception 145 years ago, Kentucky Trailer has undergone many transformations.

Its latest incarnation occurred in 2014 when the company became a majority-owned subsidiary of Alleghany Capital Corporation (Alleghany).

The Tway family, whose bold vision led to truck-drawn trailer production when R.C. Tway purchased company assets in 1936, retained a minority stake after Alleghany was acquired by the Berkshire Hathaway Group (BHG). Kentucky Trailer is now part of Marmon Holdings Inc., which is owned by BHG and includes 11 industry groups.

KENTUCKY TRAILER – KEY ADDITIONS

2001 – Kentucky Trailer Services opened an 80,000 sqft facility in Louisville, offering complete trailer and truck body repair, reconditioning, and aftermarket support for modifications.

2003 – Kentucky Trailer Specialty Vehicles opened in Michigan, heralding the start of its journey into the specialty segment. It moved to its current 132,000 sqft facility in 2018.

2010 – Kentucky Trailer Services opened a facility in California with the purchase of Western Truck and Trailer.

2014 – The company acquired AMST in Illinois and moved to its current 85,000 sqft facility in 2020 to expand its finish, calibration, and reconditioning capacity. Products and services include manufacturing mobile imaging trailers for MRI, PET/CT, and CT specialty vehicles for healthcare systems in North America.

2015 – Kentucky Trailer acquired SMIT Mobile Equipment B.V., a global manufacturer of mobile medical imaging trailers and solutions for the medical sector in The Netherlands and the UK.

2018 – Kentucky Trailer reached a definitive agreement to acquire a majority interest in CEI Equipment in Iowa. CEI Equipment has rebranded as KT Pacer.

2019 – KT Pacer acquired Warren Manufacturing Inc.’s animal feed transport division. It provides fabricated parts for various Kentucky Trailer divisions and

“BHG and Marmon Holdings Inc. have positioned the company for growth and expansion with new products,” according to Kwapis.

Going forward, the company’s focus is on the Lean 5S methodology, the 80/20 strategy, continuous improvement, resources for automation and innovation, and training and education opportunities for its associates.

Furthermore, Kentucky Trailer prioritizes product durability over cost-cutting measures.

“Our goal is to provide the highest

quality product at the best price possible; that model requires a constant focus on improvement and supply chain excellence,” he emphasizes.

Kentucky Trailer centralizes supply chain operations for its Louisville locations to leverage group spending, and various support personnel are available at each of its individual sites.

The company uses over 50 supply chain sources, with most partners based in the US, including divisions outside Louisville.

“Although we have some strategic

offshore resources, we are proud to possess a strong group of domestic partners. It is important to remember that your supply chain’s strength relies heavily on robust alliances. As a company, we take great pride in developing and nurturing our relationships as our partners are the backbone of what we build,” concludes Kwapis.

In the future, Kentucky Trailer will remain a significant player in the truck plate body business by focusing on innovative solutions that meet customers’ specific requirements.

Tel: 502-637-2551 marketing@kytrailer.com www.kytrailer.com

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As fleet operators in auto parts, beverage, food service, rental, studio rental, general and special freight, you can rely on our liftgate technology to help keep your trucks on the road.

Innovative liftgates from PALFINGER are available in a complete range of styles to suit your specific needs: Folding, Rail, Slider, Cantilever and Cargo Van solutions. As the industry innovator in operations and safety, our high standard commitment helps confirm that your transported goods

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MASTERS

IN ADAPTIVE SEALING SOLUTIONS

We revisit Waterville TG with Sylvain Dube, General Manager of Business Strategies, as he tells us about the company’s vast history of innovation and leadership and how it continues to design high-performance vehicle sealing solutions that exceed expectations

Writer: Lauren Kania

Project Manager: Kieron Harvey

With a proud history marked by a constant search for the best solutions, Waterville TG has been guided by the bold and visionary spirit of its founders since its inception in 1952.

Beginning with sponge rubber products in Quebec, Canada, the company has worked diligently over the past seven decades to become experts in the development of custom sealing systems for vehicles whose quality and performance have since become recognized globally.

This international recognition stems from the technical expertise, R&D investments, and experienced employees that Waterville TG prides itself on.

To this day, the company continues to rely on these assets to support each customer in the design and manufacturing of sealing systems that improve comfort for vehicle occupants.

Since last speaking to Waterville TG in October 2022, the business has progressed even further in evolving its product offerings, creating positive environmental contributions, and

developing investments towards automation within the manufacturing industry.

“We are a supplier of dynamic and static weatherstrip systems for the automotive industry,” reintroduces Sylvain Dube, General Manager of Business Strategies at Waterville TG.

“We offer a turnkey service to our customers, from the custom design to material development and manufacturing process up to the mass production of these parts.”

Amongst the company’s vast client base, it can count major automotive manufacturers such as Ford, General Motors (GM), Honda, Stellantis, and Toyota for both their mass-market and premium brands.

Waterville TG has expanded across Quebec and Ontario with the construction of three production plants and one distribution center, and now boasts over 1,000 dedicated employees who work daily to showcase the reason behind the company’s long-standing global reputation.

ALWAYS ONE STEP AHEAD

Initially hired at the end of the 1980s, Dube quickly rose through the ranks at Waterville TG and was eventually trusted with the audacious mission of creating a sales office in the heart of Detroit, Michigan.

After seizing the opportunity to relocate to Belgium to work for TG

NORTH AMERICA OUTLOOK: WHAT ARE YOUR KEY PRIORITIES FOR 2024?

Sylvain Dube, General Manager of Business Strategies: “Since last year, we have been awarded multiple new contracts. Our customers recognize the benefits of an experienced team, our ability to launch new vehicles flawlessly, and the importance of quality weatherstrip systems.

“In 2024, we are planning to continue to deliver excellence by supporting new vehicle launches, most of which will be available in hybrid, plug-in, or BEV variants. These products are crucial for our customer product portfolios, and we are glad they trust us to support these next-generation vehicles.”

Europe, before moving back a few years later to gain experience as a Sales Manager for other companies in Quebec, Dube returned to Waterville TG in 2022 as the General Manager of Business Strategies.

“Having grown from my experience as Product Line Director at Michelin, my strategic vision, leadership, and passion for sustainable development are undoubtedly assets that will ensure the future of Waterville TG,” he enthuses.

One of the investments the company highlighted previously was its push towards automation, specifically its heavy investment in manufacturing robotics with the goal of increasing automation by 2030 in order to remain competitive.

“We are continuing our efforts towards process automation. We’ve invested in manufacturing robotization over the past few years to improve our process from an ergonomic standpoint while improving our global standing,” insights Dube.

Since 2023, Waterville TG has been delivering parts from automated

“FOR US, SOCIAL RESPONSIBILITY IS THE POSITIVE IMPACT OUR COMPANY CAN HAVE ON PRESERVING THE ENVIRONMENT, CREATING PLEASANT WORKSPACES, AND BUILDING COMMUNITIES PEOPLE WANT TO LIVE IN”

– SYLVAIN DUBE,

GENERAL MANAGER OF BUSINESS STRATEGIES, WATERVILLE TG

processes to its customers. The company has faced some challenges due to the nature of its parts being soft; despite this, it managed to retain strong support from clients during this transition as they understand the long-term benefits of automated production.

“We have even served as a good example of a business case for original equipment manufacturers (OEMs) by ensuring the safe launch of production during the technological transition,” furthers Dube.

In addition to advancing automation, Waterville TG has also continued to accentuate its focus on supporting battery electric vehicle (BEV) customers in a disruptive industry environment.

As analysts are describing the uptake of BEVs as ‘cooling’, with less demand from customers and a slower adoption rate, the company has observed reduced vehicle output, a slow down in the BEV product cycle plan, and a hold on investments.

“As a supplier, we are closely monitoring the variation in volume forecasts and customer cycle plans, and subsequently aligning our product portfolio to the market.”

LEADER IN TAILOR-MADE SOLUTIONS

With natural disasters occurring at a rapidly increasing rate due to the effects of climate change, automakers recognize the socioeconomic impacts of these events and therefore quickly shifting to zero-emission vehicles such as BEVs and fuel-cell electric vehicles (FCEVs).

Waterville TG is a frontrunner in these global efforts, working to combat the large amounts of CO2 emitted over the lifecycle of automotive products.

“Previously, we mentioned that we had adopted the philosophy of a circular economy, and carbon neutrality is a part of this global initiative,” insights Dube.

“We were already closely tracking the carbon emissions of our activities and reporting in Manufacture 2030, a platform that works to empower manufacturers and suppliers to cut emissions by at least 50 percent by 2030, which our customers can access to achieve their carbon neutrality goals.”

Progressing these targets even further, the company became carbon neutral for its direct operations in 2023, alongside the energy it purchases for its Quebec and Ontario sites.

Its mid-term vision includes contributing to local projects to offset its emissions and investing in

infrastructure to continue to reduce emissions at the source.

“Our long-term goal, meanwhile, is to ensure full carbon neutrality across our entire value chain, including suppliers, customers, and the use of our products, which is an enormous challenge for any company with sustainability objectives,” details Dube.

In addition to Waterville TG’s carbon neutrality goals, it has also introduced a new automated ethylene propylene diene terpolymer (EPDM) molding process for opening trim weatherseals, a world first.

This innovative leap marks a significant milestone in

“ULTIMATELY, I SEEK TO EMPOWER MY TEAM TO IDENTIFY AND ADDRESS INEFFICIENCIES, CULTIVATE A MINDSET OF CONTINUOUS IMPROVEMENT, AND DRIVE SUSTAINABLE GROWTH AND INNOVATION”

– SYLVAIN DUBE, GENERAL MANAGER OF BUSINESS STRATEGIES, WATERVILLE TG

Industrial Innovation

Milan Conception was founded in 2007 and specializes in the design and manufacturing of automated industrial machines. The founders, Steeve Michaud and Benoît Langlois, along with their team, quickly revolutionized the automotive sealing sector by creating the first High-Speed ICM (Insert Clip Machine) with a cycle time of less than 0.5 seconds per clip. This innovation propelled the company onto the global stage, ensuring significant success.

Milan Conception places innovation, research, and development at the heart of its mission. The introduction of the ICM FLEX version has successfully disrupted market standards by allowing tooling changes and infinite versatility, all achieved in a simple and efficient manner.

Do you have needs? We have ideas!

The company extends beyond the automotive sealing domain, developing products for various sectors such as recreational vehicles, automated saws, and a diverse range of testing machines, to name just a few.

Since 2021, with the introduction of TransMetal, its new division, the company has significantly diversified its range of offered services. Through advanced equipment provided by a renowned company, they are now able to offer laser cutting and metal bending services with exceptional precision. This collaboration not only enhances the company's ability to produce high-quality results but also strengthens its operational efficiency, reducing production times and optimizing production processes.

Milan Conception considers customer satisfaction as a fundamental concern, the basis of its success. With the aim of establishing lasting and fruitful relationships, ensuring mutual long-term success, each team member fully invests time in thoroughly understanding the specific requirements of each customer.

Teamwork equals success.

Milan Conception also places great value on its employees, fully recognizing their essential role in the company's continued success. It provides a professional environment focused on well-being, recognition, and skills development, significantly fostering motivation, productivity, and the fulfillment of each individual.

Milan Conception is committed to continuing its exploration of innovation to contribute to the evolution of the global industrial market.

WATERVILLE TG AT A GLANCE

1,000+ employees

FOUR sites in Canada

70+ years of expertise and innovation

manufacturing, revolutionizing the way weatherseals are produced by using a fully automated robotic cell.

“Traditionally, weatherseal production has been a labor-intensive and time-consuming process, often prone to human error, efficiency, and variability,” informs Dube.

“However, with the implementation of an automated molding process, we have effectively streamlined

production operations, minimizing manual intervention while maximizing output consistency.”

This adoption of new, industryshaping technology underscores Waterville TG’s commitment to innovation and excellence in the automotive sector that will redefine the manufacturing landscape for years to come.

AN ACTIVE COMMUNITY PLAYER

In an effort to reduce waste and minimize the company’s environmental footprint further, Waterville TG is working towards reusing reclaimed EPDM in compound mixing.

“We have a new mantra of ‘cradle to cradle’ instead of the typical ‘cradle to

grave’, meaning that the end goal is to revalorize products by reintroducing them inside new production,” expands Dube.

There are some challenges to this new venture, including the reclaiming process itself, designing the product with reuse in mind, and collecting material following the usage.

However, despite these obstacles, the company’s intent is to increase the ratio of recycled material inside new batches of rubber while still keeping the same physical properties compared to a ‘virgin’ recipe.

“Additionally, since 2007, we have been an active member on the Board of Directors of Foundation Estrienne en Environnement, which promotes environmental protection and sustainable development in the

Eastern Townships region,” asserts Dube.

In parallel to furthering environmental sustainability, being a respectful corporate citizen is a priority for the company as it sincerely believes in local community involvement.

Waterville TG plans to continue to support local organizations such as Centraide Estrie by taking part in its awareness campaign every year, along with making donations – both financially and materially – to organizations and institutes, including École de la Passerelle, Bishop’s University, Course Unis Pour la Cause, Collège François-De La Place, École des Enfants-de-la-Terre, and Équipe Élite alpin de l’Estrie.

As the company looks ahead, it

envisions a future where Waterville TG continues improving its efficiency, quality, and agility.

“Ultimately, I seek to empower my team to identify and address inefficiencies, cultivate a mindset of continuous improvement, and drive sustainable growth and innovation,” concludes Dube.

The company has proven over its 72-year history why it has been chosen by the biggest names in the global automotive industry to develop and manufacture their sealing systems, regardless of the type of vehicle.

As Waterville TG continues to provide tailor-made sealing systems that exceed even the highest customer demands, its future promises further innovation, growth, and international recognition.

Tel: (819) 837-2421

serviceressourceshumaines@wtg.ca www.watervilletg.com

IMAGINE, INNOVATE, AND INTEGRATE

Mi Integration is an innovative and efficient partner offering collaborative and integrated engineering services through a wide range of products, tooling, and polymer injection procedures, mainly for automotive sealing systems and multi-material products. We unpack the company’s story with President, Vincent Houle

Writer: Ed Budds | Project Manager: Kieron Harvey

Founded in 1984, Mi Integration (Mi), a family business born in Sherbrooke, Quebec, shines brightly through its value-added and innovative products, which are used by the automotive industry around the world.

Over the last three decades, Mi has distinguished itself through its top-tier expertise, natural creativity, and the thoughtful manner in which it efficiently solves complex design and performance needs.

Vincent Houle, President

“As a manufacturer always on the lookout for new opportunities, we pride ourselves on our ability to quickly and effectively adapt our service offering,” introduces President, Vincent Houle.

In the face of the COVID-19 pandemic, a difficult period that seriously affected the automotive industry, Mi demonstrated its resilience by capitalizing on its established expertise in sealing and product development.

In this way, the company has managed to respond and diversify its portfolio in personal protective equipment (PPE) and the healthcare sector, where a new division, Mi Protection, was created to offer high-performance products that improve safety for all while remaining environmentally responsible.

Houle believes that the automotive industry in general is a highly interesting and rigorously challenging landscape where participants must embrace innovation and endeavor to make and do things differently.

“I like to be connected to the market and clients’ needs, then transpose this internally to our team to get the best out of them and realize great projects and harness innovation,” he sets out.

“I have worked in business development for many years, and in 2017, I

became President of Mi, where my role is to find the right balance between strategy, organizational development, and lean manufacturing.”

ADAPTING CAPABILITIES

A truly game-changing development for the company was the creation of its own Mi lab in 2015, which exists as an R&D center for innovative new products and technology integration.

“Our dedicated people in the Mi lab work very hard as we want to position ourselves as the first point of contact when clients need to improve their working cell process or product performance,” Houle affirms.

As more complex and innovative designs continue to evolve throughout the industry, the company must stay agile and respond to new trends and developments.

Undoubtedly, there are many

exciting projects taking shape across the entire automotive manufacturing market, and Mi continues to establish itself as a partner looking to add as much value as possible to its assembly operations.

“We like to simplify something that might look complex at the beginning, and if Mi can help to enhance a demanding trend in the market, this is where we become an accelerator,” Houle tells us.

Another important trend Mi aims to play a more significant role in relates to sustainability.

“This is difficult to position ourselves within as a small player in the value chain, but obviously, the interest in developing products, materials, and processes that help our planet is an axis that we will emphasize in the coming months and years.”

A CANADIAN-MEXICAN LOVE STORY

Mi’s involvement in Mexico began in 2011, and its total investment in the country to date totals $6 million, which has been poured into the company’s facilities in San Luis Potosi.

“All of our units are important, and this new geographical expansion represents a good growth opportunity for us. There are countless talents in Mexico as they

have been thriving in the automotive market for many years now and have felt the level of maturity and expertise emerging from this,” Houle expands.

By adapting the culture and leadership style to Mi’s new colleagues in Mexico, the company is developing true synergy between its Canadian and Mexican operations.

Today, Mi’s Mexico plant mainly focuses on the mass production of thermoplastic injection molding,

MI’S VISION AND GROWTH STRATEGY

VISION

The company aims to become an integrator of innovative solutions in order to optimize the internal performance of its global clients by concentrating on high-quality designs and customized production.

GROWTH STRATEGY

Mi is aiming to establish a global presence, as each day, its dedicated team works with diligence to earn its status as a global leader in the automotive industry. The company’s footprint continues to grow at an international level, so Mi looks to ensure a good understanding of the market and remain close to its clients.

but the company is increasingly developing autonomy in terms of engineering and product development.

Furthermore, Mi estimates that up to 75 percent of its new business will be produced in Mexico, mainly because of its proximity to clients.

Beginning as a localization strategy at first, the San Luis Potosi facility is a strategic location that will continue to help Mi enhance its business.

For Mi, the investment has been worth it. About one-third of the company’s revenue is now earned through its Mexican operations, and as further investment is realized, this number is expected to grow. Mi will also launch a new facility of close to 100,000 square feet in Ramos Arizpe, which aims to be fully operational in October 2024. This will be delivered to better respond to the company’s needs in the northern regions of Mexico and the Southern US.

THE IMPORTANCE OF SOCIAL RESPONSIBILITY

The power of the company’s dedicated and hard-working staff is the most important tool at Mi’s disposal.

“RIGHT NOW, ACROSS NORTH AMERICA, THERE IS A REAL OPPORTUNITY TO POSITION OURSELVES AS A STRATEGIC PARTNER FOR MANY COMPANIES”

– VINCENT HOULE, PRESIDENT, MI INTEGRATION

“We try to empower our staff with a sense of purpose by utilizing our corporate strategic plan and bringing this to all members so they can understand the reasons why they are carrying out a specific action,” Houle tells us.

Mi has curated a thriving culture where it encourages and celebrates staff achievements, from the smallest

milestones to the biggest wins, alongside inviting its people to lead a project they feel passionate about and develop within the organization.

Concurrent to this, Mi works with colleges and universities to provide a chance for young professionals to experiment and develop a project within the company that enlightens them.

“I am personally involved in a new foundation to develop the leaders of tomorrow. This is a fresh but promising initiative, as I find it interesting to help people from ages 15 to 17 explore new pathways and provide access to leaders who manage companies and teams so they can better understand leadership concepts that are often neglected in broader education programs,” he excites.

CAPITALIZING ON EXCITING OPPORTUNITIES

Moving forward, Mi’s key priority is to organize the business in order to effectively scale its operations. With many new and exciting clients in its portfolio, customer satisfaction is therefore the company’s major focus, and its team is aligned to develop and create numerous successful projects.

Alongside the aforementioned launch of Mi’s new manufacturing

plant in the north of Mexico, the company recently opened a new sales and engineering office in Detroit at the beginning of 2024 as part of an objective to become more widely known and develop a better relationship with the entire value chain, which in turn will help Mi to drive innovation faster and more efficiently.

“We need to understand our clients’ challenges and personalize

WITTMANN BATTENFELD CANADA INC.

35 Leek Crescent | Richmond Hill Toll free: +1 888 466 8266 Christian Weiss christian.weiss@wittmann-group.ca info@wittmann-group.ca

our approach and development to meet these communicated and latent needs,” Houle acclaims.

“Our service offering is vertically integrated from product design to mass production, passing through a rigorous product development process to build optimal capabilities.

“Right now, across North America, there is a real opportunity to position ourselves as a strategic partner for many companies. Cost reduction,

@WittmannBattenfeldCanada

Tel: +1 514 355 8907

Stefan Tremblay stremblay@anplastps.com Quebec Representative www.wittmann-group.com

localization, and technology integration are all opportunities where we could potentially play a significant role in the automotive industry,” he concludes.

This exciting landscape promises to open up multiple opportunities that Mi could not necessarily have accessed if the sociopolitical climate was the same as 10 years ago.

While this evolving sector still exists parallel to countless

uncertainties, the company must now take advantage of the current trends and remain agile with further evolution on the way.

Tel: 819-822-3697 info@mi-integration.com www.mi-integration.com

AVIONICS PRECISION, ACCURACY, AND

Since last speaking to Aerosonic, the company has progressed in its provision of complete air data systems to meet the demands of the biggest aerospace organizations. Alexandre Lebeau, Vice President of Sales and Marketing, and Greg Van Bemden, Vice President of Engineering, delve deeper

Writer: Lucy Pilgrim | Project Manager: Michael Sommerfield

PRECISION, SUPPORT

The last 12 months have witnessed considerable turbulence in the aerospace sector, following significant global supply chain constraints arising from the aftermath of the COVID-19 pandemic, compounded by increased military demand from multiple global conflicts and recent issues found in Boeing aircraft fleets. These challenges have highlighted

the growing need for a robust supply chain of dependable parts manufacturers.

“Supply chain delays and issues with original equipment manufacturers (OEMs) have provided Aerosonic with an opportunity to gain additional market shares across the entire commercial transport segment, with our expanded Federal Aviation Administration (FAA) Parts

Manufacturing Approval (PMA) product line for the Airbus and Boeing family of aircraft,” introduces Alexandre Lebeau, Vice President of Sales and Marketing.

Furthermore, the growing level of worldwide conflict has caused the increased use of unmanned aerial vehicles (UAVs), thus increasing the demand for lighter and flexible air data products that can be utilized on smaller and more constrained aircraft.

Ongoing conflicts around the world have also raised global defense spending, as aircraft manufacturers use proven technology to accelerate the entry of new aircraft into service and bring new capabilities, which is well suited for Aerosonic’s secondgeneration of integrated multifunction probes (IMPs).

EXPERTS IN AVIONICS

In the past year, Aerosonic has substantially increased its avionics capabilities, fortifying itself as a bestin-class provider for notable names in the industry.

For instance, the company recently received an FAA PMA for an updated pitot probe that met the latest AS5562 icing standards for all A320s, A330s, and A340s aircraft types. This probe is now available as a one-to-one replacement for any OEM products onboard these Airbus fleets.

Meanwhile, the company’s legacy pitot probe on the 737 family was also approved by the FAA to cover the 737 MAX family of aircraft, which is set to resolve recent OEM reliability issues.

“Additionally, the PMA of the pitot probe was expanded to cover the latest Boeing 737 MAX aircraft without modifications to the legacy design. This is thanks to its superior design and robust service history, thus complementing the overall Boeing PMA portfolio,” highlights Greg Van Bemden, Vice President of Engineering.

On top of this, the company recently completed the Preliminary Design Review (PDR) of the latest generation of multi-function probes. The resulting new product line, MULTISENSE™, consists of a family of probes and mating Air Data Computers (ADC) that are aimed at smaller aircraft, such as UAVs and electric vertical take-off and landing (eVTOL) aircraft, alongside a fully integrated version for regional and business aviation.

The customer benefits of MULTISENSE™ include optimized weight and size, fewer parts on the aircraft, higher reliability and availability, and lower integration and maintenance costs translating into the improved total cost of ownership for the operators.

“As aircraft continue to fly higher and faster, the requirements for more robust air data systems are steadily

increasing. As a result, Aerosonic has developed an air data flight test boom capable of surviving the extreme environments found in modern military aircraft,” opens Greg Van Bemden, Vice President of Engineering.

The air data flight test boom measures total and static pressure, total air temperature, angle of attack (AoA), and angle of sideslip (AoS). It is then used during test flight campaigns to calibrate the aircraft’s integrated air data systems.

MULTI-FUNCTION FIXED AIR DATA PROBES

A highly significant ongoing project for Aerosonic is the expansion of its multi-function fixed air data probes for UAVs and eVTOLs. The company recently developed a modular architecture for the quick customization of probe bases to match unique aircraft mounting requirements.

The modular architecture extends to design assurance level A (DAL A) air data computers to reduce the amount of testing required for new multi-function fixed air data probe configurations.

The Technical Standard Orders

PMA Probes with platforms

MULTISENSE™

Lilium, Pioneer Edition

(TSO)-certified MULTISENSE™ provides Aerosonic with the unique ability to offer any aircraft a multi-function solution, whether integrated or federated, with lower integration costs.

On top of this, the second generation of IMPs for military fighter jets and trainers have been flying for more than a year, with the products nearing the final approval stage for low-rate initial production (LRIP), ready for four new aircraft platforms being fielded across Europe and Asia.

FLYING HIGH ABOVE THE REST

The organization continues to differentiate itself through strategic partnerships that elevate its capabilities to meet growing demand.

“One of Aerosonic’s strengths is its ability to focus on the projects that yield the most return for our customers and shareholders,” states Lebeau.

For example, leveraging its extensive air data solutions portfolio, the company has partnered with

ONE AEROSONIC, ONE TEAM

With engineers who engage directly with global aircraft manufacturers, Aerosonic aims to attract aerospace enthusiasts who are keen to take part in delivering safety-critical air data solutions to the next generation of aircraft.

The company’s business units are co-located in its Clearwater facility, which means that buyers, planners, manufacturing, quality and design engineers, and sales leaders are all under one roof, something the company is very proud of.

“Co-location improves communication amongst the business and solidifies ‘One Aerosonic, One Team’. We constantly highlight to our workforce that what we do matters,” Van Bemden proudly states.

Air Data Booms

Lilium, Pioneer Edition, taking off

AEROSONIC’S ENVIRONMENTAL INITIATIVES

• Aligning with the government’s green initiatives for the civil market to replace traditional powerplants with electricpowered aircraft, which has driven the demand for lighter air data systems that require less power.

• Development and production of wind tunnel capabilities.

• Advancing its environmental testing ability to support the development of environmental stress screening (ESS) capacity, with a new ESS chamber being delivered at the end of 2024.

another major air data system provider to enable the sale of complete air data systems to its evolving customer base.

“Safety regulations require dissimilar air data systems as primary and back-up systems. Few companies can offer both for every aircraft,” affirms Van Bemden.

The company is equally a step ahead of its competitors in supporting its customers’ aircraft-level critical point analysis (CPA).

Aerosonic recently made a significant capital investment to increase its computational capability, enabling it to place air data products in optimum positions on aircraft and determine the concentration factors needed to safely test products according to the latest standards.

Another differentiating factor is the further expansion of Aerosonic’s flight test boom product line, which now possesses a larger range of AoA and AoS capabilities. Its portfolio

was also expanded to include a new line of booms for high-stress military environments as well as smaller booms to support aircraft production purposes.

In addition, the company has significantly invested in automating critical steps in the probe manufacturing process, such as brazing and polishing. This will improve the overall quality and on-time delivery of its core products whilst preparing for the ramp-up of advanced air mobility.

“By investing in the automation of the brazing and polishing processes across our probe product lines, we expect to see significant improvements in the overall quality and delivery of our core products,” details Van Bemden.

To add to this, Aerosonic also consistently commits to high standards of health and safety.

“Lastly, we increased our contributions to multiple SAE Air Data Working Groups by hosting

two of their quarterly meetings at our Clearwater facility in Florida. The groups are creating and improving standards to maintain the safety level that everyone expects from the aerospace industry,” voices Van Bemden.

ACHIEVING CONTINUOUS GROWTH

Looking towards the future, Aerosonic has a number of projects in the pipeline that it is eager to commence once resources are available. For instance, the company’s main focus includes designing products for efficient heating and aerodynamic performance.

“Our future project funnel leverages these core competencies to expand our traditional offerings and grow through adjacent product lines,” reveals Van Bemden.

Another priority for the company is innovating its manufacturing processes.

Van-Ess Manufacturing Precision CNC Milling and turning

Family owned and in business for over 40 years.

Van-Ess Manufacturing, Inc. Brooksville FL 34604

352-754-3060

Email: Quotes@Van-Ess.com

“We’ve demonstrated success in implementing new automation solutions for our legacy and nextgeneration processes, which allow Aerosonic to insource more subcomponents and increase our capabilities and capacity,” concludes Van Bemden.

This ultimately allows the company to better serve its customers with less volatility within the supply chain, providing shorter lead times.

With a stringent target to achieve continuous growth year on year, Aerosonic is also investing heavily in productivity improvements to steadily increase its quality and on-time delivery.

These elements facilitate the organization’s foundation of trust with customers, which allows the company to bring in new businesses from a focused portfolio of new projects.

In 2024, Aerosonic is looking forward to delivering the first shipsets of MULTISENSE™ to its launch

customers in order to support their test flight campaigns and type certification efforts.

Finally, this year also sees the company transitioning its second generation of IMPs and integrated static ports (ISPs) into low-rate initial production, further pushing the boundaries for aerospace innovation.

Tel: (727) 461-3000

Automation

THE PERFECT PRODUCTION PLATFORM

Revolutionizing rail travel, Stadler US is making its mark with its state-of-the-art facility, which manufactures cutting-edge trains that are not only tailored to meet the unique needs of customers but also set new standards in the industry

Writer: Rachel Carr | Project Manager: Kieron Harvey

Since the 1820s, railroads have played a pivotal role in US transportation.

Initially, horses and steam engines pulled rudimentary wooden freight cars, but as the industry evolved, the US soon began developing its own rail manufacturing capability as early as the 1830s.

During the Industrial Revolution, railroads advanced significantly, becoming a critical mode of transportation for raw materials over long distances. Since then, trains have undergone major improvements, a testament to the innovation and growth of the rail travel industry.

Not only did this progress shape the nation’s infrastructure and economy, but it also laid the foundations for companies like Stadler US to thrive.

CHARGING TOWARDS ZERO EMISSIONS

In 2023, Utah State University (USU), the ASPIRE Engineering Research Center (ASPIRE), and Stadler US collaborated to develop and test a battery-powered passenger train.

Based on the Fast Light Intercity and Regional Train (FLIRT) Akku concept, it has been successfully implemented in the US as the first multiple-unit train with a battery drive.

However, adapting the project to US infrastructure and national regulations requires extensive R&D.

Despite starting as a transport pioneer, the US railway system has been deteriorating for decades with almost no upgrades. As a result, only one percent of rail lines are electrified in the country. However, years of neglect have created the ideal conditions for Stadler US’ battery-powered passenger train, which provides a zero-emission alternative to dieselpowered vehicles.

ASPIRE is developing the trackside charging infrastructure for the train, which will enable emission-free rail transport on nonelectrified routes in the US.

An ideal transportation solution for areas without overhead electric infrastructure, it also allows for longer routes, as the FLIRT Akku train has demonstrated a range of 185 kilometers.

Stadler US is the stateside division of Swiss manufacturer, Stadler Rail, whose rich history dates back to 1942 when Ernst Stadler founded an engineering office in Zurich.

Three years later, Stadler Rail began producing battery and dieselpowered locomotives, with its first passenger vehicles rolling off the production line in 1984. This history of innovation and expertise has been a cornerstone of the company’s success and earned it a reputation for reliability and trust in the rail travel industry.

In 1989, Stadler Rail made a groundbreaking contribution with the introduction of the first modular vehicle. This innovation paved the way for successful business development and solidified the company’s position as the world’s leading manufacturer in the rack and pinion sector.

These lightweight vehicles, equipped with various rack and pinion systems as well as track gauges, are designed to handle extreme landscapes and gradients, showcasing Stadler Rail’s longstanding leadership in the industry.

Today, Stadler US has a varied product range of rail cars and rolling stock for the North American market, spanning from trams to high-speed trains.

SUSTAINABLE BY RAIL

Although the company has been operating in the country since 2002, it wasn’t until 2019 that Stadler US opened its first production site in Salt Lake City, Utah.

The facility imports car shells and bodies from Europe, but Stadler US plans to change this to reduce its carbon footprint.

r2p revolutionizes Smart Mobility

In the rapidly evolving landscape of Smart City Transportation, the r2p Group stands out as a beacon of innovation and excellence. Founded with the mission to design and develop intelligent technology systems that set the highest standards in quality and safety, r2p has become synonymous with cutting-edge solutions for the mobile transport sector. Our collaboration with Stadler US is a testament to our shared values of innovation and excellence, marking a significant milestone in our journey to redefine transportation.

A Journey of Growth

Since its inception, r2p has embarked on an extraordinary journey of growth and innovation. Our comprehensive portfolio includes CCTV, Passenger Information Systems, Network Audio Solutions and Automatic Passenger Counting, all equipped with real-time data transfer capabilities for rail and road vehicles, as well as fixed infrastructure.

Headquartered in Flensburg, Germany, the rapidly growing r2p Group operates internationally in 45 countries with competence centers in Australia, Canada, Malaysia, Denmark and the United Kingdom. With additional subsidiaries and offices in the US, Spain, Italy, Switzerland and Brazil, r2p takes pride in being a truly global company.

r2p NetSpire

The r2p NetSpire solution redefines flexibility and scalability in Passenger Information System applications. As a clienthosted, networked IP-based system, it offers unparalleled modularity, allowing for easy configuration and integration with existing infrastructure. From integrated public address systems to passenger information displays and passenger emergency intercoms, r2p NetSpire delivers a comprehensive integrated solution that enhances passenger experience and safety, supported by a robust web interface for effortless transit operator management.

r2p HORIZON

Our flagship CCTV software solution, r2p HORIZON,

Passenger Information System

epitomizes innovation by unifying our entire CCTV product portfolio under one intuitive, modular platform. Designed for efficiency and ease of use, r2p HORIZON allows for seamless remote management and maintenance of r2p CCTV services, ensuring our customers can enjoy reduced operational costs and enhanced fleet availability. r2p Horizon is available as a highlysecured Software-as-aService or on-premise hosting solution, with our experts’ user support and software maintenance. All options comply with our high GDPR and security standards.

Expanding our Reach –r2p in the US

Our newest subsidiary, r2p USA Inc., harnesses the r2p Group’s unparalleled global depth of knowledge in OEM

hardware manufacturing, software development, and systems integration. As a wholly owned subsidiary of T.G. Baker Americas Inc. (part of the r2p Group, headquartered in Toronto, Canada), who has been delivering major transit projects for many years, r2p USA Inc. is equipped with the tools to successfully support the full turnkey project delivery of our integrated Passenger Information Systems, mobile CCTV and Automatic Passenger Counting solutions across the US. Our state-of-the-art manufacturing facility in Buffalo represents our commitment to delivering Buy American Act (BAA)compliant products that exceed industry standards. Our involvement in several major existing US CCTV and Passenger Information System projects including

the MARTA Metro Train Replacement Project (Atlanta, GA), the KCATA Streetcar Project (Kansas City, MO), the HART LRT Rail Project (Honolulu, HI) and the MBTA Green Line Project (Boston, MA) underscores our dedication to excellence and innovation as well as signaling our intent to expand our presence in the US market. With the implementation of our strategic sales presence in Chicago, IL, and our BAAcompliant manufacturing facility in Buffalo, NY, r2p is poised for further growth, ready to forge new partnerships and explore new opportunities in the North American market.

Towards the Future of Smart Mobility

At r2p, we are driven by a vision to revolutionize the landscape of intelligent transportation solutions.

Our commitment to quality, innovation, and customer service is unwavering, as we continue to push the boundaries of what is possible. We invite you to join us on this exciting journey to explore the possibilities and shape the future of Smart Mobility in

Rob Little Senior Account Manager - Integrated Systems

T: +1 312 771 028 6 | M: robert.little@r2p.com

Sean Coster Managing Director

T: +1 843 907 2085 | M: sean.coster@r2p.com

the US. Let’s embark on this road to innovation together, with r2p leading the way. To learn more about our capabilities, discuss partnership opportunities, or schedule a visit to our manufacturing facility, please contact our dedicated team.

r2p USA Inc.

50 Fountain Plaza Suite 1400

Buffalo 14202

USA

T: +1 905 669 8422 M: usa-info@r2p.com

STADLER TRAINS

Modular vehicle concepts

HIGH-SPEED – SMILE

INTERCITY – FLIRT200, KISS200

REGIONAL TRAINS – GTW, WINK, KISS, FLIRT160

CITY TRANSPORT – TINA, TANGO, TRAMLINK, VARIOBAHN, METELITSA, CITYLINK, underground trains

LOCOMOTIVES – EURO9000,

EURODUAL, EURO6000, EURO4001, EUROLIGHT, SALI, Central Cab, customized locomotives

TAILOR-MADE – Multiple unit rail vehicles, rack railways, carriages

Alternative drive solutions

BATTERY ELECTRIC DRIVE – FLIRT Akku

HYDROGEN DRIVE – FLIRT H2

In 2022, the company also signed a Memorandum of Understanding (MoU) with the California State Transportation Agency (CalSTA) and the California Department of Transportation (Caltrans) for the design and delivery of four zeroemission trains, with the option to purchase up to 25 units.

FLIRT has been successfully operating in extreme climates worldwide, from Africa to the Arctic

Stadler Euro6000 MS locomotive

Circle. As part of the company’s range of alternative solutions, the FLIRT H2 model utilizes hydrogen fuel cells as its energy source. The train operates entirely on electricity and stores kinetic energy in batteries under braking. The electricity generated is then used to power the train, charge the lithiumion traction batteries, and feed the onboard heating, ventilation, and air conditioning (HVAC)

system. The propulsion system, meanwhile, allows FLIRT H2 to operate throughout the day without refueling.

Stadler US delivered the first hydrogen-powered train for passenger rail transport in 2019, selling its first FLIRT H2 vehicle in the country. The lightweight aluminum single-decker model can be arranged in two to four-car compositions.

This year, Stadler US proudly announced that the FLIRT H2 was entered into the Guinness World Records database for the longest distance achieved by a pilot hydrogen fuel cell electric multiple-unit passenger train without refueling or recharging – 1,741.7 miles.

The company’s innovative strength and technological prowess in sustainable rail transport have been highlighted by this impressive achievement.

PERFECT PARTNERS

Knowledge Architects Inc. and Stadler Rail are set to revolutionize workforce development training and its delivery through the implementation of advanced training aids to support transit agencies across the US. Sheila Jordan, Knowledge Architects Inc.’s CEO, reflects on how this strategic partnership represents a significant leap forward in the realm of transportation training.

Step into the future of transportation training with Knowledge Architects Inc. (KA) and Stadler Rail as they embark on a groundbreaking partnership to redefine workforce development in transit agencies across the United States. Sheila Jordan, the visionary CEO of KA, shares insights into this exciting collaboration and its transformative potential.

At the heart of KA’s mission is a dedication to leveraging cuttingedge technology and

innovative instructional design to empower the workforce. Renowned for their expertise in crafting immersive training solutions, KA is teaming up with Stadler Rail, a global leader in railway

The partnership kicks off in Atlanta, GA, where KA and Stadler will deliver over 3,000 hours of training content specifically designed for the new rail cars being delivered to MARTA (Metropolitan Atlanta Rapid Transit Authority). Sheila Jordan emphasizes the importance of imparting technical knowledge

vehicle manufacturing, to elevate training standards to unprecedented heights

and instilling practical skills for real-world scenarios. With over two

decades of experience in organizational development and learning technology, Sheila is passionate about nurturing the talents of the next generation of workers. KA and Stadler’s collaboration extend to Boston, MA, where they’ve developed interactive 3D models and 4K simulation video content for the Massachusetts Bay Transportation Authority (MBTA), focusing on the innovative Green Line Train Protection System (GLTPS) designed exclusively for MBTA. This system incorporates cuttingedge Assisted Braking and Collision Avoidance functionality. Through engaging video content, KA demystifies the intricacies of GLTPS, emphasizing safety and operational excellence, thus reassuring the transit agency leaders, and making them feel confident in the training initiatives.

But their vision doesn’t stop there. With the opening of a new office in

Chicago, IL, KA is poised to make a nationwide impact. As Chicago’s Metra invests in Stadler’s Battery Electric Multiple Units (BEMUs), KA stands ready to provide tailored training solutions, ensuring that Metra has access to the latest advancements in technology and instructional design. This nationwide expansion should make the employees in the transportation industry feel proud and part of a larger mission.

These exciting transit projects cement KA’s solid

partnership with Stadler to revolutionize transportation training and set new standards of excellence and innovation. With each partnership, they’re not just shaping the future of workforce development –they’re driving it forward with passion and purpose.

“We are delighted to partner and collaborate with Stadler on projects in Atlanta, Boston, and Chicago

Sheila Jordan CEO, Knowledge Architects Inc.

“WE ARE CONSTANTLY IMPROVING THE PERFORMANCE AND EFFICIENCY OF OUR TRAINS USING STATE-OF-THE-ART TECHNOLOGIES”

– STADLER US

TAILOR-MADE TRAINS

Stadler US is happy to create custom vehicles to suit each customer.

After starting with the production of single vehicles and small-batch series, the company now offers many years of experience and engineering expertise to meet specific needs, guaranteeing flexibility and quality.

Rail operators benefit from Stadler US’ personalized approach, allowing for tailor-made locomotives

to meet special requirements in construction, shunting, and journeys with combined gear wheels and adhesion.

Alongside trains, Stadler US offers customized signaling and digital solutions and services to ensure efficient and sustainable rail operations. It also provides continuous customer care beyond train delivery, ensuring reliable and safe rail operations.

HaslerRail is the market-leader and innovative supplier of performance and safety-relevant on-board electronics, sensor, software and data management products and solutions for the railway industry.

Our on-board product range includes event recorders, speed and odometry sensors, energy measurement systems and HMIs. For operators of passenger and freight services connectivity and information are key.

By combining our on-board technology and software solutions we unleash the full power of Big Data analytics to uncover trends, patterns, and correlations in large amounts of raw data. This provides operations and maintenance teams valuable insights and empowers them to make data-informed decisions.

Our products and solutions are available for new build or retrofit projects.

We can specify, manufacture and deliver field-proven solutions that enable the safe, efficient and sustainable operation of intercity, regional and light rail vehicle fleets.

And our worldwide network of manufacturing and customer service facilities means that we can provide support swiftly and locally.

Elliot Flores, Sales & Business Development Manager - elliot.flores@haslerrail.com

Monica Morgan, Project & Site Manager - monica.morgan@haslerrail.com

Robin Foreshew, RailData Sales & Business Development Manager - robin.foreshew@haslerrail.com

Discover the capabilities of Letrona AG

As a specialist in the design and manufacture of highly complex assemblies for rail vehicles, we offer customized solutions of the highest quality. Our lean organizational structures enable efficient production and short communication channels, resulting in rapid implementation of your projects.

We understand our customers’ requirements and offer assemblies that can be supplied with fire protection certificates, insulation and other specific requirements on request.

With our many years of experience, state-of-the-art technology and infrastructure, we are your reliable partner for complex assemblies in rail vehicle construction. Place your trust in the expertise of Letrona AG for highquality, customized solutions that meet your exact requirements.

Stadler US trains are produced in small series and optimized for individualization and quality, in contrast to the model series of tailormade multiple units. The company offers custom-made carriages for driving trailers, passenger cars, panoramic carriages, and sleepers with a wide range of interior design, HVAC, and technology options. Furthermore, its trains are

cost-effective and cutting-edge, providing passengers with maximum comfort.

FULL STEAM AHEAD

In 2019, Stadler US was also contracted by the Dallas Area Rapid Transport (DART) to build eight FLIRT trains and design the equipment maintenance facility (EMF) for the Cotton Belt Regional Rail Project.

In the same year, the Metropolitan Atlanta Rapid Transit Authority (MARTA) awarded Stadler US a contract worth over $600 million to build 127 metro trains for the Atlanta area.

The contract specified that the new trains must be based on the previous models and required the integration of modern technology into the old specifications.

Stadler US has implemented a Youth Apprenticeship Program inspired by the Swiss model to handle the high volume of contracts it receives.

This program is designed to ensure that the company has the necessary talent to complete the orders. In the first year, students can choose between the Automatic Technician (electrical) and Production Technician (mechanical) tracks.

In the second year of their apprenticeship, trainees attend courses at Salt Lake Community College, receive supplementary training from Stadler US, and are integrated into regular production.

In the final year, advanced lectures are conducted at the college, whilst more skilled, practical training continues at the company. To graduate from the program, apprentices must successfully complete final testing and a final project.

The purpose of the intensive training is to ensure Stadler US maintains the high standards of the long and illustrious history of Stadler Rail.

TEXRail Stadler FLIRT at DFW Airport, Texas

A Stadler FLIRT DMU on the Salt Lake Garfield and Western Railway

Transforming Transit with New CQ400 Trains

Thanks to Stadler, MARTA will provide a safe, modern ride, moving millions of people through our region and propelling transit into the future.

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SUCCESSFULLY NAVIGATING

EFFICIENCY, ECONOMICS, AND ENVIRONMENT

More than just a technology company, Lummus Technology proudly offers customers fully integrated, end-to-end solutions solidified by global expertise and an extensive history. We speak to Leon de Bruyn, President and CEO, to learn more

Writer: Lauren Kania | Project Manager: Lauren Robinson

Due to the foresight, planning, and entrepreneurial spirit of Walter E. Lummus over 115 years ago, Lummus Technology (Lummus) first came to fruition in Massachusetts with the mission of developing and producing specialized equipment for the process industries.

Since this initial desire to provide technology solutions and evolve the downstream energy industry, the company has established an extensive history of cutting-edge innovation and unparalleled leadership.

“We provide technology solutions that empower customers to produce products sustainably and profitably to enhance everyday life,” opens

Leon de Bruyn, President and CEO of Lummus.

More specifically, Lummus licenses process technologies in clean fuels, renewables, petrochemicals, polymers, and gas processing, and supplies lifecycle services and products such as catalysts, proprietary equipment, and digital solutions.

From those early years, and through many generations of employees and evolutions, there has been one constant – Lummus has always been one of the world’s most innovative technology licensing companies.

This enduring dedication towards progress and innovation is what

inspired de Bruyn to delve into the downstream energy industry after graduating as a chemical engineer from the Eindhoven University of Technology in the Netherlands.

“It has been an amazing journey, and I am incredibly grateful to have grown alongside the company,” says de Bruyn, whose interest in the industry stems from his upbringing.

“My parents, both educators, instilled a love for learning and solving complex problems early on. In this industry, that is exactly what we do – develop innovative technology solutions that make a real difference in the world, contributing to modern life in various ways.”

Lummus and NET Power sign strategic agreement for heat transfer equipment

“OUR TECHNOLOGIES MEET CRITICAL ENERGY, INDUSTRIAL, AND SOCIETAL DEMANDS, DRIVING ECONOMIC GROWTH AND IMPROVING QUALITY OF LIFE AROUND THE WORLD”

– LEON DE BRUYN, PRESIDENT AND CEO, LUMMUS TECHNOLOGY

NORTH AMERICA OUTLOOK: HOW IMPORTANT ARE PARTNER RELATIONSHIPS TO THE SUCCESS OF THE BUSINESS?

Leon de Bruyn, President and CEO: “Partnerships are critical to our success, and many of our technology innovations are the result of bringing scientists and engineers from multiple backgrounds together.

“Combining our expertise with that of our partners builds a collaborative environment that fuels innovation, accelerates the development and time-to-market of new solutions, and increases scale, which, in turn, drives meaningful change.

“We have formed partnerships with various organizations, from established global players like Zeolyst International, BASF, and Chevron to many smaller companies. We also recently added several new partners, such as NET Power, Toshiba, RWDS, and Resynergi, to name a few. For Lummus, these partnerships leverage their strengths and create synergies that benefit all involved.”

Having lived in various countries, worked with a variety of colleagues and customers on fascinating projects, and worn many different hats, de Bruyn can proudly attest that Lummus stands apart from the rest in developing and implementing process technologies that make everyday life possible.

THE INDUSTRY’S MOST COMPLETE PROVIDER

In 2020, Lummus embarked on a bold new chapter. The Chatterjee Group and Rhône Capital purchased

Lummus and established it as a standalone company. Previously part of a larger engineering, procurement, and construction company, Lummus is now freed from its prior constraints and better positioned to grow and align with its customers.

“We first stabilized the business and built the infrastructure and organization capabilities we needed to forge our path forward,” notes de Bruyn.

Following this, the company rapidly evolved its business strategies and culture, alongside aggressively expanding its portfolio to better position itself to provide customers with the best solutions and outcompete traditional players.

The results speak for themselves, as Lummus is in a strong position today and poised for continuous growth well into the future.

Since 2020, Lummus has added many new technologies to its portfolio, with nearly 20 additions in 2023 alone. With its expansion focused on traditional technologies as well as sustainability technology offerings, the company anticipates continuing its rapid growth into 2024 and beyond.

A portion of the company’s recent growth includes forming a

partnership to license high-density polyethylene (HDPE) technology with Texplore, a subsidiary of one of Asia’s largest operators, SCG Chemicals, and acquiring the rights to license and market Air Liquide’s estergrade acrylic acid technology, using propylene as the main feedstock.

“These acquisitions and partnerships give Lummus a more complete offering in the specialty high-value polymer market. As a result, we are able to provide customers with tailored, comprehensive, and integrated solutions,” details de Bruyn.

Additionally, Lummus demonstrated its endless determination and strength throughout the COVID-19 pandemic when the downstream energy sector, like many other industries at the time, faced significant challenges such as a decline in product demand, disrupted supply chains, and volatile market conditions.

“We were able to adapt rapidly and show our resilience,” states de Bruyn.

For example, the company accelerated its efforts to decarbonize and invest in cleaner, more sustainable operations and also embraced digital transformation, an area where the industry previously lagged.

ILLUMINATING THE WAY

Lummus has established an unparalleled track record of developing and commercializing new technologies, alongside having the industry’s most diverse and comprehensive technology portfolio. Its technologies are recognized as best-in-class for their superior performance and the company proudly holds market-leading positions in many areas, such as ethylene, polypropylene, and hydrocracking for clean fuels.

Additionally, Lummus continues to ensure its customers’ success and longevity by going beyond

“LUMMUS HAS RAPIDLY DEVELOPED SOLUTIONS AND TECHNOLOGIES FOR THE CIRCULAR ECONOMY, THE ENERGY TRANSITION, AND DECARBONIZATION”

– LEON DE BRUYN, PRESIDENT AND CEO, LUMMUS TECHNOLOGY

technology licensing and offering lifecycle services. This allows the company to integrate its offerings and ensures it remains by the customer throughout the project and during the investment and operating cycles.

“Our customers trust us to be their partner, guiding them through every phase of their investment’s lifecycle,” emphasizes de Bruyn.

While maintaining an enduring presence in traditional technologies and solutions, Lummus also places a strong focus on its sustainability offering. This is done by providing innovative, cutting-edge technologies that reduce emissions and improve

Left: Lummus and RWDC announce agreement to accelerate and scale PHA production

Below: Lummus and NET Power sign strategic supplier agreement for heat transfer equipment

Bottom left: Lummus and Toshiba announce partnership for advanced carbon capture solutions

Bottom right: Lummus and Citroniq announce licensing and engineering agreements for green polypropylene plants

PART OF YOUR PROCESS

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Among our most successful products is the Transfer Line Exchanger we created for the production of ethylene. For more than 60 years, our design has been setting new standards in durability, performance and enabling highest ethylene yields.

Yet we are not resting on our success but are continuously refining our product portfolio to support new pioneering processes such as methane pyrolysis, the production of e-fuels, the generation of hydrogen or the production of green steel with our process solutions.

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efficiency by optimizing resource usage and minimizing waste, ultimately helping companies reach their sustainability targets.

Recently, Lummus has implemented a variety of new initiatives and programs to continue its sustainable practices even further.

“We have launched ethanol-based sustainable aviation fuel (SAF) technology to meet the aviation industry’s growing demand for SAF,” enlightens de Bruyn.

Lummus also formed a partnership with RWDC Industries to accelerate and scale polyhydroxyalkanoates (PHA) production, which will increase

ZEOLYST INTERNATIONAL PARTNERSHIP

Established since 1988, Zeolyst International quickly emerged as a global leader in the disciplines of zeolite powders, catalysts, and adsorbents. Zeolyst International has a long-standing partnership for Lummus, successfully developing and deploying specialized zeolitic solutions for current and emerging technologies throughout the ongoing relationship.

Zeolyst International combines strengths in product development and manufacturing expertise in zeolites and catalysts from parent companies Ecovyst and Shell Catalysts and Technologies, into a single entity. As a result, Zeolyst International is fully capable in the entire development and commercialization of zeolite applications.

Zeolyst International has worked diligently to become the partner of choice when it comes to customizing zeolites for specific applications and providing flexibility to optimize businesses’ processes for maximum success.

global availability and adoption of natural alternatives to petroleumbased plastics.

In addition, Lummus is working diligently towards driving sustainable practices, including partnering with NET Power for near-zero emission

power plants, and Toshiba for advanced carbon capture solutions, developing VerdeneTM, a biopolypropylene derived from ethanol, and acquiring Zimpro® water and wastewater treatment technologies from Siemens Energy.

Our expertise lies in customizing zeolites for various applications, offering our customers unparalleled flexibility and the ability to optimize processes for maximum success. From catalysts in refining and petrochemical processes to sustainable applications like renewable fuels and plastic circularity, our versatile zeolite products cater to diverse industries.

An exceptional line of zeolite products curated to drive progress in the renewable fuels industry and revolutionize catalytic technologies, leaving a considerable mark on Renewable Fuels production.

A portfolio of zeolites for advanced plastic recycling applications, delivering substantial value by enabling precise control of the end products and lowering energy requirements of pyrolysis processes.

At the forefront of developing customized zeolite products across various industries. Our expertise extends to tailoring zeolite materials and catalysts to meet the specific requirements of customer processes.

Zeolyst International offers a large selection of zeolites and Catalysts tailored to Refining and Aromatics processing, Emission Control, Clean Water and Adsorption, and many more applications.

These examples highlight how Lummus is growing its traditional business while successfully expanding its sustainability offerings, or as de Bruyn often says, “balancing energy efficiency, economic viability, and environmental stewardship.”

CREATING THE FUTURE

Innovation has always been in Lummus’ DNA, and R&D is part of its innovation ecosystem.

As a technology company, R&D is very important to Lummus, enabling the company to create new, extended platforms and improve its technologies.

With four strategically located facilities across the US and Europe that offer advanced R&D, analytical labs, proprietary equipment and catalyst manufacturing, pilot plants, testing and modeling, and other services, the company is able to readily develop, commercialize, and improve its technologies.

“R&D helps us push boundaries and turn big ideas into real commercial solutions that address the evolving needs of our customers and industry,” details de Bruyn.

As Lummus continues to look towards the future, not only is further progress in R&D a key priority, but equally as prominent is the company’s growth in key markets and regions.

One such region is the Middle East, which holds tremendous opportunities for growth and collaboration. As a result, Lummus is strengthening its presence in the Middle East by deepening relationships with customers and building in-country platforms to support the investments of its clients.

This is directly reflected by the recent relocation of Lummus’ Chief Technology Officer, Ujjal Mukherjee, to Saudi Arabia, where he is expanding his team. His presence, along with the dedicated regional team, signifies Lummus’ commitment to fostering

greater knowledge transfer and technological collaboration in a highly active market.

“We are confident that this strategic focus on the Middle East, combined with our continued dedication to innovation and customer success, will position us for growth in the years to come,” concludes de Bruyn.

www.lummustechnology.com

A BEACON OF INTEGRITY AND INNOVATION

Delivering multidisciplinary engineering, procurement, and construction management consultancy services to a diverse range of clients over the past decade, Rally Engineering has distinguished itself as an industry trailblazer. Len de Gans, President and CEO, explains how the company’s values of integrity, collaboration, excellence, service, and innovation continue to prevail

Writer: Lily Sawyer | Project Manager: Lauren Robinson

Characterized by innovation, economic contribution, and environmental stewardship, the Canadian oil and gas industry represents an intricate ecosystem. Adept at marrying technological progress with sustainability and social responsibility, this sector crafts a

narrative of resilience and dedication to a brighter future.

“As the industry evolves amidst global changes, it mirrors Canada’s current state and its ambitions for a sustainable and thriving future,” introduces Len de Gans, President and CEO of Rally Engineering (Rally).

Founded in 2006, Rally began its operations in a modest office in Edmonton, Alberta (AB). Today, the company has transformed into a medium-sized, multi-disciplinary engineering, procurement, and construction management (EPCM) consulting firm, which has undergone

NORTH AMERICA OUTLOOK: HOW DID YOU BECOME INTERESTED IN THE OIL AND GAS INDUSTRY?

Len de Gans, President and CEO: “As a lifelong entrepreneur, my journey into the oil and gas industry has been a pursuit of opportunity and innovation.

In 1976, my family moved to Edmonton, AB, drawn by booming opportunities in the area. A significant period of growth and development in the region ignited my interest in the energy sector.

“Graduating from the University of Alberta in 1987, I embarked on my career with Dome Petroleum (Dome) in Grande Prairie, AB, as a gas plant operator before transitioning to a production engineer. My time at Dome was incredibly fulfilling, offering me a deep dive into the complexities of the industry.

“Eight years later, I ventured into consulting with Colt Engineering. This phase was marked by involvement in numerous largescale projects, each of which was a milestone and contributed to my professional growth and the industry at large.

“The opportunity to co-found Rally with a group of like-minded and ambitious engineers was a pivotal moment in my career. We started the company based on a shared vision of offering innovative and client-focused engineering services. We have since made a significant impact on the oil and gas industry through creativity, collaboration, and technical excellence.”

significant growth in both its workforce and operational scope.

With around 300 employees and four strategic office locations across Canada, Rally is able to drive innovation and provide custom solutions to meet the intricate needs of its clients.

In terms of its service offerings, Rally has grown extensively of late; a broadened portfolio underscores the company’s commitment to providing end-to-end solutions with greater control and coordination that span the entire project lifecycle.

“While still specializing in engineering, feasibility studies, and front-end planning, which has historically been our bread and butter, we also provide full-service multidisciplinary EPCM project delivery,” de Gans prides.

Rally’s rapid evolution reflects its enduring dedication, expertise, and confidence its clients have in its services.

“We continue to deliver top-tier, innovative solutions while adapting our offerings to meet the changing needs of the industry,” he affirms.

More than just increasing its market reach, Rally’s exponential growth represents a deepening of the company’s commitment to excellence in every project it undertakes.

STAND-OUT SERVICES

As a 100 percent Canadian-owned entity, Rally distinguishes itself through its commitment to excellence, innovation, and sustainability, while its operations are supported by several office locations across the country that foster close connections with the communities and industries they serve.

“By combining efficiency with agility, alongside a collaborative ethos, we enable the delivery of safe, operable, sustainable, and maintainable solutions,” declares de Gans.

The company’s EPCM expertise, including significant field experience in turnarounds, retrofits, and revamps, advantageously positions the company to address various challenges within industrial facilities across North America.

Further to this, its diversification across multiple industries, including refineries, petrochemical plants, biofuels, and emerging technologies, determines its unique status.

“This broad and deep service capability sets Rally apart from smaller firms,” he reveals.

In addition, the company’s ability to execute complex brownfield and mid-sized projects, and deliver highquality solutions while managing their cost and schedule, underscores its commitment to excellence, while success in cultivating long-term relationships with clients reflects Rally’s ability to surpass customer expectations.

“In essence, Rally’s differentiation

“AS AN EQUAL OPPORTUNITIES EMPLOYER, RALLY PRIORITIZES THE WELL-BEING AND DEVELOPMENT OF ITS TEAM, PROMOTING A CULTURE OF EXCELLENCE”

– LEN DE GANS, PRESIDENT AND CEO, RALLY ENGINEERING

FUTURE ENDEAVORS

As a diverse and versatile company, Rally’s projects have historically spanned a broad spectrum of industries and sectors. Amongst these, green energy initiatives and life sciences stand out as exciting future ventures for the company:

• Green energy – Rally is actively preparing to undertake projects focused on developing clean hydrogen as a sustainable fuel alternative, harnessing biomass energy solutions, and implementing carbon capture and storage (CCS) technologies. These efforts underscore Rally’s role in supporting the transition to a more sustainable future while enhancing North America’s overall energy resilience.

• Life sciences – The development of a lipids production facility to manufacture life-saving vaccinations embodies Rally’s most recent foray into life sciences. This particular project is poised to make a considerable impact on the field of public health by facilitating the production of mRNA vaccines. More than merely demonstrating its diverse portfolio, Rally’s contribution to the healthcare sector reflects its involvement in the global effort to safeguard and enhance health.

While keen to divulge more about these fascinating projects, Rally’s commitment to client confidentiality remains paramount.

“What we can affirm is that each project presents a thrilling opportunity for Rally to leverage its expertise, push boundaries, and make a lasting impact on both the environment and society,” acclaims de Gans.

lies in its visionary approach, extensive capabilities, and commitment to innovation.”

To address recent industry shortages in skilled labor, Rally is developing a workforce training program. Essential for enhancing the company’s project delivery capabilities, the program focuses on attracting, recruiting, and retraining experienced engineers, project managers, and technical experts.

“Investing in the continuous development of our team highlights our commitment to building a resilient workforce, capable of navigating project complexities and evolving client demands,” de Gans imparts.

As such, Rally has also implemented staff recognition programs such as Rally Hi5, which celebrates employee achievements, while engagement surveys help cultivate a supportive and transparent workspace.

These factors collectively position Rally as more than just a service provider, but as a valued partner in fostering a better future.

ENSURING OPERATIONAL EFFICIENCY

Committed to showcasing innovation and providing its clients with a competitive edge, Rally is currently focused on developing many areas of its operations, from enhanced digitalization to improving regulatory support.

A critical initiative, Rally is engaging in the fortification of its supply chain management. The company believes that developing comprehensive supply chain strategies and contingency plans is key to mitigating risks associated with supply chain disruption.

“By building robust relationships with suppliers, negotiating favorable contracts, and optimizing logistics, we aim to minimize project delays and cost overruns,” de Gans shares.

Furthermore, Rally’s project scope is supplemented by its robust supplier

base, which allows the company to adapt to project demands of various sizes and complexities.

“Our partners and suppliers are integral to everything we do. They support our commitment to highquality, innovative, and sustainable engineering solutions, ensuring we continue to meet the diverse and evolving needs of our clients and the wider industry,” de Gans surmises.

Finally, enhancing regulatory support for its clients is a significant

focus for Rally.

“OUR DEDICATION TO INTERNAL INNOVATION AND CONTINUOUS IMPROVEMENT IS A TESTAMENT TO OUR PROACTIVE APPROACH IN ADAPTING TO MARKET DEMANDS AND SUSTAINING OUR LEADERSHIP POSITION IN THE INDUSTRY”

– LEN DE GANS, PRESIDENT AND CEO, RALLY ENGINEERING

This helps them to navigate complex permit and compliance processes, ensuring projects adhere to environmental, safety, and Indigenous consultation standards in a market where regulatory compliance is increasingly scrutinized.

“These initiatives collectively demonstrate our agility, adaptability, and client-focused approach in navigating the challenges associated with AB’s oil and gas industry. By

investing in talent and technology and fostering strong relationships with suppliers and regulatory authorities, we position ourselves for success in a competitive market landscape.”

FOCUSED PROGRESSION

Looking ahead, it is clear that a transition towards renewable energy sources is a critical focus for the industry.

“As we continue to grow, we recognize the importance of sustainability – not just in the projects we undertake, but as a principle that guides our internal operations and interactions with the wider community,” de Gans acclaims.

As a proud member of the United National Global Compact (UNGC), Rally is passionate about its commitment to sustainable and responsible business practices.

“This membership underscores our dedication to aligning our operations and strategies with universal principles on human rights, labor, the environment, and anti-corruption,” he emphasizes.

Poised to solidify its position as a recognized leader in project delivery, innovation, expertise, and leadership, Rally’s strategic blueprint for its future expansion is grounded in an

objectives, goals, strategies, and measures (OGSM) framework, and serves as a roadmap for turning its aspirations into tangible outcomes.

“Our goals for the coming year are ambitious yet achievable, focusing on enhancing quality, client satisfaction, innovation, knowledge sharing, and industry leadership. This cultural transformation is guided by a vision to build an inclusive, empowered, and dynamic work environment where every team member is engaged in driving our mission forward,” de Gans elaborates.

To realize these goals, the company has delineated specific strategies across various facets of its operations, including continuous learning and development, knowledge management, mentorship programs, collaborative projects, and feedback loops to foster a culture of excellence and continuous improvement.

By placing its people and values at the forefront of its expansion strategy,

Rally is building a foundation for sustained success and leadership in the EPCM sector, ready to meet the challenges of today and tomorrow.

“As we embark on this next phase

of growth, our focus is on creating a legacy of positive impact, innovation, and excellence that transcends the size of our company,” he concludes.

RISING TO THE SUMMIT

Trans Mountain operates Canada’s only pipeline system transporting oil products to the nation’s West Coast. We chart the company’s rapid ascent and cover its resolute commitments to sustainability and environmental stewardship

Writer: Ed Budds | Project Manager: Lauren Robinson

Trans Mountain was established on 21st March 1951 when the Parliament of Canada granted the company a charter, setting in motion the construction of a pipeline that today still serves as the key transportation link between the Alberta oilsands and the west coast of North America.

Construction of the pipeline system was a monumental engineering feat by any standard, crossing some of the most

rugged, mountainous terrain in the world as well as environmentally sensitive wetlands, waterways, and parklands.

However, despite these topographical challenges, engineering and construction was completed in just over 30 months, with many likening it to the completion of the Canadian Pacific Railway at the time.

Moreover, when the first shipment of oil reached the Trans Mountain

Burnaby Terminal on 17th October 1953, it ushered in a new era of economic growth for the region.

Evidently, a great deal has changed since the 1950s, including the role of the pipeline system itself. Originally designed to transport just crude oil, it was later modified to allow customers to batch refined products as well as crude oil.

Impressively, it is now one of the few pipeline systems in the world capable of this type of operation.

Pioneering Excellence in Pipeline Project Access

Established in 1999, Northern Mat & Bridge (NMB) stands as Canada’s foremost coast-to-coast provider of access solutions. Specializing in secure and cost-effective matting and portable bridge solutions, they cater to a wide range of industries across North America. NMB’s products guarantee safe access to challenging terrains affected by adverse conditions.

NMB has solidified its position as the unequivocal leader in delivering best-in-class access solutions tailored specifically for pipeline projects. At the heart of their approach is a steadfast commitment to excellence. This commitment is evident in their capacity to minimize a project’s environmental impact, uphold construction schedules, and actively engage with local Indigenous groups.

Best-in-Class Access Solutions

NMB’s climb to the top of the industry is a testament to their holistic and strategic approach. This is what helps them surpass conventional standards, instead reinventing their own. With an unwavering focus on innovation and efficiency, NMB sets a new benchmark for access solutions. Each project isn’t merely a task, but an opportunity to elevate and redefine the standards of excellence in the realm of access solutions.

Environmental Stewardship at the Forefront

In today’s world, environmental stewardship needs to be a priority for organizations. This is especially true of those working in sensitive environments.

NMB has found the balance between progress and preservation, taking the lead as a steward of the environment—a role that they take very seriously. Pipeline projects often navigate through environmentally sensitive areas, presenting unique challenges. NMB’s access mats and bridges function as guardians, preventing lasting damage by providing stable access. This approach ensures that heavy machinery treads lightly, leaving behind a minimal environmental footprint. As a steward of the land, this will always be one of NMB’s primary goals.

Precise Construction Schedules

NMB recognizes how critical construction project timelines are. This is why they strategically integrate access solutions early on in any project. This helps save time in the long-term, as well as contributes to cost efficiencies. NMB’s proactive approach to access solutions reflects their holistic understanding of the complex elements that define construction projects, translating into a better experience for all of their clients.

Reconciliation Through Partnership

Beyond construction, NMB actively contributes to economic reconciliation in Canada by engaging with local Indigenous communities. This engagement goes beyond a simple commitment. It’s a reflection of their belief in fostering relationships built on mutual respect, fairness, and open communication. Economic opportunities become a bridge to inclusion, ensuring that local communities are an integral part of the economic fabric woven by NMB’s projects. And respect is always given to traditional lands by minimizing operational environmental impact on sensitive areas.

NMB’s collaboration with Indigenous communities extends beyond project engagement—it’s also about empowerment. The organization actively seeks opportunities to empower local Indigenous communities, recognizing that true success is measured not just in project completion but in the positive impact left on the communities it serves. Through open dialogue and collaboration, NMB ensures that the benefits of its projects resonate far beyond the immediate construction site.

Redefining Excellence

In the ever-changing landscape of pipeline projects, where challenges are as diverse as the terrains traversed, NMB stands as a beacon of excellence. Their commitment to being the best in their industry, minimizing their environmental impact, adhering to construction schedules, and actively engaging with local Indigenous communities positions NMB as the indisputable leader in access solutions. Through a blend of innovation, environmental stewardship, and community collaboration, NMB is not just setting the standard—they’re redefining what excellence looks like in the realm of pipeline project access solutions. As you begin your next pipeline project, consider the impact that excellence in access solutions can make. Choose NMB to help unlock new possibilities for progress, environmental responsibility, and community empowerment.

The future of pipeline project access solutions is here. Welcome to Northern Mat & Bridge.

NMB and the Trans Mountain Expansion Project

NMB has played an active role in temporary access solutions for decades. Their matting and bridges have set the standard for quality across North America.

NMB played a significant part in providing safe access solutions on multiple spreads of the Trans Mountain Expansion Project (TEMP). Throughout the project, they partnered with local Indigenous communities, resulting in: job opportunities and training, economic benefits, revenue generation for communities and their members, and subcontracted opportunities with Indigenous-owned businesses.

Matting Solutions for TEMP

• Facilitated equipment access and connected hard-to-reach areas.

• Acted as a shield, preventing damage to sensitive areas.

• Averted project delays in regions with heavy rainfall by maintaining stable ground.

• Distributed the weight of heavy equipment evenly to protect sensitive environments.

• Avoided equipment getting stuck in mud, reducing delays and minimizing land damage.

• Enabled heavy equipment to distribute weight uniformly, reducing wear, tear, and potential damage to below-ground utilities.

Bridge Solutions for TEMP

• Facilitated equipment and vehicle access to challenging locations, including over water, streams, and creeks.

• Prevented contamination of bodies of water, ensuring minimal disturbance to fish-bearing streams and surrounding wildlife.

• Minimized overall environmental impact by providing a low-impact solution for project access and operations.

EXPANSION PROJECT FAST FACTS

• Approximately 980km of new pipeline.

• 73 percent of the route will use the existing right-of-way, 16 percent will follow other linear infrastructure such as telecommunications, hydro, or highways, and 11 percent will be new right-of-way.

• Includes 193km of reactivated pipeline.

• 12 new pump stations will be built.

• 19 new tanks will be added to existing storage terminals.

• Three new berths will be built at Westridge Marine Terminal in Burnaby. Once the new berths are completed and in service, the number of tankers loaded at the Westridge Marine Terminal could increase to approximately 34 per month.

• The existing pipeline will carry refined products, synthetic crude oils, and light crude oils, with the added capability for heavy crude oils.

• The new pipeline will carry heavier oils with the capability for transporting light crude oils.

• The project will create benefits including new short and longterm jobs, job-related training opportunities, and increases in taxes collected by all three levels of government.

• Trans Mountain and its contractors have hired approximately 36,917 people to work on the project to date.

Today, the company delivers approximately 300,000 barrels of petroleum products each day through 1,150 kilometers (km) of pipeline in Alberta and British Columbia, and 111km of pipeline in the state of Washington.

The highly anticipated Trans Mountain expansion project will provide increased capacity to support Canadian crude oil production growth and ensure access to global energy markets.

The largest project in the pipeline’s history, it involves installing approximately 992km of pipeline, new and modified facilities including pump stations and terminals, and a new dock complex at the Westridge Marine Terminal in Burnaby, British Columbia.

As a federal crown corporation, Trans Mountain will continue to build upon its 70+ years of experience delivering operational and safety excellence through its crude oil pipeline system.

The company also remains

accountable to parliament through the Canada Development Investment Corporation (CDEV). As a wholly-owned subsidiary of CDEV, it is therefore governed by an independent board of directors.

SUSTAINABILITY AT THE CORE

Sustainability has always been at the core of Trans Mountain’s business.

This begins with the health and safety of its employees and contractors, and extends into the respectful and deep relationships built with communities and Indigenous people.

From environmental protection to emergency preparedness, biodiversity to board diversity, Trans Mountain is committed to operating responsibly.

As such, Trans Mountain tracks and manages the greenhouse gas (GHG) emissions generated by its daily operations. Most of its emissions are indirect, also known as Scope 2, since the company uses electrically driven pumps to move fluid through the pipeline.

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Parallel to this, Trans Mountain proudly supports the Government of Canada’s stated goal to be net zero by 2050 and has set its own interim target to reduce 100,000 tons of CO2 Scopes 1 and 2 emissions by 2030 to support this ambitious goal.

In order to meet this target, the company plans to implement existing system efficiencies and innovations, decarbonize its energy consumption, and explore carbon credit and offset solutions.

As building a pipeline generates emissions, Trans Mountain has committed to offsetting the two main contributors to construction-related emissions as part of its regulatory approvals: fuel consumed by light and medium trucks as well as heavy machinery during construction; and land clearing activities, specifically in areas permanently cleared along the pipeline easement.

It has been estimated that the

expansion project will generate a cumulative one million tons of CO2 during the complete construction period.

Elsewhere, to help reduce emissions arising from fuel consumption, the company’s primary agreement for general construction contractors includes guidelines around anti-idling, which are reinforced by strict air and noise environmental protection rules, and the use of worker camps and shuttle services to minimize transportation to and from work sites.

CHAMPIONS OF THE COMMUNITY

Trans Mountain encourages its employees and contractors to be active members of their communities. The company supports surrounding areas through its community investment program, volunteerism, and supporting local speaking opportunities.

As part of its community work, Trans Mountain has built a partnership with United Way, an international network of local non-profit fundraising affiliates, to help make the greatest impact possible.

Each year, Trans Mountain’s staff come together to support United Way through volunteer-led events and financial contributions. In 2019, the campaign raised more than CAD$100,000 to United Way chapters in Alberta and British Columbia.

Supporting United Way is one of the many ways that Trans Mountain contributes to stronger, healthier communities.

Additionally, Trans Mountain’s community investment program funds positive legacies in the communities where it lives and works, including Puget Sound, Washington, and Calgary.

Grants are available up to CAD$5,000 per organization each

JVC Group Ltd: Pioneering Excellence in Alberta’s Energy Landscape

Established in the heart of Alberta in 1997, JVC Group Ltd has emerged as a beacon of Indigenous entrepreneurship, contributing significantly to the province’s dynamic energy sector. Founded with a vision to provide unparalleled service and prioritize safety in every operation, JVC has become synonymous with reliability, innovation, and a steadfast commitment to both its clients and the community.

Indigenous Roots, Global Expertise:

JVC Group Ltd proudly stands as an Indigenous-owned company, deeply rooted in the rich cultural tapestry of Alberta’s First Nations. Since its inception, the company has seamlessly blended traditional values with a forward-thinking approach, creating a unique identity that resonates throughout the industry. As a testament to its success, JVC has grown to be a key player in the industrial maintenance and energy construction industries, contributing to the economic prosperity of the region.

Looking Ahead:

As JVC Group Ltd looks towards the future, the company remains dedicated to upholding its founding principles of Service-Safely. With a strong foundation built on Indigenous values, a customerfocused approach, and a commitment to innovation, JVC is poised for continued success, contributing to the prosperity of Canada’s energy landscape while fostering positive relationships with its clients, employees, and the broader community.

Service-Safely Driven Philosophy:

At the core of JVC’s success is an unwavering commitment to service excellence. Our company understands the critical role it plays in supporting Alberta’s energy infrastructure, and thus, each project is approached with dedication and a customer-centric mindset. From initial planning to project execution and beyond, JVC’s team of skilled professionals ensures that client expectations are not only met but exceeded.

Service-Safely, Always:

JVC Group Ltd places the highest priority on safety in every aspect of its operations. Recognizing the inherently challenging nature of the industry, the company has implemented rigorous safety protocols and procedures and invested in state-of-the-art technology to create a secure working environment. JVC’s safety-driven culture extends beyond the workplace, emphasizing the wellbeing of its employees, contractors, and the surrounding communities.

Innovation in Action:

In an industry that demands adaptability, JVC Group Ltd is at the forefront of innovation. Our company consistently embraces emerging technologies and modern construction methods to enhance efficiency, reduce environmental impact, and ensure sustainable practices. This forward-thinking approach not only future-proofs JVC but positions it as a leader in the everevolving energy landscape.

Community Engagement and Sustainability:

JVC Group Ltd takes pride in its role as a responsible corporate citizen. Our company actively engages with local communities, supporting initiatives that promote education, cultural preservation, and economic development. In addition, JVC is committed to environmentally conscious practices, striving for sustainability in its operations and minimizing the ecological footprint of its projects.

Phone: 780-455-0776 | Email: info@jvcltd.ca | Web: jvcltd.ca

year and are designed to address the needs of the community across areas of focus such as environmental stewardship and education.

In this way, environmental projects must enhance well-being in the areas of ecosystems, water, or environmental education.

Ecosystems projects must show their ability to enhance or conserve ecosystems and species of conservation concern and reduce the threat of significant invasive species to terrestrial and aquatic ecosystems.

Similarly, water projects must support the protection, enhancement, or restoration of water resources.

Finally, environmental education projects need to provide education to residents that helps develop an understanding and appreciation of nature and motivates ecologically informed decisions and actions.

PROTECTING TRADITIONAL LAND

Trans Mountain is committed to working with Indigenous people where it operates.

The company’s goal is to build and sustain effective relationships based on shared respect, to enjoy mutual

WHAT IS PIPELINE APPORTIONMENT AND WHY IS IT IMPORTANT?

Across the planet, the energy sector works on a monthly cycle, and the Trans Mountain pipeline is part of this. Apportionment describes the amount of demand shippers place on the pipeline in excess of its available capacity.

• Each month, the company’s shippers submit requests for how much petroleum they want to send through the pipeline to service their customers. These requests are called nominations.

• Determining pipeline capacity is complex and affected by factors such as the types of products that have been nominated, any pipeline system maintenance activities that will reduce flow, and carry-over volumes that haven’t completed their transit of the pipeline by the end of the month.

• Based on available pipeline capacity and the volume of shipper nominations Trans Mountain receives, the company calculates apportionment using a method accepted by the Canada Energy Regulator, forming part of its tariff, which includes the terms and conditions under which the service of a pipeline is offered or provided, including the tolls, rules and regulations, and practices relating to specific services.

• If shipper nominations total less than the pipeline capacity, the apportionment percentage to that destination will be zero and all the product volumes nominated by shippers are accepted to be transported for that month.

• If shipper nominations exceed pipeline capacity, then the apportionment is a percentage greater than zero.

Total system nominations for the Trans Mountain pipeline system are apportioned by zero percent for May 2024.

IT IS MY DEDICATED PASSION

for pipelines that compels me to partner with others in the industry, share best practices and collaborate on ideas for future innovations and advanced applications.

It is who I am. I am a pipeliner.

We’re proud to have been part of the Trans Mountain Expansion Project, demonstrating the comprehensive inspection value of our MDS™ tool and data analytics expertise. We look forward to future collaborations with Trans Mountain and continuing to deliver innovation and service excellence.

Scan or click here to learn more about our MDS™ tool and how it can make a difference on your next project.

benefits, and to work cooperatively and transparently.

The announcement of the Trans Mountain expansion project presented a special opportunity to enhance its existing relationships with Indigenous people and their communities. Conversations have subsequently taken place that have been invaluable to project planning and developing understanding between communities and the industry.

Thus, Trans Mountain recognizes the cultural, spiritual, and social interconnections with the natural environment for Indigenous groups and their territories crossed by the pipeline corridor.

Approved mitigation plans are in place to reduce potential impacts to Traditional Land Use (TLU) areas and heritage resources along the construction footprint of the expansion project.

Through years of detailed project planning, extensive information has been collected and provided through TLU studies and a comprehensive archaeology program. Information about known TLU and cultural sites has been incorporated into Trans Mountain’s preparations, such as environmental protection plans, alignment sheets, and resource-specific mitigation tables.

These documents guide construction contractors, environmental inspectors, and Indigenous monitors regarding field requirements and mitigation during construction activity.

Furthermore, Trans Mountain is bound by confidentiality agreements developed with Indigenous groups who agreed to share confidential cultural information to inform project planning and ensure appropriate mitigation is developed.

BIODIVERSITY, LAND, AND WATER STEWARDSHIP

At Trans Mountain, the company knows it has a responsibility to protect the land, water, and ecosystems where it operates.

Water is a shared resource and an essential part of all ecosystems. Therefore, the company takes its responsibility to be stewards of the land and water bodies near all operations seriously.

The company’s pipeline crosses into many protected areas, including recreational areas such as Jasper National Park in Alberta and Mount Robson Provincial Park in British Columbia.

Since the operating pipeline is buried, the impact to surface wildlife is minimal. However, Trans Mountain remains committed to minimizing its impact to the land and the biodiversity of these sensitive areas by implementing a strong asset

www.3cis.com

integrity program that prevents spills and a rapid emergency response program that reduces impacts if a spill were to occur.

The pipeline system crosses more than 1,500 bodies of water. During Trans Mountain’s day-to-day operations, there is relatively little in-stream work required, however, in 2022, the company completed two large river crossing replacements in the Coquihalla River.

In planning and implementing any river crossing project, such as the replacement of the section of pipe underneath the river, great care is taken to preserve the environmental features in and around the stream, including the wildlife and aquatic habitat within the specific zone.

For each water crossing, Trans Mountain carried out extensive mitigation measures, and the company’s environmental protection plans detail the actions required

to ensure the protection of land, plants, wildlife, fish, and aquatic environments for the replacement work.

THE NEED FOR EXPANSION

The Trans Mountain expansion project will help make sure Canada gets full value for its oil, as everyone will benefit.

Primarily, workers will greatly benefit during the CAD$30.9 billion construction project. Oil producers will also earn more revenue and the government will collect more tax revenue, contributing to services that benefit all Canadians.

Almost all the oil produced in Western Canada currently goes to the US Midwest, however there is a limit to how much oil this market needs. For much of the last decade, Canada has been selling into the US at a discount to the global price for similar oil products.

3CIS has a rich history of delivering reliable and innovative telecoms services since our inception in 2000. 3CIS has carved a niche in serving sectors such as oil and gas, pipelines, mining, government, and more. We offer a comprehensive range of telecommunication solutions encompassing microwave, fiber, Wi-Fi, structured cabling, managed field services, and much more. 3CIS also recently installed conduit and fiber along an operating pipeline for leak detection in some of the most difficult and challenging terrain in the world.

The truth is that Canada’s oil will fetch a better price if Trans Mountain gives itself the option of shipping more of it via the company’s Pacific tidewater terminal in Burrard Inlet.

Canada will then earn more on every barrel of oil that is piped west compared to those sold to existing customers in the US Midwest market, a differential that exists regardless of the price of oil.

With oil sands production expanding in Alberta in the years ahead, new markets and opportunities are emerging.

As countless nations in Asia Pacific begin to develop the same quality of life enjoyed in Canada, they need to secure sources of energy.

Canada is a natural trading partner for these countries, and with an expanded Trans Mountain pipeline system, the business will be in a position to provide for their growing needs for years to come.

The global resource for supply chain professionals and organizations

Building on the global success of our regional titles – North America Outlook, Africa Outlook, APAC Outlook, and EME Outlook – Outlook Publishing is proud to introduce a digital magazine and web platform, dedicated to the supply chain sector.

As supply chain organizations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.

A multi-channel brand, Supply Chain Outlook brings you the positive developments driven by organizations across the global supply chain industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.

Through this compelling new venture, we foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavor, contact one of our Project Managers today.

AUTOMATION THAT INSPIRES

At the center of the rise of e-commerce, Daifuku Intralogistics

America Corporation is a vital link in the sector’s national growth. Dany Rheault, Senior Vice President of Engineering, highlights the company’s innovative storage and data software solutions that have sustained its success for over a decade

Writer: Lucy Pilgrim | Project Manager: Scarlett Burke

The emergence of e-commerce has been on the horizon since the late 1990s as the newfound capabilities of the internet took a hold of the retail industry.

Today, the sector’s revenue is expected to total over $1.4 trillion in North America, spurred by the heightened use of mobile devices, apps, and social media.

Yet, operating behind the scenes of this retail convenience, the intralogistics sector is a key supporting pillar of e-commerce’s fast-paced growth.

A major player in the rise of e-commerce, Daifuku Intralogistics America Corporation (Daifuku Intralogistics) is the regional subsidiary of the Japanese automated handling solutions giant, Daifuku.

Designing, producing, and installing forward-thinking manufacturing solutions, the company aids businesses by moving products safer, faster, and more affordably.

Daifuku Intralogistics comprises two types of solutions – traditional conveyance/sortation and automated storage and retrieval systems (ASRS).

The company diligently handles the former in a case format, including anything that is of reasonable size and can be enclosed in a box.

“One of our core businesses is to supply all of the equipment needed to stock the market, including conveyors, sorters, and print and apply machines to produce labels for products as they exit the facility,” introduces Dany Rheault, Senior Vice President of Engineering.

NORTH AMERICA OUTLOOK:

HOW IMPORTANT IS YOUR RELATIONSHIP WITH DAIFUKU TO STREAMLINE THE SUPPLY CHAIN?

Dany Rheault, Senior

Vice President of Engineering:

“Our relationship with Daifuku, our mothership in Japan, is getting a lot stronger as we conduct an enormous amount of collaboration.

“In fact, I recently spent three days in Chicago with our peers from Japan to discuss better ways of integrating new technology into our products so that we can meet the needs of the North American market more efficiently. With this stronger collaboration comes a greater understanding of each other’s needs.

“We have tremendous support from Daifuku to help us grow and they understand we need their tools and investment to continue to evolve and develop our products, as well as the new facility, which will be heavily subsidized by the organization.”

Daifuku Intralogistics’ ASRS business, meanwhile, delivers storage systems that can be used at case level, pallet level, and beyond. The company offers products known as unit loads, mini loads, and shuttles that provide vertical storage solutions to ensure that its clients’ facilities are streamlined and operate at maximum efficiency.

The opportunity for vertical storage reaching 40 meters (m) in height means that an agglomeration of cases can be placed in pallets, which can then be shuttled into the facility using conveyors that operate at varying speeds.

As such, the company has become recognized as a key industry innovator, demonstrated by its ISO 9001 certification for its high-quality management and products.

MANUFACTURING IN AN E-COMMERCE AGE

Since Daifuku Intralogistics’ inception in 2013, the manufacturing industry and its consequential supply chain have gone through various transformations.

“The explosion of e-commerce has massively spurred our growth and we’ve been doing work with major players in the industry, which has definitely fueled our expansion since 2016,” highlights Rheault.

Namely, the company has a close partnership with major food and beverage enterprises, as well as other multinationals that utilize Daifuku Intralogistics’ capabilities in ASRS technology and e-commerce.

These notable organizations acknowledged the estimated growth of e-commerce early on, which has subsequently been beneficial for companies such as Daifuku Intralogistics in recent years.

However, as was the case across the world, the COVID-19 pandemic caused major disruptions to the company’s supply chain operations,

whilst also fast-tracking the need for e-commerce.

“We’ve been extremely busy ever since the pandemic, where we supported e-commerce customers that were suddenly in a rush to meet demand and ensured everyone had what they needed,” Rheault expresses.

Working with such a vast repertoire of top companies has enabled Daifuku Intralogistics to not only grow in size, but also capability, as the business has evolved by leveraging the extensive expertise of its partners and harnessing their desire to deliver to customers.

“Due to e-commerce, at the click of a button, there’s an expectation that within 24 to 48 hours you will have a package arrive at your door,” highlights Rheault.

As a result, the company has navigated challenges in the preparation, velocity, and execution of projects, as it must constantly be ready to meet pressing demands.

“I often say to my team that preparation is everything, and by doing our due diligence ahead of time whilst everyone else is asleep, we can limit our time in the field, thus improving system efficiency,” he adds.

Therefore, Daifuku Intralogistics’ central focus on e-commerce has helped it embrace delivery and push for better, faster, and more affordable products.

“It has been a great sector to be involved in and it’s definitely exciting, particularly as my background is in another industry, so the differing mindset has certainly changed my perspective.”

INCREASING CAPACITY

With a multitude of engineering offices across North America, Daifuku Intralogistics predominantly operates from its manufacturing facility in Hobart, Indiana, which was completed in 2018 to meet the company’s evolving needs.

However, within a year of COVID-19 and the resulting growth in demand for e-commerce, the facility was overrun, reaching full capacity in a short amount of time. Therefore, Daifuku Intralogistics is currently in the process of evaluating various strategies to enable further growth. Meanwhile, the company is currently working on substantial

ASRS projects that will deliver robotic solutions for palletizing.

“A giant vertical buffer will be used by the customer to store their equipment. Therefore, when orders come through on their systems, trucks can be used to extract the materials that need to be transferred,” Rheault explains.

One of the company’s ambitious

Kraft complete site fly by YouTube video

projects will comprise dozens of aisles of ASRS 35m cranes, as well as robotic cells and hundreds of motors running conveyors throughout the center.

When conducting huge operations such as these, Daifuku Intralogistics realizes that it is difficult to achieve success across every single aspect of the operation.

“What makes us different is that, at the end of the day, we know we can stand by our products and our teams can say they’ve tried their hardest to deliver successful projects to customers,” affirms Rheault.

This is evidenced by the number of repeat customers who are a testament to the company’s ability to deliver projects and maintain longlasting relationships, guaranteeing its continued success.

PUSHING THE SUPPLY CHAIN FURTHER

From a supply chain standpoint, the pandemic further presented difficulties as it pushed Daifuku

“THE EXPLOSION OF E-COMMERCE HAS MASSIVELY SPURRED OUR GROWTH AND WE’VE BEEN DOING WORK WITH MAJOR PLAYERS IN THE INDUSTRY, WHICH HAS DEFINITELY FUELED OUR EXPANSION”

–

DANY RHEAULT, SENIOR VICE PRESIDENT OF ENGINEERING, DAIFUKU INTRALOGISTICS AMERICA CORPORATION

Peterbilt’s ASRS: a case study of reconfiguring storage for electric trucks

The global resource for supply chain professionals and organizations

Building on the global success of our regional titles – North America Outlook, Africa Outlook, APAC Outlook, and EME Outlook – Outlook Publishing is proud to introduce a digital magazine and web platform, dedicated to the supply chain sector.

As supply chain organizations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.

A multi-channel brand, Supply Chain Outlook brings you the positive developments driven by organizations across the global supply chain industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.

Through this compelling new venture, we foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavor, contact one of our Project Managers today.

Intralogistics to accommodate new technologies and redesign various elements of its products in order to cater to the increased demand.

DAIFUKU’S SOLUTIONS – AT A GLANCE

TOTAL SUPPORT – The company provides total support, ranging from consulting through to aftersales service and system renewals.

SKILLED HUMAN CAPITAL

– Comprising over 13,000 consolidated employees across the globe, Daifuku aims to have human resources that are as diversified as possible.

AFTER-SALES SERVICE – The company is on-call 24/7, 365 days a year to ensure its customers’ facilities continue to run smoothly.

“The climate made it extremely challenging for us to deliver projects and I cannot give enough credit to our workforce. Our controls team in particular were dealing with suppliers that would report delays for parts of up to nine months; we therefore had to be quick on our feet and come up with lots of creative ideas,” recalls Rheault.

Meanwhile, the company has changed its internal processes and set up specialized programs for the purchasing team that have allowed them to acquire and retain parts in advance for future projects. For instance, Daifuku Intralogistics orders surplus parts so it can have back-up products to cater to any urgent needs.

To further alleviate supply chain pressures, system applications and products (SAP) software has just been integrated. As a major investment, the company is currently optimizing processes from introducing this software across the

entirety of the organization.

“From our financial department all the way through to the supply chain, the SAP software touches upon everything we do, even in the way we order products and configure our conveyors to execute projects efficiently.”

AN EXEMPLAR TEAM

Currently comprising approximately 950 employees, Daifuku Intralogistics is expected to extend its workforce in the coming year to execute its extensive pipeline of projects and investments.

“I believe that we have some of the strongest teams in our industry across all levels of the business. We are looking for qualified people to join our team and develop young talent that can help us through our future endeavors,” notes Rheault.

The company’s engineering team in particular is a shining example of how to be responsible and professional

with customers, as they are reaching new frontiers in industry innovation.

“With a background in engineering, I’m super grateful for their efforts and what they do for us as a business. Every time I get the opportunity to meet and break bread with the team, I thank them for their efforts and make sure they have all the tools and technologies they need to succeed,” he affirms.

As such, Rheault’s role is to remove barriers and cultivate an optimal environment for his staff.

“I’m very proud of our team. We have some amazing leaders that are in the trenches every day to make sure that we not only please our customers, but also ensure our employees are happy to be working alongside us.”

LOOKING AHEAD

Daifuku Intralogistics looks forward to enhancing its capabilities further thanks to the implementation of

various forms of software alongside the streamlined implementation of the SAP investment.

From an engineering standpoint, the company is incorporating new forms of technology through a partnership with US software firm, Copia Automation, who is providing a revision control platform for Daifuku Intralogistics’ programable logic controller (PLC) programs.

This exciting collaboration will aid the business in streamlining its internal developments of PLC solutions with tools that were reserved for traditional software development in the past.

Additionally, Daifuku Intralogistics is implementing a complete suite of software that will allow its products to be used via a 3D tool. Currently, it is using Autodesk and AutoCAD software, however by making the switch, the company will be able to boast greater 3D capabilities.

This marks a significant engineering investment for Daifuku Intralogistics

to develop its tools so they can connect to the SAP software. Thus, the company can serve its customers more effectively with industry-leading solutions.

“The final frontier is to integrate all our systems, such as SAP and 3D software, and bring all of our engineering technology to the forefront so we can be more efficient in identifying challenges,” concludes Rheault.

www.daifukuia.com

ON THE TOP SHELF

Etalex’s commercial shelves and industrial racks cater for warehouses. We discuss the Canadian company’s unique solutions

SHELF

for the requirements of retailers and solutions with CEO, Thierry Lachapelle

Writer: Jack Salter | Project Manager: Scarlett Burke

With the huge expansion of online sales in the last decade, and the recent challenges experienced with the global supply chain, warehouses and distribution centers are growing in numbers and size.

Combined with the arrival of automation and robotics, it makes for a particularly exciting time in retail and warehousing.

Forming the backbone of both fields are the commercial fixtures and industrial racks manufactured by Etalex, a Canadian leader in shelving solutions.

Founded in 1966 by Ludger D’Amour, the company as it is today was born through a merger of Etalex with two other Quebec companies –Boni Equipment and Forma Fil.

Etalex’s three facilities in the Greater Montreal area span over 750,000 square feet (sqft) and thus have the capacity to design and manufacture a wide range of highquality fixtures, racking systems, and displays.

“Our product offer is unique and different to most competitors in the sense that we can provide all the elements necessary in a commercial retail space, including fixtures, counters, displays, cold room shelving, and millwork,” introduces Thierry Lachapelle, CEO of Etalex.

“I would say 90 percent of the products we produce are fairly standard, but there’s 10 percent that are custom-made and give stores a different feel from their competitors.

“The same can be said of our racking solutions for warehouses and distribution centers. We know exactly what type of racking they require, and often it’s not necessarily the same throughout the whole warehouse, so we’ll propose the most efficient system for their needs, which is where we differentiate

ourselves,” he adds.

In both cases, Etalex therefore provides unique and complete solutions adapted to the specific requirements of its clients, whether they be commercial or industrial.

Over 550 experienced members of staff are employed by Etalex across its three plants in Saint-Bruno-deMontarville and Anjou, Quebec, who are dedicated to finding the optimal solution for these various space management, timeline, and budget constraints.

“OUR EMPLOYEES ARE EXPERTS IN ENGINEERING, MANUFACTURING, DESIGN, INSTALLATION, AND SUPPORT. THIS ALLOWS US TO GUIDE OUR CLIENTS THROUGH THEIR PROJECTS”

– THIERRY LACHAPELLE, CEO, ETALEX

“Our employees are experts in engineering, manufacturing, design, installation, and support. This allows us to guide our clients through their projects,” Lachapelle assures.

With a plethora of customers comprising industrial manufacturers, supply chain and storage firms, and large grocery, pharmacy, hardware, and retail chains, Etalex serves an expanse of blue-chip companies in key sectors of the Canadian economy.

“We offer a fully integrated and complete service for our customers, from project assessment, conception, and design through to delivery and installation.”

NEW CORE VALUES

Following a strategic planning process, Etalex has just launched a new set of core values to guide its internal and external behaviors.

ETALEX PRODUCT RANGES AND PROJECT TYPES

PRODUCT RANGES

• Commercial shelving and furniture

• Industrial warehousing

• Wire mesh and decking

PROJECT TYPES

• Grocery stores

• Retail businesses

• Pet stores

• Convenience stores

• Warehouses and distribution centers

• Pharmacies

• Hardware stores

The first of these core values is collaboration, as the company has to ensure its employees work as a team in all aspects.

By the same token, collaboration with customers is important as the mutual success of Etalex and its clients rests on their capacity to rely on each other.

“We need collaboration between our teams to succeed. This means

working together with both partners and customers outside of the company,” emphasizes Lachapelle.

The values of openness and respect, meanwhile, go hand in hand as Etalex has to demonstrate an open mind to new ideas and points of view if it wishes to grow and improve.

Respecting different perspectives allows the company to explore new concepts, whereas a lack of

openness may result in people closing themselves off and not exploring new avenues that might become the source of groundbreaking initiatives.

“Internally, respect for team members is something that we really want to see because if not, they won’t be open and tell you about the great ideas they have,” Lachapelle affirms.

Etalex must also consider the ongoing shortage of labor in Quebec and therefore be open to bringing in temporary workers and harnessing their expertise.

“We have temporary permits for people that come from other countries to work with us for a period of two to three years and sometimes establish themselves in the long run.

“Rather than saying we need these people because we don’t have anybody else, we try to integrate them and utilize their experience, which makes us a better company,” Lachapelle tells us.

Last but not least, the core value of empowerment is key to the growth of

Etalex, for as the company evolves, it becomes harder for a very restricted number of individuals to make all the decisions within the organization.

Helping the team to realize the impact of their actions, giving them the proper framework to understand the field in which they can make decisions, and making sure that communication flows in

order for good ideas and initiatives to be recognized and replicated are elements that guide Etalex’s approach to empowering its staff.

“We need our people to have autonomy, but that comes with responsibility, and you have to work with your team to ensure they understand the impact of their actions or decisions,” Lachapelle acknowledges.

“However, you have to give them some capacity to make decisions and innovate in their own field. That’s how you’re going to grow as a company, so we really want to empower our employees to help us to better serve our customers at the end of the day.”

RACKING PROJECTS

WIPTEC, an Etalex client and expert in order fulfillment, entrusted the company with constructing the racking and mezzanine of a new 1.7 million sqft building on the south shore of Montreal, Quebec.

The project included a four-level picking tower totaling more than 156,000 sqft of storage and order picking space.

To build this impressive facility, more than 2,100 uprights and over 20,000 beams were produced by Etalex, who owes the success of this massive project to the close collaboration between its teams and WIPTEC.

The company is likewise proud of its recent collaboration with BJ’s Wholesale Club, an American chain of retail stores predominantly located in the Eastern US.

Etalex provided commercial racking to BJ’s Wholesale Club for their many new store openings over the last few months.

“We feel this is a great partnership in which we can contribute to their success through our expertise, assessment, and flexibility,” insights Lachapelle.

These two significant endeavors reflect Etalex’s competitive position to bid on and participate in big projects.

“Our ability to understand and serve our customers is something that we are really proud of,” he acclaims.

The company equally prides itself on leading its own automation projects and creating momentum around the associated productivity gains, conscious of the pressure on manufacturers to improve their efficiency to compete in today’s market.

“It’s a matter of being more efficient and increasing value for our customers, so it’s something that differentiates us.”

SUPPLY CHAIN SUCCESS

The supply chain is just as key to the success of Etalex, who deals with local and international steel partners.

Understanding the logistical risks involved with being supplied by the latter is a strategic element that has a direct impact on the company’s operations.

“Steel is the main component that we’re using, so if we have issues with our steel purchasing in terms of price or availability, we can’t be competitive or manufacture our products, so it’s key for us,” Lachapelle asserts.

Being local gives Etalex an edge as it is able to quickly serve nearby customers, understand their issues, and turn around their orders.

With customers throughout Canada and now the US, however, logistics is also crucial to Etalex in order to deliver products on time, which is mostly done

FORMULATING THE RIGHT MIX.

www.theprotechgroup.com

“WE OFFER A FULLY INTEGRATED AND COMPLETE SERVICE FOR OUR CUSTOMERS, FROM PROJECT ASSESSMENT, CONCEPTION, AND DESIGN THROUGH TO DELIVERY AND INSTALLATION”

– THIERRY LACHAPELLE, CEO, ETALEX

by truck and occasionally by train in some circumstances.

“Logistics is vital to the business, because if we’re not there on time or when a store is setting up, it’s a huge burden for us and the customer,” he says.

For Etalex, it is also important to support causes that are cherished by employees, customers, and suppliers.

The company is privileged to contribute to a number of strong causes, and firmly advocates giving back to help those in need and develop the leaders of tomorrow.

“It’s part of our responsibility,

but also something we should be proud of doing. In some cases, our contributions can help people that are directly linked to our partners, which allows us to experience the impact that our actions can have even more closely,” shares Lachapelle.

Another of Etalex’s responsibilities is workplace safety, ensuring that employees return home to their families in good health.

This ties into the optimization of its manufacturing processes through automation, one of a number of key priorities for the year along with market development, business

intelligence, and branding.

“Right now, the company is working to expand our market and geographical reach in North America. Eventually, we will probably have to make some acquisitions to grow and keep moving forward,” Lachapelle concludes.

In terms of business intelligence, the company is starting to look in a more strategic way at different market segments that it wants to attack in retail and warehousing, whilst building the brand so people understand that Etalex is more than just a metal folding and welding business.

FOR THE OF SPORTS

Nicolas Roucou, CEO of Decathlon Canada, speaks company’s long-standing history and its mission to through the wonders of sport

Writer: Lauren Kania | Project Manager: Callam Waller

Nicolas Roucou, CEO

LOVE SPORTS

Sto us about the move people

ports have served as a means of unification and escapism from daily routine since the beginning of mankind, bringing together countries, cultures, and people more quickly and passionately than any other form of entertainment or pastime.

In addition to the speed, strength, stamina, and endurance that are associated with

professional athletes, sports allow individuals of any background to explore new activities, meet new people, and improve both their physical and mental health in an enjoyable and beneficial manner.

No company better demonstrates these qualities and works towards furthering the accessibility of sports for the public than Decathlon.

PHOTOGRAPHY: PHILIPPE NGUYEN

Founded in France in 1976, Decathlon has been on a mission since its inception to move people through the wonders of sport in an accessible and sustainable way.

“By working together with our customers, partners, and communities, we believe that we can make a positive impact and inspire people to lead happier, healthier lives through sports,” introduces Nicolas Roucou, CEO of Decathlon Canada.

Decathlon Canada, specifically,

opened its first store in Brossard, Quebec, in 2018, marking a significant milestone for the company globally.

“The warm reception from the local community affirmed our decision, propelling us to expand further into the Quebec market in the subsequent years,” Roucou enthuses.

Currently, Decathlon Canada operates nine stores in Quebec, seven in Ontario, one in Nova Scotia, two in Calgary, and one in Vancouver, with over 1,000 dedicated teammates

committed to serving customers and local communities.

“We are incredibly lucky in this industry to be so close to the customers and their needs. With such a fast-paced market, there is never a dull moment, and passion is always easy to find,” elaborates Roucou.

With a customer-first approach at the heart of the company’s purpose, providing thoughtful and innovative products is always the immediate priority for Decathlon Canada.

“OUR DAILY EFFORTS ARE GUIDED BY OUR UNWAVERING COMMITMENT TO DEMOCRATIZING SPORTS AND ENSURING THAT EVERYONE HAS THE OPPORTUNITY TO EXPERIENCE THE JOY, HEALTH BENEFITS, AND SENSE OF COMMUNITY THAT COMES WITH BEING ACTIVE”

– NICOLAS ROUCOU, CEO, DECATHLON CANADA

SPORTS FOR ALL, ALL FOR SPORTS

With a unique background as a space engineer, Roucou joined the Decathlon team in 1991 after deciding to pursue his career aspirations in the sporting industry.

After working in a variety of leadership positions within the company, Roucou embarked on the journey of building the Canadian project for Decathlon alongside a team of five individuals who shared his excitement for introducing the brand to a new market.

“Our approach from the outset was centered around testing, learning, and scaling our success,” he insights.

“Considering the youthfulness of our campus here in Canada, we have seen great success in not only selling our products but also positively impacting everyone both in-store and in the community.”

Roucou’s background and proven track record of constantly

moving, adapting, being agile, and challenging himself to go further is representative of how Decathlon Canada has evolved over the years.

Specifically, when the COVID19 pandemic struck, hurdles such as production shortages and longer lead times threatened the industry. However, this adversity also presented opportunities, with a notable uptick in online and in-store sales driven by the growing interest in home fitness and wellness activities.

“Throughout these trials, our teams exhibited remarkable agility and resilience. Maintaining a clear vision of our goals has been instrumental thus far, enabling us to navigate challenges with confidence and determination,” acclaims Roucou.

As storefronts began opening back up after the pandemic, Decathlon Canada continued its wave of success, committed to building the company alongside its fellow Canadians.

In order to accomplish its mission, the business offers a diverse range of products that cater to all levels of athletes, sports enthusiasts, and people who possess the desire to become more active.

DECATHLON AT A GLANCE

Founded in 1976

Present in 60+ countries

1,700+ stores worldwide

100,000+ employees

600,000+ members

Gear for more than 80 sports

Ranked 15th in Forbes’ 2022 World’s Best Employers list

Awarded 2023 Brand of the Year by Strategy Magazine

PHOTOGRAPHY: PHILIPPE NGUYEN

“In addition to our product offerings, we also focus on creating welcoming and inclusive environments in our stores and online platforms,” expands Roucou.

With team members who are passionate about sports and dedicated to providing exceptional service, customers can expect genuine advice and an atmosphere that invites individuals to find the bravery to partake in new adventures.

“Furthermore, we are constantly exploring innovative ways to make sports more accessible and enjoyable for everyone. This includes initiatives such as community outreach programs, partnerships with local organizations, and events

NORTH AMERICA OUTLOOK: HOW HAVE PARTNERS CONTRIBUTED TO THE GROWTH AND SUCCESS OF DECATHLON CANADA, AND HOW HAVE

that promote active lifestyles and participation.”

UNCOVERING YOUR INNER STRENGTH

Alongside the exciting opening of two more storefronts in 2024, Decathlon Canada has introduced its new brand identity to the world.

“This momentous occasion signifies the culmination of an ongoing transformation journey, aimed at aligning even more closely with the evolving needs of new and existing customers,” details Roucou.

“In a world where markets are growing ever more discerning, this unveiling represents our commitment to remaining at the forefront of

Nicolas Roucou, CEO: “We were lucky to have met and encountered partners who really understood our needs and helped us grow. Zenika Canada, an IT consulting firm, helped us launch our new website by offering guidance in terms of technology, user experience, and usability. We had tight deadlines to meet and the Zenika Canada team really became an extension of our own in-house teams. They helped us with skills development which allowed us to create value quickly.

“Furthermore, Access Sign has proven to be our preferred partner for store signage, demonstrating remarkable agility and expertise as we pursue our expansion strategy across Canada.

“Numerous companies from various sectors have intermittently contributed to our growth and success. We’ve been fortunate to collaborate with partners who align with our values, which is paramount in our selection process across all departments.”

innovation and customer centricity.”

Brand identity is valued immensely by Decathlon Canada, having been recently named as Strategy Magazine’s 2023 Brand of the Year, a truly proud moment for those who work diligently to provide an accessible, affordable, and inspirational experience to all who interact with the business.

In addition to the many individuals who make up Decathlon Canada, the company readily recognizes and praises the significant importance of partner and supplier relationships to its success.

“Our supply chain operations are the foundation of our commitment to delivering quality products at affordable prices to our customers,” expands Roucou.

Building a flexible supply chain that can adapt to various contexts and minimize risks ensures a seamless flow of goods regardless of circumstances, and Decathlon Canada is dedicated to creating an integrated, end-to-end supply chain that meets the needs of its many customers.

By carefully balancing stock levels, planning production strategically, and distributing stock to align with local demand, the company ensures not only quality and conformity but also price accessibility achieved through its long-standing partnerships with trusted suppliers.

“At Decathlon Canada, we are committed to enhancing operational excellence through the innovation, automation, and optimization of processes. By embracing cuttingedge technologies, we enhance flexibility and agility in our operations while contributing to talent development and fostering team well-being,” explains Roucou.

Ultimately, at the center of everything that Decathlon Canada does is its customers, whose satisfaction is the company’s purpose.

Since 2020, Zenika has proudly partnered with Decathlon, supporting a remarkable growth journey across North America. Committed to delivering value at every stage of Decathlon expansion, our dedicated software engineers seamlessly integrated technology expertise into Decathlon teams, empowering them to innovate and do what they do best: provide the best-of-class user experience to their clients. As a global partner present in France, Singapore and Canada, we ensure a unified approach to IT solutions, allowing our clients to thrive.

Revolutionizing Retail Supply Chains with OCR Canada

OCR Canada delivers end-to-end strategies, solutions, and services to power and sustain your success in an ever-changing world. With the technology to enable mobility, automation, and visibility, the expertise to connect people, data, and assets, and the insights to inspire improvement and innovation, you can realize what’s possible and drive what’s next.

“WHETHER IT’S HIGH-QUALITY EQUIPMENT FOR SEASONED ATHLETES OR BEGINNER-FRIENDLY GEAR FOR THOSE JUST STARTING OUT, WE STRIVE TO OFFER A COMPREHENSIVE SELECTION THAT MEETS THE NEEDS OF OUR DIVERSE CUSTOMER BASE”

– NICOLAS ROUCOU, CEO, DECATHLON CANADA

LEAVING A TRAIL

Having been ranked 15th in the Forbes 2022 World’s Best Employers list, creating a workplace that endorses growth, open communication, and innovation is a top priority for Decathlon Canada and a responsibility that it does not take lightly.

“Our management philosophy centers around empowering our team members with purpose and responsibilities that often stretch beyond their initial expertise. We cultivate a culture of experimentation,

where making courageous decisions is encouraged at all levels,” enthuses Roucou.

This ethos ensures flexibility, enabling the company to swiftly adapt to meet the distinctive needs of customers and deliver maximum value.

Additionally, Decathlon Canada provides a comprehensive training program that covers both technical and interpersonal skills, alongside offering a private stakeholding program to ensure that everyone feels a sense of ownership and

underscore the company’s commitment to fostering a deeply engaged and motivated workforce.

“We prioritize investing in our people and their learning, recognizing that our team members are fundamental to our success,” asserts Roucou.

Sustainability initiatives are equally important to the company. This includes reducing its carbon footprint by encouraging teammates to commute on bikes, optimizing stock levels of trucks, and prohibiting air transport deliveries.

“We’re also proud to run a robust second-hand program in our storefronts, offering lightly used or unpackaged products at discounted prices. Select locations also provide free practice spaces, further enhancing accessibility and participation in sports for local communities,” informs Roucou.

As Decathlon Canada looks towards its bright future, the company will continue to communicate its value proposition and evolve its approach to more accurately convey the exceptional quality of its products and reinforce its position as a leading global sports brand that always puts its customers’ needs first.

Tel:

PHOTOGRAPHY: PHILIPPE NGUYEN

PHOTOGRAPHY: PHILIPPE NGUYEN

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As organizations worldwide navigate the new healthcare landscape, defined by technological innovation in the wake of the COVID-19 pandemic, now is the time to showcase the strides being taken in this critical sector.

A multi-channel brand, Healthcare Outlook brings you the positive developments driven by organizations across the healthcare industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered safely to your inbox with a bi-weekly newsletter.

Through these compelling media channels, Healthcare Outlook continues to foreground the movers and shakers of the industry.

To participate as a featured company and join us in this exciting endeavor, contact one of our Project Managers today.

COMPLETE QUEBECOIS CARE

Health is very personal, not just for me, but for everyone.”

As President and CEO of the Integrated Health and Social Services University Network for West-Central Montreal (CIUSSS West-Central Montreal), Dr. Lawrence Rosenberg leads the healthcare transformation across Quebec.

There is much to do in the province, with many needs to fill and problems to solve amid a period of transition and turmoil in the industry.

This is partly because current healthcare systems are no longer sustainable in the way they were originally conceived, especially in Canada, due to the growing needs of aging populations and the increase in chronic illnesses.

“We have the opportunity to do things differently; I think that’s where the excitement is,” Rosenberg notes.

Ensuring continuity of care and services to the public is always the top priority for CIUSSS WestCentral Montreal and its 14,000 employees, who are committed to providing timely access to a seamless continuum that focuses on the particular needs of individuals.

Dr. Lawrence Rosenberg, President and CEO of CIUSSS West-Central Montreal, details the network’s extensive digital healthcare transformation as technologies accelerate the industry transition

Writer: Jack Salter | Project Manager: Callam Waller

Healthcare in Canada is primarily a provincial jurisdiction, and the network was created by an act of legislation in 2015 that fused 10 previously independent healthcare and social service organizations in Western and Central Montreal.

Today, it has 34 sites across the region spearheaded by the Jewish General Hospital (JGH), one of Quebec’s largest and busiest acute care and teaching hospitals.

Serving as the hub of the CIUSSS West-Central Montreal network, JGH is complemented by five local community services centers (CLSCs), five rehabilitation centers, seven longterm care sites, two day centers, and several affiliated research facilities.

“We really run the gamut from birth to death across our territory,” acclaims Rosenberg.

Dr. Lawrence Rosenberg, President and CEO, CIUSSS West-Central Montreal

“Officially, we’re responsible for about 365,000 citizens, but in practice, we probably look after closer to 770,000 people because a lot of patients come from outside our territory specifically to access the care that we provide.”

DIGITAL HEALTHCARE TRANSFORMATION

Canada’s healthcare industry transition has also been accelerated by the rapid evolution of digital technologies such as generative

artificial intelligence (AI), which will undoubtedly begin to impact, if not outpace, traditional healthcare systems.

The digital transformation now being undertaken by some of the world’s leading healthcare institutions, including CIUSSS West-Central Montreal, will result in a significant rethink of the underlying foundations of conventional medicine.

Indeed, a paradigm shift is well underway, with digital health and AI rapidly becoming inseparable from

NORTH AMERICA OUTLOOK: HOW DID YOU MANAGE TO GET AHEAD OF THE SUPPLY CHAIN CRISIS DURING THE COVID-19 PANDEMIC?

Dr. Lawrence Rosenberg, President and CEO: “Although the pandemic was officially declared in Quebec in March 2020, it was already clear by the end of January that something was going on.

“It was at that point that we put in place our supply chain for personal protective equipment (PPE), including gowns, gloves, visors, and masks. We split up the supply chain very early and took the decision to implement universal precautions in the institutions of our network.

“All this was done about a month before the emergency was officially declared, so we were well positioned in terms of having a prepared supply chain and being named the adult COVID-19 hospital for our part of the province.

“In the first and second waves of the pandemic, we probably saw more acutely ill COVID-19 patients than any other hospital in the country.”

providing best-practice healthcare and social services.

CIUSSS West-Central Montreal introduced its own digital healthcare transformation program in 2019, just before the start of the COVID-19 pandemic.

The strategy resulted from a thoughtful internal exercise looking at the direction of health and healthcare delivery over the next decade, and what the network needed to do differently in order to enhance the value it delivers to the population.

“The pandemic was an opportunity to implement things faster than we otherwise would have been able to,” Rosenberg tells us.

In a first for Quebec, CIUSSS

The command center was set up during the pandemic

West-Central Montreal deployed Microsoft’s mixed-reality HoloLens in several long-term care facilities during the pandemic to help connect staff virtually and reduce their exposure to the virus.

“We were also faced with the conundrum of trying to scale up the amount of critical care patients we could safely look after during the beginning of the pandemic, so we applied the HoloLens in those instances to allow for extended medical coverage,” he adds.

CIUSSS West-Central Montreal has since deployed the technology further in its long-term care, home care, and frontline services, as well as its neonatal intensive care unit.

REMOTE MONITORING

A number of pillars underlie the digital healthcare transformation program, the first of which is cybersecurity, something that CIUSSS West-Central Montreal has invested heavily in over the last six years.

Second is a command center that was set up during the pandemic, which gave real-time visibility across the entire territory in all of CIUSSS West-Central Montreal’s institutions, helping significantly with patient flow from one facility to another.

“As an extension of the command center mandate, we introduced our Hospital@Home program, which is now a little over two years old,” Rosenberg elaborates.

Hospital@Home enables certain patients who otherwise would have remained in the hospital to continue their care at home.

Patients are monitored by digital devices that are linked to CIUSSS West-Central Montreal’s virtual care team, with the frequency of monitoring adjusted according to their needs. Care is provided by a multidisciplinary team of doctors, nurses, and other healthcare professionals who combine their hospital and community expertise.

In effect, the patient’s home is transformed into a virtual hospital until they can be safely discharged from the program. Remote monitoring is carried out through

two different continuous monitoring devices that allow patients to be observed 24/7.

“Hospital@Home has been a very significant introduction with respect to how and where we care for our patients,” Rosenberg emphasizes.

“The whole notion behind our digital health transformation strategy is predicated on our vision of ‘Care Everywhere’, which is something we’ve branded over the last two or three years. The Hospital@Home program is the jewel in the crown of what we’ve done.”

“HOSPITAL@HOME HAS BEEN A VERY SIGNIFICANT INTRODUCTION WITH RESPECT TO HOW AND WHERE WE CARE FOR OUR PATIENTS”

– DR. LAWRENCE ROSENBERG, PRESIDENT AND CEO, CIUSSS WEST-CENTRAL MONTREAL

To safely look after patients at home and receive information as quickly as possible to inform medical decisions, CIUSSS West-Central Montreal has also deployed point-ofcare testing.

“Our home care nurses can go into the home, obtain results within 15 minutes, and forward them back to the physicians who then make decisions about care planning. This is something that is quite innovative in Quebec; no other sites have deployed this type of technology,” states Rosenberg.

Accelerating Care Pathways Developing

OPPORTUNITIES FOR INNOVATION

Meanwhile, CIUSSS West-Central Montreal is still in the process of expanding its focus on data science and AI as part of its digital transformation.

“We recognize that patient medical information is really the currency in which we trade, so we needed to improve our electronic healthcare record (EHR), which is fairly legacy and well beyond its shelf life,” outlines Rosenberg.

Therefore, around four years ago, the decision was made to partner with a Canadian software company to design and develop a next-generation connected health record (CHR).

The first part of the platform, the patient trajectory dashboard, was successfully rolled out in November 2023.

“For the first time, we now have a view of our patients across all of the facilities in our network in real time,” Rosenberg informs us.

“There actually isn’t a comparable software platform in the country at this point in time. The full CHR roll-out will be completed about 14 months from now.”

CIUSSS WEST-CENTRAL MONTREAL SUSTAINABILITY INITIATIVES

In August 2019, CIUSSS West-Central Montreal began working with Quebec-based energy efficiency consultancy and contractor, Énergère, on a massive energy-saving project to reduce the network’s environmental footprint and increase its operational efficiency.

Over the past two-and-a-half years, more than 40 measures have been implemented across nine facilities, including JGH, such as the:

• Replacement of steam boilers with efficient hot water systems.

• Addition of heat pumps.

• Integration of air-to-water (ATW) heat pumps.

• Complete review of control sequences and optimization schedules.

As the project nears completion, the network expects to reduce its greenhouse gas (GHG) emissions by 49 percent annually, the equivalent of removing nearly 2,128 cars from the road – with 2,200 tons of GHG savings from the ATW heat pumps alone.

CIUSSS West-Central Montreal’s annual energy consumption will also be reduced by 39.3 million kilowatt hours (kWh).

In addition to saving energy and reducing its environmental footprint, this initiative is helping the network to finance the modernization of its aging institutions.

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“WE REALLY RUN THE GAMUT FROM BIRTH TO DEATH ACROSS OUR TERRITORY”

– DR. LAWRENCE ROSENBERG, PRESIDENT AND CEO, CIUSSS WEST-CENTRAL MONTREAL

Given the pace of change in the healthcare industry, it was also clear that the network needed a central coordinating body to identify and capture opportunities for innovation.

CIUSSS West-Central Montreal therefore created its own Connected Health Innovation Hub, OROT, bringing together clinicians and end users with entrepreneurs and innovators in order to build and launch technologies that improve people’s lives.

“OROT has been wildly successful and brought us an entirely different level of national and international recognition,” prides Rosenberg.

“The Connected Health Innovation

Hub has won a number of prizes and is funded both internally by our hospital foundation and externally by government grants and contracts.”

CIUSSS West-Central Montreal and JGH have likewise received innumerable Employer of the Year and Employer of Choice awards over the course of the past decade, a source of pride as it looks ahead to future targets and priorities.

“From an innovation point of view, we’re still looking to scale our virtual care programs. The introduction of AI is going to be a major preoccupation across the organization, not just for things related to operations but also in

clinical decision-making. We’re trying to build an AI team in order to make sure that we do this in an appropriate and efficient way,” Rosenberg concludes.

Tel: 514-340-8222

commuications@jgh.mcgill.ca

www.ciussscentreouest.ca

A NEW HEALTHCARE CONTINUUM

Shining brightly as a beacon of innovation and enhanced healthcare, OHC is transforming the treatment process for patients with cancer and blood disorders. Randy Drosick, MD, OHC President, and practicing medical oncologist and hematologist, outlines the company’s exciting new developments and how it continues to revolutionize the complete patient experience

Writer: Ed Budds | Project Manager: David Knott

Randy Drosick, MD

For 40 years, OHC (Oncology Hematology Care, Inc.) has been fighting cancer on the front lines.

The company’s physician-led offices have been recognized for going beyond clinical excellence, providing unmatched personal support, and caring for patients with cancer and complex blood disorders.

Proudly boasting eight locations, OHC is the leading independent adult cancer care group throughout Cincinnati and comprises more than 350 industry-leading team members.

“At OHC, we have one common goal: to surround adults diagnosed with cancer with everything they need, so that they can focus on what matters most – beating cancer,” opens

President, Randy Drosick, MD.

OHC is part of US Oncology, a nationwide network with over 600 sites that believes patients thrive when they can fight cancer close to home and delivers integrated cancer care through a network of independent physicians who share expertise and resources to provide high-quality, value-based care.

In addition, OHC is an established research leader in the communities across the greater Cincinnati region and collaborates with the Sarah Cannon Research Institute (SCRI), one of the world’s leading oncology research organizations conducting community-based clinical trials. SCRI has contributed to pivotal research that has led to the majority of new cancer therapies approved by the Food and Drug Administration (FDA) today.

This highly successful collaboration includes OHC in a network of globally recognized cancer experts enrolling patients in Phase 1-4 clinical trials at more than 250 locations across 24 US states.

“I just like working with people. Being able to help somebody is so rewarding, and for me, that’s the epitome of what we do. Even if we’re not curing someone, we just want to help them feel better,” he adds passionately.

This mindset defines the entire company’s culture of care, and OHC now supports over 130,000 patient visits a year.

DELIVERING CLINICAL EXCELLENCE

At OHC, the search for new treatments is relentless.

“The drive to provide superior care runs deep, and our fight against cancer is personal. OHC’s independent, physician-led practice is known for delivering clinical excellence combined with unmatched personal and emotional support in neighborhoods throughout the region,” Drosick explains.

The company’s renowned experts aggressively attack cancer with every possible strategy and utilize the latest innovations and advances in medical technology and treatment.

“Our nationally recognized cancer research and clinical trials team

remain engaged in a passionate search for innovative treatments. We are here to navigate and help our patients manage finances, understand the disease, and gain power over cancer’s impact on personal life,” he continues.

There is nothing fair about cancer, and a diagnosis can negatively impact every aspect of life, which is why OHC also surrounds both its patients and their families with leading experts who provide a range of services including emotional, financial, and social support to help people stay focused on the number one priority – getting well.

When under the care of OHC, patients have access to new, innovative, and novel approaches to cancer, such as personalized medicine, immunotherapy, and the ground-breaking CAR-T and NK cell immunotherapy. OHC was the first to offer this revolutionary immunotherapy treatment in the region.

OHC also offers ‘Call Us Early. Call Us First.’, a nurse triage service supported by highly trained oncology nurses from 7am to 5pm, Monday to Friday, with the goal to effectively manage a patient’s symptoms quickly in order to prevent unnecessary emergency room visits or hospitalizations.

“This program has made a dramatic impact on how we care for our patients and, more importantly, keeping them out of the hospital where they may face unnecessary exposures,” notes Drosick.

OHC is the only practice in the city to also offer weekend hours for patients needing hydration, medication, and a symptom evaluation.

This is alongside the opportunity to access superior technological advances such as CyberKnife for prostate cancer and Gamma Knife for brain tumors.

OHC also now uses the laser-like precision of robot-assisted surgery to treat gynecologic cancers and

“WHEN YOU JOIN OHC, YOU ARE PART OF A COLLABORATIVE, MULTIDISCIPLINARY TEAM COMMITTED TO DELIVERING PERSONALIZED, PATIENT-CENTRIC CARE IN A COMMUNITY SETTING. YOU ARE EMPOWERED TO BUILD YOUR EXPERTISE BY WORKING WITH THE REGION’S LEADERS IN CANCER CARE”

– DAVID DROSICK, MD, PRESIDENT, OHC

possesses early access to the most promising new treatments available only through clinical trials.

“With staff who greet you with a warm smile, call you by your name, and open their hearts to take you into their care, you’re more than just a patient to us at OHC; you’re treated as a member of our family.”

COMPASSIONATE AND DEDICATED

OHC is always looking for better ways to deliver care to its patients for the duration of their treatment.

“From diagnosis, and throughout

their treatment, we walk with our patients, support them when they struggle, and celebrate their successes,” Drosick shares.

This warm, caring atmosphere creates a professional family among team members where individuals have the opportunity to lead through mentorship and learn from OHC’s elite team of experts.

The company’s management endeavors to keep its staff energized by always recognizing exceptional work and hearing new ideas, as well as offering pathways to career advancement.

Answer With Care

PatientSync leaders have helped healthcare organizations utilize technology to serve patients more effectively for more than 20 years.

Today, PatientSync handles millions of calls every month and serves customers in 17 states, representing dozens of medical specialties including oncology, orthopedics, neurology, radiology, behavioral health, and many more.

The company traces its roots back to 2002, when managedservice provider Path Forward IT began helping healthcare organizations implement technology to increase speed, agility, and efficiency to serve patients more effectively.

This experience provided deep expertise in leading electronic medical records (EMR) and electronic health records (EHR) systems, as well as a comprehensive understanding of Health Insurance Portability and Accountability Act of 1996 (HIPAA)-compliant network security and data storage, and insight into all the ways technology can help improve patient experiences.

In response to the needs of its healthcare clients, frustrated by the demands of managing or outsourcing their call-center operations, Path Forward IT launched the Love Your Patient (LYP) Contact Center in 2013. LYP needed sophisticated, omnichannel communication and workflowguidance technology to empower their industryleading agents.

Because typical Contact Center as a Service (CCaaS) platforms simply weren’t equipped to handle the complexities of healthcare scheduling and triage protocols, the team began to develop PatientSync in 2017. This is a comprehensive healthcare communications platform built on Amazon Web Services (AWS) and the industryleading Amazon Connect CCaaS platform, customized and extended for healthcare and medical specialty-

specific needs. PatientSync accelerates contact center agents’ speed to competency with customized workflow guidance that ensures accurate adherence to practice protocols and individual physician preferences.This integrated, omnichannel, cloud-hosted software also enables personalized communication to enhance patient experiences. For tasks that benefit from artificial intelligence (AI)-enabled automation and machine learning (ML), PatientSync is leading the way. Its Virtual Agents utilize AI and natural language processing (NLP) to connect patients to their needed provider promptly, using the same AI technology that powers Amazon Alexa, in any language.

Virtual Agents save healthcare contact centers time and money while enhancing the value of human interaction. Customers using these Virtual Agents typically see call volumes decrease significantly, as the agents answer instantly and can scale infinitely to reduce queue wait times and triage connections with human agents.

The company enables its customers to transform their call centers into profit centers, facilitating a positive return on investment (ROI) from healthcare-focused solutions built for scalability. From identifying and prioritizing VIP callers to automating orders, follow-ups, and scheduling, the business can monetize agent downtime by queueing up revenuegenerating outbound activities automatically.

The PatientSync team has proudly served Oncology Hematology Care (OHC) since 2007. For more information, visit PatientSync.com.

The PatientSync Manifesto

We believe technology shouldn’t dehumanize patients—it should help every person feel known. Patients are names, not numbers, and by removing the communication barriers in healthcare we empower teams to focus on the person, not the software.

When done right, we believe healthcare technology can facilitate better quality care and a more human connection to provide an elevated experience for both patients and providers.

BUILDING A MULTIDISCIPLINARY TEAM

OHC has built an experienced team of cancer experts who deliver the right treatment at the right time and in the right place.

Furthermore, OHC believes that a multidisciplinary approach, in which different areas of expertise work collectively to create personalized care plans, is the best way to treat cancer. There is considerable evidence that this team-oriented approach reduces treatment and referral delays and improves patients’ emotional well-being.

The OHC team includes:

• Blood and marrow transplant specialists

• Breast surgical oncologists

• Cancer genetic specialists

• Cellular therapy specialists

• Financial navigators

• Gynecologic oncologists

• Hematologists

• Medical assistants

• Medical oncologists

• Neuro-oncologists

• Nurse navigators

• Pharmacists

• Radiation oncologists

• Radiation therapists

• Research nurses

• Supportive care specialists

• Treatment nurses

In this way, OHC aims to create a healthy work-life balance where its various teams support each other and provide the collective motivation to continue working together towards the betterment of the entire organization.

“When you join OHC, you are part of a collaborative, multidisciplinary team committed to delivering personalized, patient-centric care in a community setting. You are empowered to build your expertise by working with the region’s leaders in cancer care,” he adds.

OHC seeks out compassionate, dedicated professionals who embrace the company’s mission and make a difference in the lives of cancer patients. Its innovative and engaging work environment promotes professional growth and development, while the nature of OHC’s work allows its people

to deeply connect with patients as they provide a continuum of care.

“We have some excellent outsidethe-box thinkers, since I always try to hire people that are better than what we already have and then just let them run with it. I tell our teams to not be afraid to fail, to be innovative, and try to embrace new processes, or else we will all grow stale.”

This inventive mindset is applied by OHC even for simple improvements across its operations, such as how the company gets its patients in and out of the office more efficiently and prevents people from spending their valuable time in a waiting room all day.

NEXT-GENERATION INNOVATION

Next-generation sequencing (NGS) has become a valuable tool in creating a personalized treatment plan for

NGS helps doctors pinpoint genetic mutations in a tumor and predict a patient’s response to certain treatments, then compares the genes in a tumor to those of a reference genome.

in the selection of a therapy that might be less harmful than standard chemotherapy and radiation,” he confirms.

Across the industry, it is believed that therapies targeting specific genetic mutations increase survival and improve patient quality of life.

“We want all patients to have access to these treatments as soon as possible – at OHC, they do,” concludes Drosick. cancer patients.

Once the tumor’s genetic changes are discovered, a physician can select medicines that target those changes while limiting the impact on the rest of the body’s healthy cells.

“Having this deeper understanding of the biological makeup of a patient’s tumor not only helps us to customize the best therapy for that individual, but also determines how aggressive our treatment strategy should be,” informs Drosick.

“Information gleaned from NGS can give us a better understanding of a patient’s prognosis and aid

“Chemotherapy is like a shotgun. It comes in, shoots everything in the room, and hopes the good stuff lives and the bad stuff dies. Targetdirected therapy, on the other hand, is like a sniper bullet. It comes in, shoots the cancer cell, and leaves the patient alone for the most part, and that’s really exciting.”

When a cure for cancer is eventually found, it will be discovered through a clinical trial.

OHC is therefore a fierce supporter of clinical trials and is relentless in its search for new

treatments, alongside paving the way for new breakthroughs in cancer care and providing patients with access to these promising new cancer treatments.

Tel: 1-888-649-4800 ohcare.com

NORTH AMERICA’S PREMIER MINING AND TUNNELING CONTRACTOR

GMS Mine Repair and Maintenance is dedicated to providing forward-thinking solutions to the mining and tunnelling sectors. Tom Rannelli, Director of Canadian Operations, highlights how the company is embracing the next generation of underground and surface mining

Writer: Lucy Pilgrim | Project Manager: Lauren Robinson

The Canadian mining industry has significantly evolved over the last decade as it begins to embrace innovation and advanced technology.

Additionally, health and safety standards are also viewed with high importance across the entire mining landscape, from civil settings to construction and steel erection.

Tom Rannelli, Director of Canadian Operations for GMS Mine Repair and Maintenance (GMS), is passionate about ensuring that the latest innovations in this realm are more widely understood, alongside the rest of the industry’s most recent developments, as these are often overlooked.

Therefore, between the engineering performed and the equipment used

in a project, the industry has certainly evolved over the last 20 years.

SERVING MINING SUPPORT

Currently, the company is working on three projects across Canada that include the provision of services and vital mining support.

Firstly, GMS is providing specialty grouting operations for a project in Saskatchewan to stop any potential inflows of water in its underground operation.

The company is also supplying labor for a large open pit project across two mines sites in Western Canada. The support comes in the form of large haul trucks, drillers, blasters, and grader and dozer operators.

FINDING VALUE IN INTERNATIONAL SUPPLIERS

GMS highly values its supplier relationships as it harnesses support from an international network of businesses. By leveraging these global partnerships, the company encourages the North American mining industry to think outside the box in terms of its supply chain.

“I HAVE THE TAGLINE OF ‘EMPOWER RATHER THAN ENGAGE’- WHETHER OUR EMPLOYEES LEARN FROM THEIR PREVIOUS DECISIONS OR GET IT RIGHT THE FIRST TIME, IT’S ALL ABOUT EMPOWERMENT RATHER THAN MOLDING OUR STAFF”

–

TOM RANNELLI, DIRECTOR OF CANADIAN OPERATIONS, GMS MINE REPAIR AND MAINTENANCE

GMS is also performing steel erection work in Western Canada by installing an overland conveyor that conducts material handling over a distance of five kilometers. The regenerating conveyor system also has a 300-meter elevation change, making it the ideal equipment for the project’s technical installation on the side of a mountain.

“This year, we were fortunate because the winter season wasn’t too harsh, so we were able to navigate the project’s complex environment well, which isn’t usually the case,”

informs Rannelli.

As the Canadian mining industry experiences another wave of infrastructure and capital advancements, the company anticipates the commencement of new mines towards the end of this year and the beginning of 2025.

“There’s significant development projects within British Columbia, Western Canada, as well as eastern regions, so we have our finger on the pulse and are very excited to partake in the tendering process,” he expresses.

Tom Rannelli, Director of Canadian Operations

BUILDING TRUST

GMS currently has approximately 1,500 employees across its US and Canada sites, with 55 working in the latter who have become experts in their field and are held accountable for their decisions.

“As the Director of Canadian Operations, I have the tagline of ‘empower rather than engage’ –whether our employees learn from their previous decisions or get it right the first time, it’s all about empowerment rather than molding our staff.

“As we build trust and accountability with each other, we let our employees take ownership of their tasks and position in the company.”

This approach allows GMS to

overcome potential silos by leveraging the expertise of its multidisciplinary workforce, who are highly engaged and want to deliver for the company.

Throughout 2024 and beyond, the company aims to grow and put its fingerprint on the Canadian mining industry by showcasing its state-ofthe-art knowledge and capabilities in industry-leading mining services.

“The upcoming months with be focused on building our relationships and network so that we can develop opportunities when they arise,” Rannelli ends.

THE WORK OF PIONEER CONVEYOR

Pioneer Conveyor (Pioneer) has been an affiliate business of GMS for

GMS’ CORE VALUES

INTEGRITY – All stakeholder relationships are built on a foundation of moral and ethical integrity.

FAMILY – GMS finds its strength through the experience, professionalism, and character of its employees.

COMMITMENT – The company is committed to being the safest, most productive, and innovative contractor in the industries it serves.

Christian Boucher

Director, Survey Technologist, Construction logistics (604) 813-0220

cboucher@progressivesurveysolutions.com www.progressivesurveysolutions.com

“WE PRIDE OURSELVES ON OUR NIMBLENESS AND ABILITY TO BUILD RELATIONSHIPS WITH A FAMILY-ORIENTATED STYLE”

– TOM RANNELLI, DIRECTOR OF CANADIAN OPERATIONS, GMS MINE REPAIR AND MAINTENANCE

over three decades. Located in West Virginia, it is a leading bulk material conveyor manufacturing firm that designs and manufactures thousands of standard and specialized conveyor systems for a whole host of applications.

The company has a 70,000 square foot facility that employs around 100 people to fabricate, produce, and ship up to 1,500 linear feet of conveyor structures a day, with the ability to double its capacity depending on the requirements of the industry.

In order to stay abreast with the most innovative trends in the conveyor sector, Pioneer exclusively utilizes world-leading and cuttingedge manufacturing technology.

These include 3D computer-aided design (CAD) inventor design capabilities, custom loaded belt simulation testing conveyor systems, alongside highly detailed process quality inspections.

These unmatched abilities ensure all its conveyor products meet the stringent standards of Conveyor Equipment Manufacturers Association (CEMA) specification requirements. As such, Pioneer has the ardent mission to raise the bar in international conveyor standards and increase the expectations of all conveyor system consumers.

Having Pioneer in the group has enabled GMS to advance its service offering, opening another avenue in

the mining industry. Pioneer provides an additional 25 mechanical engineers that provide design and fabrication capabilities and uses the skilled crews of GMS to install turn-key conveyor solutions.

Tel: 705-702-3875

info@gmsminerepair.com www.gmsminerepair.ca

THE FINAL WORD

To round off each issue, we ask our contributing business leaders for their views on the same question

Who

or what do you look up to for inspiration?

Austin Bell

Senior Director and Development Manager, The Drew Company

“There have been several people in my life that have inspired and mentored me. I look to God for guidance and my wife for focus; she keeps me grounded.”

Kevin Wolter Director of Business Development, Invio Automation

“People who choose to be happy. Life throws a lot at each of us every single day, which can be both positive and negative. In my

experience, emotions like happiness, sadness, joy, and anger often tend to be contagious. I am always inspired by those who find a way to deal with the cards dealt to them and choose to be genuinely happy.”

Chandra Marshall Vice President and General Manager, Lockheed Martin Radar and Sensor Systems

“Inspiration for me and my line of work comes from a legacy of having family members who have made the ultimate sacrifice for our country. The fact that what I do matters for the safety of our armed forces is something I take extremely personally and I strive to give my all every day.”

Luke Martin

COO, A1 Garage Door Service

“As I’ve become more of a leader, I’m increasingly thinking about what I want next in my life and where I want to be on the success ladder. That involves looking at people that have or are doing what I want.

“For example, when I was a technician in the field, I looked up to better performing technicians. Now, it’s about looking at what a successful COO and CEO looks like. It’s about a mindset of growth, finding those people that have achieved what I want to achieve, and learning from them.”

John Kwapis

President, Kentucky Trailer

“History! How many companies have been around for 145 years? We got here via proper focus, good decision-making, hard work, and dedication from the team. We listen to our customers and the marketplace and respond with differentiated solutions. At Kentucky Trailer, we take pride in providing specialty solutions and establishing relationships with our customers that stand the test of time.”

Dr. Lawrence Rosenberg

President and CEO, CIUSSS WestCentral Montreal

“I'm one to quote a lot from things from Albert Einstein and Winston Churchill, so if I had to identify a couple of people, it would be those two.”

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