North America Outlook - issue 05

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PUTTING

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BRAMPTON ON THE MAP

Discussing innovative city planning and a pioneering vision for the City of Brampton with Chief Building Official, Rick Conard

HECLA QUÉBEC Prioritizing safety and responsibility in Québec

PANAMA PORTS COMPANY The major port investor in Panama

JEFF OLSEN, CEO at Boart Longyear, discusses how his company has overcome major challenges to become a leading player in drilling services

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NILE BREWERIES | ARNOT OPCO

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MERLO COFFEE | ACCESS WORLD

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BRAMPTON

ONTIC

The experts in keeping aircraft flying safely for longer

ON THE MAP

AL-RASHED INTERNATIONAL SHIPPING CO. | NSPCC

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MEGGER

Setting the standard in electrical test and measurement globally

BECKER MINING

Discussing innovative city planning and a pioneering vision for the City of Brampton with Chief Building Official, Rick Conard

Safety first in Poland’s transformative mining space

GOGLA

The promising development of off-grid solar energy across the continent

HECLA QUÉBEC

UNILEVER FOOD SOLUTIONS

Prioritizing safety and responsibility in Québec

PANAMA PORTS COMPANY The major port investor in Panama

MARCOPOLO S.A.

Manufacturing buses for South Africa and beyond

HILTON FOODS AUSTRALIA AND NEW ZEALAND

STATICUS

The global food processing manufacturer prioritising true partnership and innovation

Putting employee morale at the top of the agenda

The Innovators of Façade Manufacturing

JEFF OLSEN, CEO at Boart Longyear, discusses how his company has overcome major challenges to become a leading player in drilling services

A leader in Smart Solutions in Southern Africa, Sivi Moodley, CEO at Macrocomm, discusses delivering a smarter tomorrow, today

Ooi Lean Hin, Managing Director at MTT Shipping, discusses his company’s competitive advantage in the dynamic Asia market

ALEKSANDER RAJCH of the Polish Alternative Fuels Association (PSPA), examines the organisation today ahead of an industry-defining decade

overcome major challenges to become a leading player in drilling services JEFF OLSEN, CEO at Boart Longyear, discusses how his company has

at Macrocomm, discusses delivering a smarter tomorrow, today A leader in Smart Solutions in Southern Africa, Sivi Moodley, CEO

company’s competitive advantage in the dynamic Asia market Ooi Lean Hin, Managing Director at MTT Shipping, discusses his

examines the organisation today ahead of an industry-defining decade ALEKSANDER RAJCH of the Polish Alternative Fuels Association (PSPA),

SOLUTIONS FOOD UNILEVER

Putting employee morale at the top of the agenda

investor in Panama The major port

COMPANY PORTS PANAMA

in Québec and responsibility Prioritizing safety

QUÉBEC HECLA

STATICUS

The Innovators of Façade Manufacturing

prioritising true partnership and innovation The global food processing manufacturer

South Africa and beyond Manufacturing buses for

MARCOPOLO S.A.

AUSTRALIA AND NEW ZEALAND FOODS HILTON

Tell us your story, BRAMPTON and we’ll tell the world. the continent energy across of off-grid solar development The promising

GOGLA

space transformative mining Safety first in Poland’s

the City of Brampton with Chief Building Official, Rick Conard Discussing innovative city planning and a pioneering vision for

ON THE MAP

MINING BECKER

longer flying safely for keeping aircraft The experts in

PUTTING

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ONTIC

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measurement globally in electrical test and Setting the standard

MEGGER

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North America Outlook, Africa Outlook, APAC Outlook and EME Outlook and are digital and print publications aimed at boardroom and hands-on decision-makers, reaching an audience of more than 800,000 people around the world; spanning the full range of industrial sectors.

AU TO E U R O P E | E N G LO B A L

NILE BREWERIES | ARNOT OPCO

MERLO COFFEE | ACCESS WORLD

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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.

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WELCOME

Embracing Transformation

EDITORIAL Senior Editor: Sean Galea-Pace sean.galea-pace@outlookpublishing.com Editor: Marcus Kääpä marcus.kaapa@outlookpublishing.com Junior Editor: Phoebe Harper phoebe.harper@outlookpublishing.com PRODUCTION Production Director: Stephen Giles steve.giles@outlookpublishing.com

Welcome to the fifth edition of North America Outlook!

Senior Designer: Devon Collins devon.collins@outlookpublishing.com Junior Designer: Matt Loudwell matt.loudwell@outlookpublishing.com

This month’s cover feature sees us speak with

Production Assistant: Courtney Solomon courtney.solomon@outlookpublishing.com Social Media Manager: Dan Nash dan.nash@outlookpublishing.com BUSINESS CEO: Ben Weaver ben.weaver@outlookpublishing.com Managing Director: James Mitchell james.mitchell@outlookpublishing.com Sales Director: Nick Norris nick.norris@outlookpublishing.com Commercial Director: Joshua Mann joshua.mann@outlookpublishing.com REGIONAL DIRECTOR Tom Cullum tom.cullum@outlookpublishing.com PROJECT MANAGER Lewis Bush lewis.bush@outlookpublishing.com HEADS OF PROJECTS Callam Waller callam.waller@outlookpublishing.com Eddie Clinton eddie.clinton@outlookpublishing.com Thomas Arnold thomas.arnold@outlookpublishing.com TRAINING & DEVELOPMENT DIRECTOR Vivek Valmiki vivek.valmiki@outlookpublishing.com SALES MANAGERS David Knott david.knott@outlookpublishing.com Donovan Smith donovan.smith@outlookpublishing.com Krisha Canlas krisha.canlas@outlookpublishing.com Matt Cole-Wilkin matt.cole-wilkin@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com

ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Finance Assistant: Eleanor Bennett eleanor.bennett@outlookpublishing.com Office Manager: Daniel George daniel.george@outlookpublishing.com CONTACT North America Outlook 69-75 Thorpe Road, Norwich, Norfolk, NR1 1UA, United Kingdom.

Sales: +44 (0) 1603 363 631 Editorial: +44 (0) 1603 363 654 SUBSCRIPTIONS Tel: +44 (0) 1603 363 654 sean.galea-pace@outlookpublishing.com www.northamericaoutlookmag.com

Rick Conard, Chief Building Officer at the City of Brampton, to hear about the city’s journey towards realizing its 2040 Vision. “Brampton is on the verge of a significant and deliberate transformation,” discusses Conard. “We’re energized with new knowledge and are inspired by a new way of thinking.”

Elsewhere in the magazine, Jeff Olsen, CEO at Boart Longyear, discusses how his firm has overcome significant challenges to become a major player in drilling services. “We don’t try to be everything to everyone, and we don’t try and address everything in the industry but the things that we do well are where we want to be the leaders in,” outlines Olsen.

“We will reduce our debt by about $800 million and our first quarter earnings were very strong in 2021, which means we’re well on track for the rest of the year. Today, we remain the largest drilling company out there and this will put us in a very strong place going forward.”

Also, in a special feature with Lauren Knausenberger, CIO for the U.S. Department of the Air Force, she tells us all about her team’s exciting new project ‘Operation Flamethrower’ and the latest technological modernizations within the US Government today. “We have a pretty big job to say the least,” she discusses. “We maintain all of the department’s global military networks, including the full tech stack — from basic connectivity to the cloud, data layer, software, and building the foundation for increased use of artificial intelligence. We also ensure that all the Airmen and Guardians have the digital tools they need to do their jobs, and that we recruit and develop the digital talent we need for the future of the department.”

And before you go, be sure to check out exclusive and in-depth company profiles with Auto Europe, Panama Ports Company, Hecla Québec, Jakob Mooser GmbH, City of Boston and many more!

Enjoy the issue!

Like us on Facebook: @northamericaoutlook Follow us on Twitter: @NA_Outlook

Sean Galea-Pace Senior Editor, Outlook Publishing North America Outlook issue 05 | 3

CONTENTS

16

12

20 REGULARS

6 NEWS

TOPICAL FOCUS

Around North America in seven stories

20 Technology

8 EXPERT EYE Inside the digital transformation of manufacturing in the United States

BUSINESS INSIGHT

12 Sustainability

The Climate Decade Collaborating with governments to reach green goals

158 4 | North America Outlook issue 05

16 Economy

Business in Washington D.C. An exploration into the capital of the United States

Robo-Delivery Takes Houston The pizza delivery experience revolutionized by robotics

158 THE FINAL WORD If you could offer one piece of advice for a young entrepreneur entering your industry, what would it be?

NORTH AMERICA OUTLOOK MAGAZINE

F E AT U R E S

22 SHOWCASING LEADING COMPANIES

SUPPLY CHAIN

72

102 Panama Ports Company Realizing Potential

Tell us your story and we’ll tell the world

The major port investor in Panama

LOCAL GOVERNMENT

112 BLG US

24 City of Brampton

Championing People

Putting Brampton on the Map

Developing a robust talent management strategy in logistics

A beacon of innovation and sustainability in city development

118 ColdStar Solutions

34 City of Boston

Embracing Opportunity Equipping Boston with the technology to succeed

34

Serving Vancouver Island Putting employees, customers and suppliers at the heart

72 Hecla Québec

Gold Standard Mining Prioritizing safety and responsibility in Québec

82 Perpetua Resources Bringing Mining Home

The future of modern American mining

90 Paramount Gold Nevada 40 Houston Sports Authority Supporting Sport and Community

Hosting sporting events across Houston and Harris County

124 Martin Bencher Canada Logistics Made Easy

Providing logistics services in North America and beyond

TECHNOLOGY

130 Jakob Mooser GmbH

The Forefront of Change

Mooser: Accelerating Automotive

An insight into the evolution of the mining industry

The EMC laboratory serving global automotive applications

90

48 City of Tucson Connecting Tucson

The journey to becoming a smart city

130

MINING

58 Boart Longyear

Bouncing Back Better Overcoming disruption to become a leading provider of drilling services, products and exploration technology in mining

TRANSPORT

136 Auto Europe

AEROSPACE

The Customer is King

96 U.S. Department of the Air Force

Reinventing the meaning of service for the travel industry

Advancing Aerospace

MANUFACTURING

Digital and technological developments across the U.S. Department of the Air Force

144 Marotta Controls

Making a Mission of Success The aerospace and defense manufacturer prioritizing agility and a customer-centric approach

CONSTRUCTION

150 ENGlobal

58

96

Dual Fuel Solutions Delivering innovative construction project solutions to clients across the US energy space

North America Outlook issue 05 | 5

NEWS Around North America in seven stories…

TECHNOLOGY

Security summit held at White House in wake of cyberattacks

H E A LT H C A R E

WHITE HOUSE INCREASES PRESSURE ON VACCINE MANDATES FOR BUSINESSES “NOW IS the time.” The words of White House officials calling to private employers to mandate COVID-19 vaccines following the FDA approved Pfizer vaccine.

Over the summer period, many companies have rolled out vaccine requirements for their US-based employees in answer to the national spike in COVID-19 cases. At the same time, other businesses have actively avoided such mandates waiting for FDA approval as well as to prevent distance between themselves and vaccine-hesitant staff. This push follows President

Joe Biden’s request that companies start imposing vaccine mandates after the FDA’s complete approval.

This also falls hand-in-hand with Biden’s previous statement that the submission of weekly COVID-19 tests, as well as mask wearing, would be mandatory for federal workers should they opt not to be vaccinated. According to Chief Medical Advisor to the President, Dr. Anthony Fauci, the rollout of the FDA approved vaccine is expected to help the US bring COVID-19 under control by spring 2022.

TH E S U MM I T will convene in light of several major cyberattacks that have affected government agencies and infrastructure, and will be made up of CEOs from the tech, energy, financial, insurance and education sectors. The meeting will take place next week focusing on methods to combat cybersecurity threats and comes after the cyberattack on software firm SolarWinds, impacting many government agencies, and the Colonial Pipeline hack that caused gas shortages in a few areas of the US President Joe Biden plans to meet with executive members from the likes of Amazon, Apple, Bank of America, JPMorgan Chase, Girls Who Code among others in a discussion to improve national cybersecurity. The summit will consist of three breakout sessions each covering multiple sectors and aspects of cybersecurity improvement for critical infrastructure.

H E A LT H C A R E

Canadian drug developer Trillium Therapeutics to be bought by Pfizer TR IL L IUM THERAP EUT I C S is set to be bought by Pfizer. This $2.26 billion deal is aimed at strengthening Trillium’s arsenal of blood cancer therapies – a focal point of the company’s production. After acquiring a $25 million stake in Trillium during 2020, Pfizer will now move on to purchase the remaining shares at 6 | North America Outlook issue 05

$18.50; a 203.8 percent premium on the stock’s previous closing price, moving Pfizer from the position of owning a quarter to 100 percent of the company. Through acquiring Trillium, Pfizer expects to benefit from blood-cancer therapies that eliminate a signal used by cancer cells that helps the cancer evade the human immune system. This will help the millions of people that are diagnosed with blood cancer each year across the globe, representing around six percent of total worldwide cancer diagnostics.

ECONOMY

R E TA I L

WALMART CONNECTING CUSTOMERS TO LOCAL RETAILORS THROUGH DELIVERY

Airbnb to support 20,000 Afghan refugees F O L LOWING THE fall of Kabul to the Taliban and the subsequent evacuation of many from Afghanistan to the US, Airbnb has pledged to support 20,000 Afghan refugees by providing them free housing out of the company’s own pocket. CEO Brian Chesky stated that Airbnb would step up to help, with the program being introduced immediately and fully paid for by the company, the reason being that “the displacement and

resettlement of Afghan refugees in the US and elsewhere is one of the biggest humanitarian crises of our time.”

Chesky also stated that Airbnb would collaborate alongside multiple NGOs and its non-profit division – the latter of which provides housing to people who are impacted by natural disasters and alternative crises. Although it has not been stated how long the company plans to help those in need, Chesky urged others to follow in suit: “I hope this inspires other business leaders to do the same. There’s no time to waste.”

LO C A L G OV E R N M E N T

US infrastructure bill focused on firefighters and the environment T H IS MON TH, the US Senate will pass a $1 trillion infrastructure bill that includes money to raise pay for federal firefighters and Forest Service staff, making approximately 1,000 temporary firefighter positions permanent. At present federal firefighters are battling severe blazes in California, but are on average paid less than minimum wage; part of the bill aims to rectify this. The bill will also contain funding for environmental and climate-related initiatives, including an amount of $73 billion to improve

the grid, as well as $12 billion for FEMA flood mitigation grants, and $3.5 billion allocated to reducing lowincome household energy costs. The funding is intended to reduce carbon emissions and protect the nation from the negative impacts that have already been caused, however the bill has followed some criticism from experts stating that it is not even close to the action required to be taken.

TH E A M E R I C A N conglomerate Walmart recently announced the launch of GoLocal, a white-label delivery service that will deliver goods from external local retailors to customers. Walmart stated that the new delivery fleet will have at its disposal new technologies including drones and self-driving vehicles. As a white-label service, GoLocal deliveries will not be being made by vehicles branded

by Walmart. The service will offer competitively priced shipping and is designed around connecting customers to both local and national businesses at the same time as building relationships between them. Walmart expects to introduce this delivery service fully by the end of 2021.

TRANSPORT

AMERICAN AIRLINES IMPACTED BY COVID-19 L AST W E E K , American Airlines stated that its August revenue is coming in significantly lower than what was expected due to a rise in COVID-19 cases that has driven down airline bookings. Vasu Raja, American Airlines’ Chief Revenue Officer, stated that the drop in revenue was expected and it will continue to be a “choppy recovery” into the near future. According to Raja, July revenue came in ahead of the company’s expectations however the increase in COVID-19 cases has caused a greater level of cancellations and weaker bookings. Despite this, largely due to the fluctuating nature of business, American Airlines is not yet making any firm adjustments to its capacity or operations.

North America Outlook issue 05 | 7

EXPERT EYE

Altered States:

Why US manufacturers must lead the digital revolution

US manufacturers must identify and invest meaningfully in digital innovations such as data analytics if they want to maintain competitive advantage in an increasingly interconnected world Written by: Kevin Starr, service lead for digital transformation and business development for Process Industries at ABB.

T

he Fourth Industrial Revolution, or industry 4.0, is upon us, and while no one knows for sure exactly what that will look like, one thing is certain: that everything we once took for granted about the way business is conducted is going to change, and that includes in the US, the world’s largest economy.

This will require a fundamental shift in mindset by US manufacturers, from a narrow focus on single issues to the realization that in the brave new world of 21st century business, all of these ‘priorities’ are interconnected, and must therefore be viewed and addressed holistically rather than in isolation.

Take workplace safety as an example. Using digital technologies to remove people from hazardous environments is a key driver for 8 | North America Outlook issue 05

manufacturers, but to do this effectively requires investment in remote capabilities, IT infrastructure and applications, internet connectivity, and in cybersecurity.

Understandably, many companies still find it easier to invest in one area at a time in order to drive efficiencies and continue on their digital journey, with the choice between technology, data, process and organizational change often being made based on whichever stakeholder shouts the loudest.

Instead, a suite of strategies and technologies across process automation, data analytics and remote technologies is needed across the operation in order to drive real change. Manufacturers that fail to adapt to this ‘new normal’ will quickly find that they won’t be able to recruit people, they won’t be able to adapt their products to the needs of the shifting market – and they won’t stay in business.

COVID-19 has accelerated the digital transition The global pandemic has disrupted manufacturing operations worldwide, but it is easy to forget that competition in the manufacturing industry was putting huge pressure on companies to reduce costs, improve customer experience and increase

profitability before anyone had even heard of COVID-19.

How can US manufacturers respond? The easy answer is that manufacturing CIOs must leverage new digital technologies to take advantage of the opportunities presented by industry 4.0. Fine, but the idea that simply gathering data in a pool and then applying AI and machine learning will magically give you the right answer is flawed.

What is often missing is a conceptual understanding of how the data got in that pool – and, crucially, how it can best be leveraged to drive genuine business value.

I recently spoke to a large oil and gas operator that had invested in infrastructure designed to bring data from thousands of pumps into a central database. When I asked for the data inputs required, not only did they not have them, they didn’t even know how data from key equipment got there!

They spent a boatload of money and in return got a big treadmill that they use as a coat rack. Why? Because they partnered with a company that promised the world with no contextual knowledge.

So, getting the right person, and not just the right solution, at the right time is a combination that industry is looking for right now because the

TECHNOLOGY they don’t know OT. Or they may be fluent in data looping, but don’t know the application. I believe there is a growing realization among manufacturers that a perfect storm is forming: it’s not that this generation isn’t smart enough, we haven’t evolved our tools to enable them to work efficiently. The company that figures that one out will attract the best talent.

Future-proofing US manufacturing

technology stack is so large. I see this as an incredible opportunity for those companies and people that understand how to navigate the digital storm.

Equipping the next generation for success One thing is for sure: standing still is not an option. A recent report by Gartner found that 36 percent of manufacturing enterprises realize above-average business value from IT spending in digitalization at a reasonable cost compared with peers, while 36 percent of manufacturing CIOs whose enterprise had recently experienced some type of disruption said operating cost competitiveness had fallen behind.

As Gartner says, this disruption represents a challenge for manufacturing organizations, but is also a chance to adopt digital themselves. To do this, we must equip the next generation with the correct tools they need to affect change. After all, where is the value in employing digitally literate people if you then place them in an environment where they are using a pencil and paper to record stuff?

Industry 4.0 requires a plethora of different skillsets. Someone may have knowledge of IT, but they can’t become a point specialist because

One thing hasn’t changed, and that is manufacturing still boils to down production quality and cost to produce – and yet the tribal knowledge that has built up in individual workers over many years is either retiring or about to. ABB Process Automation president Peter Terwiesch recently, and astutely, described the situation as the ‘Wild West’, in that there is a veritable gold rush of technology providers out there offering digital solutions, to the extent that ‘digital’ has become a tremendously overused word.

This must not be allowed to overshadow the massive potential that industry 4.0 represents for US manufacturing. For example, during the recent Covid lockdown, ABB was unable to get an expert out to a paper company struggling with quality control issues. Instead, ABB experts used wearable AR headsets and smartphones to talk someone who had never performed loop tuning before through the procedure remotely, fixing a problem that would have normally taken a week in just four hours.

Too many manufacturers still rely on the ‘First-Time Fix’, whereby they wait for an asset to fail and then assess the number of service requests that are resolved during an engineer’s first visit. Instead, innovations such as machine learning offer a unique opportunity to translate data into forecastable information that can be

used to predict when that asset will fail and avoid downtime altogether.

That is one of the goals of the Fourth Industrial Revolution, and it requires a new mindset on the part of US manufacturers and a willingness to embrace and fully invest in new digital technologies. In doing so, the manufacturing sector can improve production, profitability and sustainability, and continue to compete from a position of strength in an increasingly competitive, globalized world.

ABOUT THE EXPERT Kevin Starr, service lead for digital transformation and business development for Process Industries at ABB.

Kevin Starr has spent his 35-year career at ABB helping industrial customers realize the value that new uses of technology can bring to their operations and finding ways to solve their most pressing production challenges. He has held various product development, management, training and strategic development roles, and has worked closely with customers in pulp and paper, food and beverage, mining, metals, power, oil and gas, chemicals, water and many other industries.

Currently he is Service Strategy and Business Development Manager for ABB’s Process Industries business. Kevin has several patents in the digital space, and is the well-known author of several books, including ‘Single Loop Control Methods,’ and numerous conference papers on manufacturing, productivity, and digital topics. He has also presented video tutorials on these subjects as well as taught process control techniques to engineers around the world.

North America Outlook issue 05 | 9

Outlook Creative Services Complementing the production of North America Outlook, APAC Outlook, EME Outlook and Africa Outlook magazines, Outlook Publishing’s awardwinning in-house team is now utilizing these same specialist production skills to offer a full and bespoke range of editorial, design and marketing services via its new Outlook Creative Services division.

For more information on how we can work with you in providing a plethora of completely flexible and customizable production services, please visit: www.outlookpublishing.com/creative-services

DESIGN: Stephen Giles +44 (0) 1603 363 634 steve.giles@outlookpublishing.com

E D I TO R I A L : Sean Galea-Pace +44 (0) 1603 363 654 sean.galea-pace@outlookpublishing.com

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Marcus Kääpä +44 (0) 1603 363 653 marcus.kaapa@outlookpublishing.com

CLIMATE GROUP

The

CLIMATE A key organization in the effort to combat climate change, we speak to Amy Davidsen, Executive Director of North America at Climate Group, about working alongside governments to help regions and companies reach green goals

Decade

Written by: Marcus Kääpä

T

oday, the planet exists on the periphery of global change.

Despite it still being early days for the 2020s, the decade has already become recognized for both dramatic political events as well as the collective shock of the COVID-19 pandemic. Yet above all these 2020-specific happenings, the decade has also been highlighted by scientific experts as the turning point for climate change. In recognition of this environmental need, many have come to regard the present as the Climate Decade - a string of years 12 | North America Outlook issue 05

during which we have a chance to cap global warming at 1.5°C and reverse global emissions to avoid disastrous effects on the environment.

“We are seeing the accelerating impacts of a warming planet reshaping our life on Earth,” says Amy Davidsen, Executive Director of North America at the Climate Group.

“From historic temperature heights in Siberia, extreme flooding in Germany, Switzerland and China, and another season of western US wildfires, the negative effects of climate change are apparent.

“If we are to increase our change of securing a habitable planet for future generations, we must act rapidly to cut global emissions in half by 2030. This is the challenge of our time, and yet I am hopeful because the opportunities for impact and innovation are endless. Inaction will be a much heavier economic and social burden than action, and many companies are stepping up with increased commitments and resources in recognition of this.

However, we need much more engagement across all sectors of the

SUSTAINABILITY

economy to achieve this goal.”

The Climate Group is an international non-profit organization with headquarters in London, and offices in New Delhi and New York.

The organization’s mission is to drive action against climate change swiftly and achieve the global goal of net zero carbon emissions by no later than 2050.

“Our global staff support and form influential networks made up of businesses and subnational governments with the aim of shifting global markets and policies to

North America Outlook: What makes the Climate Group so enduring and successful?

Amy Davidsen, Executive Director of North America: “The Climate Group’s number one resource is our talented and creative employees – who never waver, even during the most challenging moments of the pandemic.

“Our organizational partnerships are essential to the impact we can make by driving ambition, encouraging bold commitments, and leveraging peer-learning on climate pathways. These critical partnerships across our programs help build action momentum at all levels, and especially when it comes to the crucial role of the organization in accelerating the clean energy transition – they can help to move the market. It’s safe to say that our continued success is dependent on ongoing leadership from our partners and employees.”

North America Outlook issue 05 | 13

CLIMATE GROUP

move entire sectors, such as energy, transport and construction, into a cleaner future,” Davidsen tells us.

According to Davidsen, this future requires radical collaboration between sectors and non-profit organizations, and because of this, the Climate Group views its fellow environmental NGOs (nongovernmental organizations) as partners rather than competitors.

For the Climate Group, the reality of the climate crisis is one that no single group can solve, and it falls to continued ambitious collective action to make impactful progress across the globe, for the globe.

MULTITIERED COLLABORATION All of the Climate Group’s work addresses critical areas for climate action with a core focus on clean energy transition. Through its initiatives the organization encourages companies to make the switch to renewables, electric transport and increased energy efficiency in the shortest timeframe possible, and no later than 2050.

14 | North America Outlook issue 05

“IF WE ARE TO INCREASE OUR CHANGE OF SECURING A HABITABLE PLANET FOR FUTURE GENERATIONS, WE MUST ACT RAPIDLY TO CUT GLOBAL EMISSIONS IN HALF BY 2030” “To help companies on their journey, we highlight key milestones of achievement towards their goal and offer technical support, peer-to-peer learning webinars, networking events, and in person meetings,” Davidsen explains. “Some of our recent work to date includes our transport initiatives, like EV100 and RouteZero, as well as our network of subnational governments in the Under2 Coalition.

“The transport sector is the fastest-growing contributor to climate change, accounting for approximately 23 percent of global emissions. Our initiative, EV100, brings together a global group of businesses committed to electrifying their fleets or installing EV charging company-wide by 2030. Businesses are the biggest single buyers of cars and commercial vehicles and present

a significant opportunity to reduce carbon pollution and improve local air quality and health. EV100 has over 110 members globally including Siemens and DHL who have collectively committed to electrify over five million vehicles by 2030.”

The Climate Group is also the Secretariat to the Under2 Coalition, a group of ambitious state and regional governments committed to keeping global temperature rise to well below 2°C. As a result of action in 2021, the Under2 Coalition brings together 260 governments representing 1.75 billion people and 50 percent of the global economy. Through the coalition, states and regions are setting more ambitious goals, delivering on critical areas like transport emissions and renewable energy, and increasing their influence on the global climate agenda.

SUSTAINABILITY “DRIVING CLIMATE ACTION FAST” A GREEN DECADE According to Davidsen, 2021 has been a critical year given that, for the first time, there has been alignment between climate leaders within the US Administration, subnational governments, and businesses.

This represents a key window of opportunity through which organizations can secure climate smart policies at a federal level to help support the goals and ambitions of a net zero future.

“We also want to support a successful COP26 which was delayed last year due to the COVID-19 pandemic,” she elaborates. “Through our global network, we will show what is possible through real economic examples of businesses and states that transitioning to lower costing clean energy and transportation not only boosts their economy and creates jobs but also improves the health and lives of people.”

But for the Climate Group, the most urgent issue that must be addressed is the need for a 50 percent reduction of global greenhouse gases by 2030. It is clear that this cannot be accomplished without greater energy efficiency, the rapid deployment of clean energy and clean transportation. Because of this fact, the organization is continuing its drive of the adoption of renewables and supportive policies in the US in order to accelerate the transition, and at the same time working to create a tipping point for the EV market so that clean energy cars are accessible across the country.

“Over the next year and beyond, we will continue to work with subnational governments to scale their commitments and action that are in line with viable net zero pathways for the betterment of the world tomorrow.”

North America Outlook: Can you tell us about some recent or upcoming activities the organization is involved with?

Amy Davidsen, Executive Director of North America: “We’re currently gearing up for the 13th annual Climate Week NYC, which will take place September 20-26 – just a few weeks ahead of COP26 in Glasgow. This is a critical moment for businesses, states and local governments to accelerate climate action and assess progress ahead of COP26.

“Our theme for this year is ‘Getting It Done’, because the short window of this decade will require much greater action now and every day moving forward to meet our goals. Often businesses and subnational governments can

move much faster than national governments and no one should be sitting on the side lines. We need to move with more urgency and Climate Week NYC provides a critical opportunity to drive action ahead of COP26.

“On top of this, we recently released our ‘Fleets First’ research on the benefits of electrifying transport. Our global analysis with international sustainability consultancy SYSTEMIQ found that fleet vehicles could be instrumental in bringing about a wider shift to clean road transport, and it’s possible for their electrification to happen on an accelerated timeframe. This is a clear example of business ability to make change that would deliver transformational benefits for our climate, health and infrastructure.”

North America Outlook issue 05 | 15

WASHINGTON D.C.

BUSINESS IN

WASHINGTON D.C. A capital city unlike any other, Washington D.C. is the symbol of the United States Written by: Sean Galea-Pace

16 | North America Outlook issue 05

ECONOMY

W

ashington D.C. is a truly fascinating city.

DC, as it is commonly known, operates multiple identities.

It is a working federal city home to the President of the United States, an international metropolis, a scenic tourist destination and offers an unrivalled treasury of the country’s history and artifacts courtesy of the famous Smithsonian museums.

Indeed, the museums are the most widely visible component of the United States’ Smithsonian Institution and consists of 20 museums and galleries, as well as the National Zoological

Park. In total, 11 of the 20 Smithsonian Institution museums and galleries are located at the National Mall in Washington D.C. running between the Lincoln Memorial and the United States Capitol with the Washington Monument providing a division slightly west of the center. Some of the museums include the National Air and Space Museum, National Museum of African Art and the National Museum of American History and all celebrate and recognize different parts of American history.

Washington D.C. is renowned for its landmarks and is home to the National Mall, which is a large, open

park in downtown Washington in between the Lincoln Memorial and the United States Capitol. As a result of its prominence, the mall often plays host to political protests, concerts, festivals and presidential inaugurations. The Washington Monument and the Jefferson Pier are close to the center of the mall, and south of the White House. Meanwhile, other landmarks on the mall include the National World War II Memorial at the east end of the Lincoln Memorial Reflecting Pool, the Korean War Veterans Memorial and the Vietnam Veterans Memorial.

North America Outlook issue 05 | 17

WASHINGTON D.C. KEY INDUSTRIES

TOURISM

The city has an ever-growing, diversified economy with a number of professional and business service jobs. DC is traditionally regarded as a ‘company town’ due to the large proportion of people that work for the federal government. In 2017, 25 percent of the employees in Washington were employed by a federal governmental agency.

This is thought to protect DC from national economic downturns because the federal government continues operations even during recessions. Within the district, many organizations such as law firms, defense contractors, civilian contractors, non-profit organizations, lobbying firms, trade unions, industry trade groups and professional associations hold headquarters in or near the district in order to be close to the federal government.

The Washington Metropolitan Area’s gross product was approximately $435 billion in 2014, which made it the sixth-largest metropolitan economy in the United States. Between 2009 and 2016, GDP per capita in Washington has consistently ranked on the very top among US states.

Tourism is a major contributor to the district’s GDP. In 2019, DC welcomed a total of 24.6 million visitors which set a new record for the city. The district also hosts almost 200 foreign embassies and international organizations such as the World Bank, the International Monetary Fund, the Organization of American States, the Inter-American Development Bank and the Pan American Health Organization.

OTHER INDUSTRIES There are a number of other industries that are growing in prominence in Washington D.C. that are not directly related to government, particularly in the areas of education, finance, public policy and scientific research. In the 2021 Global Financial Centers Index, Washington was ranked as having the 14th most competitive financial center in the world and fourth most

competitive in the United States (after New York City, San Francisco and Los Angeles).

Although Washington D.C. isn’t primarily regarded as a manufacturing hub, several natural resources found in the immediate region are processed and used locally. Sandstone and granite quarries are prevalent in nearby Maryland and Virginia, and many buildings in Washington have been constructed of these stones, including the Capitol and the White House. Similarly, clays and soils from the Potomac Valley area have been used to make terra-cotta and bricks, the most commonly used building materials in the area. Perhaps most surprisingly, gold has been mined at various locations within 10 miles of the city.

TRANSPORTATION Union Station is DC’s main train station and serves 70,000 people every day making it one of the busiest rail stations in the United States. It is Amtrak’s second busiest station with 4.6 million passengers annually and is the southern terminus for the Northeast Corridor and Acela Express routes.

ECONOMY

“WASHINGTON D.C. IS ICONIC AND HAS SOMETHING FOR ALL THAT STEP FOOT THROUGH ITS HISTORIC STREETS”

Three major airports serve the district. The closest is Ronald Reagan Washington National Airport, located around five miles from the city and is primarily reserved for domestic flights, but is the least busy in the region. The busiest by international flights is Washington Dulles International Airport, while Baltimore/ Washington International Airport welcomes the most passengers.

The Washington Metropolitan Area Transit Authority (WMATA) operates the Washington Metro, the city’s rapid transit system, as well as Metrobus.

Both systems serve the district and its suburbs. Having first opened in 1976, it consists of 91 stations and 117 miles of track. With an average of around one million trips each weekday, Metro is the second busiest rapid transit system in the country. Meanwhile, Metrobus serves over 400,000 riders each weekday and is the fifth largest bus system in the US.

In a 2010 study, it was revealed that commuters in Washington spent around 70 hours a year in traffic delays which meant that Washington tied with Chicago for experiencing the worst road congestion. Around 37 percent of Washington-area commuters take public transportation to work which is the second highest rate in the country.

However, Washington is regarded as an extremely walkable city as around 80 percent of residents live in neighborhoods that aren’t car dependent.

As a result of the DC Streetcar which opened in 2016, it is expected that there will be a 32 percent increase in transit usage within the district by 2030.

EDUCATION The district is home to a variety of different schooling options, including public, charter, private and

international schools. As the capital of the country, Washington offers some of the best education in the United States and is home to the internationally acclaimed Georgetown University. Overall, there is 19 colleges and universities that reside in the city that are listed under the Carnegie Classification of Institutes of Higher Education. These institutions include five research universities, four master’s universities and 10 special focus institutions.

The district is also known for its medical research institutions such as Washington Hospital Center and the Children’s National Medical Center. Washington is renowned for three medical schools and associated teaching hospitals at George Washington, Georgetown and Howard universities.

Washington D.C. is iconic and has something for all that step foot through its historic streets.

North America Outlook issue 05 | 19

TOPICAL FOCUS

ROBO- P DELIVERY TAKES HOUSTON Spearheading the future of autonomous food delivery, we examine the AI and food company partnership bringing advanced robotics to the streets of Houston Writer: Phoebe Harper

izza lovers across Houston can now enjoy a whollyrevolutionized delivery experience, as fully autonomous on-road delivery vehicles take to the streets of the city.

This comes as the latest exciting merger between the world’s largest pizza company, Domino’s, and Nuro – the leading American technology enterprise dedicated to streamlining everyday life through robotics Domino’s originally announced the partnership with Nuro back in 2019, to further the trialling and exploration of the possibilities of autonomous delivery. The collaboration, launched in April 2021 - presents the marriage between fast, and secure food delivery, with one of the most technically and commercially mature autonomous vehicles (AVs) in the world.

www.nuro.ai/media-kit

TECHNOLOGY HOW DOES IT WORK? Domino’s customers in a select area of Houston can choose to have their order delivered by R2 after completing a pre-paid order on the Domino’s website from a participating store. Text alerts are then used to update the customer on R2’s location, which can also be tracked by GPS on

THE R2 ROBOT – WHAT IS IT? The R2 Robot is a model developed by the leading selfdriving delivery company, Nuro.

The model is the company’s first totally occupant-less and autonomous on-road delivery vehicle, with full regulatory approval from the US Department of Transportation.

A small and narrow lightweight vehicle, the R2 is designed for safety with the sole purpose to transport goods. The compact size prevents the likelihood of pedestrian fatalities, whist navigation is enabled though advanced hardware combining 360-degree cameras, lidar, short and long-range radar and ultrasonic sensors.

The model comprises a pedestrian-protecting front end, a limited operating speed, fully electric propulsion and cautious driving habits. These factors combine to ultimately create what Nuro term, ‘a socially responsible neighborhood vehicle.’

media.dominos.com/multimedia/nuro/ the order confirmation page.

Each customer is assigned an individual PIN code which enables them to retrieve their order from the vehicle. Upon R2’s arrival, customers are prompted to enter their PIN on a touchscreen, after which the vehicle’s doors will open upwards to reveal a fresh, tasty pizza waiting inside.

Domino’s Chief Innovation Officer, Dennis Maloney, commented in a public statement that the global pizza retail enterprise is excited to continue developing and refining the processes of the autonomous delivery experience, and will be acting on the feedback of the brand’s customers in the Houston area. The two companies are complimented by a communitycentric focus, that ultimately leverages cutting edge technology to further customer convenience.

As a company that holds equity as a core part of their value system, Nuro deliberately chose Houston as the first city to implement their city-scale delivery service simply because it is the most diverse city in the US. This is part of the company’s accessible vision of allowing everyone, regardless of geography or income, to benefit from the convenience of technological advances particularly concerning local commerce.

With Domino’s anticipating an

ever-growing number of orders and deliveries, a figure that has been significantly amplified by the recurring lockdowns of the COVID19 pandemic, the R2 represents an efficient solution for store operations.

Indeed, during 2020 alone, Domino’s generated over 70 percent of sales through their digital channels. The brand has already developed a range of innovative ordering platforms, including services for Amazon Echo, Twitter, Apple Watch, Facebook Messenger and Google Home.

Ultimately, by eliminating the need for more staff and potentially higher wait times, the R2 will enable Domino’s to better support their customer’s needs.

Operating with the mantra ‘less driving, more thriving,’ the transportation solutions proposed

by Nuro are not only designed to give people more time to do what they love, but they also represent an eco-friendly and safe alternative.

Outside of the partnership with the Houston branches of Domino’s, Nuro has already introduced autonomous delivery services to communities in California, Texas and Arizona.

With more brand partnerships expected in the years to come, the future of autonomous delivery has only just begun.

North America Outlook issue 05 | 21

Tell us your story and we’ll tell the world.

NORTH AMERICA OUTLOOK is a digital and print product aimed at boardroom and hands-on decision-makers across a wide range of industries on the continent.

With content compiled by our experienced editorial team complemented by an in-house design team, the resultant Outlook Creative Services department ensures delivery to the highest standards in promoting the latest in engaging news, industry trends and success stories across the length and breadth of the US & Canada.

As a bi-monthly publication, North America Outlook constantly has its finger on the pulse of the latest trends, biggest developments and business successes from each corner of the region, epitomised by the diversity displayed across each magazine. It incorporates an annual calendar-tailored front-of-book section, a showcasing segment dedicated to the most fascinating success stories in North America, and an event focus assortment sure to fill executives’ diaries throughout the year. The aligning North America Outlook website is also honed and ready to serve as a host for these facets and much more.

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.

AU TO E U R O P E | E N G LO B A L CITY OF BRAMPTON

w w w. n o r t h a m e r i c a o u t l o o k m a g . c o m

PUTTING

Issue 05

BRAMPTON

LOCAL GOVERNMENT

PUTTING BRAMPTON ON THE MAP

FREE Marke

ON THE MAP

Discussing innovative city planning and a pioneering vision for the City of Brampton with Chief Building Official, Rick Conard

Discussing innovative city planning and a pioneering vision for the City of Brampton with Chief Building Official, Rick Conard

HECLA QUÉBEC

Writer: Phoebe Harper | Project Manager: Tom Cullum

F

rom industrial roots in the 19th century that earnt it the title of ‘the flower town of Canada’, the City of Brampton today continues to blossom as the jewel in Ontario’s crown.

“Defined by its energy, Brampton is shifting, and it’s all happening now,” opens Rick Conard, Chief Building Official for the City of Brampton.

“I take great pride in working for the City of Brampton as the ninth largest and fastest growing big city in Canada,” he continued.

Prioritizing safety and responsibility in Québec

PANAMA PORTS COMPANY The major port investor in Panama 2 | North America Outlook issue 05

ti

Opportu ng nity

North America Outlook issue 05 | 3

JEFF OLSEN, CEO at Boart Longyear, discusses how his company has overcome major challenges to become a leading player in drilling services

www.northamericaoutlookmag.com/work-with-us

CITY OF BRAMPTON

PUTTING BRAMPTON ON THE MAP

24 | North America Outlook issue 05

LOCAL GOVERNMENT

Discussing innovative city planning and a pioneering vision for the City of Brampton with Chief Building Official, Rick Conard Writer: Phoebe Harper | Project Manager: Tom Cullum

F

rom industrial roots in the 19th century that earnt it the title of ‘the flower town of Canada’, the City of Brampton today continues to blossom as the jewel in Ontario’s crown.

“Defined by its energy, Brampton is shifting, and it’s all happening now,” opens Rick Conard, Chief Building Official for the City of Brampton.

“I take great pride in working for the City of Brampton as the ninth largest and fastest growing big city in Canada,” he continued.

North America Outlook issue 05 | 25

CITY OF BRAMPTON “BRAMPTON IS ON THE VERGE OF A SIGNIFICANT AND DELIBERATE TRANSFORMATION. WE’RE ENERGIZED WITH NEW KNOWLEDGE AND ARE INSPIRED BY A NEW WAY OF THINKING” – RICK CONARD, CHIEF BUILDING OFFICIAL, CITY OF BRAMPTON Indeed, the City of Brampton today is shaped by continual innovation, defined by the city’s pioneering urban mobility initiatives, and environmentally sustainable approach

to city planning, as evidenced by the city’s ongoing ‘Brampton 2040 Vision’.

As such, the city continues to be carried on a promising tide of change.

“Brampton is on the verge of a significant and deliberate transformation. We’re energized with new knowledge and are inspired by a new way of thinking,” Conard continues.

Conard himself has worked for the City since 2008 and came to the role of Chief Building Official for the City of Brampton in 2016, after 25 years working within the construction industry, the majority of which were spent in the role of municipal building official. Prior to this, Conard gained an academic

CITY OF BRAMPTON VISION FOR 2040: LIVING THE MOSAIC A bold new vision designed to outline the near future and founded entirely on public engagement, Brampton’s Vision for 2040 encourages the city to build on initiatives within the environment, jobs and urban centers, neighborhoods, transportation, social matters, health, and arts and culture, in an innovative way.

The 10 areas of transformation: • A heart to draw everyone and shift the balance of local jobs – new Uptown and reset Downtown.

AgilePoint The AgilePoint platform enables an agile operating model to dramatically improve operational performance, accelerate timeto-market, expand employee engagement, unlock innovation and improve quality.

AgilePoint has pioneered the no-code/ low-code innovation since 2003. While most process automation, RPA, and no-code/ low-code solutions handle only specific use bases, AgilePoint has been architected to be “bigger out-of-the-box” with the most comprehensive libraries of no-code business activities and the simplicity of drag-ndrop and configuration to accelerate the creation of data-driven and process-driven applications on one single platform.

Why AgilePoint is bigger out-of-the-box?

• 700+ workflow actions • 75+ connectors to systems and cloud services • 65+ e-Form controls • 15+ dynamic process patterns • 12+ document repositories supported • 30+ portal page builder widgets • Six layers of granular security for strong governance • 12+ authentication systems for single sign-on • 12+ data sources supported for reports and dashboards • 25+ charts types supported in Analytics module • 50+ canned reports and dashboards

• Jobs within communities - five new town centers.

• 10+ Omnichannel task notifications

• Thriving arts scene – Arts Street as a unique maker-place, arts hubs in the cores and spontaneously elsewhere.

• 65+ app templates in App Store

• Complete living – revitalized existing districts, model new neighborhoods, refreshed Bramalea, boulevard lifestyle along central Queen Street.

• Everything connected – transit network and new core loop, walking and cycling networks, virtual networks, new travel technologies exploited.

• Beauty brought back – “streets for people”, trees everywhere, designed communities, handsome buildings.

• Nature brought back – new Eco-Park, sustainable living integrated into everything.

• Social and health harmony – local hands tackling local problems.

• Organizations to act – local forces with resources, networks and leadership at hand.

• A way to act – five proven tools for success.

26 | North America Outlook issue 05

• 70+ external data repositories • Inbuilt data modeling and repository • Mobile apps in Android and Apple stores AgilePoint platform has proven to slash delivery time by 90 percent compared to traditional approaches. A Fortune 100 global manufacturer created 2,000+ cross-functional and creative workflows in two years to eliminate the technical debt of 8,000+ legacy automation applications cumulated over 15 years - achieving rapid transformation while streamlined application portfolio.

Find out how you can finally accelerate and sustain your digital transformation. Learn more at www.agilepoint.com

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Proudly serving The City of Brampton since 2017.

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AgilePoint and AgilePoint NX are trademarks of AgilePoint, Inc. Copyright 2003-2021 AgilePoint, Inc. All other names may be trademarks of their respective owners.

CITY OF BRAMPTON

DCM Integrating 130 people and a fleet of digital equipment into our Brampton head office is helping us sharpen our focus on tech-enablement.

As Canada’s leading provider of communication and workflow solutions, DCM serves a base of clients for whom interruption is not an option. Healthcare. Financial services.

Grocery retail. Logistics. These are among the sectors that rely on us (and have done throughout the pandemic) for vital services and support needed to serve their customers.

That’s why our integration of 130 people and the country’s largest installation of digital presses into our Brampton headquarters is being carried out with military precision.

Every detail, from retrofitting office space to constructing a new digital cleanroom, has been intensively planned. No oversights. No exceptions.

DID YOU KNOW? • Second fastest growing city in Canada, with a population over 700,000 • 234 cultures speaking 115 different languages • Home to the largest intermodal terminal in Canada • Largest supply of vacant land adjacent to Canada’s largest airport • Access to 4.3 million labor pool across the Greater Toronto Area • Home to 850 parks & 3,600 hectares of parkland

28 | North America Outlook issue 05

background as a graduate of the Civil Engineering Technology Program at Fanshawe College, with a master’s Certificate in Municipal Leadership from the Schulich School of Business.

As an upcoming M.Sc. graduate (October 2021) in Management of Innovation and Technology from the Lazaridis School of Business, Conard is well-versed in the two areas that best define the City of Brampton today.

A VISIONARY CITY Conard’s aforementioned ‘new way of thinking’ encompasses the prioritization of innovation and entrepreneurship, designed to promote job creation and foster technological breakthroughs. This is best embodied by the city’s 2040 vision that was adopted in mid-2018.

“The 2040 vision sets a strong direction to position Brampton as a world class city by 2040,” Conard comments.

When the project is complete at the end of 2021, we’ll be more streamlined, with two major Torontoarea teams working as one. We’ll also have boosted the capabilities of our head office, with more of the market’s most advanced communications technology—not only our digital presses, but also powerful workflow platforms like DCM Flex and ASMBL. With 180,000 users, DCM Flex enables frontline marketers to customize, update, and distribute branded, approved communications. ASMBL, our data asset management (DAM) platform, allows users to upload, manage and share, via any number of channels, personalized, graphic-rich content.

“Today’s increased demand for personalization and customization means business and marketing communications continue to get more complex, and must rely more heavily on tech-enablement to function smoothly,” says Christine Custodio, DCM’s Vice President, Operations.

As that demand continues to grow, DCM will be ready to meet it.

www.datacm.com

CITY OF BRAMPTON

Langley Utilities Langley Utilities Contracting Ltd. has been helping to keep the lights on since 2017.

Langley Utilities has been maintaining the streetlights in the City of Brampton for the past four years working closely with the City to ensure the security and the safety of its residents.

We have assisted the City with enhancements to its streetlighting infrastructure including the conversion of the lights to LED. The people of Langley Utilities look forward to many more years of partnering with this forward thinking City.

www.langleyutilities.com

A strategy that is both inspirational and aspirational, the vision covers all sectors of the city’s operations, whether it’s Brampton’s recognition as a Smart City, to the burgeoning arts scene that makes it a true destination for culture.

The ongoing success of the 2040 vision was affirmed earlier this year, as Brampton was officially ranked as a leading city of the future and prime investment location by fDi Intelligence – a division of the Financial Times.

In a ranking that considers factors such as economic potential, business friendliness, human capital, and connectivity amongst others, Brampton was acknowledged for its vast opportunities paving the way in innovation, with a competitive talent pool. Ranked #13 best community in Canada (out of 415 by MacLean’s Magazine 2021).

As Conard affirms, “our workforce gives us a competitive edge and makes us a national leader for 30 | North America Outlook issue 05

attracting, developing and retaining new jobs and talent.”

This is largely thanks to the city’s ongoing Foreign Direct Investment (FDI) strategy, that has a core focus on Brampton’s primary sectors, comprising innovation and technology, advanced manufacturing, food and beverage processing and health and life sciences. Most recently, expansion and business retention have been added as key areas of focus.

BUILDING A CITY, SUSTAINABLY As a key tenet of the City of Brampton’s visionary strategy is the commitment to sustainable living, with initiatives such as walkable neighborhoods on the horizon.

“The City of Brampton takes a comprehensive approach to planning and designing sustainable communities,” Conard comments.

He goes on to highlight the Sustainable Community Program

I2S inc.

Infrastructure intelligence Services Inc. I2S Inc. is a privately owned and operated Canadian corporation that has been in operation since 2011.

I2S Inc. provides CCTV inspection, utility mapping, asset management and rehabilitation services. We are focused on providing quality, detailed, and accurate solutions while providing superior customer service to the City of Brampton and others. As a result, we undertake all of our work with our contingent of dedicated staff and company-owned and operated equipment.

We only undertake work that we are confident we can do, in the time required, and to the standards and requirements our clients specify.

T +1 905-699-1065 E info@i2sinc.ca www.i2sinc.ca

LOCAL GOVERNMENT

Pipeline Inspection, Maintenance and Rehabilitation Services for the Water and Wastewater Industry I2S Inc. was formed to be a pipeline inspection firm that provides more than just a video.

Our clients require the services of a professional company that forms a part of their project team, to help find answers and provide solutions.

Sewer Cleaning & Maintenance

CCTV Sewer Inspections

• • • • • • • • • •

Sewer Data Collection and Management Plan Development

WRc and NASSCO PACP/LACP sewer condition assessments NASSCO MACP manhole inspections Land Development and Municipal assumption work Structural and integrity assessment testing Sewer cleaning, including calcite/root removal and lateral line flushing/cleaning By-pass pumping Inflow & Infiltration (I&I) assessments, flow monitoring maintenance/dye & smoke testing Storm sewer and storm water pond remediation/spill response and sediment removal GIS sewer data collection and management plan development Cured-In-Place-Pipe (CIPP) spot repairs and manhole repairs

615 Main Street East, Milton, Ontario, L9T 3J2

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North America Outlook issue 05 | 31

CITY OF BRAMPTON

“BRAMPTON TRANSIT IS PARTICIPATING IN THE LARGEST SINGLE GLOBAL DEPLOYMENT OF STANDARDIZED AND FULLY INTEROPERABLE BATTERY ELECTRIC BUSES AND HIGH-POWERED OVERHEAD ON-ROUTE CHARGING SYSTEMS” - RICK CONARD, CHIEF BUILDING OFFICIAL, CITY OF BRAMPTON

as the framework to further these commitments.

“Within this, new development consists of the Sustainable Community Development Guidelines (SCDGs) and the Sustainability Assessment Tool (SAT), which are designed to measure the environmental sustainability performance of new development applications,” he explains.

“The Sustainable Community Development Guidelines provide direction to development proponents and acts as a basis for the city to review development applications with a focus on environmental sustainability.

“The SCDGs encourage and guide development at a level of planning and design that focuses on the community as a whole. The guidelines may be general in nature but provide direction in shaping and structuring community design.”

The City of Brampton’s pioneering 32 | North America Outlook issue 05

urban mobility initiatives are instrumental in this regard, both in terms of mitigating environmental impact whilst enhancing social connectivity. At the forefront of this movement is the Brampton Transit project, a green mobility scheme based entirely on electric buses.

“Brampton Transit is currently one of the fastest growing transit systems in Canada, providing service on 72 routes using 470 buses operating out of two major facilities,” Conard explains.

Brampton’s ridership growth of 38 percent over the three years before COVID-19 (2016-2019) was unprecedented compared to the average increase in Ontario of 2.3 percent and the national average increase of 6.9 percent over the same period. Throughout 2019, Brampton Transit provided over 31.9 million trips within the city to adjacent municipalities across the Greater Toronto Hamilton Area.

It is an area that the City of Brampton will continue to focus on with dedicated expansion efforts, with the fleet of buses set to increase from 470 to 513 buses by 2022, with the construction of a suitable new facility currently underway.

“Brampton Transit is proud to be participating in the first-of-its kind electric bus demonstration and integration trial. The unprecedented initiative has brought multiple levels of government, bus and charger manufacturers, system integrators, academia, and funding partners together to implement electric buses in Brampton,” Conard explains.

Currently in Phase One of the Trial, Brampton has eight battery electric buses and four high-powered overhead chargers, currently operating on two routes in the City.

Brampton is committed to building a regionally connected city that offers reliable transit supporting access to services and jobs, reducing

LOCAL GOVERNMENT

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Soccer Center Dome greenhouse gas emissions and improving the overall health of the community.

The Hurontario LRT (HuLRT) is one such project that will form a reliable and rapid transport corridor between the Brampton Gateway Terminal at Steeles Avenue in Brampton and the Port Credit GO Station in Mississauga.

“The HuLRT will form part of a seamless integrated regional transportation network that will

connect Brampton with the Greater Toronto and Hamilton Area (GTHA).”

Along with the HuLRT, an extension of this LRT is being planned from the Brampton Gateway Terminal at Steeles Avenue to the Downtown Terminal at Nelson Street. Connecting to the vibrant Downtown Brampton, GO Bus and Train service and local transit routes.

“This will transform Hurontario Street into a vibrant people-oriented

corridor connecting communities and accommodating growth anticipated over the next 30 years,” he tells us.

As well, Brampton is planning for an east-west regional connection with a 24-kilometer Bus Rapid Transit service along Queen Street from Mississauga Road in Brampton to Helen Street in York Region.

These upcoming transit projects will further create a well-connected city that is poised to welcome growth and transformation.

As Conard states, “it’s a place where people want to live, learn, work, play and prosper.”

CITY OF BRAMPTON Phone: 905.874.2000 311@brampton.ca www.brampton.ca

North America Outlook issue 05 | 33

CITY OF BOSTON

EMBRACING OPPORTUNIT Michael Hamel, Chief of Enterprise Applications at the City of Boston, discusses the rise of technology and the limitless opportunities it brings Writer: Sean Galea-Pace | Project Manager: Tom Cullum

34 | North America Outlook issue 05

TY

LOCAL GOVERNMENT

B

oston is a city brimming with history. It is one of the oldest municipalities in the United States and is regarded as a center of education and culture. Today, Boston thrives on scientific research and is considered an innovator in entrepreneurship with around 5,000 startups residing in the city. “Boston is steeped in history, consisting of diverse neighborhoods and is a very accessible and walkable place,” explains Michael Hamel, Chief of Enterprise Applications at the City of Boston. “It’s a great city to live, work and visit with a variety of transportation options. The technology sector in and around the city continues to grow and the restaurants, museums, academic institutions and other entertainment options combine to offer a fantastic quality of life.”

A CAREER OF PUBLIC SERVICE Having begun his career as a fellow for the City of Boston, Hamel observed first-hand the scope of opportunity to make a difference in the public sector. “There are always challenges and demands for passionate people willing to take them on — that is what has kept me in public service,” explains Hamel. “There also tends to be the chance to get involved in diverse work impacting a broad range of constituencies. I was deeply interested in government technology, but never anticipated becoming responsible for managing applications and servers, but it was that process of getting drawn into things I didn’t anticipate that provided the context so critical to success as my career evolved.”

Having worked on enterprise platforms for the City of Boston for seven years, Hamel moved to the Commonwealth of Massachusetts for five years where he was focused on supporting cities and towns across the Commonwealth with technology challenges. “In March 2020, I returned North America Outlook issue 05 | 35

CITY OF BOSTON to the City of Boston as the Chief of Enterprise Applications, helping to ensure that our core systems run effectively, our business needs are met and that we’re providing excellent service to our employees and the public.”

Over the next few years, the city is set to improve its application performance monitoring capabilities.

Through the support from a Community Compact IT Grant from the Commonwealth, the city is seeking to implement a monitoring project that helps reduce issues that requires action and provide the platform to be more proactive. “We want to be aware for indicators that we might be at risk for an issue, to allow us to be positioned to intervene before our end-users need to reach out,” says Hamel. “In addition to traditional monitoring, we want to take advantage of opportunities to leverage machine learning to identify anomalies before they become issues. We also want to deploy more synthetic transactions, so we’ll have better insight into the user experience,

CITY OF BOSTON:

THE WAY FORWARD

“In our Department of Innovation and Technology, we’re working hard to become a more outcome and business-focused organization. We want our peers in departments across the city to see us as a trusted business partner, and to work with key stakeholders across the city to ensure that our technology department is focused on our priorities as a city.”

- Michael Hamel, Chief of Enterprise Applications, City of Boston

36 | North America Outlook issue 05

in addition to the traditional metrics like memory and CPU utilization.

“At the end of the day, we really want to have monitoring that is focused on service delivery. We have very interconnected systems today, and while our permitting and geographic information systems, for example, might be managed by different teams, the business can’t effectively execute their business process without both, so we need to be thinking about whether we’re meeting the needs of our stakeholders, not just whether the technology in a particular silo is working.”

DRIVING TECHNOLOGY Like many organizations, the city has become increasingly reliant on technology, and the expectations around that technology are far different today than they were a decade ago. Core system outages can bring city operations to a halt, so it has been critically important that Boston continuously works to improve the resiliency of its systems and architects its solutions with security and disaster recovery in mind. “The emergence of cloud technologies creates challenges and opportunities for technology organizations, and in Boston, we’re really trying to take a cloud smart approach,” explains Hamel. “There can be huge advantages to leveraging software-as-a-service (SaaS) in the cases where it makes sense. SaaS can help you to transfer the energy that was going into maintaining the technical infrastructure to focusing on the needs of the business. As cloud offerings mature, delivering more standard integration interfaces and support security standards, like twofactor authentication, the ability to consider cloud solution for complex enterprise needs, rather than small department-specific point solutions has grown and opened opportunities to take a hybrid-approach.

“Our modernization efforts have

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CITY OF BOSTON

“THE EMERGENCE OF CLOUD TECHNOLOGIES CREATES CHALLENGES AND OPPORTUNITIES FOR TECHNOLOGY ORGANIZATIONS, AND IN BOSTON, WE’RE REALLY TRYING TO TAKE A CLOUD SMART APPROACH” – MICHAEL HAMEL, CHIEF OF ENTERPRISE APPLICATIONS, CITY OF BOSTON

also created the opportunity to transition away from mainframe technology. This is extremely important in supporting our ability to deliver consistent and reliable services. While mainframe technology has served us well over the years, it is relatively expensive to maintain and the talent to support these technologies is becoming more 38 | North America Outlook issue 05

difficult to find. By replatforming these workloads, we’ll be better positioned for sustainability into the future.”

The City of Boston is in the midst of a major upgrade of the city’s enterprise resource planning (ERP) which is vital to the city’s financial and human capital processes. Indeed, it is an aggressive initiative that’s

equally about culture as it is about the underlying technology, according to Hamel. “Historically these have been extremely complex projects every five to 10 years, but we’re looking to take advantage of industry changes that allow for a model of continuous improvement and the delivery of meaningful updates at least annually, rather than expensive

LOCAL GOVERNMENT

EMBRACING POSITIVITY

and disruptive upgrades that are few and far between and can take years to implement,” he discusses. “We’re also strengthening the relationship between IT and business. The industry has shifted to more configuration over customization, which creates a lot of potential, but also requires us to think differently.

“Before we try to define the technology solution, we need to identify what it is we’re trying to achieve. Once we understand that, we can think about how technology can facilitate that, and the trade-offs that exist between different approaches.

Customizing where an out of the box solution exists is likely to impact time to value for future requests and complicate further updates and upgrades.”

Like many other cities across the country, Boston had to work through the significant challenges posed by the COVID-19 pandemic. Hamel is effusive in his praise for the role technology has played in ensuring the city remained fully operational.

“Technology has played an incredibly important role in ensuring that the city could operate effectively, particularly given that we did not have a remote workforce going into the pandemic,” discusses Hamel. “The city’s Department of Innovation and Technology had to rapidly deploy equipment for staff, expand our VPN capabilities, and educate staff on the tools available to help city employees leverage the technology available. To protect the public and our employees, there was also a major emphasis on accelerating our efforts to make transactions available online.

Going forward, we anticipate our workforce continuing to embrace the collaborative technology tools we leveraged throughout the pandemic, and more opportunities for the public to engage with their city government without having to physically visit City Hall.”

Looking ahead, Hamel has several key aims for the City of Boston and envisions a bright future. “We have to ensure that our core technologies are up to date and sustainable. It’s important that we are resilient with platform architecture and policies to better withstand unanticipated issues.

“Finally, ensuring consistent and efficient IT operations that are automated where possible is key too.”

Phone: 1-617-635-4783 doit@boston.gov boston.gov

North America Outlook issue 05 | 39

HOUSTON SPORTS AUTHORITY

40 | North America Outlook issue 05

LOCAL GOVERNMENT

SUPPORTING SPORT AND COMMUNITY “Every event that we undertake we make part of our mission to connect with our community.” Janis Burke, CEO of Harris County Houston Sports Authority, tells us about the organization’s efforts to facilitate sporting events across the city and county Writer: Marcus Kääpä | Project Manager: Tom Cullum

North America Outlook issue 05 | 41

HOUSTON SPORTS AUTHORITY

S

porting events around the globe have been shaken up over the past 18 months.

From the inception of the COVID-19 pandemic and its international hold, the lengthy periods of continued social restrictions and governmentimposed lockdowns across various parts of the world has made it truly difficult to keep sport alive within this time. From soccer and swimming to athletics and archery, both participants and followers have been hit hard by the limited action on the pitch, track and pool.

However, despite events being pushed back, such as the Tokyo Olympics held this summer; a year after its intended date, sport is regaining its footing. Mass vaccinations and greater awareness of COVID-19 has allowed sport to revive - albeit cautiously – and pave the way for the upcoming generations of athletes to develop, participate, and make their mark.

In major cities across the U.S. various established sports commissions act as the organization that maintains, promotes, and leads such sporting events for the wider community. Notable organizations such as the LA Sports Council and the Chicago Sports Commission are two that jump to mind.

Based in Texas, another of these is the Harris County - Houston Sports Authority (HCHSA) which provides oversight to world-class, professional sports venues and promotes the region for sports-related events, aiming to enhance economic development and bring better quality of life to residents in the community.

“We’re a little bit different than other sports commissions,” begins Janis Burke, CEO of HCHSA. “Many others are focused solely on the marketing arm of sports, and yet our agency oversees roughly 1.2 billion dollars of bond debt service for the stadiums in Houston. This involves

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NORTH AMERICA OUTLOOK: HOW DID YOU COME TO WORK FOR THE HCHSA? Janis Burke, CEO: “I had previously worked in three different destinations across the US, helping cities brand and market themselves so that part was similar to my current role, but working for HCHSA is solely focused on sports.”

“I was recruited by Houston, because I had come up through the marketing arm of the industry.

Working for the HCHSA was my first role within the field of sports venue and bond oversight, but the organization has grown into so much more since my arrival and I have stayed as part of the organization ever since.”

42 | North America Outlook issue 05

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facilitating and renting out the sports stadiums across the region to the professional sports teams.

“We have the MLB Houston Astros, the NBA Houston Rockets, NFL Houston Texans, MLS Houston Dynamo and NWSL Houston Dash, as well as hosting the largest rodeo in the world each year in the stadiums our organization financed. We are in a landlord role to the professional teams that use the city’s venues, and alongside this we undertake the traditional marketing role of a sports commission to bid for and host sporting events.”

OPERATING WITH PEOPLE AT HEART Sporting events are part of the culture and identity of those who live in Houston. Operating to the best ends of the community and the people therein, the HCHSA is made and bound by its employees and the

Janis Burke speaks at the Houston Sports Hall of Fame event sports enthusiasts that make up this community.

“Really without the staff, it doesn’t happen,” Burke tells us. “They are one of the best teams in the country, if not the world.”

“At an executive level, both Chris Massey, Vice President, and Holly Kesterson, Vice President of Events,

have received the Sports ETA Game Changer of the Year Award, and our organization has gained recognition along the way including being named one of the Best Employers in Sports

by New York’s Front Office Sports Media. That’s because of the whole team from top to bottom - they make it happen.”

North America Outlook issue 05 | 43

HOUSTON SPORTS AUTHORITY

National Battle of the Bands in action 44 | North America Outlook issue 05

LOCAL GOVERNMENT

BMX Nationals North America Outlook issue 05 | 45

HOUSTON SPORTS AUTHORITY

NORTH AMERICA OUTLOOK: CAN YOU TELL US ABOUT ANY FURTHER COMMUNITY-DRIVEN EVENTS THAT THE HCHSA GETS INVOLVED IN? Janis Burke, CEO: “We host a Battle of the Bands event that is closely aligned with college football. It is an event that we do every year, and it raises funds and scholarships for those that want to participate in band, but who can’t always do so due to the inability to afford, for example, an instrument or music lessons.

“We are expecting over 60,000 attendees to include many outof-town guests at our football stadium for this year’s Cracker Barrel National Battle of the Bands, which is one of the largest African American events in the country and we are excited for the many additional benefits that come from hosting something of this magnitude.”

46 | North America Outlook issue 05

A large portion of the HCHSA team is made up of its dedicated workforce of approximately 30,000 volunteers.

These members of the extended staff often maintain full-time jobs on top of their sports commission volunteer duties and even go as far as to book vacation days to help the organization host various sporting events around the region.

“Recently, with the city’s AAU Junior Olympic Games, we had around 40 interns from all over the country to help us carryout the Games, many of whom flew in from other cities to help out,” Burke explains. “And with larger events such as when Houston hosted the Super Bowl in 2017, there were over 10,000 volunteers helping out. These incredible people are ambassadors during mega events and act as an extension of the destination.”

And giving back to Houston is as important to the organization as the sports events that it facilitates. A part of the HCHSA’s purpose is the focus

of building positive impact for the community through various sports projects.

“Every event that we undertake we make part of our mission to connect with our community in some way,” Burke elaborates. “Whether that is rebuilding a floor for a boys or girls sports club that desperately needs it or helping install a green space within

LOCAL GOVERNMENT

the city that is safe place for kids in the area to play in, the HCHSA cares about giving back.”

A prime example of these efforts was the investment into a $400,000 soccer field that was provided through the organization’s soccer initiatives linked to the city’s desire to host major soccer events to include the possibility of being part of the 2026 World Cup. The HCHSA has also ventured into helping facilitate the construction of a pro rugby stadium through land donation by the City of Houston, and on top of this, has aided in the promotion of “up and coming” sports to accommodate and diversify sports options in the city.

“Two years ago, we helped get the world’s largest bike park and BMX track built through a partnership with the North Houston Development Corporation,” Burke tells us proudly.

“The bike park totals over 22 acres with a BMX track at the one end and has already hosted numerous races to include national championships.”

sporting events. At present, the organization is planning for 2023 and beyond, including the NCAA Division One Men’s Basketball Championships, the 2024 College Football Playoffs, the next Junior Olympic Games in 2025, with hopes of also hosting the World Cup in 2026.

Between these major events, the HCHSA aims to keep its efforts people-centric while hosting and facilitating smaller seasonal and annual sporting events for participants and followers alike, bringing the community together throughout the year through the love of sport.

“It is a fantastic project, and we’ve also supported the creation of many other facilities to include a skateboarding park as this discipline has recently moved forward as a more popular and recognized sport.”

BUILDING FUTURE POTENTIAL The HCHSA continually looks ahead towards the hosting of future major

HOUSTON SPORTS AUTHORITY Tel: +1 713-308-5900 www.houstonsports.org

North America Outlook issue 05 | 47

CITY OF TUCSON

48 | North America Outlook issue 05

LOCAL GOVERNMENT

CONNECTING TUCSON The City of Tucson has undergone significant technological transformation over the past few years, we take a closer look Writer: Sean Galea-Pace | Project Manager: Tom Cullum

T

he City of Tucson is a vibrant place.

Surrounded by the beautiful Sonoran Desert, the city offers a plethora of attractions ranging from outdoor activities, sightseeing, eateries and entertainment while playing host to millions of tourists every year. The city sits as Arizona’s

second largest city with over 542,000 residents and presents truly breathtaking views from left to right.

THE JOURNEY TO CONNECTIVITY Today, the City of Tucson is in the midst of becoming a smart city and

is introducing a Citizens Broadband Radio Network which will allow remote learning and multiple smart city applications in follow-on phases. Indeed, the city has connected around 1,000 children from less affluent households to the internet, however, aims to use the network for a variety of North America Outlook issue 05 | 49

CITY OF TUCSON

JMA Wireless For many cities JMA Wireless works with, there’s a perception that nextgeneration connectivity comes at a cost beyond the reach of municipal budgets. Not only is this false, it inevitably costs underserved and under-connected citizens the most.

Faced with the reality that 32 percent of residents did not have high-speed Internet connectivity, the City of Tucson looked for a new way to deliver connectivity that would both save costs and fund the deployment of a next-generation network, while expanding connectivity for underserved citizens.

Tucson’s challenge for JMA and its partners was urgent: it needed to expand connectivity to households lacking essential access during the pandemic. For its immediate concerns, the city identified 20 square miles where the digital divide was the deepest. Looking forward, Tucson also wanted infrastructure to accelerate its smart city ambitions.

Deploying Wi-Fi, the city would have to maintain thousands of access points to cover just a fraction of the immediate area. Enter JMA to provide the network infrastructure for CBRS, an emerging alternative to traditional Wi-Fi offering secure connection over larger areas.

services ranging from smart city IoT operations to a city-operated regional cell phone offering. Due to the ever-increasing need for remote learning on the back of COVID-19, school districts across Tucson faced the collective problem that many households couldn’t afford to connect their schoolchildren to the internet.

With limited resources and budgets, school districts approached the city’s IT department to see how they could assist with the issue.

It was a sizable and unprecedented challenge for the city; however, the city embraced the disruption and developed a strategic plan that 50 | North America Outlook issue 05

began with a school and city-county partnership. Local municipal assets such as city fiber and building rooftops and towers, combined with federal grant money, resulted in a viable plan to solve the student connectivity issue near-time, while also creating a network that could benefit the community elsewhere long-term. A wi-fi approach was considered, however, the required equipment, installation resources and related costs to connect the 31 neighborhoods, five school districts and almost 100,000 students proved challenging. Subsequently, the city evaluated LTE and CBRS,

JMA’s one-of-a-kind solution leveraged advanced network hardware and fully-upgradable XRAN software to serve free, reliable broadband internet to five school districts and 5,000 households. That’s only Phase 1. As Tucson progresses towards its smart city vision, JMA’s aforementioned software will require zero costly hardware upgrades, bringing the promise of a more connected and more equitable future within grasp.

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DELIVERING ESSENTIAL CONNECTIVITY to America’s underserved communities

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CITY OF TUCSON identified key advantages they offer, such as signal reach, performance, proven security, seamless mobility and ultimately that became the foundation for the municipal solution.

WORKING TOGETHER Geoverse, a private cellular network operator, confirmed it is the managed service partner for the City of Tucson’s Citizens Broadband Radio Network (CBRS) network implement throughout Tucson. The city’s private network is one of the largest municipal cellular deployments implemented across the United States. The city has deployed the Geoverse Geocore Evolved Packet Core (EPC) as the critical control element to manage the CBRS radio

network infrastructure from JMA Wireless, the Spectrum Access Service from Google and the many user devices. Mobile devices and end points will be populated with a Geoverse SIM card, enabling them to securely connect to the private network and utilize capabilities such as roaming if they travel off-net.

The municipal network provides high-performance wireless connectivity with download speeds of 50 Mbps. Additionally, the Geocore Service platform allows for network slicing across the cellular network, meaning that several virtual networks can each be dedicated to specific functions to better manage city infrastructure domains. Use cases include connecting the city’s network

TUCSON’S ENVIRONMENTAL AND GENERAL SERVICES The mission of the Environmental Services Department is to promote a healthy and sustainable Tucson community by offering innovative and effective waste management and environmental protection services. These environmental services offer the citizens of Tucson and businesses trash collection and disposal. Other services include:

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• Recycling and waste reduction services.

• Operating the city’s Los Reales Landfill in compliance with State and Federal regulations.

• Cleaning up groundwater at old landfills.

• Ensuring that the city’s air quality and industrial waste discharge permits are up-to-date and in compliance.

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52 | North America Outlook issue 05

LOCAL GOVERNMENT

YOUR GUIDE TO BETTER TECHNOLOGY SOLUTIONS At Connection® Public Sector Solutions, we work with you to design and build technology solutions that deliver the results you need—within your timeframe and budget. For decades, state and local governments have turned to us for help increasing productivity, efficiency, and savings. Learn what it’s like to have a team of experts on your side.

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North America Outlook issue 05 | 53

CITY OF TUCSON of traffic lights, monitoring and managing its critical water systems, serving city parks and recreational spaces with public wi-fi and connecting first responders. It will also be the platform to offer its city staff low-cost, high-performance internet service.

Further, Tucson is beginning to leverage data to bring change inside the city. However, there are challenges to the installation of networking equipment. The city has had to implement filtering technologies to prevent users from leveraging the network to access pornography and other unsuitable content, similar to how a library operates its public internet services. Subsequently, the city had to staff a call center to answer questions from users that wondered why they couldn’t access banned services and websites.

According to the Rand Corporation, around 20 percent of school districts have already adopted, plan to adopt

54 | North America Outlook issue 05

or are considering adopting virtual school as part of their district portfolio following the COVID-19 pandemic. This is while many rural and undeserved families go without reliable service.

As remote learning continues to be a popular method of education, there is an expectation that virtual and hybrid learning models could become the norm over the upcoming years which could mean universal connectivity is a necessity rather than something that is nice to have.

The first 5,000 endpoint devices will focus on connecting teleworker and students, while phase two will focus on deploying endpoints and network core infrastructure with a strategic focus on public transportation and other public areas to maximize resident access. It is thought that the next phase of the plan will help equip around 70 to 80 percent of Tucson with LTE access.

Tilson Tilson is on a mission to build America’s information infrastructure.

From initial site surveys to deployment, Tilson worked with the City of Tucson and other key partners to deploy one of the largest cityowned CBRS / private-LTE networks in the United States.

Today, Tucson residents and businesses benefit from higher speeds that connect them to jobs, critical healthcare services, virtual classrooms and much more.

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LOCAL GOVERNMENT

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North America Outlook issue 05 | 55

CITY OF TUCSON

Solving the digital divide is an important concern. With around 80 percent of the people that applied to Tucson’s program having no access to the internet, the city acknowledges that it had underestimated how many people had no access to connectivity to even use the city government websites. While the pandemic created a number of challenges to overcome for the public sector, it also allowed for a different way of thinking in regards to public-private infrastructure partnerships and Tucson is playing its part in helping to close the digital inbalance. However, it is clear that the city’s work is not finished yet.

56 | North America Outlook issue 05

LOCAL GOVERNMENT

Rattlesnake Bridge in Tucson, Arizona Head end of the diamondback rattlesnake bicycle and pedestrian covered bridge over Broadway Blvd. at the Barraza-Aviation Parkway, just east of downtown Tucson

STRATEGIC AMBITIONS With digital transformation continuing to seep into the city’s core, optimization flows through Tucson’s strategy. Inside Tucson today, there is a large amount of automation, and the city is seeking to optimize workflow continuously for the city’s citizens. Focusing on the city’s talent management strategy, training employees is a key component of long-term growth for Tucson. The city wants to continue to support its employees, and this comes from training for technologies available but is about implementing new methods that empowers its people.

The city remains primed to expand

its connectivity drive and is seeking ways to fund the second phase of the network, which would support internet connections in public locations and on city buses. The second phase is anticipated to take place over the next two years.

The city is undertaking several sustainability initiatives. In terms of the environment, Tucson is developing a smart city ecosystem where it is deploying sensors throughout the city. Tucson will begin to pull in data and work out how to make decisions on environment stability. The city is seeking to build a bridge that allows its citizens to connect with politicians as well as the

departments to allow for a greater sustainability drive.

Ultimately, the City of Tucson has a vision to be regarded as a government agency that doesn’t feel like government. However, in order to make this a reality, the city needs to be agile and continuously change to the evolving environment. Progress is well underway.

North America Outlook issue 05 | 57

BOART LONGYEAR

BOUNCING BACK BETTER Jeff Olsen, CEO at Boart Longyear Limited (ASX: BLY), discusses how his firm has overcome significant challenges to become a major player in drilling services Writer: Sean Galea-Pace | Project Manager: David Knott

B

oart Longyear is the world’s leading provider of drilling services, drilling equipment and performance tooling for the mining and exploration industries, and is making a name for itself in the drilling technology and geologic data sectors.

The company’s global drilling services division operates for a diverse mining customer base that spans a wide range of commodities, including copper, gold, nickel, zinc, uranium and other metals and minerals. The global products & Geologic Data Services (GDS) divisions design, manufactures and sells drilling equipment, performance tooling, down-hole instrumentation and parts and services to both mining and drilling firms.

Headquartered in Salt Lake City, Utah, Boart Longyear operates across six global manufacturing locations and provides the most advanced

58 | North America Outlook issue 05

MINING

North America Outlook issue 05 | 59

P

PARTNER WITH US Mudex joined with NorthStar Fluid Solutions and MayanStar Fluids in 2014 to form one of the largest privately owned non-oilfield drilling fluids company globally.

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BOART LONGYEAR drilling technology on the market.

Boart Longyear also provides drilling services in over 20 countries.

Jeff Olsen is the CEO of Boart Longyear. By his own admission, he had an ‘unusual’ path into the industry. “My undergraduate degree is in international politics and then I went on to get an MBA in upstate New York,” explains Olsen. “In 1991, I moved to a chemical company called General Chemical and they had mostly chemical operations but some mining operations. Thereafter, I worked at Rio Tinto for 18 years across various locations in several different roles.”

Indeed, Olsen lived and worked in London for a number of years before relocating back to Salt Lake City where Rio Tinto had a large regional office before leaving for Boart Longyear in 2014. “The downturn of the mining industry began in 2012 so I joined in the middle of a downturn in the sector, thinking that it would only last a few years and we’d move onto bigger and better things which unfortunately didn’t prove to be the case,” explains Olsen. “As a result of the market not being very good, we had a number of transactions to help keep Boart Longyear’s position as a leader in the drilling industry, but we were unsuccessful at solving the

balance sheet problem.”

OVERCOMING CHALLENGES This issue, mixed with the emergence of COVID-19, prompted Boart Longyear to announce a large recapitalisation, which is in process

and is subject to a favorable shareholder vote in September. “Our first quarter earnings were very strong in 2021, which means we are on track for a breakout year. Additionally, our proposed recapitalization will reduce our debt by roughly $800 million,

DEVELOPING PEOPLE Training is an important pillar to Boart Longyear’s strategy and the firm has established a system to ensure its people are equipped with the required safety knowledge. “Safety is our most important value,” stresses Olsen. “If you look at our safety statistics, they exceed our peers in the industry. That is why it is important that, in addition to compliance, our training is mostly focused on safety.

We have a number of mandatory safety programs for all of our employees, and we also have training that we do in collaboration with the University of Utah for leadership training.

“We have great people; we do good training. Wherever you are in the world, you are going to get the same safety training and recognize our sites as Boart Longyear sites. That has been a real push for us since 2014 and has paid huge dividends in our drilling efficiency.”

Jeff Olsen, CEO

62 | North America Outlook issue 05

on safety, employee welfare, air emissions and with sustainable and secure supply chains, as such Australia is globally recognised as a supplier of trusted produce and products.

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LOCALLY MADE MUDEX DIFFERENCE LOCALLY MADE Mudex’s mainMATERIALS manufacturing facility is RAW ESG Focused Company Ethical Business Model

based Western Australia and products Mudex'sinmain manufacturing facility is are produced toAustralia the highest possible based in Western and products Producer of Bio-Degradable drilling are produced to the highest possible Standard.

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Standard. polymers and lubricants are. is quality of the raw ingredients used in As manufacturers in Australia we operate the manufacturing Inhouse Chemistprocess. and laboratory.

As manufacturers in R&D Australia we

our businesses in an ethical manner with operate our businesses in an ethical formulations. strict government policies onpolicies safety, All Proprietary our raw are sourced from manner withproducts strict government local safety, and welfare, imported suppliers, we employee air emissions on employee welfare, and air with All I.P is owned

by Mudex. rigorously test the quality of ourchains, raw sustainable and secure supply as emissions and with sustainable and ingredients prior to as manufacturing Large stock holding insuch therecognised secure supply chains, Australia at is as a such Australia is globally our in-house chemist and facility. of globally recognised as R&D a supplier supplier of trusted produce and products. manufacturing plant with both raw trusted produce and products. materials and finished goods.

Preferred supply agreements with many

RAW MATERIALS RAW MATERIALS MUDEX DIFFERENCE

global drilling companies.

Ethical Business Model

The key difference to Mudex’s products keyFocused difference to ingredients Mudex’s products ESG isThe quality of theCompany raw used in is quality of the raw ingredients used in the manufacturing process.

Producer of Bio-Degradable drilling the manufacturing process.

polymers and lubricants All our raw products areare. sourced from All our raw products are sourced from local and suppliers, wewe local and imported imported suppliers, Inhouse Chemist and R&D laboratory. rigorously rigorously test test the the quality quality of of our our raw raw Proprietary formulations. ingredients prior to ingredients prior to manufacturing manufacturing atby our in-house in-house chemist and R&D facility. our chemists.

All I.P is owned by Mudex.

Large stock holding in the manufacturing plant with both raw

MUDEX DIFFERENCE MUDEX DIFFERENCE

materials and finished goods.

•

Preferred supply agreements with many Ethical Business Model Ethical Business Model. global drilling companies.

ESG Focused Company

• ESG Focused Company.

Producer of Bio-Degradable drilling

• Producer of Bio-Degradable drilling polymers and lubricants are.

polymers and lubricants.

Inhouse Chemist and R&D laboratory.

• In-house Chemist and R&D laboratory.

Proprietary formulations.

• Proprietary formulations.

All I.P is owned by Mudex.

• All I.P is owned by Mudex.

Large stock holding in the

• Large stock holding in the

manufacturing plant with both raw

manufacturing plant with both raw materials and finished goods.

materials and finished goods.

Preferred supply agreements with many

• Preferred supply agreements with many global drilling companies.

global drilling companies.

"MUDEX LEAD'S SUPPLY ON INTERNATIONAL DRILLING FLUID MARKET" Mudex and its partners NorthStar and MayanStar are a privately owned and operated international drilling fluid company’s specialising in the manufacture and supply of high quality and environmentally friendly drilling fluid products for the Exploration, HDD, Mining, Water Well, Geotechnical and Civil construction industries.

Mudex partnership with NorthStar and MayanStar make for a global group of companies with reach in United States of America, Canada, and Mexico, as well as access to a wide and exclusive range of quality products. This ensures Mudex can efficiently supply drilling fluid solutions to our customers on a global scale, in addition to our Partners we have distributors in Asia Pacific, Africa, Europe and South America all with extensive stock holding.

"MUDEX LEAD'S SUPPLY ON INTERNATIONAL DRILLING FLUID MARKET"

While Mudex and is partners NorthStar and MayanStar are a global company we maintain a local identity in the areas they work. It has always been their ideology that they support the communities they work in and manufacture as much locally where possible, for example: NorthStar Fluids manufactures in the USA with most of the raw materials purchased locally in the USA, the equivalent occurs in Mexico with the MayanStar supply chains. Their long-term goal is to develop local decanting through to full functioning manufacturing facilities in key regions to provide economic stimulus and opportunities through Mudex and its partners NorthStar and MayanStar are a privately owned and employment of local labour. operated international drilling fluid company’s specialising in the manufacture and supply of high quality and environmentally friendly drilling fluid products With a clear strategy to provide a level of service unparalleled that continues to for the Exploration, HDD, Mining, Water Well, Geotechnical and Civil keep Mudex as the leader in our industry they have always strived to be at the construction industries. forefront of technological advancements and having a strong local position that can provide fast, flexible, customised, and competitive product solutions to our Mudex partnership with NorthStar and MayanStar make for a global group of customers through multiple manufacturing divisions. companies with reach in United States of America, Canada, and Mexico, as well as access to a wide and exclusive range of quality products. This ensures Mudex The staff have vast chemical knowledge and experience in their fields. With a can efficiently supply drilling fluid solutions to our customers on a global scale, proven track record of successful developments Mudex has continued over the in addition to our Partners we have distributors in Asia Pacific, Africa, Europe past 10 years to innovate successful products into the drilling fluid market. With and South America all with extensive stock holding. in-house chemists, multiple laboratories and testing facilities at our global offices ensures that we have full control over our product development and While Mudex and is partners NorthStar and MayanStar are a global company testing. In addition to their own in-house research and development team they we maintain a local identity in the areas they work. It has always been their have partnered with technical specialists and companies in the industry toprivately find its partners NorthStar and MayanStar are a owned ideology Mudex that theyand support the communities they work in and manufacture as new ways of adapting technology to suit the wide-ranging challenges much locally possible, for example: NorthStar Fluids manufactures in the andwhere operated international drilling fluid company’s specialising in the encountered in the field.

USA withmanufacture most of the raw and materials purchased in the USA, the equivalent friendly drilling supply of highlocally quality and environmentally Mudex and its partners NorthStar and MayanStar are a privately owned and occurs in Mexico with thefor MayanStar supply chains.

Their long-term goal is toGeotechnical products HDD, Mining, Well, operated fluid international drillingthe fluidExploration, company’s specialising in theWater manufacture develop local decanting through to full functioning manufacturing facilities in and Civil quality construction industries. friendly drilling fluid products and supply of high and environmentally key regions to provide economic stimulus and opportunities through for the Exploration, HDD, Mining, Water Well, Geotechnical and Civil employment of local labour. construction industries.

Mudex partnership with NorthStar and MayanStar make for a global group

“MUDEX LEAD’S SUPPLY ON INTERNATIONAL DRILLING FLUID MARKET” "MUDEX LEAD'S SUPPLY ON INTERNATIONAL DRILLING FLUID MARKET"

of companies with reach inservice Unitedunparalleled States of America, Canada, and Mexico, With a clear strategy to provide a level of that continues to Mudex partnership NorthStar and MayanStar make for a global quality group of as well aswith access to a wide and exclusive keep Mudex as the leader in our industry they have alwaysrange strived of to be at theproducts. This companies with reach in United States of America, Canada, and Mexico, as well Mudexadvancements can efficiently solutions to our customers forefront ensures of technological andsupply having adrilling strong fluid local position that as access to a wide and exclusive range of quality products. This ensures Mudex can provide flexible, customised, and competitive productwe solutions our on fast, a global scale, in addition to our Partners have to distributors in Asia can efficiently supply drilling fluid solutions to our customers on a global scale, customers throughAfrica, multiple manufacturing divisions.

Pacific, South America all with extensive in addition to our PartnersEurope we haveand distributors in Asia Pacific, Africa, Europe stock holding. and South America all with extensive stock holding.

The staff have vast chemical knowledge and experience in their fields. With a While Mudex and is partners NorthStar and MayanStar are a global proven track record of successful developments Mudex has continued over the While Mudex and is partners NorthStar and MayanStar global company company we maintain a local identity inare thea areas they work. It has always past 10 years to innovate successful products into the drilling fluid market. With we maintain a local identity in the areas work. It has always been their theirmultiple ideology that theythey support communities they work in and in-house been chemists, laboratories and testingthe facilities at our global ideology that they support the communities they work in and manufacture as manufacture as much locally where possible, for example: offices ensures that we have full control over our product development and NorthStar Fluids much locally where possible, for example: NorthStar Fluids manufactures in the thein-house USA with most and of the raw materials purchased locally in testing. Inmanufactures addition to theirin own research development team they USA with most of the raw materials purchased locally in the USA, the equivalent have partnered withthe technical specialists and companies the industry to find the USA, equivalent occurs in Mexicoinwith the MayanStar supply chains. occurs in Mexico with the MayanStar supply chains. Their long-term goal is to new ways of long-term adapting technology to suit the wide-ranging challenges Their goal is local decantingfacilities through develop local decanting through toto fulldevelop functioning manufacturing into full functioning encountered in the field. manufacturing key regions provide economic key regions to provide facilities economicinstimulus and to opportunities through stimulus and opportunities through employment of local labour. employment of local labour.

With a clear strategy to provide a level of serviceaunparalleled that continues to With a clear strategy to provide level of service unparalleled that keep Mudex as the leader in our industry always strived to be at the have always continues to keep Mudex asthey thehave leader in our industry they forefront of technological advancements and having a strong local position that strived to be at the forefront of technological advancements and can provide fast, flexible, customised, and competitive product solutions to our having a strong local position that can provide fast, flexible, customised, customers through multiple manufacturing divisions.

and competitive product solutions to our customers through multiple

divisions.

The staff manufacturing have vast chemical knowledge and experience in their fields. With a proven track record of successful developments Mudex has continued over the Thetostaff havesuccessful vast chemical and experience in their fields. With past 10 years innovate productsknowledge into the drilling fluid market. With in-house a chemists, laboratories and testing facilities at our globalhas continued proven multiple track record of successful developments Mudex offices ensures thatpast we have full control over oursuccessful product development and the drilling fluid over the 10 years to innovate products into testing. Inmarket. addition With to their own in-house research and development team they in-house chemists, multiple laboratories and testing facilities have partnered with technical specialists and companies in the industry to find at our global offices ensures that we have full control over our product new ways of adapting technology to suit the wide-ranging challenges development and testing. In addition to their own in-house research and encountered in the field. development team they have partnered with technical specialists and companies in the industry to find new ways of adapting technology to suit the wide-ranging challenges encountered in the field.

BOART LONGYEAR

CATTA SERIOUSNESS PROFESSIONALISM RAPIDITY The socio-economic, cultural, environmental reality in the emerging/developing countries being alike, to invest and operate in these countries and become successful is quite a challenge.

Very early we have understood that in order to face this challenge in our industry, we had to have the following trio creed: SERIOUSNESS – PROFESSIONALISM – RAPIDITY. The SERIOUSNESS is a fundamental element that has imposed on us a marketing that relies on the choice of serious partners, who share a common attitude of strict compliance in all circumstances with the laws and regulations that govern their activities and the commitments made. In our company, we do not compromise seriousness in our daily activities.

allowing us to invest in capital and further our efforts to provide tangible value to shareholders.” explains Olsen.

“I anticipate that we will remain the largest drilling company in the world, which will put us in a very strong place going forward.”

Although the mining industry has had its trials and tribulations, the sector is in a much healthier place. Olsen has overseen Boart Longyear’s rise in tandem with the mining space and the firm is now poised to thrive in the industry. However, Olsen cannot forget the past and reflects on how his organization has gotten to where it is today. “Mining is a secular industry and if you’re a supplier to the industry then you are in a hyper secular industry,” discusses Olsen.

“The secularity tends to define this 64 | North America Outlook issue 05

industry and our customers were all about deleveraging their own balance sheets at the time, and shareholders were clamouring for mining companies to return money to them and be more conservative.”

“One of the areas that they could save money on, in the short term, was on exploration activities and specifically drilling. The fundamentals in the mining industry are that if you don’t explore for new reserves then you don’t have anything to mine. That can only last for so long.”

Today, that has all changed. Boart Longyear’s customers are largely delevered, showcase robust balance sheets and have the ability to invest in their businesses. “There was significant consolidation in the gold industry through the second

The PROFESSIONALISM is another fundamental element, that focuses on the perfect understanding of the trade practices in our industry. The anticipation and pro-activity with a shared awareness by the all the team that, in a highly competitive context and a globalized world, the partner who chooses us must be rid of all worries or concerns for their supply chain and the clearing of material and equipment.

The RAPIDITY is the last element of our creed since it would be useless to be SERIOUS and PROFESSIONAL if the SPEED in execution is not there to crown everything.

www.catta-sarl.com

SERIOUSNESS PROFESSIONALISM RAPIDITY Created in 1996, CATTA is a group of companies headquartered in Mali, with office in Abidjan, Ivory Coast. Our actitivities include consignment, international transport, handling, freight forwarding and customs clearance.

Some of the large projects completed while working with our partners: • Hydroelectric and thermal plants • Mining, Road Construction projects, Telecommunications projects • Industries (Cement Plants, Paint Factories etc...)

• The execution of express shipments, receipts, and deliveries of medication and vaccines, spare parts, raw materials and equipments of security for both national and international institutions and companies.

www.catta-sarl.com mohameddiane@gmail.com

CATTA MALI Sarl

CATTA COTE D’Ivoire Sarl

Sogoniko Commercial Derriere les Halles de Bamako B.P.E. 1044 – Bamako, Mali

Treichville face a la SOLIBRA Immeuble “LA BALANCE” Boulevard VGE au 2eme Etage

T: (00223) 20 23 94 68/20 22 11 66 M: (00223) 90 73 73 03

T: (00225) 21 24 94 99 M: (00223) 90 73 73 03

catta@orangemali.net

cattaivoire@gmail.com

BOART LONGYEAR

“WE REMAIN THE LARGEST DRILLING COMPANY OUT THERE AND THIS WILL PUT US IN A VERY STRONG PLACE GOING FORWARD” – JEFF OLSEN, CEO, BOART LONGYEAR

Grainger Canada Focus on what matters.

Let us handle the rest.

We are committed to providing you with the proactive solutions and supplies you need.

For over 130 years, we have been enhancing our solutions and services so you can continue to keep your people safe and your operations running smoothly.

Through our North American network we are able to provide you with better insights, knowledge, and expertise specific to your industry.

This process is driven by our desire to continuously provide reliable, bestin-class safety, facility maintenance, and industrial supplies so you feel supported and can focus on what matters to you.

half of 2019, which also puts them on stronger financial footing,” explains Olsen. “As a business, Boart Longyear was poorly prepared for the downturn. Now, we are a much leaner business and are better focused on serving our customers and giving them what they need. We have a better understanding of where the market is and what the market requires. The last thing, which is a substantial difference between 2014 and now, is that we have been able to grow GDS, our technology division.”

GDS is focused on redefining the future of mineral exploration through innovative and emerging technologies delivered through industry-leading products and services. “GDS consists of tools that are used to gather appropriate information downhole 66 | North America Outlook issue 05

about the hole itself and about the drilling. These are tools that already existed in the mining industry, but we’ve introduced our own tools that are better in many ways. We’ve changed our strategy from 2014 from one of just being the preferred driller in the space to we want to help our customers build our ore body knowledge. We do that by drilling and making tools that are more efficient and we also do it by the use of technology. This is a big difference in our business going forward.”

PROACTIVE APPROACH With a history of being innovators in the drilling industry, the company recognizes its place as a leader in drilling methods. “We don’t try to be everything to everyone, and we

GRAINGER.CA

Welcome to Grainger!

We are committed to providing you with the solutions and supplies you need. For over 130 years, we have been enhancing our solutions and products so you can continue to keep your people safe and your operations running smoothly. Through our North American network we are able to provide you with better insights, knowledge, and expertise specific to your industry.

This process is driven by our desire to continuously provide best-in-class safety, facility maintenance, and hundreds of thousands of industrial supplies that meet your extensive needs.

Visit grainger.ca or contact our Customer Service Centre: 1-888-602-0000; Monday-Friday 7am-5pm customerservice@grainger.ca

GRAINGER.CA

FOR THE ONES WHO GET IT DONE ®

BOART LONGYEAR

Petersen inc.

Petersen Incorporated is one of the foremost advanced manufacturing and machining facilities in the world. With modern equipment and capabilities, we have partnered with some of the largest and most recognizable companies around- and are proud to call Boart Longyear a partner.

We congratulate them on their continued success in the advancement of the drilling and mining industry.

Like Boart Longyear, we have many years’ experience in the mining industry, but are also diversified to serve a variety of industries including nuclear, entertainment, aerospace, petrochemical, and hydro to name a few. Petersen Inc. offers complete fabrication, advanced manufacturing, precision machining, design engineering and warehouse/ distribution/3PL services to a variety of customers.

“WE NOW HAVE A BALANCE SHEET AND A CAPITAL STRUCTURE THAT SUPPORTS GROWTH, AND WE HAVE AN INDUSTRY THAT IS POISED FOR SIGNIFICANT GROWTH SO WE’RE COMING TOGETHER AT THE RIGHT TIME” – JEFF OLSEN, CEO, BOART LONGYEAR don’t try and address everything in the industry but the things that we do well are where we want to be the leaders in,” says Olsen. “The fact that our newest drill rigs have been well received is great, as well as our GDS Group and we’ll see over the next few years just how important these technologies will become.

They provide huge cost benefits to our customers but also help stitch together all the different datasets of information they get about their own 68 | North America Outlook issue 05

ore body in what we call a unified ore body knowledge. When you get full-service information from Boart Longyear drilling, then you have a unified set of information about your ore body in much less time and at a significantly cheaper cost.”

To those on the outside looking in, mining is often regarded as an industry that is old school and doesn’t embrace new technology. While that might be an exaggeration, Olsen agrees that mining is not as quick as

For over 60 years, our team at Petersen Inc. is dedicated to creating the highest quality, on-time productswith complete customer satisfaction.

We have locations in Ogden, UT and Pocatello, ID which house 634,000 sq. ft. manufacturing/machining space and over a million sq. ft. in warehousing and distribution.

Are you looking for a safe, reliable, and financially secure partner with the capabilities and capacity to get your job done right? Give Petersen Inc. a call today.

www.peterseninc.com

THE MISSING PIECE OF A “WINNING COMBINATION” Petersen Inc. is a proud partner of Boart Longyear.

Part of the Petersen Inc. logo is the slogan “A Winning Combination.” Partnering with our customers and suppliers, together, we work toward a common goal to provide the highest quality, on-time products and services available.

For over 20 years now we have formed “a winning combination” with Boart Longyear and we strive to partner with YOU on your next project, no matter the industry or size/scale. What can we build for you?

FABRICATION PRECISION MACHINING WAREHOUSE/DISTRIBUSTION

LEARN MORE AT PETERSENINC.COM

th

Anniversary

BOART LONGYEAR

Ansell Mining consists of several complex processes that require a keen focus on safety. Whether working in extraction and exploration, crushing ore, or preparing and transporting product, Ansell is the ideal safety partner when identifying the hazards and risks associated with each task and equipping mining workers with innovative application-specific glove and body protection solutions from our extensive product portfolio.

other industries to leverage the latest innovations but does expect this to change in the near future as miners look to explore for reserves that will be deeper. “I think the influence of technology is growing rapidly,” he explains. “I believe it’s fair to say that the mining industry is slower adopters of new technology than others.

However, once you get a critical mass in adoption then it moves very quickly.

We are at that point now where to be competitive and to stay ahead, companies will have to innovate and are increasingly looking to new technology.”

Boart Longyear maintains several key, strategic partnerships and has combined the supply chains for its products and drilling services business together to form one global supply chain. “When we look for partners, it is about the ability to be compliant — it is non-negotiable,” says Olsen. “We work in some tough parts of the world and in our business compliance is key. This is consistent with the way that we approach safety.

Another core value is innovation.

We know that the way we drill and do business today in 2021 is not the 70 | North America Outlook issue 05

same way we’ll do it in 2031, so it is important that we are aware of the latest technologies that can drive us forward.”

Moving forward, Olsen is full of optimism about the future of Boart Longyear. “I’m very excited about the next few years,” he maintains.

“We will now have a balance sheet and a capital structure that supports growth, and we have an industry that is poised for significant growth, so it is all coming together at the right time.

The ability to invest in our business as the industry grows is important; however, we will always maintain a disciplined approach to our balance sheet. We have the ability to invest in that growth and that investment will ultimately drive value to our stakeholders. There’s a very bright future ahead.”

Phone: +1 801 972 6430 Fax: +1 801 977 3374 www.boartlongyear.com

Whether facing risk of cut, impact, abrasion, chemical or other hazards, Ansell can help reduce on-the-job injury and deliver the comfort, performance and protection needed to keep workers safe and productive throughout the day. In open-cast and underground mining, where hazard types are different due to the peculiarities of the materials and instruments used, Ansell begins its process of reducing, mitigating or removing risk with a proper risk assessment. Because the most appropriate PPE solutions to protect against hazards will vary based on each individual company’s unique set of needs, applications and processes, AnsellGUARDIAN®, our free consultative service, helps companies select and implement the right PPE solutions to improve safety, increase productivity and reduce costs.

The strategic relationships and feedback received from our key partners allow our partners to achieve hand and body safety excellence through Ansell’s continuous research, product development, and customer support.

At Ansell, we strive to provide integrated solutions for our partners, from risk assessment to innovative hand and body protection, with the purpose of protecting companies most valuable assets, it’s people.

www.ansell.com/industrial/mining

EQUIPPING MINING WORKERS WITH HAND AND BODY PROTECTION Choosing the right PPE to manage the challenges in extreme work conditions Open-cast and underground mining have different type of hazards as the instruments and materials used on the manual work have their own unique risks and consequences. Ansell is the ideal safety partner when identifying hazards and injury risk associated with each task and equipping mining workers with the right solution from our extensive portfolio of hand and body protection. Whether facing risk of cut, impact, abrasion, chemical or other hazards, Ansell can help reduce on-the-job injury and deliver the comfort, performance and protection needed to keep mining workers safe and productive throughout the day.

To learn more, visit our website: Ansell.com/industrial/mining Ansell, ® and ™ are trademarks owned by Ansell Limited or one of its affiliates. © 2021 All Rights Reserved.

HECLA QUÉBEC

GOLD STANDARD MINING With outstanding health and safety practices and as a proud First Nations employer, Vice President of Hecla Mining Québec, Ronald Durham, discusses responsible mining and future innovation Writer: Phoebe Harper | Project Manager: David Knott Always be honest and listen to the people that you are working with. That is always going to help the operation.”

For Ronald Durham, Vice President and General Manager of Hecla Québec, this sound advice has served him in good stead since his early days underground.

Hecla Québec represents the Canadian division of the vast Hecla Mining enterprise – North America’s largest silver producer and the oldest listed precious metal mining company on the New York Stock Exchange.

In a province that is renowned for the wealth of its mineral deposits in copper, silver, gold and zinc, Hecla Québec are well placed to mine Eastern Canada’s natural resources.

The company’s flagship Casa Berardi mine was founded over 130 years ago and stands today as one of the area’s most significant gold mining projects, representing Hecla Québec’s key asset.

Located 95 kilometers north of La Sarre, the mine is strategically positioned to straddle a 37 kilometer section of the Casa Berardi fault.

72 | North America Outlook issue 05

MINING

North America Outlook issue 05 | 73

SKILL AND CARE IN MINING OPERATIONS RELIABLE, MULTIDISCIPLINARY EXPERTS SO WE CAN OPEN NEW DOORS IN AN ENVIRONMENT WHERE HEALTH AND SAFETY ARE CRITICAL.

MINING OPERATIONS • • • • • • • • • •

Mine Reclamation Overburden Excavation Road Construction Open Pit Mining Tailings Storage Facilities Earthwork Crushing Drilling and Blasting Mine Site Service Construction Concrete Foundation

CIVIL OPERATIONS • • • • • • • • • • •

Asphalt Mix Asphalt Laboratory Concrete Supply Concrete Formwork Municipal Work Road Construction Earthwork Crushing Drilling and Blasting Bridges and Structure Hydro Project

Tel: 819-732-3351 | norascon@norascon.qc.ca 1705, route de l’Aéroport | C.P. 370, Amos, Québec J9T 3A7 Telec: 819-732-2933 | www.norascon.com

HECLA QUÉBEC “In 2020, we produced 121,000 ounces of gold and 21,000 ounces of silver.” These figures were lower than those recorded in 2019, as a direct result of the three-week lockdown imposed on mining activities by the Québec government due to COVID-19.

“Casa Berardi is a hybrid mine – we have both two open pit and two underground mines - one in the east sector, one in the west sector.

The open pit is called East Mine Crown Pillar (EMCP), which has been completed – we are mining its extension right now and later this year we will be opening the 160 pit,” Durham tells us.

Durham himself climbed the ladder to his current position after years in the industry, originating with a summer job in 1989 working as a surveyor. After his first experience underground, Durham was enchanted.

“The first time that I went underground, I really fell in love with the old magic of an underground mine,” he comments. A degree in Mining Engineering followed and an ascendent career path from first line

supervisor, to miner, then engineer, leading to Durham’s ongoing tenure as Vice President and General Manager of Hecla Québec today.

“WE’RE A CONTINUOUS OPERATION, 24 HOURS A DAY, SEVEN DAYS A WEEK” – RONALD DURHAM, VP AND GENERAL MANAGER, HECLA QUÉBEC EMPOWERING THE WORKFORCE As the leading tenet of Hecla Québec’s CSR plans, worker health and safety is a huge component of being an attractive employer, with its workforce operating safe in the knowledge that their welfare is paramount.

“Last year, we reached an OSHA incident rate of 1.7 on December 31st 2020. This was down by 37 percent from 2019 which was at 2.7 but over the last six years we basically bought it down from 10 to 1.7.”

As of January 13th 2021, Hecla Québec celebrated the significant milestone of marking one year without a lost time accident.

“WE ARE THE SAFEST MINE IN THE PROVINCE OF QUÉBEC AND THE WHOLE OF EASTERN CANADA INCLUDING ALL THE MARITIME PROVINCES. THIS IS A HUGE ACHIEVEMENT FOR US” – RONALD DURHAM, VP AND GENERAL MANAGER, HECLA QUÉBEC

76 | North America Outlook issue 05

“The Casa Berardi mine is now recognized by the industry as one of the safest mines. And this last year, we affirmed our health and safety leadership by achieving one year without a lost time accident,” Durham adds.

These efforts culminated in the receipt of the prestigious John T. Ryan trophy from the Canadian Institute of Mining, Metallurgy and Petroleum, in recognition of the mine’s outstanding health and safety performance throughout 2020.

The company is energized by a young workforce, with 45 percent of staff aged between 18 and 35 and a good gender split in a particularly male dominated industry.

RESPONSIBLE MINING A three-pillar corporate social responsibility plan is central to all Hecla Québec mining operations.

1. Worker Health and Safety 2. Community Engagement 3. Environmental Stewardship highest standards of excellence

“Approximately 10 percent of employees on the Hecla Québec payroll are women,” Durham tells us.

As one of the largest employers in Northern Quebec, Hecla Québec’s total staff comprises around 1,042 people, 369 of which are contractor employees hired by the contractor that the company uses for open pit operations.

The company encourage career progression and endeavors to simplify the working lives of their employees by providing catering and transport services, with the future goal of implementing a new clerical office within the closest major town, to save employees having to travel several hours a day to the mine site.

NORASCON, A STRATEGIC PARTNER FOR MINING PROJECTS - FROM START TO FINISH

C

onstruction Norascon has been awarded the open pit mining contract - pit 160 and others by Hecla Quebec at their Casa Berardi Mine.

This contract is the continuation of the work we have been carrying out on the site since 2016.

During this period, Norascon operated the entire EMCP pit as well as started the preparation work for pit 160, including all work from overburden removal, drilling, blasting and excavation.

This new contract therefore allows us to continue operating 160 pit and other subsequent pits.

We would like to thank Hecla Quebec for their trust, as well as all the workers and stakeholders assigned to the project who will guarantee the success of the operation of the pits for years to come.

ABOUT US Norascon specializes in civil and mining engineering work. Since our inception over 30 years ago, we have built a solid reputation as an industry leader both for the quality of our services and the commitment and expertise of our team on every project we undertake.

At Norascon, construction is in our DNA, and our proven expertise has given us the chance to work on major projects and carve out an enviable position in the market. With the extensive range of services and solutions we offer our clients, we have what it takes to meet the industry’s most exacting needs.

Norascon boasts years of experience working on a variety of large road and mining projects. We offer an extensive range of services and solutions allowing us to work hand in hand with clients from the day one of their project.

From managing project to examining contract documents and even managing work on the ground, Norascon can support clients at every phase of a project in accordance with all standards set by the client and the relevant authorities. We know that efficiency and flexibility are vital to any project, and our deep commitment to success shines through in the excellence of the results we deliver.

Norascon has built an excellent standing providing quality construction services to some of the biggest names in the Canadian mining industry since 1987.

Norascon delivers on-time, quality solutions to all types of project challenges – no matter how complex.

We are happy to meet and work with different compagnies to find a solution tailored to their need.

As a known leader in mining and road construction, Norascon owes its success to the hard work of its team and its strong dedication to its markets.

Norascon sets the standard in its field and is recognized as an outstanding supplier and employer in the mining and road construction industry.

NORASCON A ROCK-SOLID REPUTATION

T 819-732-3351 | E norascon@norascon.qc.ca

|

www.norascon.com

HECLA QUÉBEC

Jennmar We are proud to announce that Jennmar Canada Ltd. and Hecla Quebec have signed a three-year partnership for the supply of ground support products.

CURRENT PROJECTS: THE 160 PIT At Casa Berardi in the fourth quarter of 2020, a new discovery was made in the 160 Zone 500 feet east of the current resource blocks. The discovery drillhole intersected 0.32 oz/ton gold over 9.5 feet estimated true width including 1.16 oz/ton gold over 2.0 feet estimated true width.

“Our major investment project that we are putting capital on in 2021 is the launch of our new open pit, 160. Right now, we are on pre-stripping, and we are targeting to commence mining in Q4.”

- Ronald Durham, VP and General Manager

Durham identifies recruitment and talent retention as “probably the biggest challenge for the mining industry going into the future.”

“To be able to assess this, one of the things that we did this year was a survey with all of our employees to capture their requests and all of 78 | North America Outlook issue 05

their concerns. We took that survey, analyzed it and we have started to implement some of the demands that our workforce had in mind.

“Everything that we are able to implement, we will do it. We want to be as attractive as possible to our workforce.”

A key ingredient of the Hecla Québec workforce that is a particular source of pride to Durham, is the representation of First Nation employees within their staff, indicative of the respect that the company pays to the aboriginal communities surrounding their environment.

“Last year, we maintained an average of 25 First Nation employees on our site. We also strongly encourage our suppliers to employee from the First Nations also. We are working very well on this aspect in our operation,” he explains.

On December 9th 2020, the company signed a cooperative agreement for the exploration, development and operation of the Casa Berardi mine projects with the Council of the Abitibiwinni First Nation (CAFN).

Jennmar is strategically choosing their contractual clients with priorities on meeting and / or exceeding the market expectations in terms of service and supply of ground support products. We are excited to partner with forward thinking Companies like Hecla who recognize the dynamics and the demand for these products in a rapidly changing steel market.

Without a partnership it becomes very challenging to secure raw material inventory. Thanks to Jennmar’s Global presence and buying power, we are fortunate to be able to secure raw materials in turn ensuring a continuous service for our valuable client list. We believe that competitive pricing will entice clients but in reality, it is our level of service that sets us apart from our competition.

We have teamed up with Hecla Quebec’s operations as it is one of the most innovative mines in North America and their demands are ramping up as they drive through their second mining horizon congruently.

We have worked hand in hand to qualify our products though their engineering process and are now supplying the bulk of their ground support needs.

We see Hecla Quebec as a partner where information is shared freely back and forth always with the goal of ensuring transparency of specifications as well as dynamic changes in the mine where we have to react and change product forecasts which ensures smoother safer operations.

www.jennmar.com

SAFETY, SERVICE, AND INNOVATION Our commitment to you, our customers, is guided by three words; SAFETY, SERVICE, and INNOVATION. We are constantly moving forward creating products of the highest quality and providing you with the services which make the impossible possible. Our ability to provide our customers a complete range of complementary products and services ensures quality, efficiency and availability resulting in reduced costs, reduced lead times and increased customer satisfaction!

From our Engineers to our Technical Sales Representatives we work tirelessly with you to ensure your safety is at the forefront. We will be with you every step of the way.

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“This was an important milestone because we’re only the second mining company of our region (AbitibiTemiscamingue) to sign an agreement with the First Nation – we are very proud of that.”

INCORPORATING INNOVATION Alongside progressing and innovating the company in a responsible manner by acting on the feedback of employees, technologically speaking, there are many aspects of the Casa Berardi mine that showcase how Hecla Québec incorporate innovation.

For the past six years, Hecla Québec have been exploring the possibilities of automating above ground hoisting operations, enabling the mine to continue hoisting even without anyone underground. By so doing, the hoisting operations are fed by the rock hammer underground, which in turn is also automated from the surface. Two automated

trucks have been implemented to transport materials to a rock hammer, representing a greatly streamlined method of operation.

“We were the third mine in the world to implement that technology,” Durham tells us.

Another primary example of innovation within the mine is Hecla Québec’s work within ventilation on demand to mitigate the site’s electricity consumption. The company is looking to implement phase two of this project in the near future.

“We also worked on our underground development, through which we were able to reduce the over break of the development from 12 percent to eight percent by having an automated drill pattern within our jumbo that is doing the underground development.

“Through working on our production drilling and enabling the drill to drill an extra hole, we were able to have an average of about 12 meters of extra

production drilling per day for the past five years by doing so,” he explains.

In an ongoing effort to reduce the company’s energy consumption, energy on demand will remain a key area of focus to increase efficiency.

In terms of North America’s mining sector today, Durham observes the industry as defined by a promising dynamism.

“With the prices of the metal right now, there is a lot of enthusiasm and a lot of mines expanding.

“The future is really bright for the mining industry right now.”

Phone: 819 339-0610 relations.casaberardi@hecla-mining.com www.hecla-quebec.com

North America Outlook issue 05 | 81

PERPETUA RESOURCES

BRINGING MINING HOME As a unique, proudly Idahoan enterprise, Vice President of External Affairs at Perpetua Resources, Mckinsey Lyon, discusses the prospect of using modern mining as one of the solutions to climate change and the company’s responsibility to be environmental custodians for the next generation Writer: Phoebe Harper | Project Manager: David Knott

It is time for mining to come home.”

Mckinsey Lyon, Vice President of External Affairs at Idahobased Perpetua Resources, envisions a sustainable future where mining is no longer part of the problem, but rather, part of the solution.

As a native Idahoan, Lyon was raised with a deep appreciation for her state’s natural beauty. This makes her fully aware of the seemingly odd juxtaposition of the role modern mining can play in conserving our planet.

“I was a skeptic,” she comments. “I’d seen the scars of century-old mining practices and that was all I knew of mining.”

Yet as is often the way, particularly in this industry, scratch a little below the surface and you will unearth the real treasure.

As the name suggests, Perpetua Resources is a mining company that prioritizes responsible mineral extraction and creating solutions for the environment. This is evidenced at every stage of Perpetua Resources’ operations, from their commitments

82 | North America Outlook issue 05

to sustainability, the relationships they’ve fostered with suppliers and the local community, and finally the overarching ambition to redevelop one of the largest long-life gold projects in the United States and restore a brownfields site in the process.

Perpetua is at the nexus of the solution to a truly global problem.

MINING

North America Outlook issue 05 | 83

PERPETUA RESOURCES

M3 Perpetua Resources has relied on M3 Engineering & Technology Corp. for process and plant engineering services since 2013.

“WE ARE A MISSION-BASED COMPANY. FROM DAY ONE OUR GOAL HAS BEEN TO RESPONSIBLY RE-MINE AN ABANDONED MINING DISTRICT AND BRING ENVIRONMENTAL SOLUTIONS TO THE SITE IN THE PROCESS. PLUS, WITH THE MINERALS WE MINE AT STIBNITE, WE CAN HELP BE A PART OF THE SOLUTION FOR CLIMATE CHANGE AS WELL. WE COULDN’T BE PROUDER OF THE IMPORTANT WORK WE ARE DOING” – MCKINSEY LYON, VP EXTERNAL AFFAIRS, PERPETUA RESOURCES By responsibily mining gold and antimony in Idaho, the company can seek to redress the balance of bringing mining back to home turf.

“For too long, we’ve pushed mining off shores to places we will never see and people we will never meet,” said Lyon. “American mining is at the core of the solutions for our nation’s most pressing needs. It is impossible to ignore the strategic and environmental need to domestically produce the minerals and metals we need.”

As a corporation focused entirely on the exploration, development, and site restoration of gold-antimony-silver deposits in the Stibnite mining district in central Idaho, Perpetua Resources has access to minerals that hold the key to solving some of modern America’s most pressing issues – supply chain insecurity, infrastructure, 84 | North America Outlook issue 05

and a reduced carbon future.

Right now, the North American mining industry stands on an incredibly exciting precipice, its potential yet to be fully realized, with Perpetua Resources well-placed at the vanguard.

ESG AT THE FOREFRONT Arguably the greatest defining aspect of Perpetua Resources as a mining company, is its leading commitment to ESG. “We have been doing ESG before there was ESG,” said Lyon.

Since its formation, Perpetua Resources has understood the importance of prioritizing environmental outcomes, conducting mining activities in a responsible manner, and being transparent and accountable to community stakeholders.

M3 has worked closely with Perpetua to support and reinforce its vision for responsible resource development and environmental restoration.

This is manifested in the layout of both on-site and off-site facilities to preserve sensitive environments, minimize disturbance, and avoid geological and environmental hazards. The cooperative relationship has enabled M3 to assist Perpetua and its consultants to create a comprehensive approach to resource management that minimizes impacts and facilitates reclamation and rehabilitation of the site.

M3 and its consulting partners developed a process design that was flexible enough to process and maximize recoveries for sulfide and oxide ores, with and without recovery of a saleable antimony concentrate.

The innovative autoclave process design controls the generation of acid, reduces gold sequestration, and enables arsenic stabilization to mitigate potential environmental impacts. M3’s water management system design enables maximum flexibility in water use to respond to variable storm and snow melt conditions while conserving groundwater and minimizing treatment of contact water for discharge.

M3 is proud to stand with Perpetua Resources to advance this project to provide a U.S. source of strategic minerals and facilitate the restoration of this environmentally sensitive, historically impacted mining area.

M3 is eager to apply its extensive Engineering, Procurement, and Construction Management experience to assist Perpetua Resources in making the Stibnite Gold Project an exemplary mining and restoration operation.

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Environmental and social responsibility and good governance is firmly entrenched into all aspects of operations.

“WE PLAN TO REDEVELOP ONE OF THE LARGEST, LOWEST COST AND LONG-LIFE GOLD PROJECTS IN THE US” – MCKINSEY LYON, VP EXTERNAL AFFAIRS, PERPETUA RESOURCES

THE STIBNITE GOLD PROJECT As Perpetua’s flagship project, the Stibnite Gold Project is the total embodiment of the company’s ethos and ways of working with the surrounding communities.

The project is unique because it is located in a brownfields site. The Stibnite mining district was mined on and off for more than a century before it was abandoned. Modern mining presents the best opportunity to restore the legacy mining impacts left behind, particularly activity that occurred on site during WWII. “Our project brings the resources and expertise for legacy clean up and is the only viable solution to address the environmental legacies that remain at Stibnite,” Lyon explains.

86 | North America Outlook issue 05

Perpetua Resource’s activities at Stibinite will be instrumental in restoring the natural flow of the headwaters of the salmon river and reintroducing open fish migration to miles of upstream habitat that has been blocked for over 80 years.

“Our solution for fish passage comes both through a temporary fix in the first years of operation via the fish passage tunnel and permanently through complete river restoration to achieve volitional passage,” she continues.

The company will improve water quality by picking up, reprocessing, and safely storing millions of tons of legacy tailings, whilst bringing uplift

to habitat, wetlands and stream functionality.

“In addition to cleaning up legacy tailings, helping fish access miles of critical habitat, and restoring a river that currently flows into an abandoned mining pit, the Stibnite Gold Project can help power the clean future,” Lyon explains. “Our next milestone in the environmental permitting process is for the US Forest Service to release a report known as the Supplemental Draft Environmental Impact Statement, which we expect in the first quarter of 2022. This report evaluates our project design after improvements were brought forward based on public

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and regulatory agency feedback.

We anticipate a final decision on the project in the first half of 2023.”

In addition to bringing environmental solutions to Stibnite, Perpetua is excited about the role it can play in America’s clean energy future.

“The Stibnite Gold Project will be the only US mined source of the critical mineral antimony. Some of the antimony from our site will be used to support low carbon battery storage technology.”

Perpetua recently signed a strategic agreement with clean battery storage company, Ambri.

CONSERVING IDAHO IIt is no secret that Perpetua’s greatest resources are its people. The company consists of 34 employees, about 40 percent of which are female (50 percent when you look at just the executive team) – a rare

phenomenon in an industry that is widely recognized for being male-dominated.

AN ANTIMONYPOWERED FUTURE Antimony is a federally designated critical mineral for its use across multiple sectors.

“Today, 90 percent of the global antimony supply is dominated

by China, Russia and Tajikistan.

The Stibnite Gold Project would be the only domestically mined source of antimony, which is needed for defense, technology and energy applications.”

- Mckinsey Lyon, VP External Affairs, Perpetua Resources

Indeed, it was this people-centric and environmentally-minded focus that converted Lyon from an initial skeptic to a full-blown believer in the positive potential of modern mining.

“It was meeting the men and women working in mining today that showed me we share the same values and we are equally committed to protecting the resources we love while providing for our families and our nation.

“After seeing the ethos of the people in the industry today and regulatory environment shaping American mining, I know that mining in the US is the most ethical and environmentally sustainable choice we can make. It is what keeps me committed to this industry.”

As a proudly local employer, most of Perpetua Resources’ employees are Idahoans. As such, the staff behind Perpetua Resources are naturally invested in the project and North America Outlook issue 05 | 87

PERPETUA RESOURCES embrace their role as custodians and environmental stewards of the place they call home.

With such a laudable mission at the fore and a prevailing commitment to ESG, recruitment and retaining talent

DID YOU KNOW? In the last few years, Perpetua Resources has: • Spent 11,758 hours in the community.

• Given 939 presentations and community meetings (2015-2020).

• Provided 192 site tours for 1,827 people (2014-2020).

• Committed to a dark skies lighting policy (2019 Dark Skies Report and Commitment).

88 | North America Outlook issue 05

comes relatively easy for Perpetua Resources.

“Our employees and contractors want to be a part of something that is truly unique. Each one of us was drawn to the company because of the vision that we can use responsible, modern redevelopment to restore an abandoned mining site.

“Providing a flexible workplace, empowering all voices through diversity, equity, and inclusion practices, and taking time to celebrate our successes has helped us maintain momentum and connection as a team,” Lyon tells us.

On a similar level of importance is the company’s involvement in the local community, with Perpetua Resources relying and acting on community feedback to improve aspects of its plans from environmental outcomes to transportation routes.

Lyon, and by extension Perpetua,

are fully alert to the discord that can arise between mining companies and surrounding communities, hence the company’s prioritization of amassing local support by opening a dialogue with schools, governments, community groups and businesses, to ensure everyone’s interests are vested in the improvement of the project.

“The Stibnite Advisory Council and Stibnite Foundation are great examples of the partnerships between Perpetua and the community.

Stemming from our 2018 community agreement, the Stibnite Advisory Council and Stibnite Foundation are our commitments to listen, partner and provide sustainable and longterm benefits to the surronding communities.”

“Corporate social responsibility is at the core of who we are and guides our actions of being a good community partner.”

MINING

DID YOU KNOW? In the last few years, Perpetua Resources has: • Planted over 63,000 trees to support habitat improvements in the region.

• Produced 47,000 kilowatthours (kWh) of solar energy to support its work at Stibnite.

• Published its carbon inventory.

• Gone 112 months without a reportable spill and 67 months without an Loss Time Incident.

Perpetua’s clear mission and desire to prove modern mining can be a tool for environmental restoration has gained support from investors.

“We recently raised $50 million through a financing that leaves

us well-capitalized through the permitting process,” she tells us.

One particularly significant working partnership, is Perpetua Resources’ ongoing association with the American liquid battery producer Ambri. The two companies signed an agreement to collaborate in August 2021.

“The partnership with Ambri and their clean energy storage battery is a significant partnership and propels not only our ESG commitments but also draws attention to the strategic importance of the project,” Lyon tells us.

The project will provide a major boon for job opportunities, estimated to provide 500-600 direct jobs to rural Idaho during operation, whilst

underscoring the role of the mine in accelerating America’s clean energy future.

With the company’s vision embodied by Idaho’s state motto, Esto Perpetua, let it be perpetual, Perpetua Resources is poised to be an important player in America’s modern mining landscape for years to come.

Phone: 208-901-3060 community@perpetua.us www.perpetuaresources.com

North America Outlook issue 05 | 89

PARAMOUNT GOLD NEVADA

THE FOREFRONT OF CHANGE Rachel Goldman, CEO at Paramount Gold Nevada, discusses her firm’s major projects in the mining industry and the importance of bringing transformation to the space Writer: Sean Galea-Pace | Project Manager: David Knott

90 | North America Outlook issue 05

MINING

P

aramount Gold Nevada is a company that doesn’t believe in standing still. Today, an agile and lean mentality, particularly in mining, acts as a real competitive advantage.

The company is in the business of acquiring, exploring, and developing precious metals projects in the United States.

Paramount’s philosophy is to provide shareholders with industry-leading exposure to high-quality US gold assets while reducing many of the risks inherent to junior mining firms.

And leading operations at Paramount is Rachel Goldman.

Indeed, Goldman took an alternative path into the mining industry and spent the first 20 years of her career working in finance. “I worked in capital markets in Canada for a number of different institutionally focused brokerage firms,” she says. “Working for a Canadian brokerage firm, you tend to have a major emphasis on the natural resource sector.

My client base included a lot of portfolio managers and other investors that focused on natural resources.

I ended up interacting with many companies within that sector and it became a specialty area for me. After spending 20 years doing almost the same thing for different organizations, it was time for me to make a change.”

And change she did. Following a one-year career break, Goldman was approached to join Paramount by company Chairman Rudi Fronk who had mutual business acquaintances with Goldman. “Having met each other, we connected well, and he asked if I was interested in stepping into the CEO role,” she explains. “As a first timer, it was initially a shocking proposition, however, it has been a fantastic experience largely due to the incredible support I get from the seasoned management team and board at Paramount. There have been a number of aspects of the business that I have become familiar with in this role that I didn’t have access to when working in more of an advisory capacity.”

“Although, I must say it hasn’t all been learning on the job, I think I’ve brought insight and experience on the capital markets which are now proving helpful to broaden the company’s prospects in regard to access to capital.”

Paramount is headquartered in Nevada, however, its employees are based across North and South America. As a result, this flexibility acted as a competitive advantage when COVID-19 emerged as the team was used to operating remotely. “Our assets are pre-production stage, so we have a development asset in Oregon and an exploration focused asset in Nevada. We were very fortunate going into COVID because not having any active operations means you don’t have to worry about shutting down operations that were not necessarily designed to be shut down on short notice,” explains Goldman. “It can be difficult and costly to restart a mine once it’s been shut down and there can be unexpected challenges that result. Secondly because our team is so accustomed to communicating

North America Outlook issue 05 | 91

PARAMOUNT GOLD NEVADA electronically, it was an easy transition to operate virtually.

“Our team has not travelled in 16 months, and I haven’t been on a plane since March 2020. That’s very unusual, particularly in my role as I’d often be travelling to conferences and visiting investors but for now everything’s online. Our big deliverable in 2020 was the completion of the feasibility study on our Grassy Mountain project in Oregon. The study had reached the stage where the balance of the required work was desktop focused and hence was able to be completed on time. We are also fortunate to have several US based consultants that we work with who can handle on-site affairs, should they arise while travel is restricted.”

GOLDMAN ON MANAGING COVID-19 “We’re a very small team with only seven full-time employees.

When everyone is working from home, it’s a lot harder to separate work from home life. It can be more difficult for people to establish a balance, and with COVID some people haven’t taken any vacation time. It’s an important discipline in this environment to carve out time to ensure you’re looking after yourself personally too.”

- Rachel Goldman, CEO, Paramount Gold Nevada

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GRASSY MOUNTAIN GOLD PROJECT Located in Malheur County, eastern Oregon, the project site is based in the rolling hills of the high desert region of the far western Snake River Plain and consists of three patented lode claims where the deposit is located.

The local terrain is easier to moderate, with elevations ranging from 3,300 to 4,300 feet above the average sea level.

Paramount owns 100 percent of the private land on which the gold deposit sits and controls all mining claims within the 8,200 acre land package. Upon the acquisition of Calico Resources in 2016, Paramount has been focused on advancing the high-grade Grassy Mountain project towards production.

“In terms of the company’s positioning, it has been our singular focus since we acquired it,” explains Goldman. “Grassy Mountain had to move through successive stages of study such as a pre-feasibility study and a feasibility study so each of those steps requires a certain amount of groundwork to populate the data needed to complete those studies.”

Indeed, Grassy Mountain will be the first mine ever permitted in the state of Oregon, which has meant increased demand on management’s time and resources, as well as capital. Goldman believes it is set to be a truly groundbreaking event.

“If you think about Oregon, it is surrounded by other states that have very active and vibrant mining industries so for this to be the first project moving through the state’s permitting process, there are a lot of eyes on what we’re doing because it will be a huge event for Paramount and the state generally,” explains Goldman.

“If it goes well, it could open up more opportunities for capital inflow into Oregon by companies looking for other deposits that are worthy of bringing into production.”

SLR SLR is proud to be supporting the Grassy Mountain Mine project by leading the local, state, and federal environmental permitting efforts.

Grassy Mountain Mine will be the first chemical process mine permitted in the state of Oregon since the formation of Department of Geology and Mineral Industries (DOGAMI) and the establishment of chemical mine process regulations for the State of Oregon.

This poses challenges for all stakeholders and has resulted in a truly cooperative approach by the Paramount Gold (Calico), DOGAMI, Oregon Department of Environmental Quality, and SLR.

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The Paramount Gold Nevada team reviews Grassy Core at Coreshack in Vale, Oregon

MINING

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North America Outlook issue 05 | 93

PARAMOUNT GOLD NEVADA SLEEPER GOLD PROJECT Paramount owns a 100 percent interest in the Sleeper Gold project, a former high-grade open pit gold producer located off a main highway around 25 miles northwest of the town of Winnemucca, Nevada. The Sleeper mine operated by AMAX Gold from 1986 until 1996, produced around 1.66 million ounces of gold and 2.3 million ounces of silver. Paramount has assembled a district-scale project with significant unexplored gold potential. “Sleeper is a past producing mine which was very prolific in its day as it was mining from one very high-grade vein,” explains Goldman.

“Since acquiring the project, we have completed award-winning reclamation work on the property and accumulated additional land

to expand our holdings. Today, in a $1,700 or $1,800 gold price environment, the project will have much more attractive economics.

We are currently allocating capital towards development work at Sleeper which will include additional analysis of historical data, as well as metallurgical studies and drilling.

“Nevada is one of the world’s best mining jurisdictions and we have a great land position there. We are at a juncture where much of the hard work on permitting has been completed at Grassy Mountain, so that we now have the time and capital to allocate at Sleeper. I think that Sleeper given its well established and favourable geography will become an increasingly bigger part of the Paramount story moving forward.”

FROST PROJECT In 2018, Paramount entered into an agreement with wholly-owned subsidiary of Ely Gold Royalties to purchase a 100 percent interest in 896 acres known as the Frost project.

Located in the Owyhee uplands of south-eastern Oregon, Goldman is eagerly anticipating what the future of the project could hold. “The strategic advantage of Frost is that it is only 12 miles away from our Grassy Mountain project,” discusses Goldman. “It’s an exploration property that had been drilled in the 1990s with exciting results which were never followed up on. Any significant gold discovered at Frost would be trucked to the Grassy Mountain site which would improve overall project economics and extend the mine life at Grassy.”

“IT CAN BE DIFFICULT AND COSTLY TO RESTART A MINE ONCE IT’S BEEN SHUT DOWN AND THERE CAN BE UNEXPECTED CHALLENGES THAT RESULT” - RACHEL GOLDMAN, CEO, PARAMOUNT GOLD NEVADA

Sleeper Gold Project drilling by sunset

94 | North America Outlook issue 05

MINING

Sleeper Gold Project core samples

Sleeper Gold Project aerial view

WOMEN IN MINING Mining is traditionally regarded as a male-dominated industry that is old school and slower to adopt new technology and implement new processes. Reflecting on the gender divide, Goldman believes that although positive change is underway, there is still a significant gap to be bridged. “I have read that in Canada, women make up less than 20 percent of the mining industry as compared to about 50 percent of all industries, so we certainly aren’t there yet,” she discusses. “When one visits old mines, they won’t necessarily have a separate washroom for women. This is an example of basic things that have changed, but perceptions can take longer to evolve.”

Goldman believes that in order to

Sleeper Gold Project drilling operations

increase women’s participation in mining, there must be a major push in schools to highlight that the industry is a viable option. “Don’t wait until people are applying to university before you showcase that mining could be a career for women,” she affirms. “There are so many different types of jobs in the industry that can suit a variety of skillsets and interests.

Education is key to overcoming gender bias in the industry. Clearly there’s still work to be done but progress is being made.”

Moving forward, the target for Paramount hasn’t shifted. The organization still maintains plans to progress Grassy Mountain through permitting and into production.

“That’s our key focus. We will have incremental data points that we

share with the market in terms of that progress,” says Goldman. “The future of Paramount will revolve around the permitting efforts at Grassy Mountain while simultaneously advancing our Sleeper project in Nevada, and creating new opportunities to fuel growth. We are always looking for ways to de-risk and advance our assets based on the best interests of our shareholders and other stakeholders. The future is exciting.”

Phone: 1.613.226.9881 ext. 201 ctheo@paramountnevada.com www.paramountnevada.com

North America Outlook issue 05 | 95

U.S. DEPARTMENT OF THE AIR FORCE

I

n her role as Chief Information Officer (CIO) for the U.S. Department of the Air Force, Lauren Knausenberger has the privilege of supporting 20,000 cyber operations personnel globally and a portfolio valued at $17 billion. The department, consisting of both the U.S. Air Force and the U.S. Space Force, is made up of 750,000 people located on 150 bases around the world.

“We have a pretty big job to say the least,” she muses. “We maintain 96 | North America Outlook issue 05

all of the department’s global military networks, including the full tech stack – from basic connectivity to the cloud, data layer, software, and building the foundation for increased use of Artificial Intelligence (AI).

We also ensure that all the Airmen and Guardians have the digital tools they need to do their jobs, and that we recruit and develop the digital talent we need for the future of the department.”

Prior to her position as CIO,

Knausenberger was Chief Transformation Officer (CTO); a role that is very much still relevant in her career today.

“In my last position as CTO, I could just pick a problem and pursue it.

In my current role there are many existing problems to solve, and the bigger challenge is to prioritize which large problem to tackle first.

You also can’t just solve a problem once – you have to be able to solve it in a repeatable way, and at huge

AEROSPACE

ADVANCING

AEROSPACE “We are laser focused on driving a rock solid digital foundation for the entire department.”

Lauren Knausenberger, CIO for the U.S. Department of the Air Force, discusses Operation Flamethrower and the latest developments across the space Writer: Marcus Kääpä | Project Manager: Tom Cullum

scale,” she tells us. “There are several problems I was able to solve for some communities as CTO, focusing on data and software, which still require more investment in the digital foundation – the basic infrastructure – to be able to solve at scale for everyone. These are really hard-hitting enterprise items that take more time, focus, and significant investment. That challenge made becoming CIO an obvious next step in my journey.

“Right now, we are laser focused on

driving a rock solid digital foundation for the entire department.”

DIGITAL PRACTICALITY Within the department, there is a push towards making the jobs and tasks of Airmen and Guardians as streamlined as possible, addressing issues from minor to significant.

“There are small problems that get in peoples’ way every day, and fixing these can dramatically improve speed,” Knausenberger tells us. “We

are about to roll out an enterprisewide user experience dashboard that will be able to identify which applications, networks or machines are slow, and pinpoint exactly where the biggest issues are for our Airmen and Guardians.”

The rapid identification and resolution of digital problems will help make the lives of the department’s Airmen and Guardians operationally smoother and easier day-to-day.

While fluidity and practicality North America Outlook issue 05 | 97

U.S. DEPARTMENT OF THE AIR FORCE are paramount to successful military activities and operations, Knausenberger has also launched a greater project focused on larger scale internal development within the department.

OPERATION FLAMETHROWER As the name suggests, Operation Flamethrower is a new aggressive project that the U.S. Department of the Air Force is currently undertaking, aimed at combatting inefficiencies within the department, as Knausenberger explains.

“We want to ruthlessly attack manual processes, outdated policy, and redundant IT,” she affirms.

“There are a lot of ways we can use IT to automate manual processes across our business and mission environments, and even across our IT enterprise. If there is somebody physically slogging away at manual

processes, we are wasting their time; we need to divert them to real missions that require their full brain power.

“If we have extra IT equipment, or if we are doing the same thing 10 different times, we’re not working together as an enterprise. We may be wasting money and we will probably have a worse user experience overall.

In light of this, I have asked our cyber professionals and Airmen and Guardians, ‘where do you wish you could just pull out a flamethrower and burn any problems that were in your way?’ And so, this operation is effectively looking for those things to burn, and determining what should emerge from those ashes.”

For Knausenberger and the department, aspects of daily operation such as manual processes in network routing (which the U.S. Air Force is currently in the process

LAUREN KNAUSENBERGER CHIEF INFORMATION OFFICER Lauren Knausenberger provides oversight of the U.S. Department of the Air Force’s Information Technology portfolio, including the investment strategy from networks to cloud computing, data strategy, Artificial Intelligence, enterprise policies, information resources management, IT innovation initiatives, information assurance, and related matters.

As CIO, Knausenberger integrates Air Force warfighting and mission support capabilities by networking and securing air, space, and terrestrial assets. Knausenberger delivers cyber security, and enforces the Freedom of Information Act and Privacy Act laws. Knausenberger also leads career management initiatives for 10,000 civilian IT/cyber personnel across all human resources facets, from recruiting to professional development.

98 | North America Outlook issue 05

of automating) and getting rid of alternative VPNs in favor of one solution, are ways of helping alleviate inefficiency.

“We had a lot of legacy exchange servers, and as we are currently using Microsoft’s O365, we don’t need all of those legacy servers in the mix,” Knausenberger continues. “There is a lot of IT service management redundancy where we have, for example, 20 different versions of the same software and none of them will be connected, so we are getting rid of this and replacing it with an enterprise solution. Similarly, we are currently utilizing multiple security solutions that literally suck the speed out of our laptops. We are in the process of streamlining in all of these areas to dramatically improve our user experience, enhance our security, and divert those resources to other digital transformation projects that will continue to generate trade space.”

“We have been moving forward with a lot of improvements, but really the core focus of Operation Flamethrower is about creating trade space, ‘trimming fat’ where we can – such as clamping down on the duplication of effort or places where we are simply not working smartly – and using this to invest in smart modernization. We are trying to make targeted investments in these areas.”

“WE WANT TO RUTHLESSLY ATTACK MANUAL PROCESSES, OUTDATED POLICY, AND REDUNDANT IT” - LAUREN KNAUSENBERGER, CIO, UNITED STATES DEPARTMENT OF THE AIR FORCE

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Lauren Knausenberger aboard the U2 with the Department of the Air Force

TECHNOLOGICAL DEVELOPMENT The U.S. Air Force is collaborating with multiple start-up organizations that are driven to provide the best in the technology field. Agility Prime is one such initiative specializing in flight technology.

“We are leveraging AFWERX’s Agility Prime program to develop the technology and systems for flying cars,” Knausenberger tells us. “This kind of technology can revolutionize the future of helicopters, and therefore change and improve the future of personnel recovery.

“At present helicopters are limited in their ability to land anywhere, especially in disaster zones where people often need help. The U.S. Air Force doesn’t just conduct military operations; we provide humanitarian assistance and disaster recoveries within the US and all over the world.

We are often called to other countries

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to provide logistical aid and personnel rescue. Being able to utilize more effective technology in this area is going to make a hugely positive impact.”

Hypergiant works in the field of space and AI systems. Another close partner to the department, Hypergiant utilizes LIDAR detection

systems that work on the principle of radar but instead using light from lasers, which can be used to find and rescue victims from earthquake disasters.

“There are so many smart companies that provide solutions to problems,” Knausenberger elaborates. “On the side of IT, we North America Outlook issue 05 | 99

U.S. DEPARTMENT OF THE AIR FORCE vital frontier that is having to be addressed. The growing digital age has given rise to a substantial calibre of cyber threats; a space in the digital realm that the department is ensuring it can combat and prevent.

In order to do so, the department is working alongside multiple organizations to make use of the latest in digital security and ceaselessly develop its own protection capabilities, as Knausenberger elaborates.

“HackerOne and Synack continue to both be incredible partners for our ‘Hack the Air Force’ events, and bring together a large team of cyber researchers to test our digital defenses,” she says. “Dark Wolf has been a long-time partner who helped us to leverage hackers for the purpose of system accreditation. are solving a lot of large enterprise issues through partnering with large technology companies such as Accenture, VMWare, Microsoft, Amazon and Google.

“These companies, and our strong bench of partners, have implemented solutions for large corporations across the world, they care about our mission, and they bring fresh perspective. When it comes to really efficient operations, we need these proven partners to help us succeed.”

In the realm of AI, the department has partnered with Massachusetts Institute of Technology (MIT). With service members working with the university, and alongside commercial companies, the development of AI-driven speech-to-text technology becomes an all important addition for the department’s communications, especially when working with multiple different countries and languages.

PROTECTING CYBER SPACE While the latest technology and IT solutions remain as a core and necessary part of the department of the Air Force’s U.S. Department and evolution, there is also an increasingly 100 | North America Outlook issue 05

Above: A medical team removes a patient from a helicopter as part of the validation exercise for the 32nd Hospital Center at the JRTC. Right: An MH-60S Sea Hawk, assigned to the “Black Knights” of Helicopter Sea Combat Squadron (HSC) 4

EXTERNAL SUPPORT With operations spanning the globe, the department has to ensure that its internal systems are fit with the latest technology and are strongly defended against external threats. Relationships between the department and the many companies and organizations that support it are paramount to the safety of not only employees and service members, but also the larger international community.

“You have to be able to trust commercial partners, and this trust needs to be consistent throughout the relationship,” says Knausenberger. “Our twoway partnerships are incredibly important, and we have a great rapport with these partners.

“We appreciate having partners that are mission-first and who want to do good things for our country.”

AEROSPACE

“We also have an ongoing vulnerability disclosure program to ensure that we continually develop and enhance our security for the betterment and safety of our servicemen and the wider community.

Through this program we pay a bounty to cyber citizens who bring critical vulnerabilities to the attention of the department.”

A fourth cyber-security partner for the department is Rebellion Defense.

The company provides automated penetration testing to consistently measure the strength of the department’s cyber security and any potential vulnerabilities in the area.

“There is a six-trillion dollar a year cybercrime market and only a few hundred-billion-dollar cyber security market. We are undertaking some very exciting developments and are hoping to bring more people over to the legal and ethical hacking side,” Knausenberger says.

THE AIR AND SPACE FORCE OF THE FUTURE The U.S. Department of the Air Force is home to many dedicated people who strive to be a part of something

Vice Chairman of the Joint Chiefs of Staff Air Force Gen. John E. Hyten swears in six enlisted service members assigned to the White House Communications Agency into the Space Force during a virtual ceremony at the Pentagon, Feb. 19, 2021. (DOD Photo by Navy Petty Officer 1st Class Carlos M. Vazquez II)

greater than themselves; a notion that resonates throughout military culture globally. This heroism and the opportunity to save lives drives what many consider a superhero culture within the military, and the evolution of this notion is as important as the many technological developments driving change.

“Over the next couple of years, I expect the department to move more towards a single enterprise,” Knausenberger informs us. “That is, fewer stove-piped efforts, and more a combined and collective effort to face and address the threats that emerge.

Creating the space to innovate and collaborate in an enterprise environment is key.”

According to Knausenberger, the efficient and collaborative operation between individuals and teams across the department will lead to a future in which they can face the many challenges of the field together. The all-important and aforementioned development of a strong digital foundation is a vital part of this evolution.

www.safcn.af.mil

North America Outlook issue 05 | 101

PANAMA PORTS COMPANY

REALIZING

Jared Zerbe, CEO at Panama Ports Company, tells all about operations at Panama’s most prominent port investor Writer: Sean Galea-Pace | Project Manager: Tom Cullum

102 | North America Outlook issue 05

SUPPLY CHAIN

POTENTIAL

It is part of our Vision 2030 to develop a whole new line and diverse business with more upskilled jobs and value-added services.”

Transformation is the aim of the game for Jared Zerbe, CEO at Panama Ports Company (PPC). Recently, PPC has modernized one of its warehouses inside Balboa port and is using it as a pilot project to develop

further significant warehouses and distribution facilities.

“This will help us grow our business and market share in the region.

In addition to this, we have been developing other non-containerized projects such as new cruise facilities in our Atlantic terminal and more Ro-Ro transhipment regional business,” adds Zerbe. “We are also planning expansions in both of our terminals

to handle the increased container volumes we forecast in the coming years.”

Panama Ports Company is a subsidiary of Hutchison Port Holdings which operates throughout Panama on a 25-year extendable concession granted by the government. Hutchison Ports PPC manages and operates the Ports of Balboa and Cristobal, strategically located on the Pacific

North America Outlook issue 05 | 103

PANAMA PORTS COMPANY and Atlantic side of the Panama Canal, respectively. Hutchison Ports is the world’s leading port investor, developer, and operator with a network of port operations in 52 ports, spanning 26 countries throughout Asia, the Middle East, Africa, Europe, the Americas and Australasia.

HUTCHISON PORTS PPC: AT A GLANCE Hutchison Ports PPC manages and operates the Ports of Balboa and Cristobal, strategically located on the Pacific and Atlantic side of the Panama Canal, respectively. Hutchison Pots PPC is a member of Hutchison Ports, the ports and related services division of CK Hutchison Holdings Limited. Hutchison Ports is the world’s leading port investor, developer, and operator with a network of port operations in 52 ports, spanning 26 countries throughout Asia, the Middle East, Africa, Europe, the Americas and Australasia.

Jared Zerbe, CEO at Panama Ports Company

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These truly world-class facilities are connected by a railroad and serve as a one-stop-shop for trans-shipment and logistics services in Latin America and the Caribbean, both for inbound and outbound trade. The ports are equipped with comprehensive facilities for handling containers, general cargo, bulk cargo, Ro-Ro and passenger vessels. PPC is the largest port investor in Panama, generating a workforce of 5,000 direct jobs and around 25,000 indirect ones.

For Zerbe himself, he began his career as a lawyer in London and then moved to Scotland to conduct energy and infrastructure company mergers and acquisitions.

“Hutchison Ports hired me and moved me to Hong Kong as a dual lawyer and project manager for business development of new port projects,” says Zerbe. “This is actually how I started in the supply chain industry which as critical infrastructure is related to the overall field I focused on. 16 years later after Hutchison first hired me, I’ve lived all over the world in Asia, Europe, India, the Americas, and Africa, but always in port cities. To me, it’s a type of job that doesn’t feel like work and I love it, especially living next to the oceans all over the world. I feel fortunate to have the career I have had.”

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HUTCHISON PORTS PPC - BALBOA Hutchison Ports PPC, Balboa, is located on the Pacific side of the Panama Canal. With Balboa’s unique and strategic location, it is the preferred transhipment terminal in Latin America today. The port is well equipped for a variety of dynamic services, such as handling general and reefer container, project cargo, Ro-Ro, and intermodal services. Its worldclass facilities are well connected to rail and road serving as a one-stopshop for trans-shipment and logistic services in Latin America and the 106 | North America Outlook issue 05

Caribbean, both for inbound and outbound trade.

Port of Balboa’s location makes it Latin America’s number one transshipping terminal with an annual capacity of five million TEU. The port has five berths positions for Panamax, Post Panamax and Super Post Panamax vessels, with a 1,710-meter dock, 25 quay cranes; seven Super Post Panamax with a reach of 24 rows of containers, 10 Post Panamax with a reach of 20 rows of containers and eight Panamax with a reach of 13 rows of containers.

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North America Outlook issue 05 | 107

PANAMA PORTS COMPANY HUTCHISON PORTS PPC - CRISTOBAL Hutchison Ports PPC, Cristobal, is located at the Atlantic entrance of the Panama Canal; its strategic position allows for connection with the most important shipping routes in the Caribbean and the Atlantic Ocean.

The port has a unique design with multipurpose berths which allows the management of a wide variety of services, including general cargo, reefer containers, non-containerized cargo and warehouse. Inter terminal railways connecting Hutchison Ports PPC Balboa and Cristobal has become the fastest way to link the terminals of both coasts to the reduced distance between the two oceans.

The port has three berth positions for Panamax and Post Panamax vessels, a 970-meter dock 13 quay cranes, of which five are Post Panamax with a reach of 19 rows of containers, four are Post Panamax with a reach of 14 rows of containers

and four Panamax with a reach of 13 rows of containers and a two million TEU annual capacity.

Operating a robust supply chain is a key component to achieving longterm success. Zerbe acknowledges that developing influential relationships that can drive both businesses forwards is the way to go.

“Partner and supplier relationships are key to our success,” stresses Zerbe. “With one of our biggest suppliers, in June we held a fullday offsite and workshop to look at how we can improve our partnership relationship in terms of communication and efficient processes.

“Our suppliers really are partners, and we take a partnership approach with them. I make sure to meet the senior management of all of our large suppliers regularly to always strive for better partnership and continuous improvement of our working relationships and processes.”

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North America Outlook issue 05 | 109

PANAMA PORTS COMPANY

NORTH AMERICA OUTLOOK: WHAT SETS PPC APART FROM COMPETITION? Jared Zerbe, CEO: “We are the only operator in Panama that has ports on each side of the Panama Canal. We are also doing significant amounts of noncontainerized cargo in addition to handling the most container volumes of any operator. PPC has a lot better strategic positions with our locations and facilities along with very good rail access inside the terminals for those customers who want to drop boxes off on one side of the canal and send them by train to the other side. We are expecting this year to handle 3.5 million TEUs and the reason for this is due to our strategic locations and productivity standards, as well the stability and consistency of our services.”

110 | North America Outlook issue 05

Recruiting and retaining the right employees is an essential part of any successful company’s strategy.

Panama Ports Company has been built on a solid foundation of constant innovation with a positive culture showcased throughout the organization.

“We strongly believe that the staff’s continuous follow-up enables every aspect to be more precise and effective in the port environment; therefore, we can all share the knowledge acquired, making it possible for better performance,” explains Zerbe.

“In PPC, our effort is to minimize the shortcomings and to learn from our mistakes. This decision permits

us to counteract the weaknesses or challenges we may face.

“What unites our staff is the ambition to make our network of ports stronger, sharing knowledge, skills, and innovations freely across borders, oceans, and continents so that wherever in the world we operate, we operate to the very best standards.

“As employers, we acknowledge the importance not only of our staff’s continuous welfare but also of the care of the community and environment in which we live and operate. Our corporate culture of sharing best practices allows us to operate at the highest standards.

We believe that our support should transcend the traditional role as

SUPPLY CHAIN

employers and reach out to offer meaningful help to the less fortunate.”

Moving forward, Zerbe acknowledges the challenges of the past few years but is feeling positive about the future. “2020 was quite tough in many ways, including profitability,” stresses Zerbe.

“We have worked hard to get additional business regionally in 2021 and handle significant volumes of containers as well as signed contracts with two large Ro-Ro companies to manage more cars in Panama for the Central and South American market.

One of our big priorities is to increase profitability but also to build a solid foundation for future growth.”

Indeed, the company has achieved

significant stability over the past two years. As such, Zerbe believes his company has minimized the impact of COVID-19 better than lots of its rivals.

“We took very strong measures early on when the virus first started and daily management meetings as well as tried to be ahead of the curve as being the first ones to put in place thermal temperature readers at gates so staff didn’t have to be checked individually up close by security but could be checked while walking in, without stopping,” explains Zerbe.

“This helped our physical distancing significantly. This is just one of many examples but what it highlights is also one of our priorities, to get back to a ‘new normal’ for all staff being able

to continue, on a safe and protected work environment.

“We have been working hard to expand managing additional cargo and diversity into more handling of cars, grow our general and bulk cargo businesses as well as better optimize our property developments.”

CRISTOBAL PORT Ph: 9.354320, -79.905655 BALBOA PORT Ph: 8.962670, -79.564580 www.ppc.com

North America Outlook issue 05 | 111

BLG US

112 | North America Outlook issue 05

SUPPLY CHAIN

Championing

PEOPLE Randy Pettigrew, Chief Operating Officer at BLG US, discusses the importance of placing employees at the heart of strategy Writer: Sean Galea-Pace Project Manager: Tom Cullum Our purpose and our employees are what sets BLG apart from other organizations.”

That’s the view of Randy Pettigrew, Chief Operating Officer (COO) at BLG US. His division is part of the global BLG Logistics organization which operates with over 18,000 employees worldwide. With a plethora of quality staff at its fingertips, the firm recognizes the importance of keeping its people in-house.

North America Outlook issue 05 | 113

BLG US

NORTH AMERICA OUTLOOK: CAN YOU EXPLAIN HOW YOU BECAME INTERESTED IN THE INDUSTRY TO BEGIN WITH? Randy Pettigrew, COO: “I went through my career with no expectations. My first role in the industry was in management in reverse logistics, and that provided a good grounding. As the opportunities came throughout the years, I always considered each one carefully and when they looked interesting, I decided to give it a go. From my perspective, having had experience in many different types of roles, I really enjoyed the idea of moving something from point A to B.”

“This all comes down to our mentality of being the employer of choice wherever we are,” explains Pettigrew. “If you treat your employees well and take care of them, then your people will do what’s needed to meet the company goals.

That’s our competitive edge.”

In order to make that vision come to fruition, Pettigrew affirms that creating a positive environment that allows people to thrive is paramount.

114 | North America Outlook issue 05

“Culture is critical, and empowerment can be an amazing force for positive results. However, there’s also a fine line to be aware of,” he says. “You want to empower your employees to the point of creating innovation and new ideas without slipping into the edge of chaos. An organization is more effective by walking along that line, allowing more opportunities to improve and innovate, thus creating better employee performance and results.”

BLG is a full-service logistics firm that specializes in automotive logistics, industrial and production, wholesale and retail logistics, as well as finished product logistics.

Pettigrew leads BLG’s operations across North America and is a vastly experienced multi-industry professional with over 25 years’ experience. He is a strong hands-on leader with a unique blend of technical, operational, financial, and organizational strengths, and

Count on BLG Logistics for whatever you need to improve your supply chain! The firm provides, value-added solutions in warehousing, distribution, packaging and manufacturing logistics, worldwide.

has worked for a multitude of organizations across numerous different roles.

“My career has been a bit crazy because I’ve worked in a huge number of different positions and industries, and I feel pretty lucky about that. If you have one track in your career, you don’t get the full visibility. I’ve had the opportunity to become a real generalist with a background in financial, pricing, sales and a whole host of different areas in the supply chain. What I learned was that regardless of what position you’re in, everything comes back to logistics.

“When you think about what’s on the store shelf and you look at a loaf of bread and question how many times it was touched to get to where it sits on the shelf is amazing. I find the whole process of supply chain incredible.”

Having previously served as Head of Business Operations at BLG Logistics, Pettigrew was persuaded to return to the organization after a

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short hiatus. He remains inspired by the stability of the management team.

“BLG is an amazing organization driven by the management team,” he affirms. “This team has remained in place throughout the years and are an important part of the company.

Over the years, BLG’s core vision, has remained the same and we are dedicated to serving our customers.”

Pettigrew maintains that despite his wide range of positions, his mantra as a leader hasn’t shifted. “I think the main fundamentals have always been the same,” says Pettigrew. “It really comes down to creating an environment for your employees and teams to be successful. If we foster the right environment, then they can each perform to their maximum potential within their own role. This can happen through policies, processes and procedures that encourage and support your team to utilize sometimes hidden talents in their job.”

BLG imports automotive parts

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“IT REALLY COMES DOWN TO CREATING AN ENVIRONMENT FOR YOUR EMPLOYEES AND TEAMS TO BE SUCCESSFUL” – RANDY PETTIGREW, COO, BLG US from overseas which primarily come in one-way packaging. Upon arriving at the facility, it is repacked to get it to the automotive assembly plants that will generally be handled in two-way packaging. For Pettigrew, it is an extremely influential project that is mutually beneficial. “From the import to the assembly plant, there is a significant amount of waste left over,” he discusses. “We’ve been able to turn the pile of waste into recycled products in one way, shape or form. We have moved from paying

money each month to dispose of that material, into a cost-neutral situation. This has allowed us to not only help the environment but also aid our financials, while contributing to society. To me, that’s a win, win, win from all perspectives.”

The importance of establishing and maintaining key, strategic relationships with partners is essential to long-term success in supply chain.

As such, Pettigrew recognizes how vital collaborative relationships are to future growth. “We consider all of our customers as partners, as well as all of our suppliers,” explains Pettigrew.

“It’s a big differentiator between being a supplier and a partner or being a customer and a partner. It needs to be mutually beneficial, and these relationships must work both ways. It makes it simpler to work through any challenges and enables you to highlight where you’re successful or weak so you can make improvements.”

North America Outlook issue 05 | 115

BLG US

116 | North America Outlook issue 05

SUPPLY CHAIN

The automotive industry tends to be at the fore of the latest innovations.

The space is fiercely competitive and is dominated by the Internet of Things (IoT). Over the past few years, there has been a considerable rise in the adoption of electric cars and an acceleration to leverage machine learning and artificial intelligence (AI).

In 2022, it is expected that almost all automotive manufacturers will be building up their electric fleet and Pettigrew firmly has his finger on the pulse. “We’ve been able to carve a niche for ourselves in the lithiumion battery import and distribution which has allowed us to stand apart in this space,” he discusses. “There’s a lot of opportunity and we’re trying to position ourselves to capitalize

“THERE’S A LOT OF OPPORTUNITY AND WE’RE TRYING TO POSITION OURSELVES TO CAPITALIZE ON THAT SHIFT” – RANDY PETTIGREW, COO, BLG US on that shift so it’s a great time to be involved.”

Looking ahead, Pettigrew is full of optimism for the future and is keen to drive innovation. “Hundreds of years ago, everyone was a generalist and did a lot of different things. Now, there are specialists everywhere,” he stresses.

“The more technology-driven a society

we become, the more opportunities that open up for companies that are flexible. Our aim is to drive innovation while looking at the market for opportunities. We want to have flexibility to grab market share; and we believe that for companies that are innovative and flexible, the next few years will either set the stage for a big win or for being pigeon-holed and shut out. We’re full of excitement for the future.”

BLG US Tel: 404-586-6866 info@blg.com www.blg-logistics.com

North America Outlook issue 05 | 117

COLDSTAR SOLUTIONS

SERVING VANCOUVER ISLAND Kelly Hawes, CEO at ColdStar Solutions, discusses how his firm has overcome important hurdles and challenges in logistics Writer: Sean Galea-Pace | Project Manager: Tom Cullum

Failure is not an option!”

Those are the words of Kelly Hawes, CEO at ColdStar Solutions.

As the main logistics provider to Vancouver Island, Hawes doesn’t take the role for granted and outlines the importance of not letting the island down. “It’s a massive responsibility and I am very cognizant of the fact that if we don’t stay true to our values and vision then we’ll open the door for someone else to enter the market,” explains Hawes. “I know that the ColdStar staff will always look after the logistics and customers, so I personally don’t lose much sleep over this part anymore, however, I do feel the weight of responsibility to the staff.”

Hawes has a varied background including serving 10 years with the Canadian Armed Forces and over 20 years within the transportation industry. In December 1999, after recognizing that a potential niche market for specialized refrigerated trucking existed on Vancouver Island, Hawes began Cold Star 118 | North America Outlook issue 05

Freight Systems Inc alongside his wife Jennifer. It wasn’t long before ColdStar became a multi-milliondollar company which from the beginning of July 2014 merged with a Victoria-based grocery wholesaler, Wilson Foods 1994, to become ColdStar Solutions Inc. Today, ColdStar employs over 180 staff who work from six warehouse locations. “My wife Jennifer has worked in the business from day one and still continues to do so,” explains Hawes. “ColdStar would never have got off the ground if she wasn’t just as committed as I was, and we still are. We just celebrated 35 years of marriage which is pretty amazing considering that we have worked side by side for the last 21 years — we make an amazing team.”

A significant focus of Hawes’ work within the industry is to create and implement food safety regulations for the transportation industry and continually challenge itself to be better regarding environmental practices. Since 2012, Hawes has worked closely with Fortis BC

Kelly Hawes, CEO at ColdStar Solutions

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North America Outlook issue 05 | 119

COLDSTAR SOLUTIONS on a plan that has seen ColdStar implement CNG vehicles. Indeed, ColdStar is the first trucking company in Canada to purchase and put into service Class 8 tractors with the Cummins Westport 11.9 L engines and

numerous five-ton trucks with the 8.9 L engine that operate 100 percent on compressed natural gas. ColdStar, in partnership with Fortis BC, built the first natural gas third party fueling station on Vancouver Island.

NORTH AMERICA OUTLOOK: LOOKING AHEAD, WHAT ARE YOUR KEY PRIORITIES FOR THE COMING YEAR? Kelly Hawes, CEO, ColdStar Solutions: “People, people, people.

Vancouver Island is a small place, so the labor pool is also small. We have to get creative in attracting new people and continually enhancing our training.

“We have pretty good success in keeping people once they join our team but we have some positions such as our night shift warehouse teams that are extremely difficult to fill and yet they are such a vital component to our operation.

“Also, while we are a smaller company in comparison to many other Canadian or national transporters, we try and think big like offering matching RSP programs, birthdays off with pay, paid volunteer time and paid personal days. We constantly look at how we can be progressive and set the bar higher for those looking to work in our industry.”

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This project is just the beginning of ColdStar’s commitment to changing the industry for the better.

With such significant industry experience under his belt, Hawes is well-placed to comment on how the logistics industry has evolved over the past few years. “It’s continuously changing,” he comments. “It’s very dynamic and will always be a major part of the global economy. It is an extremely competitive, low margin industry but if you can find a niche market like ColdStar has, it can be an extremely rewarding career.”

MEETING CHALLENGES HEAD-ON However, Hawes believes that the space is not without its challenges and points to an industry-wide shortage of talent. “The biggest difficulty is staffing as there’s a lack of people attracted to this industry and our sector is competing at a time of unprecedented labor

SUPPLY CHAIN

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shortages across all industries. This is unfortunate because I am excited about the direction that the logistics industry is going in.

“The other major challenge is the ever-increasing cost of equipment such as trucks, trailers, and warehouse equipment. Additionally, it is currently taking anywhere from eight months to a year in some cases to receive new equipment. This has really affected our ability to grow as quickly as we would like. I also believe that the issues above are contributing to the major amount of consolidation that is happening in our industry.”

Indeed, the industry is at the forefront of digital innovation as machine learning and artificial intelligence begins to be leveraged at a greater pace than ever before.

However, it is food safety where ColdStar Solutions thrives. “We only haul products that are food compatible, and we take extreme care to ensure that the cold chain is

250.595.5212 | Victoria 250.824.0532 | Nanaimo customerservice@megsonfitzpatrick.com

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“IT IS AN EXTREMELY COMPETITIVE, LOW MARGIN INDUSTRY BUT IF YOU CAN FIND A NICHE MARKET LIKE COLDSTAR HAS, IT CAN BE AN EXTREMELY REWARDING CAREER” – KELLY HAWES, CEO, COLDSTAR SOLUTIONS never compromised, taking care to ensure that products are never cross contaminated i.e., seafood shipping with fresh produce - this can’t happen!

The other major difference is that we only service Vancouver Island and the Gulf Islands and have determined that this is our area of speciality; meaning that we do not compete with the hundreds of other transportation companies who are servicing the rest of Canada and the United States,” discusses Hawes. “This allows other transporters to drop product at our lower mainland location for us to deliver it to locations on the island without fear of one day having to compete with us.”

VALUE IN PARTNERSHIPS Forming and operating a robust supply chain that is prepared for every eventuality is difficult but as COVID19’s disruption showed, it is essential to business continuity and long-term success. “In my opinion, the many companies that support ColdStar Solutions are every bit as important as our customers and employees,” says Hawes. “A successful logistics business must have three elements: customers, employees, and suppliers in order to function at a high level.

“I have always believed in being able to do business on a handshake and I have been burned many times, but I will never do business any other North America Outlook issue 05 | 121

COLDSTAR SOLUTIONS way. One of my very first customers said to me, ‘Kelly, as long as you always do what you said you were going to do and if things go sideways or a mistake is made you are the first to acknowledge the error then I will always use your services.’ That was 21 years ago, and we are still doing business with that company.

That person is no longer alive, but those words have always stuck in my head. That is what I expect in any partnership.”

And partnerships are indeed essential to ColdStar Solutions.

However, in order to form key, strategic and long-lasting relationships, there needs to be trust and mutual understanding. As far as Hawes is concerned, loyalty is vital.

“I need fair and competitive pricing with a high level of service, and I have always found that with good communication both parties can come out ahead. I don’t believe that you can build great partnerships if

“A SUCCESSFUL LOGISTICS BUSINESS MUST HAVE THREE ELEMENTS: CUSTOMERS, EMPLOYEES, AND SUPPLIERS IN ORDER TO FUNCTION AT A HIGH LEVEL” – KELLY HAWES, CEO, COLDSTAR SOLUTIONS

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you are always grinding your suppliers and constantly threatening to switch suppliers,” he explains. “The other important factor is that if you want and need great service and pricing from suppliers then you must pay your invoice on time or even early if possible. If there is a discrepancy with an invoice, which happens, then our staff are bringing it to the vendor’s attention immediately, not waiting until the invoice is due and then addressing it. In the early days when cash flow would get tight if we were going to be late then I would be on the phone updating the vendor and letting them know when they would

SUPPLY CHAIN

be paid in full. I am still doing business with almost all of those companies and I am very grateful that it has been a very long time since I had to make one of those calls.”

FUTURE PLANS The recruitment and retention of quality staff is an essential component of success. As such, ColdStar has been able to attract and keep amazing people working throughout the organization, thereby placing significant value on its talent management strategy. “I have always believed that it is extremely important to hire people that have the skills that

offset and complement those on the team, including the owners,” explains Hawes. “My role is to be there to listen, support and mentor them, but also get out of their way. I know that every now and again I find myself drifting back into the operations or wanting to work with the mechanics and get my hands dirty but then I will get this gentle, respectful nudge that lets me know that I am really needed back in my office. This always makes me smile because it is the team’s way of letting me know that they got this.”

Moving forward, Hawes is targeting expansion for ColdStar Solutions.

“We are really looking to grow our

grocery wholesale operation in the coming year, and we have some exciting projects ahead but it is a little too early to announce as of yet,” explains Hawes. “As for the rest of the company, we are anticipating strong growth throughout, but we need to be strategic so that we do not negatively impact our existing customers.”

Phone: 250-391-7425 Fax: 250-391-6463 www.coldstarsolutions.com

North America Outlook issue 05 | 123

MARTIN BENCHER CANADA

Logistics MADE EASY The mining industry is picking up and the renewable energy sphere is full steam ahead, as is the oil and gas sector, and the power industry that continues to develop. It’s a very exciting time to be working in the project logistics industry.”

This is the promising reality of North American logistics at present, and 124 | North America Outlook issue 05

With an international foothold, we spoke to Ryan Clancy, Managing Director of Martin Bencher Canada, about the company’s regional projects and wider global presence Writer: Marcus Kääpä | Project Manager: Tom Cullum

Martin Bencher Canada stands as a key player within the space.

The Canadian branch is a subsidiary of the international Martin Bencher Group and works very closely with its US counterparts. It is a professional project forwarding company with a global footprint and a focus on innovative and technical solutions designed to address moving oversized freight

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to destinations all over the world.

The company transports cargo from various industries and specializes in the handling of heavy project cargo – everything from paper mills to power plants, renewables and oil and gas projects.

Martin Bencher provides professional worldwide services to each of these industries while

ensuring that its core company focus remains its clients. These high-quality services sit within project shipping and transport with a particular focus on risk management and cost procurement, and are managed through 31 international offices, carried out by over 150 hard-working employees, in over 23 countries.

“We have great team players

globally and we utilize our company network and partnerships to ensure reliable and innovative ways to move projects along efficiently and economically,” says Ryan Clancy, Managing Director of Martin Bencher Canada, and iterator of the opening statement.

Originally, Clancy didn’t aim to enter the logistics industry. It was after a chance opportunity granted North America Outlook issue 05 | 125

MARTIN BENCHER CANADA by a friend that he began working in logistics in Johannesburg, South Africa, in 2002. Starting from the bottom and working his way up, Clancy gained industry knowledge and experience, and afterward also increased his continental experience by overseeing an office in Zambia.

Then, in 2008, an opportunity arose. Clancy moved to the Middle East to work for a heavy lift transport company in Abu Dhabi, and that’s

COMPANY PROJECT FORWARDING AND SHIPPING Martin Bencher serves many different industries globally, maintaining its position as a professional organization with a great focus on its clients’ core business. The company’s mission is to deliver innovative, high quality services within project shipping and transport with a key focus on risk management and cost procurement.

Martin Bencher offers the following services: • Door-to-door delivery worldwide by sea, truck, air, and rail • Barge transport solutions • Project management • Turnkey projects and operations including positioning on site if required • Cargo handling, warehousing, crane work, and rigging solutions • Stevedoring, customs clearance, and loading and discharge surveys • Ships chartering and planning

126 | North America Outlook issue 05

where his career in the heavy transport project field began.

“Exposed to the international market, I was able to see how everything functioned within the industry including large scale projects, large oil and gas refinery projects, power projects and more,” Clancy tells us. “I spent the next four years in the land-based transportations space before one of my clients helped open up my experience to the global ocean transportation market around 10 years ago. This included local marine movements via barge and landing craft.”

After moving through multiple positions, that included working in the UK, and moving back to Dubai, Clancy moved to Canada. Today, he sits as the Managing Director for the Canadian branch of Martin Bencher, overseeing multiple regional projects that span entire industries.

Martin Bencher’s global reach is one of the many aspects of the company

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SUPPLY CHAIN

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that sets itself apart from its industry peers. The communication and collaboration between its multiple offices and quality management allow the company to consistently be informed and up to date, as well as share a global breadth of knowledge to any one location. This level of in-house company support allows Martin Bencher the freedom to think outside the box when it comes to projects or business developments, providing the organization a high level of thought, preparation and organization to best enact its aims and goals.

Engineering is also a large part of Martin Bencher Group and makes it what it is. With its engineering concept division, the company can make 3D concepts and videos of a transport solutions. This enables the client to understand concepts and even use it as training prior to the realtime project execution.

These company elements are

clearly seen in the many projects that Martin Bencher has to showcase.

In the past two years alone, the company has carried out many plans including the LNG Canada Project.

During the span of this project in 2020, Martin Bencher was fortunate enough to help one of its local clients manage over 27,000 cubic meters of cargoes of modules from China through to Canada.

“That was a very good project for the company in terms of working closely with our Chinese colleagues on a large-scale project and helping the client deliver on time,” Clancy elaborates. “We have also carried out various power projects such as delivering various sized Power Transformers ranging up to 80 metric tons for our clients in Europe, and so the power sector is a very important part of our business. In the past 18 months we have completed multiple component shipments for renewable projects within and beyond Canada.”

Martin Bencher also supplies a multitude of clients with machinery and components for the paper mill industry. Only recently the company delivered large components into Alberta from Europe on a very time sensitive project and has multiple related projects in the pipeline. A prime example of the company’s projects within the paper mill industry is Martin Bencher’s 2015 milestone project – the largest in the company’s history.

One part of this successful project involved the transportation of evaporators from China to Indonesia, with the evaporators a total of 58 packages, 34,000 meters-cubed and 4,400 tons, including nine heavy pieces (200 to 465 tons each).

Another land-based transportation project in this sphere was Martin Bencher’s successful delivery of a rougher back up roll in January 2021.

The cargo arrived from Japan and Martin Bencher Finland handled North America Outlook issue 05 | 127

MARTIN BENCHER CANADA

MARTIN BENCHER SUSTAINABILITY Martin Bencher is committed to sustainability and celebrates initiative, team effort and innovative thinking. The company acts with integrity and respect to others and the environment.

Its approach to sustainability is based on economic, environmental and social performance. The company strives to improve its procedures and performance. Martin Bencher’s overriding focus is on ensuring profitability, providing environmentally sound services and ensuring responsible business conduct.

Martin Bencher delivers quality operations, safety for everyone working with it and focuses on minimum impact on the environment.

To help the company in this effort, it has established MB Standards, which are implemented globally at each of its offices. To test the strength of its MB Standards the company has chosen to maintain a QHSE certification.

Martin Bencher is certified according to the most recent standards for QHSE, ISO 9001:2015, ISO 14001:2015 and ISO 45001:2018. The company’s standards are annually audited by its certifying body DNV.GL. Internally, Martin Bencher has established a global QHSE organization.

This organization supports the company’s Project Managers and General Managers during the company projects, to ensure that the company constantly fulfils its client’s expectations, MB Standards and local legislation. By doing this, Martin Bencher can ensure that sustainability and QHSE are reflected in its performance.

128 | North America Outlook issue 05

the local transportation. Cargo was transported from the southern to the northern part of Finland. The rougher back up roll weighed 86.35 tons and in total 29,839 cubic meters was transported.

A more recent example of Martin Bencher’s professional services are two in-house record-breaking projects. Within the project logistics industry ‘high and heavy’ usually describes oversized and heavy cargo shipped on a RoRo vessel. Martin Bencher expanded the concept somewhat and broke a couple of internal records along the way. During the past few weeks, the company has handled a couple of remarkable shipments that involved extreme height, extreme weight, and many working hours of careful planning and execution by the company’s experts and employees.

The first was the transportation of the highest piece of cargo to date in Martin Bencher history, a 130-metertall ship-to-shore crane, moved between two ports in the Baltic region.

SUPPLY CHAIN The second, the transportation of the heaviest piece of cargo in company history. This was a 19,800-ton jack-up drilling rig from Asia to the Middle East.

On top of this, Martin Bencher’s projects envelope the oil and gas industry, in which the company exports modules, skids and compressors to countries including Australia, and the mining sector and the delivery of components with a very promising pipeline.

The success of each of these projects is largely due to the quality and reliability of Martin Bencher’s supply chain partners.

“Our partners are vital to company operations,” Clancy affirms. “Our partners include ocean carriers, crane operators, truckers, rail operators and port crews, without which we cannot function.”

Martin Bencher understands the critical nature of supply chain relationships to the success of the company and celebrates each and every relationship it has with external businesses and services. As Martin Bencher acts as the project forwarder in the logistics operations, it relies on the expertise, experience and equipment of external companies to complete the supply chain process.

In this way the partners and suppliers

Ryan Clancy, Managing Director

Martin Bencher chooses to work with are pivotal to the overall result of industry projects.

And each of these projects are spearheaded by teams of dedicated and hardworking employees who utilize their skills, knowledge and industry experience to ensure the best outcomes for the company and its clients. In light of this, Martin Bencher recognizes every individual and the efforts they put in to keep the company running.

“They are good at what they do and incredibly valuable,” Clancy tells us proudly. “We give them the freedom to do what they do and how they do it, because they have gained the trust of the company and are both experienced and extremely reliable.

“Our teams can also voice any concerns or ideas whenever a shipping project comes along.

Operating in Canada, it’s the second

largest country on the planet, so we have many obstacles that come along with the territory; mountains, lakes, freezing temperatures, the list goes on. So, we are in the business of constantly thinking of new ways of doing things and my team is very aware that their say counts. The top management of the company are always looking for new and innovative ideas, and so we celebrate teamwork as a core part of Martin Bencher.”

Into the second quarter of this year, 2021 looks to be on the road back towards a relative normality for many industries. Following Martin Bencher’s opening of two branches across Turkey and Spain in 2020, the company has recently also formed a branch in Holland and has further expansion plans for the future.

Providing professional project forwarding services across North America, and with an ever-growing international presence, it is worth looking out for Martin Bencher Group.

Tel: +1 (604) 283 3786 / 4378 canada@martin-bencher.com www.martin-bencher.com

North America Outlook issue 05 | 129

JAKOB MOOSER GMBH

MOOSER: ACCELERATING AUTOMOTIVE The founder behind leading German EMC testing laboratory and service provider, Jakob Mooser GmbH, examines a customer-centric outlook and a promising future in electric mobility Writer: Phoebe Harper | Project Manager: Thomas Arnold

N

orth America Outlook (NAO): Firstly, could you provide me with some insight into your career to date and explain how you became interested in the technology industry?

Jakob Mooser, founder and Managing Director (JM): After graduating in telecommunications engineering and before I started my own business, I worked for 12 years for a large company in Munich. It was there that I learned how important electromagnetic compatibility (EMC) is in many sectors of industry. For example, in defence technology, railway technology, aviation, special vehicles, industrial electronics and complete industrial plants. In addition, it was also during this period that I had my first contact with automotive electronics.

In defence technology, people have been dealing intensively and systematically with EMC since the 1950s, and in some cases even earlier than that. What was particularly valuable for my subsequent career was the systematic approach to 130 | North America Outlook issue 05

EMC and the way EMC was broken down from an overall system to the requirements of each individual component.

First of all, the system data were determined, starting with the derivation of the system data from the environment and related to the system itself, including its fields of application: in the air, on the sea and on land. From this, the requirements for the individual components were derived, depending on their installation location. I still benefit from that even today, 40 years after my ‘apprenticeship years’.

In 1989, having spent twelve years at the company in Munich, I decided to take the plunge and start my own business by setting up a one-man “garage company”. It turned out to be the right time and the right decision to specialize in component EMC in the automotive sector. Right from the start, Mooser has always been much more than just a testing laboratory.

With our outstanding team of engineers, we offer our customers more than just tests according to

specifications with a pass/fail report.

We have always provided support for our customers in carrying out basic research, as well as in creating specifications and developing EMC on a component level through optimized circuit technology and optimized layouts, etc. A key sentence in our company philosophy is: “Standing still means going backwards!” That is a motto that all our employees share.

We reached a milestone in our company’s history in 2008. The age of electric powertrains in the automotive sector had slowly begun. It quickly became clear to me that conventional EMC testing methods were not suitable for electric drive systems. I spoke to German OEMs and major Tier 1 suppliers about how to test electric drive systems, high-voltage batteries and other high-voltage components sensibly and efficiently.

An electric drive system with an output of 200 kilowatts (kW) cannot simply be placed on a normal CISPR 25/ISO 11452 bench for testing. It has to be tested under variable load and speed ranges.

TECHNOLOGY

Jakob Mooser, founder and Managing Director After some months, I had developed a workable concept, and nine months later the first testing chamber for electric drive systems went into operation at our laboratory near Stuttgart. The chamber had a drive and brake power of 100 kW. The testing chamber is protected under the name eCHAMBER®.

Two years later, at the end of 2020, the second eCHAMBER® was installed in our laboratory. The business model with the testing chamber was a complete success. In the meantime,

two more eCHAMBER® units are in operation in the laboratory near Stuttgart, each of which have drive and brake outputs of 250 kW. The testing chamber for engines, axle drives, transmissions and hybrid transmissions – also for commercial vehicles – is suitable for test specimens with a mass of up to 1,000 kg. Six other eCHAMBER® systems are in use worldwide. One of them has a drive and brake power of 500 kW. When we put our first eCHAMBER® into operation in our laboratory near

Stuttgart, we had already begun cooperating with German OEMs, Tier 1 suppliers and also international partners to carry out work on standardization. Most of the basic studies for the high-voltage part of CISPR 25, Edition 4 and ISO 7637-4 were performed in our laboratory. Similarly, many studies for the Chamber Validation section of CISPR 25, Edition 4 were carried out at our facilities. Even today, more than 12 years after it was developed, the technology of the eCHAMBER® is still fully valid.

North America Outlook issue 05 | 131

JAKOB MOOSER GMBH NAO: What is your take on the industry in North America at the moment? Is it an exciting space to be working in?

JM: North America is one of the leading regions in the field of electric mobility and autonomous driving.

Development in these areas is rapidly advancing in North America.

Not only electric drive systems, but above all system solutions for autonomous driving will place the focus on safety aspects even more than before, and this also includes the area of EMC. For that reason, the testing strategy will be expanded to include combinations of functions. Tests on individual components will no longer be sufficient. The undoubtedly high costs will also drive globalization in this area, too.

NAO: Briefly introduce us to Jakob Mooser, e.g. a brief overview of your main products and services,

132 | North America Outlook issue 05

locations, client base, number of employees.

JM: There are two Mooser EMC laboratories. The first is Jakob Mooser GmbH near Munich and the second is Mooser EMC Technik GmbH near Stuttgart.

The two companies are legally independent, but both are 100 percent under my ownership, which means that cooperation is very good and very close. Both companies are specialized in EMC for the automotive sector. A very special area is electric mobility, with electric drive systems, batteries and other high-voltage components.

As I mentioned, our aim is not simply to carry out qualification tests according to specifications (pass/fail), but to support our customers with our EMC expertise: consulting, creation of specifications, development of EMC/interference suppression in the field of circuit technology, layout optimization, etc.

The Mooser laboratories also provide type approvals in accordance with Regulation UN ECE-R10.

Our customers come from Germany, Europe, America and Asia. They are Tier 1, Tier 2 and Tier 3 suppliers and also OEMs. Our customers also include companies that you would not initially expect to be involved in the field of automotive EMC. For example, there are companies who develop and manufacture materials that are subsequently used to produce shielding housings. In such cases, we examine the shielding attenuation for the electric and magnetic fields. More than 50 engineers and physicists are currently working in our laboratories.

The most important formal achievements of the two Mooser companies are: • both laboratories are accredited according to DIN EN ISO/IEC 17025 • both laboratories develop type approvals according to UN Regulation No.10 (ECE-R10)

TECHNOLOGY

• all specifications of OEMs worldwide can be tested • worldwide recognition by all major OEMs • we are one of very few laboratories that operate a reverberation chamber.

NAO: What, for you, differentiates Jakob Mooser from the competition?

JM: We have several important goals: • We provide our customers with the best advice, and always share our expertise, which we have gained over decades in countless components and projects, with the customer.

• This applies in particular to the field of circuit technology and layout.

If the customer has a ‘fail’, we will work together to change this into a ‘pass’. Sending customers away with a ‘fail’ without offering a solution is not very productive.

Usually, they neither have the right measuring equipment available

themselves, nor the expertise to solve the problem. If possible, a solution that suits the customer will be worked out during the first appointment, and not in a few weeks or months. As a rule, customers have to revise their product after such a development, but there is then a high probability that the modifications made will result in a “pass” in a further test.

• In my opinion, the most important goal for a testing laboratory/ service provider is: the customer is king! This motto applies to all our employees.

Some of our measuring possibilities also cannot be found in every laboratory. We measure: • technical magnetic fields • magnetic fields for personal protection • semiconductor chips.

The EMC requirements not only apply to components, they also now

go into the depth of the semiconductors.

NAO: What recent, ongoing or upcoming projects would you like to showcase in the article? For each, please provide some key details and explain why the project is important or special to the company.

JM: Without doubt, the most important project is electric mobility. This involves the testing of drive systems, inverters, motors, hybrid drive systems, commercial vehicle engines and transmissions, high-voltage batteries and other high-voltage components.

We perform these tests in the temperature range from -45°C to +180°C. In electric drive systems, there is an important effect that is not taken into consideration in many cases.

The inverter, which chops up the DC voltage and generates a three-phase alternating current from it, produces a very high level of high-frequency interference. This interference is North America Outlook issue 05 | 133

JAKOB MOOSER GMBH

coupled into the rotors of the electric motor through the exciter windings and from there through the motor shaft into the transmission.

As long as the motor is not rotating, the ball bearings short circuit the interference to the motor housing.

When the motor rotates together with the transmission, an oil film is built up in the ball bearings. As a result, the ball bearings develop a high resistance and the interference is no longer short-circuited to the housing.

The interference is transmitted capacitively from the motor shaft through the transmission via the gear wheels and is very often radiated through the drive axles, causing interference to the radio reception on the car radio.

We have developed our own 134 | North America Outlook issue 05

measuring methods for these phenomena, which for a long time were not familiar to all market participants. For example, we can measure the coupling of motor interference via the axles on a transmission even during the initial construction of the transmission, without the need to have the actual source of the interference, in this case the inverter. We consider this phenomenon under the overall term HV-LV coupling.

HV-LV coupling is an interference factor in many components and needs to be examined on the component level at a point in time at which the main source of interference, the inverter, is not yet available.

For this purpose, we have developed substitute measuring

methods that enable us to examine the corresponding components and suppress their interference even during the development phase. In all cases, significant time and cost savings are achieved in these projects.

NAO: Projects aside, are there any key investments or other things you’re working on that you’d like to pay special mention to?

JM: In addition to further investment in electric drive system technology, in connection with fuel cell technology, we will focus more intensively on test procedures for autonomous driving in the future.

For this safety-relevant topic, I expect to see a need for a lot more coordination with OEMs and Tier 1 suppliers.

TECHNOLOGY

We always try to train our employees ourselves and the recognition that we give our employees is in keeping with this.

We have a large number of employees who have been with us for many years. Unfortunately, it is also the case that big companies often no longer train their staff themselves, but instead try to “buy” fully trained and experienced employees from smaller companies like ours.

NAO: Could you talk about your staff? How do you try to empower them and recognize the contributions that they make?

JM: Good and satisfied employees are a company’s greatest asset.

You can always buy measuring equipment and it is always available.

But very good employees are in short supply and it takes years before they are fully trained and have gained experience in their job.

NAO: Looking ahead, what are your key priorities for the coming year?

Are you aiming to hit any specific targets, reach any goals, expand or diversify at all?

JM: • Expansion of high-voltage and electric drive system technology • Testing facilities for fuel cell drive systems • Testing facilities for autonomous driving systems.

“Good and satisfied employees are a company’s greatest asset” - Jakob Mooser, founder and Managing Director, Jakob Mooser GmbH We do not have any finalized investment plans yet and it is not easy to estimate when which specific projects will be implemented.

Small and owner-managed companies like Mooser have very short decision-making processes and we are able to decide on and then make even large investments in just a few months.

JAKOB MOOSER GMBH Tel: +49 (0) 8176/92250 kontakt@mooser-consulting.de www.mooser-consulting.de

North America Outlook issue 05 | 135

AUTO EUROPE

136 | North America Outlook issue 05

TRANSPORT

THE CUSTOMER IS KING Imad Khalidi, CEO of brokerage firm Auto Europe, examines the importance of a service-based approach and resiliency in the face of adversity Writer: Phoebe Harper | Project Manager: Tom Cullum

W

idely acknowledged as ‘The King of Car Rentals’, CEO of Auto Europe Imad Khalidi is well-versed in the trials and tribulations of the travel industry.

Having first joined the travel service sector in 1974 working as an innkeeper for the Holiday Inn, as a young entrepreneur, Khalidi soon transitioned to car rentals, accepting a position as Station Manager for Hertz working in France.

He went on to work in both Toulouse and Nice, as Airport Manager and District Manager for Hertz Rent-A-Car.

North America Outlook issue 05 | 137

AUTO EUROPE “At the time, the car rental business in France had only just started, so it was very small when Hertz began to implement its systems across the country,” he comments.

When French car rental company Europcar began recruiting for an International Franchisee Manager, Khalidi’s multi-lingual talents meant that he was well-suited for the role, as it involved launching the company’s franchisees across the Middle East, East of Africa, and Scandinavia.

When Europcar subsequently

sought representation in the US, Khalidi was assigned the role of International Sales Manager, championing the burgeoning market of Americans travelling to Europe.

“One of my clients at the time was Auto Europe, and when the owner of the company retired, he asked me to join them. So, in 1990, I came to Maine, and then grew the company from 10 to 15 employees to over 600 and 600 million dollars of sales,” he tells us.

Khalidi’s ongoing tenure at the helm of Auto Europe surpasses over 31 years.

NORTH AMERICA OUTLOOK: IN YOUR OPINION, WHAT GIVES AUTO EUROPE THE EDGE OVER MARKET COMPETITORS? Imad Khalidi, CEO: “Number one is service; number two is price.

“We don’t buy market shares and we don’t discount the rate as long as the service is the right service. 50 percent of our business comes from travel agents, and travel agents want a peace of mind service so that the clients aren’t ringing them up at any point during or after the rental.

“We are very much service-minded, we are open 24/7, and able to help the client at any point from A to Z. From the moment you book us to the moment you come back. If our client has a customer service issue, with either Avis or Hertz, we don’t tell them to go to them, we help them out, since he booked us, so we are responsible for his service “For example, many of our American customers only speak one language – if you are an American landing in Charles de Gaulle airport, collecting your car from there and then breaking down at ten o’clock at night somewhere in France, you can call us 24 hours a day, we will get you a tow car, find you another car and a hotel near to where you are.

So, our service goes from the moment you book us to the moment you bring back the car.”

AVIS Avis, one of the world’s largest car rental providers with its long term partnership with Auto Europe.

The mobility landscape is rapidly changing, and Avis is driving towards the future, focusing on reinventing the car rental experience. Data-driven intelligence, company digitization and a global footprint are enabling connectivity, convenience and choice.

With more than 11,000 rental locations worldwide and more than 600,000 vehicles, we are dedicated to expanding on-demand mobility solutions and personalizing the customer experience, so each travel will feel enjoyable in its own way.

At Avis, we know the importance of taking some time away from our busy lives and getting away from our daily routines to spend much needed time with our loved ones without forgetting about the safety during your journey. Create your own memories with families and friends, enjoy every season across beautiful North America – whether it be a popular, much visited place in the US or a unique and a less-travelled city in Canada!

International or local attractions, busy or quiet and relaxing vacation, no matter the occasion, the right car can take you there!

At Avis you are care-free: we keep following the precautions and guidelines set out by the World Health Organization (WHO) and the Center for Disease Control (CDC), in order to slow the spread of this virus.

Safe travels with Avis!

www.autoeurope.ca

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LIFE IS BETTER ON THE ROAD

There is so much to enjoy, especially with a customized experience that fits all your needs. Choose from a wide variety of vehicles to make the best of your travel.

And if you like to treat yourself and expedite the counter process, enroll for Avis Preferred.

Enjoy a great experience and accelerate your rewards!

Contact Auto Europe www.autoeurope.ca or 888-223-5555 to book your car rental.

AUTO EUROPE

Hertz The time is right to see what Ireland is all about, from boutique hotels, castles and luxury resorts, to our rich culture and heritage, not forgetting our world-class golf, superb culinary scene, and for this there is no better way to drive Ireland than with Hertz.

Visit the Wild Atlantic Way voted one of the world’s most iconic drives, visit vibrant Dublin city home of the Guinness Storehouse or just take you time and immerse yourself into what makes Ireland special.

With over 60 years as #1 in Ireland with Hertz you can enjoy a safer, faster, easier experience whilst choosing from our full range of vehicles for whatever your needs.

So whenever you want to visit, no matter what time of the year, you’ll find a warm welcome.

Hertz, we’re here to get you there.

Headquartered in Portland, the Auto Europe operations are spread across marketing and call centers in Lisbon, Munich, and Sydney, Australia, which takes care of the Asia Pacific side of the business for Australians travelling to Europe. Auto Europe also counts a few employees in the

AUTO EUROPE TRAVEL PARTNERS • Alamo • Avis • Budget • Dollar • Europcar • Hertz • National • Sixt

140 | North America Outlook issue 05

UK, working with local travel agents.

The company’s staff are roughly split with 40 percent in the US, 20 percent in Australia, and a further 40 percent located in Europe.

“Our business is mostly Americans going to Europe, Europeans travelling intra-Europe and Australians travelling to Europe,” he explains.

“We are a broker, we don’t have any cars or locations, we have agreements with Hertz, Avis, Budget, Enterprise even small companies like Easy Rent in the UK, where we sell and buy - we don’t pre-buy as a wholesaler.”

“OUR LOYALTY TO SUPPLIERS AND OUR SUPPLIER’S LOYALTY TO US, IS THE MAJOR FACTOR OF OUR SUCCESS” – IMAD KHALIDI, CEO, AUTO EUROPE

STRENGTH IN SUPPLY Without a reliable and robust network of suppliers, business would simply not be possible for Europcar.

“No supply, no clients. That’s the rule of the game. Only with loyal suppliers can you have loyal, repeat excellent clients,” states Khalidi.

“80 percent of what I do every day is based on my relationships with suppliers - how can I help them and how can they help me.” Having previously worked for both Hertz and Europcar, Khalidi benefits from a solid foundation of interpersonal relationships based on years of working together.

For Auto Europe, the prevailing challenge facing the industry today is that of supply versus demand, as a shortage of cars pales in comparison to the demand for car rentals as travel begins to pick up pace again.

“When the business started coming back as people got vaccinated and Americans and Europeans started

No matter what time of the year, you’ll find a warm welcome

So drive Ireland with Hertz.

Ireland’s #1 car rental company.

AUTO EUROPE

travelling again, there was a huge demand and no supply.

“Add to that the fact that you couldn’t buy any new cars at all, because the microchips are lacking and the car manufacturers can’t deliver the new cars, and with the prices in the second-hand car market going up by 20-30 percent, there was a huge demand compared to supply,” he explains.

With companies seeking to recoup their losses, this translates to higher rates for the customer.

“The rate in 2019 of around €200 a week, went up to €800 a week to 142 | North America Outlook issue 05

make up for the loss of income plus the lack of cars. This is the state of the industry.”

Nevertheless, Khalidi is confident that within the next couple of years, this temporary reaction will stabilise, as more microchips are delivered to car manufacturers enabling access to new vehicles.

Another crucial link in the chain is Auto Europe’s invaluable workforce, as those responsible for delivering that all-important customer service.

“First of all, the company is not based on a pyramid structure. I have three structures, I have the soldiers, the lieutenants, and me as the general.

My door is always open, for a soldier to come in and contact me,” he tells us.

Here, fostering longevity in relationships is equally important to partner relations, with Khalidi highlighting his assistant who has been with him for almost 30 years.

“I HOPE THAT COVID-19 TAUGHT US SOMETHING, THAT IT IS NOT ONLY ABOUT PRICE BUT ALSO SERVICE” – IMAD KHALIDI, CEO, AUTO EUROPE DRIVING THROUGH THE PANDEMIC The industry-wide disruption of the COVID-19 pandemic is unprecedented, especially within travel as nationwide lockdowns bought global mobility to a standstill.

For Auto Europe in particular, the company’s number of suppliers fell from 250 pre-pandemic to just under 200 today, due to many having to close down.

Regardless, adversity is nothing new for the travel industry, where resiliency is a necessity.

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“COVID-19 came in, but the company was (and is) resilient. It was resilient in 1990 with Saddam Hussein invading Kuwait, in 2001 with 9/11, with the bombs on the London buses and in the volcanoes of Iceland. It was a very tough year, but the company was remained strong despite a low income.

“We kept our employees as much as we could, we didn’t have to lay off many of them and so we continue doing what we do.”

After a tumultuous year, recovery is finally on the horizon.

“Business is seemingly back now, and we are 50 percent off revenues in 2019, so things are better and better,” he states hopefully.

“When you lock people away for two years at home, they save money, and as soon as lockdown is over they will be travelling again,” he quips confidently.

Looking to the years ahead, Khalidi

will be continuously working with suppliers to guarantee vehicles for clients, with a particular emphasis on nurturing repeat clients.

“When the high demand is there and the supply is low, first of all I have to guarantee that I have supply for clients in 2022.

“So, number one is guaranteeing that my suppliers will be in place to provide me with the right car at the right time and at the right price,” he comments.

Drawing to a close, Khalidi is keen to stress his aspirations for the future of the industry, as it reshapes itself in the

wake of the widespread disruption of the pandemic.

“The travel industry pre-COVID-19 did not have great service for our clients. Airline companies, some car rental services, and hotels in particular did not really care about the service.

“I hope that COVID-19 taught us something, that it is not only about price but also service – for instance taking care of someone in their flight has been cancelled.

“I hope that all domains of the travel industry becomes more focussed on the client as king. This is my wish.”

Phone: US: 800 223 5555 UK: +44 123 3225 114 DE: +49 89 412 07 269 www.Auto Europe.com

North America Outlook issue 05 | 143

MAROTTA CONTROLS

MAKING A

MISSION OF SUCCESS With an esteemed heritage dating back to the Golden Age of Space Travel, we speak to Patrick Marotta, the third-generation leader of historic family-owned aerospace and defense manufacturer, Marotta Controls Writer: Phoebe Harper | Project Manager: Tom Cullum

S

peed, agility, innovation.

For Patrick Marotta, the thirdgeneration leader of Marotta Controls, it is these three tenets that best define the historic New Jersey enterprise as it stands today.

Accompanying these foundational principles, is an overarching concern for the customer that transpires to every level of the business.

As a fully integrated solutions provider to design, develop, qualify and manufacture innovative systems and sub-systems for the aerospace and defense sectors, Marotta Controls was founded in 1943 as a small, family-owned business, initiated by Patrick Marotta’s grandfather, that went on to earn an iconic legacy.

Perhaps most significantly, Marotta Controls is renowned as the 144 | North America Outlook issue 05

manufacturer to have supplied the valve systems for the Saturn Apollo mission landing a man on the moon.

“Marotta started as a valve company. My grandfather had a chance meeting with an engineer at Reaction Motors who was looking to solve how to get a fuel and oxidizer to the motor for the Bell X-1 – the company was only two years old. He had an idea that led to developing a balanced poppet solenoid valve and that is still part of our mainstay product line today. It is significantly evolved, but it still looks the same from the outside.”

Today, the company boasts a portfolio spanning pressure, power, motion, fluid, and electronic controls for weapon systems, shipboard and sub-sea applications, satellites, launch vehicles, and aircraft systems.

MANUFACTURING

North America Outlook issue 05 | 145

MAROTTA CONTROLS EMBRACING AGILITY – FROM APOLLO ONWARDS Since the company’s nascency over 70 years ago, agility has been woven into the fabric of the company but was truly brought to the fore when the present CEO, Patrick Marotta took the helm.

MAROTTA: AT A GLANCE The depth and breadth of Marotta’s expertise makes them a control system company that can serve a wide range of industries. Marotta goes beyond the capabilities of an aerospace manufacturing company to extend into multiple arenas. Its experience and understanding of its customers’ needs makes Marotta ideally suited to serve the following markets: AEROSPACE: Marotta has been a leading aerospace company for more than seven decades, specializing in lightweight products for use in a wide range of aircraft platforms.

MARINE: Marotta’s systems meet the highest standards and stringent requirements for naval use, making it an ideal partner for marine control systems.

SPACE: Marotta has been a part of spaceflight since the beginning, including landing the first man on the moon meaning no other space company can match their experience.

TACTICAL: Marotta’s reputation as a value-added tactical company for its customers is well-earned. It delivers high performance tactical systems of exceptional quality.

146 | North America Outlook issue 05

“Each of our decades saw a consistent rotation through our primary customers – first space, then marine, then nuclear, then back to space, and so on.

“When I entered the business, I wanted to end that cycle and move all areas forward in unison, even if they weren’t going to grow at the same rate. I wanted them all to have a piece of our time and attention,” Marotta states.

Aside from this, Marotta sought to diversify and extend the product line in order to guarantee business continuity and sustainable revenue.

“We went through almost a decade of production where 50 percent of our revenue came from the International Space Station and then when it was over, it was over.

“We didn’t want to move away from our heritage of custom solutions but we needed to strike more of a balance between engineering a product that can be sold and generate recurring

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MANUFACTURING

“MAROTTA IS NOT AFRAID TO EMBRACE THE NOT-INVENTED-HERE SOLUTIONS THAT ARE SHUNNED BY A LOT OF DESIGNERS. WE WILL NEVER AUTOMATICALLY DISMISS IT BEFORE INVESTIGATING IF THAT IS THE RIGHT SOLUTION” - PATRICK MAROTTA, PRESIDENT AND CEO, MAROTTA CONTROLS revenue and those custom solutions,” he explains.

Although still operating out of the original facility purchased by the late Pat Marotta, the site has evolved to keep pace with the forefront of industry innovation and catering to a diversified portfolio offering.

“We are still in the same location that my grandfather purchased when my grandmother kicked him out of

the basement,” he quips.

Now, as the company approaches 500 employees – 130 of which are employed in engineering roles – physical expansion is on the agenda with a new Support and Engineering Center set to open later this year, enabling the primary facility to be dedicated solely to Production.

A significant decade for the company, it was during the 1960s that Marotta Controls introduced its first closed-loop pneumatic control system – something which continues to be a prominent factor for the company today.

“One of the things that’s very unique in terms of Marotta’s facility and the way that we have developed and grown it, is the high-pressure pneumatic testing capability.

“Five years ago, when we did our last expansion on the building, we refreshed an entire high-pressure pneumatic system that was developed and put in the 1960s in

support of Saturn and Apollo. Now, it is state of the art, it is 7,500 PSI of nitrogen, we have 15,000 PSI capability, we can run long duration flow tests, and that’s just on the refresh of the pneumatic side,” he explains.

“On the electronics side, we are able to take on and develop highpower conversion systems for modern aircraft and missile systems.”

Innovation is at the crux of agility, enabling Marotta Controls to take legacy products and update them to keep pace with a higher volume and demand in a transformed industry.

“The way that space launch happens today, it’s much more aggressive, not just on pricing but on capabilities and all the specifications.

They are looking for the same or better performance of a legacy product, but that product was never designed to be put together in the 100s per month, which is what we are doing today,” Marotta explains.

North America Outlook issue 05 | 147

MAROTTA CONTROLS Marotta Control’s prowess in this area is best evidenced by their ongoing partnership with major commercial space companies that the former president decided to take a chance on by supplying them with several valves free of charge, during the companies’ infancy. Marotta now identifies that exchange as paving the way for a new wave of engineering partnerships across the industry.

“OUR GROWTH AND PROFITABILITY ARE AN OUTGROWTH OF HOW WE SUPPORT THE CUSTOMER AND OUR WILLINGNESS TO LEAN IN AND DO THINGS FOR THEM, SOMETIMES IN ADVANCE OF RECEIVING A CONTRACT. THAT IS WHAT MAKES US DIFFERENT AND IT’S SOMETHING THAT I DON’T SEE CHANGING. THAT IS PART OF OUR HARD DNA” - PATRICK MAROTTA, PRESIDENT AND CEO, MAROTTA CONTROLS

CUSTOMER FIRST Embodying the unison between a customer centric approach and agility is the recent restructuring of the Marotta Controls enterprise into separate business units, driving further dedication and concentrated individual attention in the face of a growing company.

“Now that we’re well over 400 people, the organization started to lose a bit of that intimacy with the customer,” he comments. With sheer volume and scale limiting the amount of customer visits and business, the company was split into four business units, comprising aerospace, space, marine and tactical systems.

“By driving the customer intimacy to that lower level, we can have a group of maybe 100 people who are just dedicated to making them successful and are very familiar with what’s going on with their subset of customers,” Marotta explains. Since trialling this new way of working with the space segment as the first

NORTH AMERICA OUTLOOK: AS THE THIRD-GENERATION LEADER OF SUCH A PRESTIGIOUS FAMILY-OWNED COMPANY, HAD YOU ALWAYS WANTED TO WORK WITHIN MAROTTA CONTROLS? Patrick Marotta, President and CEO: “That’s an easy answer – yes. My father introduced my siblings and I to the company very early on. He had no hesitation in bringing us to customer visits, ship christenings, rocket launches - all of which are totally off limits to kids today! I was hooked right away.

“I wanted to serve both our country and the family, so focused both my education and initial career on how I could grow the company and be a part of it, let alone lead it.

“When you’re that young, you never think about leading the company, you’re more thinking about how you want to play there.

“Today, one of our key attributes is that a lot of the people who are successful enjoy coming to work and feel like they get to play coming here, and I’ve heard that not just from engineers but from the accounting area too. People who are stretched to think outside the box, rather than just accepting that this is how we do things in aerospace and defense, but rather questioning, what can we do?”

148 | North America Outlook issue 05

business unit, Marotta Controls has witnessed the successes of each unit thriving and approaching their individual segments in a unique way.

The cornerstone of Marotta Control’s success relies on its staff, each individual cog in the overall machine bringing a strong sense of play and creativity to their role.

Marotta focuses heavily on feeding the creativity of their engineers and is extremely responsive to identifying and nurturing good ideas.

“We had one engineer who was working on a program that ended, and he said, ‘no I still have this idea and want to make something of it’. He quickly showed us the novelty of his concept and we supported him and put a team around him and now that idea is the foundation of many of our power conversion product offerings,” he tells us.

The aforementioned product pertains to Marotta’s ‘1-STEP’ technology – an innovative circuit solution that has effectively revolutionized power conversion.

For Marotta, the motivation and empowerment behind his workforce all ties back in to those three foundational concepts that propel the business forward – speed, agility, and innovation – all of which also serve as a “tremendous positive” for the customers of Marotta Controls.

“These are also the top three things that we can offer to new employees,” Marotta tells us. “Within a very short period of time, new employees will be making a tangible difference in how a customer is supported.

“We get our employees, new, experienced or otherwise, in front of customers and paired up with seasoned engineers or development technicians, right away. We don’t take ourselves overly seriously, but we are creative, we work with what we have. We know our customer’s needs,” he adds.

Marotta Controls prides itself on its individual relationships with customers and its true dedication

MANUFACTURING engineering and design engineering,” Marotta surmises.

Leading with agility and a customer centric focus, Marotta attributes the company’s heritage as a truly competitive advantage to secure its continued success, enabling an unparalleled long-term view on investments.

Marotta himself hints to the promising development of a pet project within alternate actuation that will supersede the traditional magnetic coil solenoid.

“I think that a more energy efficient lighter weight actuator is around the

to first identifying the problem and pursuing the most cost-effective and efficient solution on their behalf.

In order to do so, a robust and reliable supply chain is crucial.

This is a network that has evolved significantly within the past twenty years of Marotta Control’s journey, when previously 80 percent of Marotta Control’s products were made in house. Evolution ensued, whereby supply chain developed to form real partnerships, allowing the company to accommodate a modern machining facility whilst also investing in new technologies.

“We rely on them to give valuable feedback on how we are doing designs, because we never had that insight, we had always been very insular in our own way of thinking.”

EYES ON THE HORIZON Looking to the future, it is this focus on staff that remains essential.

“Our number one priority is recruiting. We have been very fortunate in both winning new contracts and opportunities proposing creative solutions that have gotten a lot of traction with our customers and we just need more hands to do more work.

“New Jersey’s been very good to us in terms of new talent, especially the talent that is originally from New Jersey – but we need to continue to recruit the best talent that we can, in both manufacturing, production

corner, we will definitely be working on that.”

Aside from this, Marotta Controls will continue to focus on incorporating best practices whilst faced with unprecedented high rates of production within aerospace, as its esteemed legacy continues to evolve.

MAROTTA CONTROLS Phone: 973-334-7800 support@marotta.com kglass@marotta.com www.marotta.com

North America Outlook issue 05 | 149

ENGLOBAL

150 | North America Outlook issue 05

CONSTRUCTION

DUALFUEL

DEVELOPMENTS “The renewables market is a booming space full of activity and potential.”

We speak to Mark Hess, Chief Executive Officer of ENGlobal, about the company’s facilitation of construction solutions within the energy sector Writer: Marcus Kääpä | Project Manager: Vivek Valmiki

C

entered between two sides of an industry, ENGlobal exists as a vertically integrated midmarket firm providing complete construction project solutions to the energy market.

“ENGlobal started out as an engineering business and has now transitioned to be a complete project delivery firm,” Mark Hess, Chief Executive Officer of the company,

begins. “We are able to engineer, design, fabricate and automate projects, such as hydrogen plants, send it to the field for erection or assembly, and then we can commission that project.”

ENGlobal’s services are split between the realms of renewable energies and that of traditional oil and gas, with a presence across multiple states in the US.

North America Outlook issue 05 | 151

ENGLOBAL

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FIRST CLASS QUALITY AND INNOVATION “Made by PILLER” stands for technical perfection. Our combined expertise in R & D and high-end manufacturing sets the industry standard. We are the choice of customers worldwide who are working on the highest technical process level. We assure our excellent quality through numerous testing procedures including non-destructive weld inspection and positive material identification.

“OUR VISION IS TO BE THE PREFERRED PROVIDER OF INNOVATIVE ENGINEERED SOLUTIONS AND MODULAR PLANT FACILITIES TO CLIENTS ACROSS THE GLOBE” - BILL COSKEY, RETIRED CEO, ENGLOBAL With offices in Denver (Colorado) and Tulsa (Oklahoma), a corporate office and integration facility in Houston (Texas), and a fabrication yard in Henderson (Texas), the company handles projects ranging from between 25 to 250 million dollars, providing clients the highest quality complete construction solutions.

THE OLD AND NEW For ENGlobal, operating across two sides of the energy industry provides both opportunities and challenges, as Hess elaborates.

152 | North America Outlook issue 05

“Each day is different in the industry,” he reflects. “There is currently a big push for renewable energy, and there is a lot of focus from traditional hydrocarbon oil and gas companies becoming renewable energy-focused. This is great in the sense that renewables are being supported and so leads to more work in the space, yet limiting for the oil and gas sphere. Despite this, green energy and renewable power represent the new transition from fossil fuels and are very exciting areas full of development.

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ENGLOBAL

NORTH AMERICA OUTLOOK: HOW DID YOU COME TO WORK FOR ENGLOBAL? MARK HESS, CEO: “I obtained a degree in Accounting; my career has been primarily in accounting and finance in which I have over 35 years’ experience.

“I have been involved with public companies all of my working life, and back in 2010 ENGlobal was looking for some assistance granting me the opportunity to come over and help them out. So, I started at ENGlobal approximately 10 years ago trying to get the ship righted again.

“I spent a few years doing just that in the position of Chief Financial Officer (CFO), and then Bill Coskey, the founder and previous Chief Executive Officer of the company, retired earlier this year and I became CEO; I assumed his position, and here I am today.”

154 | North America Outlook issue 05

“We have a number of projects that we are working on within these areas, but we also spend a lot of time supporting the traditional oil and gas space. The way we see it, even if we, in society, were to transition all of our cars and other aspects of life over to electricity and green power, there would still be a need for fossil fuels, for example in the production of clothes, bottles and many other areas.”

According to Hess, it is the mixture of progressive, government-supported renewables, and the societal necessity of hydrocarbon oil and gas, that ENGlobal maintains a dual focus within the construction solutions sphere of the US energy market.

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PROJECTS AND PROVISION With over 250 dedicated and experienced employees across its offices, fabrication yard and integration facility, ENGlobal is able to supply various industry clients with turn-key project solutions.

“A prime example of this is the work we are doing with a hydrogen plant for a renewable fuel facility in Kansas,” Hess explains. “We are providing our client with a hydrogen plant that we have built in our fabrication yard. We will then ship it in 24 truckable process modules and other components, the modules will be delivered to the site, stacked on one another, connected, and they will form the hydrogen plant itself.”

ENGlobal’s modular hydrogen plant is an integral component of a renewable diesel facility with an expected maximum production of 10,000 barrels per day. ENGlobal’s services include detailed engineering, and design, procurement, module fabrication and complete control system, including safety instrumented systems, commissioning and start up assistance - a complete and quality service.

“Currently in our pipeline we have a number of opportunities in green energy,” Hess informs us. “The

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renewables market is a booming space full of activity and potential. We have many new projects that we are assisting with regarding getting the projects started. Once they start, we can conduct the feed studies all the way up to final investment decision (FID). And once that happens, and if the project is a go, then we can actually deliver them.”

On top of this, the oil and gas side of the industry is looking just as promising for the company. ENGlobal has a Government Contract Division that handles multiple government contracts; conducting and carrying out automation work primarily linked to fuel handling custody and control.

PEOPLE AT THE FORE ENGlobal’s construction operations within the energy industry would not be possible without the various business partnerships the company maintains, as Hess elaborates.

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Modular Equipment specializes in process plant standardization for improved client returns. We have developed this standardization process over several large natural gas processing projects and are able to do so because we offer full Engineering, Design and Fabrication capabilities. Standardization delivers value for our clients from reduced project costs

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North America Outlook issue 05 | 155

ENGLOBAL

ENGLOBAL: SERVICE ACROSS THE INDUSTRY UPSTREAM: Full-service specialty engineering, procurement and construction capabilities in oil and gas production, including separation and conveyance.

MIDSTREAM: Comprehensive (EPCM) services for a range of transportation and distribution systems including flow stations, compressors, metering stations, pipelines, and pump stations for crude, natural gas, as well as refined products.

156 | North America Outlook issue 05

DOWNSTREAM: Extensive conceptual engineering and designing services for grass roots units and value engineering projects in the petroleum refining and petrochemical industry.

ALTERNATIVE ENERGY: Best-in-class EPCM solutions for future renewable, sustainable and other alternative energy projects.

PULP AND PAPER: Advanced automation and control technology solutions, focused on the paper and pulp industry.

GOVERNMENT: Full suite of engineering and automation solutions, supporting US Department of Defense fueling systems globally.

CONSTRUCTION

‘THE ENGLOBAL WAY’ QUALITY AND SAFETY: With fully integrated, multidisciplinary capabilities, ENGlobal takes on and delivers an extensive range of projects from beginning to end, all the while maintaining rigorous standards of control, quality, and safety.

SKILLS AND TECHNOLOGY: ENGlobal clients gain access to expert advice, advanced technologies, and personalized services every step of the way.

The company generously and continually invests in upgrading its technological capabilities, as well as the skills of its employees.

AUDIT AND COMPLIANCE: From quotes and documentation to execution and tracking, ENGlobal clients can expect a meticulous approach at all times. The company’s talented and experienced engineers are well-versed with the applicable

industry and specifications.

ENGlobal always meets or exceeds the relevant criteria from both audit and compliance perspectives.

SERVICE FOCUS: Responsive customer service, transparent and constant communication, and on-time delivery. Commitment, passion, and integrity are built-in to ENGlobal’s way of life. The company’s track record of past projects speaks for itself in all these aspects.

DELIVERY EXCELLENCE: Whether it is the design, fabrication, automation, or integration of analytical, information or control systems, ENGlobal aims for its clients to experience the convenience and efficiency of its integrated capabilities. The company attracts, trains and retains some of the best minds in varying fields of engineering in order to deliver the highest standards of excellence.

“ENGlobal makes use of many materials and resources, such as steel and wire for example, to build our plants. Because of this, the supply chain is very important,” he says.

“Within our automation engineering and integration, we also purchase smart equipment, like gas analyzers, that come from specific providers like Yokogawa Electric Corporation, Emerson Electric and others.

For ENGlobal, having these relationships with its providers are key. The company doesn’t keep to one or two single suppliers but instead makes use of multiple business relationships to maximize its flexibility, and each of these are vital to their operations. Alongside this, ENGlobal’s employees are paramount to the company’s success.

“Our slogan, ‘We deliver innovation’, is not something that you can purchase, but instead it is something that comes from the employees,” Hess tells us proudly. “We have very smart and experienced personnel at ENGlobal, and I can’t state enough how important they are to the company.

“And because of this we try our hardest to keep them motivated and benefitting from the work that we provide.”

As a people-centric company, one of ENGlobal’s primary concerns is the complete safety of its clients and employees within the realm of company operations. ENGlobal holds a proud safety record, and it continues to be placed at the forefront of company operations from the past, in the present, and into the future.

Tel: 281-878-1000 www.ENGlobal.com

North America Outlook issue 05 | 157

THE FINAL WORD To round off each issue, we ask our contributing business leaders for their views on the same question

If you could offer one piece of advice for a young entrepreneur entering your industry, what would it be?

Lauren Knausenberger Chief Information Officer, United States Department of the Air Force “You have to really know your market, understand what you do better than anyone else and make sure that you’re well-placed.

“For young entrepreneurs working in the defense space, if you have some sort of incredible dual use technology, we have programs where you can apply for capital and work for us. It’s fast and can supplement your work while still commercializing it. If you don’t have those ideas and aren’t steeped in mission, go to the commercial world first. Go and prove your technology somewhere else and then come and do dual use because a lot 158 | North America Outlook issue 05

of people think it’s easy to go into the government and get contracts.

That’s true if you’re the lucky one that gets through it easily, but you have to have that track record, cool technology idea or a solid network and the best successful entrepreneurs in the defense space have all three of those.

It’s an incredibly valuable space if you want to go after those specific problems but it’s not for the faint of heart. You can’t go in without a plan and that doesn’t work anywhere, especially in government.

“If you have ideas for solving problems, we’ve lowered the bar through our programs to help people get in and have a chance to engage and we have some cool mechanisms in place to help companies scale from there.”

Mckinsey Lyon Vice President External Affairs, Perpetua Resources “Our most powerful tool as an industry is to listen openly. Listening

openly provides the space to see opportunities and solutions. The mining industry today has some of the best talent in environmental sustainability and engineering and, if we are open to the conversation, we can use these talents to align environmental and community goals with business goals.”

Ronald Durham Vice President & General Manager, Hecla Québec “In 1989, I went underground and fell in love with the whole aspect of the underground mine. My final word would be that you need to be in love with what you do. This makes for a much happier life.”

Are you a CEO/Director with a company story to tell? Contact North America Outlook now!

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CITY OF BRAMPTON

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PUTTING BRAMPTON ON THE MAP

24 CITY OF BRAMPTON

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Discussing innovative city planning and a pioneering vision for the City of Brampton with Chief Building Official, Rick Conard

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century that earnt it the title of ‘the flower town Canada’, the It is an area that the City of urban mobilityof initiatives are instrumental in this regard, both in Brampton will continue to focus on City of Brampton today continues terms of mitigating environmental with dedicated expansion efforts, with whilst enhancing social the fleet of buses set to increase from to blossom as impact the jewel in Ontario’s connectivity. At the forefront of this 470 to 513 buses by 2022, with the crown. movement is the Brampton Transit construction of a suitable new facility a green mobility scheme underway.

“Defined byproject, its energy, Brampton is currently based entirely on electric buses.

“Brampton Transit is proud to be Transit is currently one participating in the first-of-its kind shifting, and it’s“Brampton all happening now,” of the fastest growing transit systems electric bus demonstration and opens Rick Conard, in Canada,Chief providingBuilding service on 72 integration trial. The unprecedented routes using 470 buses operating initiative has brought multiple levels Official for theout City of Brampton. of two major facilities,” Conard of government, bus and charger manufacturers, system integrators, “I take greatexplains. pride in working for Brampton’s ridership growth of academia, and funding partners the City of Brampton asthe the 38 percent over threeninth years together to implement electric buses before COVID-19 (2016-2019) was Conard explains. largest and fastest growing big city in in Brampton,” unprecedented compared to the Currently in Phase One of the average increase in Ontario of 2.3 Trial, Brampton has eight battery Canada,” he continued.

as the framework to further these commitments.

“Within this, new development consists of the Sustainable Community Development Guidelines (SCDGs) and the Sustainability Assessment Tool (SAT), which are designed to measure the environmental sustainability performance of new development applications,” he explains.

“The Sustainable Community Development Guidelines provide direction to development proponents and acts as a basis for the city to review development applications with a focus on environmental sustainability.

“The SCDGs encourage and guide development at a level of planning and design that focuses on the community as a whole. The guidelines may be general in nature but provide North direction in shaping and structuring community design.”

The City of Brampton’s pioneering

2 | North America Outlook issue 05

10 | North America Outlook issue 05

percent and the national average electric buses and four high-powered increase of 6.9 percent over the same overhead chargers, currently period. Throughout 2019, Brampton operating on two routes in the City.

Transit provided over 31.9 million is committed to building America Outlook issue 05 | Brampton 3 trips within the city to adjacent a regionally connected city that municipalities across the Greater offers reliable transit supporting Toronto Hamilton Area. access to services and jobs, reducing

Soccer Center Dome greenhouse gas emissions and improving the overall health of the community.

The Hurontario LRT (HuLRT) is one such project that will form a reliable and rapid transport corridor between the Brampton Gateway Terminal at Steeles Avenue in Brampton and the Port Credit GO Station in Mississauga.

“The HuLRT will form part of a seamless integrated regional transportation network that will

connect Brampton with the Greater Toronto and Hamilton Area (GTHA).”

Along with the HuLRT, an extension of this LRT is being planned from the Brampton Gateway Terminal at Steeles Avenue to the Downtown Terminal at Nelson Street. Connecting to the vibrant Downtown Brampton, GO Bus and Train service and local transit routes.

“This will transform Hurontario Street into a vibrant people-oriented

corridor connecting communities and accommodating growth anticipated over the next 30 years,” he tells us.

As well, Brampton is planning for an east-west regional connection with a 24-kilometer Bus Rapid Transit service along Queen Street from Mississauga Road in Brampton to Helen Street in York Region.

These upcoming transit projects will further create a well-connected city that is poised to welcome growth and transformation.

As Conard states, “it’s a place where people want to live, learn, work, play and prosper.”

CITY OF BRAMPTON Phone: 905.874.2000 311@brampton.ca www.brampton.ca

North America Outlook issue 05 | 11

The City of Brampton has told its story.

Now, why not tell yours? Our bi-monthly magazine North America Outlook is essential reading for business executives wanting to keep up with the latest in global news and trends affecting US and Canada businesses across all industries.

Reaching ever increasing audiences across the continent and beyond, your company can take advantage of this global exposure with a FREE article and FREE digital brochure, as well as access to further digital and print-based marketing tools that could transform your business.

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PUTTING

Issue 05

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Discussing innovative city planning and a pioneering vision for the City of Brampton with Chief Building Official, Rick Conard

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