North America Outlook - issue 07

LÖDIGE USA | GAT AIRLINE GROUND SUPPORT INC

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

SOUTH JERSEY INDUSTRIES Collaboration and renewable solutions through innovation and adaptation

POWIN Leading the sustainable transition of the electric grid

CENTRAL ARKANSAS WATER

The innovative water utility provider combining animal intelligence with world-class technology in leak detection JOSEPH ARMENTANO, CEO of family-owned Paraco Gas, proudly recognized as the tenth largest propane retailer in the US

I s s u e 07

travel magazine I

n a changing world, where the travel industry must adapt to challenging global situations, our mission at Outlook Travel remains the same. We will continue to showcase some of the world’s most inspiring destinations, offering real insight and comprehensive travel guides for when global mobility resumes.

ISSUE 06

The major component of the publication takes the form of our Outlook Travel Guides, providing executives, avid travellers and our existing 575,000 international subscribers with the ultimate rundown of all the major economic drivers and thriving hubs across the world, with exclusive input from tourism industry associations and stakeholders – the people who know these places the best.

T R AV E L G U I D E

SOUTH AFRICA’S WESTERN CAPE

Sprawling mountains, ocean vistas and world-class wine T R AV E L B U S I N E S S

AUTO EUROPE

Reinventing the meaning of service for the travel industry

TRAVEL GUIDE

MEXICO CITY

You can join the vast numbers of tourism sector players enjoying the exposure we provide across our digital and print platforms with a range of options, from advertising through to free-of-charge editorials, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and increase exposure.

Mezcal and mole in Mexico’s mega-city

JORDAN BANKS, the highly acclaimed travel and lifestyle photographer, tells all about keeping busy during the pandemic

THAILAND TRAVEL GUIDE

THAILAND

MALAYSIA TRAVEL GUIDE

This Southeast Asian country is a perennial favourite, thanks to an intoxicating combination of beautiful beaches, world-renowned cuisine and incredible temple complexes

M A L AYS I A

Writer: Dani Redd | Project Manager: Jordan Levey

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nown as the ‘Land of Smiles’, Thailand is a friendly country that welcomed 38.27 million tourists to its shores last year.

There are plenty of reasons why this Southeast Asian destination is so popular.

For a start, there’s the beaches. In the south, Thailand’s two coastlines stretch for miles, populated by swathes of icing-sugar soft sand, the bays speckled with dramatic limestone formations. Thailand is also home to 1,430 islands, ranging from full moon party spots like Koh Pha Ngan to the more off the beaten track Similan Islands, a national marine park popular with scuba divers.

Then, there’s the food. Thailand’s noodles, stir fries and curries are beloved around the

world, characterised by the fragrant taste of lemongrass, kaffir lime leaves and tulsi. Every town is bursting at the seams with floating markets, street food stalls and high-end restaurants where you can try delicious local dishes.

Thailand’s rich spiritual heritage also attracts tourists. Golden temples and larger-than-life Buddha statues can be found across the country. Visitors can experience colourful religious festivals in the northeast of the country or explore the underground cave shrines in Kanchanaburi and Phetchaburi.

Despite Thailand’s popularity, it’s easy to find a quiet corner to relax, be it on a deserted island or an eco-retreat in the craggy mountains north of Chiang Mai.

Malaysia is a melting pot with a unique culture, a world-renowned food scene and a spectacular landscape of islands, ancient rainforest and mountains Writer: Dani Redd Project Manager: Joe Palliser

NAMIBIA TRAVEL GUIDE

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here are many reasons why Malaysia is a tourist favourite.

For a start, there’s the landscape. Imagine 878 islands, ringed with white sand beaches leading down to translucent waters. Vibrant coral reefs lie just offshore, home to a profusion of marine life. Inland are ancient rainforests, the shaded canopy seemingly impenetrable.

Take a guided walk to learn about this habitat’s astonishing biodiversity.

You might even catch sight of a tapir, or a silver-leafed monkey swimming through the jungle canopy.

Outdoor enthusiasts will also relish tackling some of region’s towering granite mountains or exploring the intricate networks of limestone caves.

Then, there’s the culture. Malaysia

is a melting point of Malay, Indian, Chinese and aboriginal groups (Orang Asli). There’s a packed calendar of religious festivals, including Wesak, or Buddha’s birthday, celebrated with processions of flowers and candles.

Cities such as Melaka and Georgetown boast fascinating heritage districts where you can experience this fascinating fusion for yourself. Make sure you take time out to try Malaysia’s delicious cuisine, which reflects its multicultural population.

Of course, Malaysia has a modern side too. It can be found in the SEYCHELLES malls, skyscrapers and fine dining TRAVEL restaurants in larger cities, such as the GUIDE capital Kuala Lumpur.

S E YC H E L L E S Most people visit this archipelago in the Indian Ocean for the beaches, but it has much more to offer than that Writer: Dani Redd | Project Manager: Jordan Levey

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escribing the Seychelles, it’s easy to veer into cliché. These picture-perfect islands are blessed with white sand beaches lapped by translucent water, fringed with palm trees and interesting rock formations. The dramatic sunsets, laidback atmosphere and a wide range of luxury accommodation make them a popular spot for honeymooners.

The Seychelles consists of 115 islands and some small islets, located

NAMIBIA Namibia is a country of rugged, otherworldly landscapes; a desert realm with a complex history and culturally diverse inhabitants Writer: Dani Redd | Project Manager: Joe Palliser

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amibia is known for its sparse, otherworldly landscapes. It gets its name from the Namib, the world’s oldest desert; a sparse, windswept region extending 1,900 kilometres down Africa’s Atlantic coast. The desert is characterised by its red dunes, which plunge down towards the ocean at Sandwich Harbour and Skeleton Coast. It’s also known for its white clay and salt pans, such as Deadvlei, where there are hundreds of ossified trees.

Another scenic spot in the desert is Moon Landscape, named after its eerie, pockmarked topography.

But sightseeing in Namibia isn’t just about deserts.

Inland you’ll find the green-gold grasslands of the Kalahari, and rugged mountains such as the Brandberg, Spitzkoppe and Damaraland.

Tourists flock to Namibia to experience its remote corners. Hot air ballooning, sand boarding and offroad quad bike excursions are all popular activities.

When it comes to safaris, Namibia offers some unrivalled experiences – head to Etosha National Park to see big cats, elephants and black rhinos.

Namibia has a fascinating history. It was inhabited as early as 25,000 BC, with tribes such as Ovambo and Herero gradually migrating into the country. In the “Scramble for Africa” Namibia became a German colony, known as German South West Africa, in 1884. After over a century of bloody battles, Namibia finally gained independence in 1990. These days it’s a country rich in historical attractions and cultural diversity; a country with plenty of stories to tell.

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in the Indian Ocean at a crossroads between Asia and Africa. Most of the action is concentrated around the three major islands: Mahé, La Digue and Praslin. Mahé is the largest and most populous; home to the capital, Victoria, and transport hub to the rest of the islands. La Digue is renowned for having some of the best beaches in the archipelago. Praslin, meanwhile, is home to the idyllic Vallée de Mai nature reserve.

But there’s more to the Seychelles

than just the beaches. Trek through the granite mountains and lush rainforests of the Morne Seychellois National Park. Try some of the island’s traditional Creole dishes at a local restaurant. Or if you’re a nature lover, head to Bird Island to observe its population of fairy terns and common noddies, as well as the giant Aldabra tortoises endemic to the archipelago. You’ll be bowled over by what the Seychelles has to offer.

WELCOME EDITORIAL Head of Editorial: Phoebe Harper phoebe.harper@outlookpublishing.com Senior Editor: Marcus Kääpä marcus.kaapa@outlookpublishing.com Junior Editor: Jack Salter jack.salter@outlookpublishing.com PRODUCTION Production Director: Stephen Giles steve.giles@outlookpublishing.com Senior Designer: Devon Collins devon.collins@outlookpublishing.com Designer: Matt Loudwell matt.loudwell@outlookpublishing.com 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 MANAGERS Felix Revell felix.revell@outlookpublishing.com James Whiteley james.whiteley@outlookpublishing.com Lewis Bush lewis.bush@outlookpublishing.com Tom McConnell tom.mcconnell@outlookpublishing.com HEADS OF PROJECTS Callam Waller callam.waller@outlookpublishing.com Eddie Clinton eddie.clinton@outlookpublishing.com Matt Cole-Wilkin matt.cole-wilkin@outlookpublishing.com Thomas Arnold thomas.arnold@outlookpublishing.com TRAINING & DEVELOPMENT DIRECTOR Vivek Valmiki vivek.valmiki@outlookpublishing.com SALES & PARTNERSHIPS MANAGER Donovan Smith donovan.smith@outlookpublishing.com SALES MANAGERS David Knott david.knott@outlookpublishing.com Krisha Canlas krisha.canlas@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.

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Beyond the Balance Sheet 2021 has seen another tumultuous year for businesses worldwide, as the full effects of the COVID-19 pandemic are yet to be fully realized. In a world that now demands more from companies, the Great Resignation is sending ripples across the business community.

Our final issue of the year foregrounds companies whose foresight extends beyond the balance sheet, instead placing true emphasis on innovating to answer human needs and care for their own.

Our frontrunners are major players in the realm of energy and utilities, providing our most basic needs – from water to energy – and leveraging their people, creativity and innovation on a path of continual improvement.

In the water-rich region of Arkansas, Central Arkansas Water is the largest water supplier in the state, providing either retail or wholesale potable water to over 500,000 people. Voted both ‘Utility of the Future’, ‘Best Place to Work’, and the second most trusted water utility in the country, for CEO Tad Bohannon, creativity and innovation are the two central tenets that best define the company, having recently employed North America’s first leak detection dog.

“The future of water for our children and grandchildren requires creative thinking and innovation today,” he states.

It is a sentiment that echoes in the story of 4Earth – the disruptive Atlantabased tech start-up revolutionizing water treatment across the globe.

Similarly, Paraco Gas is the preferred propane provider sustaining a future for the eco-friendly fuel across North America’s energy landscape. Founded and owned by three generations of the Armentano family, Paraco is an energy provider distinguished by its belief in treating every employee, partner and customer like a valued family member.

This people-centric ethos runs at the core of energy infrastructure holding company, South Jersey Industries. Whilst committed to delivering the innovative fuels of tomorrow, employee wellbeing is of paramount importance.

“At SJI, we believe that our employees are our most valuable asset – they think big, lead and inspire, deliver results and do the right thing. Because of this, we are committed to ensuring that every employee feels accountable, empowered and included,” comments President and CEO Michael Renna.

Elsewhere in the magazine, enjoy authentic insights into dynamic North American enterprises including Powin, 1Path, Nuwave Communications, Bell and Howell LLC, and GAT Airline Ground Support Inc amongst others.

Check back in the New Year for more unmissable business stories. Enjoy your read!

Phoebe Harper Head of Editorial, Outlook Publishing North America Outlook issue 07 | 3

CONTENTS

20 7

16

10 REGULARS

8

6 NEWS

TOPICAL FOCUS

Around North America in seven stories

16 Economy

8 EXPERT EYE The outlook for 2022 in the wake of COVID-19

BUSINESS INSIGHT

10 Supply Chain

Delivering Christmas Seasonal shopping habits amidst global supply chain strangulation

12 4 | North America Outlook issue 07

12 Energy & Utilities Industry Disruptors Next generation water treatment technology

Adapting for the New Year Pandemic preparation and protection for businesses in the US

98 THE FINAL WORD What qualities are needed to succeed as a businessperson in your field?

NORTH AMERICA OUTLOOK MAGAZINE

F E AT U R E S

18 SHOWCASING LEADING COMPANIES

56 SunGrid Solutions

Riding the Solar Coaster Enabling the world with better energy

Tell us your story and we’ll tell the world

SUPPLY CHAIN

80 Lödige USA

Smart Automation Built to Last Bringing the latest material handling solutions to the fore

ENERGY & UTILITIES

20 Central Arkansas Water Lifeblood of the Natural State The creativity and innovation behind Arkansas’ water supply

32 Paraco Gas

56

The Power of Propane

TECHNOLOGY

Powering homes and businesses in the Northeast

60 Bell and Howell LLC

The New Age of Convenience Innovative services for smart solutions

80 AEROSPACE

32 42 South Jersey Industries Committing to Clean Energy

Collaboration and renewable solutions in the US

86 GAT Airline Ground Support Inc

Advancing Airline Support

60 66 NuWave Communications

Ensuring safety and security in airline ground handling

86

Cloud Automation Transforming Telecommunications iPILOT – The most revolutionary platform for voice in the cloud

66 LOCAL GOVERNMENT

42

92 City of Kelowna Kelowna Uncovered

48 Powin

Storing the Energy of Tomorrow Leading the sustainable transition of the electric grid

74 1Path

The growing metropolis of the City of Kelowna

Path to Technological Excellence Foundational and formative IT services

48

74

92 North America Outlook issue 07 | 5

NEWS Around North America in seven stories…

AUTOMOTIVE

Toyota to build battery factory in North Carolina

B U S I N E S S T R AV E L

TRAVEL RULES TIGHTEN AMID OMICRON CASES ST R ICTER TRAVEL rules have been unveiled by President Joe Biden, following confirmation of a handful of cases of the COVID-19 Omicron variant.

From next week, visitors must be tested no more than one day before travel regardless of vaccination status, however those who have recent-

FOOD & DRINK

Kraft Heinz to form North America Zone KRAF T HEINZ has announced that it will combine its US and Canada businesses to create the North America Zone.

The move is set to advance Kraft Heinz’s long term, sustainable growth plans, by bringing increased agility to its innovation agenda, operations, and go-to-market approach.

Structural changes to support the 6 | North America Outlook issue 07

ly recovered will be able to provide ‘proof of recovery’ documents.

Mask requirements for planes, trains and buses are to be extended until mid-March, following the detection of 10 cases of the Omicron variant in the US, with millions of free home testing kits also being made available.

global food and beverage leader’s strategic plan are also aimed at streamlining and synergizing the US and Canada businesses. This evolved model will help the North America Zone pilot high-value products, processes, and service innovations, backed by the resources of two countries, whilst increasing speed to market.

It will be structured to include three commercial businesses units, organized around Kraft Heinz’s consumer-driven product platforms and geographic needs.

I N A N effort to bring some of its electric vehicle supply chain to the US, Toyota will be constructing a $1.29 billion battery factory in North Carolina.

Expected to create 1,750 new jobs, the plant will be the first to put together automotive batteries for Toyota in North America when it comes online in 2025.

Four production lines will each be capable of delivering enough lithiumion batteries for 200,000 vehicles, with the intention to expand to at least six production lines for a combined total of 1.2 million vehicles per year.

In determining the location of the new plant, Toyota considered factors such as renewable energy availability and the support of local stakeholders.

A E R O S PAC E

ENERGY & UTILITIES

American Airlines further commits to sustainable fuel AMER ICAN AIRLIN ES has finalized a new sustainable aviation fuel (SAF) offtake agreement with Aemetis.

A signal of the integral role SAF will play in American Airlines’ efforts to reduce carbon emissions and achieve its ambitious sustainability goals, the agreement brings the airline’s total SAF commitment to more than 120 million gallons.

Beginning in 2024, American Airlines has agreed to take delivery

GENERAL ELECTRIC ENTERS US RESIDENTIAL SOLAR INVERTER MARKET

of 16 million gallons of Aemetic SAF annually over a seven year period, beginning in 2024, with fuel delivered to San Francisco International Airport.

The airline’s agreement with Aemetis is the result of work with Oneworld, the first global airline alliance to commit to net-zero emissions by 2050 and to publish a pathway for doing so.

M A N U FA C T U R I N G

Largest-ever investment

by Samsung in the US SAMS UNG ELECTRON I C S is establishing a new semiconductor manufacturing facility in Taylor, Texas.

Estimated at $17 billion, the investment will help boost the production of advanced logic semiconductor solutions that power next-generation innovations and technologies, as well as improve the

supply chain resilience of crucial logic chips.

The new facility will manufacture products based on advanced process technologies applied in areas such as mobile, 5G, high-performance computing, and artificial intelligence.

By making advanced semiconductor fabrication more accessible and meeting a surge in demand for leading-edge products, Samsung remains committed to supporting customers globally.

G E N E R A L E L E C TR I C (GE) is entering the US residential solar inverter market with technology that has already asserted itself in Australia and Brazil.

Compatible with high-voltage batteries, the GE solar inverter has a power capacity ranging from five to 9.6 kilowatts, with other features such as an integrated smart meter and a SunSpec rapid shutdown transmitter falling in line with the growing energy demands of the US market.

Goals for the GE solar inverter include being a major contributor towards the US renewable energy transition, and a key technological innovator in the ever-growing solar industry.

TECHNOLOGY

FACEBOOK OPENING UP HORIZON WORLDS H O R I ZO N WO R L DS , Facebook’s virtual reality world of avatars, is opening up to anyone aged 18 or older in the US and Canada.

It marks an important step for Facebook towards building the socalled metaverse, which describes its vision for a virtual working and playing environment.

In Horizon Worlds, users of Facebook’s Oculus virtual reality headsets can wander around the animated virtual world, play games and interact with other avatars.

The broadening of Horizon Worlds follows an announcement from Facebook that it will spend about $10 billion in the coming year on developing technologies to continue building the metaverse.

North America Outlook issue 07 | 7

EXPERT EYE

Learning in the Flow of Change As the year draws to a close, Russ Lidstone, Group CEO of The Creative Engagement Group, reflects on the lessons learnt and forecasts what’s ahead Written by: Russ Lidstone, Group CEO of The Creative Engagement Group

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s we look ahead to another year affected by the COVID-19 pandemic, it’s time for some reflection, personally and more generally, on where we and the global business community find ourselves amid the ongoing crisis.

I’m reminded, here, that the Chinese word for “crisis”, “wēijī”, has come to mean “danger-plus-opportunity”. As the world responds to this nightmarish chapter of Big History, it’s time to consider what kind of society we can look forward to and decide what kind of businesses we want to be.

A new social contract between individuals and society, between employers and employees, has evolved, addressing everything from economic inequality to climate change. In business, this collaborative, transparent and purpose-led approach recognizes that we are no longer defined purely by the balance 8 | North America Outlook issue 07

sheet, but also by the way the world and its communities experience us.

As a species, of course, we’re proving to be extremely resilient, in all sorts of ways. But resilience isn’t simply about enduring – it’s about recovering and evolving.

Business-wise, we have strengthened our ability to pivot and innovate at pace. AstraZeneca’s no profit pledge on its COVID-19 vaccine, and the likes of Christian Dior turning its hand to, well, hand sanitizers, are instances of how business at its best thinks laterally, and pivots in various creative ways during crises.

But with automation, artificial intelligence (AI), and new job models reconfiguring the business world, according to PwC, 80 percent of CEOs see the need for new skills to be one of their biggest challenges.

And the business world will require many more ‘pivots’ to help address the biggest challenge of all, namely imminent climate catastrophe.

Constant agility and learning throughout the flow of work will be driving forces of the foreseeable future. Mergers and acquisitions (M&A) won’t come to a screeching halt either. M&A deals broke records during 2021’s Q1, to the tune of $1.3 trillion, and at The Creative

Engagement Group (TCEG), we began the new year with some excellent news: having made two acquisitions throughout 2020’s pandemic – Logicearth Learning Services, and Cormis Capability Consultancy – in January, we were delighted to acquire the talented US-based Vitiello Communications as part of our Forty1 division. This company provides employee engagement consultancy to a range of blue-chip clients. In addition, we invested in our own world class Behavioral Science unit to underpin our ambition to inspire lasting change.

In March, EY Future Consumer Index presented a roadmap for navigating a post-pandemic future.

At the top of the agenda were affordability, health, planet, society and experience. Its message was about living in the moment to make the most of life: for many workers, starved of office culture, the postlockdown freedoms resulted in a return to the office – or are at least some form of hybrid working. By May, Reuters was reporting that a combination of Zoom-fatigue, loosened lockdowns and vaccination programs had seen “bankers rushing to see CEOs and other top executives in person”. At TCEG, we see the

ECONOMY

option of office-based working as a strategic advantage in the ‘war for talent’, as well as something that helps define our culture.

When it comes to both deal-making and creativity, there’s no substitute for face-to-face engagement; for those water-cooler knowledge-sharing moments; the chat on the way to pick up lunch. However, that doesn’t mean we aren’t doing everything we can to minimize risk. Safety has been at the heart of The Creative Engagement Group’s approach throughout the pandemic, just as employee wellbeing evolved to be a fundamental duty of care.

Vindicating our approach, this May, TCEG was thrilled to be ranked in the Top 100 UK Best Large Companies to work for 2021 and in Philadelphia’s Best Places to Work 2021 list. We were particularly commended for our approach to remote working during the pandemic, having increased our focus on mental and physical wellbeing and personal resilience.

This was a proud moment - I have long believed that our team defines us, and that our ‘work with, not for’ philosophy is key to who we are.

When allowing people to return to our offices, risks have been constantly monitored throughout. For example,

we have a desk booking and contact tracing app, the capacity of our offices has been reduced, and our attraction-not-instruction approach has led to safe office engagement.

Mental wellbeing has increasingly come under the spotlight, as the past years have exacted a heavy toll.

So, I was delighted that TCEG was this year’s recipient of a Gold Award from the UK’s leading mental health charity, Mind – their highest accolade.

Mind was impressed by well-being initiatives such as regular pulselistening surveys, along with frequent and transparent communication and a number of home-grown wellbeing initiatives and employee assistance programs.

The coming year will see us settle into ‘constant discontinuity’. Life will be volatile, of course - but change can often be good and inspiring. Change management is no longer simply the provenance of consultants, but also the primary role of the CEO. We have a new arm to our business launching in the first quarter of 2022, plus some fantastic new hires and a range of new services launching. Our culture of transparency, collaboration, open-mindedness, and trust has steered us through uncertainty and ensured the successful integration

of acquisitions - as well as giving us strong foundations from which to innovate.

And whilst there will continue to be uncertainty and change, holding true to our values will underpin our outlook and continued growth.

ABOUT THE EXPERT Russ Lidstone is Group CEO of TCEG, a global company of eight divisions that offers employee engagement; behavioral science consulting; capability development; digital learning; scientific engagement and training; digital and immersive; film, live and virtual events.

Lidstone is a member of the Marketing Group of Great Britain; a mentor for The Marketing Academy; an RSA Fellow; EMBA & MBA advisor for Said Business School; lead advisor to UWL and Bloom Ambassador. He is also Chair of Trustees for Creative Mentor Network and Chair of the Advisory Board for Isla - the event industry sustainability body.

Lidstone was voted Creativepool’s Leader of the Year 2022.

North America Outlook issue 07 | 9

PROXIMA

DELIVERING CHRISTMAS The 2021 festive season faces unparalleled logistical hurdles in the wake of COVID-19. We sit down with Proxima, the world-leading supply chain consultancy for expert insight on the challenges facing retailers and consumers Writer: Phoebe Harper

Simon Geale, Executive Vice President, Proxima

10 | North America Outlook issue 07

A

nnually, the festive period represents one of the greatest logistical challenges for retailers. The peak season of giftgiving, this year, it is more likely than ever that your gift list has been impacted by the havoc wreaked across global supply chains by the COVID-19 pandemic.

Childrens’ toys are facing significant shipping delays stuck in containers around the world. Retail giant Walmart has begun chartering its own vessels to bypass logistical bottlenecks, and Amazon is investing in aircraft to address the same challenge. Meanwhile the American Christmas Tree Association has reported a widespread shortage of trees and seasonal décor.

In the face of this predicament, we speak with Proxima, the world-leading supply chain and procurement specialist, to find out more.

North America Outlook (NA): Could you outline the major issues surrounding North American retailers over the festive period in 2021?

Simon Geale, Executive Vice President (SG): In terms of North American retail, much of what was predicted has played out - namely noticeably less range, and/or, notably higher prices. The ‘or’ is an important point there. Different products and different retailers are affected in different ways, but in general the retailers’ contingency strategies, whether proactive or reactive, will be evidenced by what we see on the shelves and feel in our wallets.

SUPPLY CHAIN NA: Similarly, what are some of the main issues being experienced in the supply chain?

SG: There are still sustained delays in ocean freight, which handles about 90 percent of the world’s shipping channels. This ultimately creates unpredictability up and down the supply chain (e.g. at ports) which translates into unpredictability for buyers and end customers. Much like with the panic buying early in the pandemic, unpredictability and supply shortages lead to buyers enacting contingencies, which further exacerbate the problem. As we have seen with PPE, production markets can respond quickly to some demand, but as we have seen with chips, in other markets, short, sustained shocks can cause structural changes in the mid-term.

Right now, a broad characterization of what’s happening would be; unpredictable buyer behavior, leads to unpredictable volumes, which lead to inconsistent operations, which creates log jams, which leads to unpredictable buyer behavior. All of which leads to higher prices.

NA: How have retailers been responding to these challenges?

SG: The challenges have been long foreseen and in reality, retailers have been responding since April. This is when a lot of larger organizations’ traders started peak season this year; the period that covers Black Friday through to January. This meant they were compensating for supply chain challenges by starting their buying cycles two to three months earlier than normal.

But it wasn’t all about buying early. A retailer’s task is to foresee or shape the seasonal buying habits of their customers - in this case, what they might buy, sensitivity to

price increases and/or sensitivity to range reduction. What we see on the shelves, at least for the mid to large size retailers, is the result of that.

Other mitigation tactics have included: • Range analysis, as retailers seek to consolidate demand around their most popular range items, and thus create meaningful demand for suppliers.

• Ocean to air shipping expedition, for low volume, higher margin products where the additional cost (of air) can either be swallowed or passed on.

• Taking more ownership of the shipping process/capacity, which has so far only really been an option to mega corporations like Walmart.

NA: Looking ahead, what challenges do you think will remain in the wake of COVID-19 in terms of inventory and supply?

SG: In short, higher prices.

Retailers are going to be looking hard at the operating model in the wake of the last 24 months.

That will mean a 2022 of looking at resilience, risk management, digitization and sustainability. All that adds up.

Not only would these programs be a substantial investment in “normal times”, but post-COVID-19, the convergence of business strategies around these pillars will create shortages and inflation in some of the key enabling markets. Ultimately, end customers and investors will foot the bill for retail transformation.

NA: How can retailers adapt their supply and procurement strategies to become more resilient for next year’s holiday season?

SG: Issues will persist, and regardless, retailers are going to need to continuously monitor and review their risk strategies for next year. They are going to need to think about both the short term and the long term.

We see organizations talking about major structural changes, which are going to be hugely costly and take time to enact. So, for 2022 it looks like resilience will come to the fore.

That will mean focusing on customer trends, forecasting, early buying and great supplier partnerships.

North America Outlook issue 07 | 11

4EARTH

INDUSTRY DISRUPTORS 4Earth is the dynamic Atlanta-based tech start-up redefining water treatment. CEO, engineer and entrepreneur Jahanzeb Khan, discusses innovating an industry Writer: Phoebe Harper

F

rom MMA fighter to a qualified engineer and entrepreneur, Jahanzeb Khan has turned his hand to many things.

Now, as the founder and CEO of water technology start-up 4Earth, Khan and his team are reinventing worldwide water treatment through designing, manufacturing, and operating smart and modular solutions centered on water sustainability and membrane technology.

Despite the juxtaposition of these two career choices, an overarching concern and awareness of the global water crisis applied to both for Khan.

“I took the path of an MMA fighter to indirectly help solve the water crisis. My goal was to make it to the UFC, become the champion at 145 lbs, and utilize my resources and platform to help people around the world with water,” he recalls.

After having to withdraw from a championship, Khan pursued a more direct approach, embarking on studies at Georgia Tech. Here, he encountered ongoing research in water treatment and began working with experienced people in the water industry, using cutting edge technology with tech manufacturers and utilities.

“This is where I began my journey 12 | North America Outlook issue 07

researching innovative ways to tackle the global water crisis.”

Soon, the seeds were planted in Khan’s head, and the start-up that would become 4Earth began to take shape.

“I realized that water industry problems can be broken into two parts: firstly - developed nations that need more sustainable, user-friendly and low risk treatment technologies, and secondly - developing nations that do not have any water infrastructure and cannot build large centralized water treatment plants.

“After years of working as an engineer on research pilot projects and helping build start-ups, I decided to create my own. I put together a great team of engineers, manufacturers and business operation personnel that could design, build and operate what we believe is the next generation of decentralized water treatment technologies.”

#WATERISLIFE With solutions for both developed and developing nations, today, 4Earth is moving into international markets including Mexico, the MENA region, Africa and Europe, delivering projects that cover drinking water treatment, industrial wastewater reuse and smart city water systems.

ENERGY & UTILITIES

Jahanzeb Khan, CEO, 4Earth

North America Outlook issue 07 | 13

4EARTH

“4EARTH IS LEARNING FROM THE CULTURAL SHIFT OF HUMANITY AND TECHNOLOGY TO DEVELOP COMPREHENSIVE WATER SOLUTIONS FOR THE CURRENT AND NEXT GENERATION” – JAHANZEB KHAN, FOUNDER AND CEO, 4EARTH

“Soon we will also be announcing our first two non-fungible tokens (NFT) projects, which will allow us to leverage NFTs to fund projects in communities that lack access to safe water.

“Our second collection will be exhibited in India at the Utopian Dystopia exhibition in February 2022,” he tells us.

On home shores, for the past eight months, 4Earth has been engaged in the successful operation of its pilot project in the City of Atlanta, which produces clean drinking water. Khan also cites an exciting upcoming 14 | North America Outlook issue 07

project to be hosted at The Water Tower in Gwinnett County, GA, which will feature the company’s next-gen product.

With such an influx of successful and upcoming projects, it is the 4Earth technology that is the defining factor behind the young company’s dynamic growth.

“Water treatment technology should be easily implemented, simple to use, cost-effective and not have an adverse impact on climate change.

We are addressing these matters by designing and manufacturing smart and modular water treatment

tech that is pre-built in modified shipping containers for plug-and-play capability,” Khan explains.

4Earth utilizes a treatment process designed using first-principles to select the simplest physical-based treatment solutions, avoiding unnecessary chemical use. Membrane technology is at the core of this method, acting as a semipermeable barrier to remove contaminants from water.

The company’s technological prowess is evidenced by the development of software designed to optimize processes by incorporating energy use, water quality, and

ENERGY & UTILITIES

membrane parameters. The accessible user-friendly technology of the systems is also an industry-first.

“Plant operators should find it very easy to use and maintain our systems.

We have a saying: ‘it should take minutes to train an operator how to use our tech…not weeks!’”

Indeed, 4Earth champions highly accessible, easy-to-use systems, contributing to a holistic vision of the treatment of water.

“Our tech should be appreciated by more than just water professionals. An artist, a scientist, an engineer, a teacher, a firefighter and many more should be

able to appreciate our systems. The value of water needs to be communicated more,” Khan comments.

The system operations of 4Earth’s designs rely on the easy integration of renewable energy for reduced environmental impact and to ensure they can function in areas that lack access to electricity. For the aforementioned water tower project in Gwinnett County, 4Earth will be using Tesla Solar technology to this end.

Just as water itself is the elixir to conserve all life, the vitality and energy that runs at the core of 4Earth

shows no sign of ebbing.

“The key priorities in the coming year are to do a great job with the projects on our plate, raise a seed investment round to scale-up 4Earth, hire more great people that will take our technology, culture and business to the next level, and enjoy every second of the process.

“Solving the global water crisis is a tall order and extremely challenging.

You must have an insane amount of optimism and work ethic, but our mentality is: let’s go!” www.4earth.tech North America Outlook issue 07 | 15

TOPICAL FOCUS

ADAPTING FOR THE NEW YEAR

We take a look at the impact of COVID-19 on sectors and businesses across the US, and the necessity of investments for the future Writer: Marcus Kääpä

O

ver the past two years, the entire globe has been linked by the collective experience of the COVID-19 pandemic. The virus and its multiple variants have impacted everybody directly or indirectly, as well as shaping the way most have gone about daily activities, work and business.

Prior to the pandemic, the idea of experiencing lockdowns, social distancing, and home-based work and education due to a global virus was considered a notion one would find in dystopian fiction, rather than a reality we would face in the near future. This 16 | North America Outlook issue 07

attitude remained the case for many countries even as COVID-19 spread through Asia and was only realized in its entirety when Asian industry the manufacturing and production powerhouse of the world - slowed due to the impact of the virus.

In the US, the necessity of digital facilitation bred challenges for many businesses, especially those small to medium enterprises (SMEs) that functioned via person-to-person contact and a localized physical customer base. Above all, a handful of industries were hit the hardest (food and beverage, commercial aerospace

and leisure to name a few), with many companies and restaurants unable to keep both their businesses and staff afloat, often having to sacrifice one to save the other.

However, several underwent investments and changes to adapt to such a trying period, including many restaurants introducing home deliveries where they had previously been non-existent and riding the waves of a new kind of service to remain relatively stable or even thrive.

All the while, the technology sector boomed. Never before had webservices and online communication been so important to people, and critical to companies’ operations.

The general reduction in office use led to businesses across the country scaling down their physical presence, and instead taking work to the digital

ECONOMY pre-COVID-19 levels of operation.

Now, with the new Omicron variant of COVID-19 beginning to take root in countries across the world, experts in the US are predicting volatility moving forwards into the new year.

2022 is expected to be another year of disruption and instability at some level, especially in the supply chain; it is an issue at the forefront of many

US INDUSTRIES NEGATIVELY IMPACTED

BY COVID-19 (2021) MOST: - Airlines - Oil and gas drilling - Hospitality - Auto parts and equipment - Leisure facilities

LEAST: - Healthcare real estate investment trusts (REITs) - Specialized RIETs - Industrial RIETs realm. Online cloud-based software has increasingly become the center of work, and services such as Zoom, Microsoft Teams, Slack and others are now essential to fulfil the everyday communication needs of employees and management.

MOVING INTO 2022 The mass rollout of COVID-19 vaccines around the US has quelled some fears for the future of business. At present, almost 61 percent of the country’s 329.5 million people (around 200 million) have been fully vaccinated, with a total of 484 million vaccines having been given out. This had hoped to be the beginning of the end for the negative impact of the virus on the economy, allowing industries to get up and running once more at

- Property and casualty insurance - Multi-line insurance - Life and health insurance

minds. From capacity and input availability to transportation and labor, all aspects of the sector are being questioned.

For many supply chains, Omicron has signalled entrance into a new phase of the unknown, with the repetition of potential lockdowns in various regions of the world, and the consequential impact on goods transportation that comes with it.

Within the US supply chain there is a fear of running out of inventory, with businesses switching their mindsets from ‘just in time’ to ‘just in case’, this adding to the present supply chain strain amid the volatility.

In the US, over 99 percent of businesses are SMEs, employing around 50 percent of the country’s workforce. Many of these lack the cash reserves to weather drawn out periods of interruption, and with the constant changes in different states and forced technological investments, the future remains at the whim of chance for businesses all over the US. This is the real challenge facing those in the food and beverage sector, with such digital investments necessary both to drive sales in the present, where there is a flux in purchasing between home deliveries and on-trade buying, and to safeguard the businesses against future lockdown periods at which point digitalization will become necessary for active business.

From witnessing the varying stages of the pandemic for multiple years, we can now assume that COVID-19 will not be leaving us any time soon, or potentially, at all.

The transmissibility and ongoing variation of the virus could see its long-continued presence in society, much like the common flu.

Therefore, in order for businesses (especially SMEs) to survive and thrive, adaptation in service is a necessity to move forward and combat the potential reoccurrence of COVID-19 related impacts.

North America Outlook issue 07 | 17

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, epitomized 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.

LÖDIGE USA | GAT AIRLINE GROUND SUPPORT INC CENTRAL ARKANSAS WATER

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

ENERGY & UTILITIES

I s s u e 07

SOUTH JERSEY INDUSTRIES

FREE Marke

LIFEBLOOD OF THE NATURAL STATE

Collaboration and renewable solutions through innovation and adaptation

POWIN Leading the sustainable transition of the electric grid

CEO of Central Arkansas Water, Tad Bohannon, discusses creativity and innovation in safeguarding the state’s most precious asset for future generations Writer: Phoebe Harper | Project Manager: David Knott

CENTRAL ARKANSAS WATER

The innovative water utility provider combining animal intelligence with world-class technology in leak detection

T

he state of Arkansas is famed for its lakes, reservoirs and waterways. Known as ‘the natural state’, it is these scenic bodies of water to which the state owes its moniker; fed by the Arkansas Rivery Valley and bordering the mighty Mississippi River.

As the largest water supplier in the

2 | North America Outlook issue 07

state, Central Arkansas Water (CAW) provides either retail or wholesale potable water to approximately 500,000 people.

With one in six Arkansans being served with CAW’s water supply, the company’s mission is intrinsically bound to the welfare of the local community.

“The future of water for our children and grandchildren requires creative thinking and innovation today,” states CEO at CAW, Tad Bohannon.

Encapsulating just that, CAW is an organization firmly committed to both those concepts, with an emphasis on providing utilities for the future – both in terms of safeguarding

the county’s water supply, and in its outlook as a progressive organization.

Indeed, in the past few years alone, CAW has been officially recognized as a ‘Utility of the Future’, one of the ‘Best Places to Work’, the second most trusted water utility in the country, and as a testament to its commitment to quality, has ranked

amongst the top five recipients of the ‘Best Tasting Water’ nationally.

With its supply primarily sourced from two CAW-owned lakes, Lake Maumelle and Lake Winona, the company provides over 120 million gallons per day (MGD) from these two surface water deposits.

The water is then treated at the Jack

ti

Opportu ng nity

H. Wilson, Ozark, and Paron Water Treatment Plants, with each serving varying capacities. CAW’s wide-reaching remit encompasses some 2,664 miles of pipe, spanning a service boundary of approximately 721 square miles across Arkansas communities, from Little Rock to Wye Mountain and many places in between.

North America Outlook issue 07 | 3

JOSEPH ARMENTANO, CEO of family-owned Paraco Gas, proudly recognized as the tenth largest propane retailer in the US

www.northamericaoutlookmag.com/work-with-us

CENTRAL ARKANSAS WATER

LIFEBLOO OF THE NATURAL STA CEO of Central Arkansas Water, Tad Bohannon, discusses creativity and innovation in safeguarding the state’s most precious asset for future generations Writer: Phoebe Harper | Project Manager: David Knott

T

he state of Arkansas is famed for its lakes, reservoirs and waterways. Known as ‘the natural state’, it is these scenic bodies of water to which the state owes its moniker; fed by the Arkansas River Valley and bordering the mighty Mississippi River.

As the largest water supplier in the 20 | North America Outlook issue 07

state, Central Arkansas Water (CAW) provides either retail or wholesale potable water to approximately 500,000 people.

With one in six Arkansans being served with CAW’s water supply, the company’s mission is intrinsically bound to the welfare of the local community.

“The future of water for our children and grandchildren requires creative thinking and innovation today,” states CEO at CAW, Tad Bohannon.

Encapsulating just that, CAW is an organization firmly committed to both these concepts, with an emphasis on providing utilities for the future – both in terms of safeguarding

ENERGY & UTILITIES

OD ATE the state’s water supply, and in its outlook as a progressive organization.

Indeed, in the past few years alone, CAW has been officially recognized as a ‘Utility of the Future’, one of the ‘Best Places to Work’, the second most trusted water utility in the country, and as a testament to its commitment to quality, has ranked

amongst the top five recipients of the ‘Best Tasting Water’ nationally.

With its supply primarily sourced from two CAW-owned lakes, Lake Maumelle and Lake Winona, the company provides over 120 million gallons per day (MGD) from these two surface water deposits.

The water is then treated at the Jack

H. Wilson, Ozark, and Paron Water Treatment Plants, with each serving varying capacities. CAW’s wide-reaching distribution system encompasses some 2,664 miles of pipe, spanning a service boundary of approximately 721 square miles across Arkansas communities, from Little Rock to Wye Mountain and many places in between.

North America Outlook issue 07 | 21

1992 30 Years’

Experience with Central Arkansas Water:

2022

Past, Present & Future

Cybersecurity Supervisory Control & Data Acquisition Process Controls and Networking Equipment Coordination Electrical Power / Energy Instrumentation & Controls

Maintenance Operations C Suite

Enterprise Planning

+1 501 448 0100 Central Arkansas: 17200 Chenal Parkway Suite 300 PMB 324 Little Rock, AR 72223

CENTRAL ARKANSAS WATER Although authorized pursuant under state law to provide water, wastewater, and stormwater services, CAW presently offers water and wastewater services but seeks to expand into all three realms due to their intersectionality.

Bohannon himself entered his position at the company following a career focused on representing water and wastewater utilities, working with CAW’s predecessor Little Rock Municipal WaterWorks.

After accepting the role of CEO in 2016, Bohannon was already familiar with the significance of the utility and the role that water supply plays in strengthening a community.

“Working for CAW allows me to fulfil my desire for public service while building something that will last for generations and impact every person living in central Arkansas,” he tells us.

Fast forward five years, and it remains a role that he finds endlessly stimulating and fulfilling.

“The supply and delivery of water is vital to every thriving community and it is absolutely fascinating. Ensuring

CENTRAL ARKANSAS WATER – IN NUMBERS • One reservoir • Two lakes • Three water treatment plants • Seven counties served • 23 communities served • 35 pump stations • 323 HIVIP employees • 39 tanks • 2,664 miles of pipe • 475,276 population served • 16.8 billion gallons sold in 2020

24 | North America Outlook issue 07

Vessel

the supply and delivery of water for future generations is not for the faint of heart - it is not for anyone satisfied with the status quo.”

CHANNELLING INNOVATION In line with this sentiment, CAW embodies a spirit of doing things differently, channelling both creativity and innovation into improving and safeguarding Arkansas’ water supply for future generations.

“At CAW, we know that innovation includes taking an idea that’s implemented in one context and exploring if we can beneficially mold that for our context,” Bohannon comments.

There are numerous examples of how CAW is leveraging advanced technology to innovate its operations – from using world leading Geographic Information System mapping (GIS) and satellite imaging detection software to identify leaks in the system, to developing a customer text notification system – yet it is the ‘low-tech’ solutions that showcase true creativity. Nowhere is this more evident than with the recent enlistment of CAW’s latest employee – a four-legged friend named Vessel.

“If there are working dogs who can detect a number of things, why not water leaks?”

An industry-first, championed by the vision of Bohannon himself, CAW is officially the first water utility in North America to seek canine assistance in tackling the problem of non-revenue, unaccounted for water.

C

entral Arkansas Water is an award-winning industry leader that is continually recognized for high performance, innovation, and reliability. Brown Engineers is thankful for the highquality service that CAW provides to the community and is grateful for the privilege we have had of providing consulting engineering services to CAW for nearly 30 years. Over these years, services provided by Brown Engineers have spanned from field work to software systems for management and planning.

These services include: • Electrical Power Distribution • Standby Power for Critical Operations • Computer-based Supervisory Control (SCADA) • Arc Flash Studies • Cybersecurity Upgrades • Access Control Systems • Alert Management • MEP Building Systems (Mechanical HVAC, Plumbing and Electrical) Brown Engineers is a full-service MEP firm with expertise in SCADA, Controls, and Automation. Brown has a full team of engineers and programmers with expertise in building high performance SCADA systems for water and wastewater and electric utilities, as well as manufacturing and e-commerce customers. When the cities of Little Rock and North Little Rock merged their water utilities to form Central Arkansas Water back in 2001 —our engineers were there, working with CAW to quickly merge the two cities control systems.

Brown has worked on a variety of projects with CAW, including the raw water intake station generator and controls, medium voltage arc-vented switchgear upgrades, chemical treatment buildings at the water treatment plants, MCC rehabilitation, water utility master plan, solar renewable energy analysis, systemwide arc flash studies and label installation and recent

Little Rock, AR

|

SCADA upgrade (see below). It’s a long list, and we’re so proud to be part of Central Arkansas Water’s continuing story.

SCADA: Our senior engineers helped design and integrate CAW’s first SCADA in 1995, back when it was still Little Rock Water. Brown is a recognized regional leader in utility automation and SCADA remains our core expertise. In 2018, we modernized CAW’s original system with an high-performance HMI, Ignition by Inductive Automation. For more information about the benefits of making the upgrade and switching to Ignition, follow the video case study. Highly specialized in SCADA systems of all sizes, our mission is firmly rooted in our deliberate intent to provide seamless, excellent support for PLC, HMI, and other softwarebased control systems that last.

In August 2021, PSMJ Resources, Inc. presented its annual Circle of Excellence awards to A/E/C firms, including Brown Engineers, from across the United States and Canada. These firms earned top scores in PSMJ’s annual A/E Financial Performance Benchmark Survey.

PSMJ analyzes thirteen key performance metrics that indicate sound business practices. Brown submits to this third-party audit every year to demonstrate our commitment to be reliable, responsive and accountable to our clients.

Those who earn a spot in the Circle four out of five consecutive years receive PSMJ’s Platinum designation. 2021 marks Brown’s 11th straight year in the Circle.

Brown Engineers is proud to be a part of Central Arkansas Water’s rich history of providing essential and exceptional water through innovation and commitment to our community.

+1 501-448-0100

|

www.brownengineers.net

CENTRAL ARKANSAS WATER As North America’s first water leak detection dog, Vessel is trained to detect the chlorine in drinking water.

Working in partnership with satellite imagery, and her ‘human’ - a trained CAW leak detection specialist, Vessel has a 97 percent positivity rate in detecting leaks by placing her paws on the area of the leak and alerting her master by barking.

“One benefit of Vessel compared

to human boots-on-the-ground leak detection, is that she is not looking for surfacing water, rather she’s smelling for chlorine. A leak does not have to be surfacing for her to detect it – only the chlorine gasses have to surface.

“Also, she runs right past rain puddles because it is not treated water, whereas a human crew would have to stop and test the puddle of rainwater,” he explains.

FUTURE-FACING UTILITIES - THE CAW STRATEGIC 2050 PLAN 1. HIVIP WORKFORCE - CAW’s workforce is High-Performing, Innovative, Values-Driven, Informed, and Passionate (HIVIP). To continually enforce this, CAW provides outstanding training and employee development opportunities, and seeks to develop a pipeline for the next generation of staff. This is achieved through education programs with junior and high school students, and summer internships with professional development training.

2. SYSTEM RELIABILITY – CAW is heavily invested in the upkeep of its infrastructure, recently completing a multi-million-dollar renovation of the Ozark Treatment Plant. Studies are underway for the rehabilitation of its largest facility, the Wilson Treatment Plant, as a $100 million undertaking.

A further $140 million has been allocated to future repair, revitalization, replacement, and relocation of horizontal and vertical assets.

3. ENVIRONMENTAL SUSTAINABILITY – Through the construction of its 4.8 MW solar farm, it is estimated that CAW will save more than seven million dollars in energy costs over the next 30 years. CAW continues to explore other viable options for renewable energy generation such as water line turbines to produce electricity and the replacement of heavy equipment powered by carbon-based fuels with equipment powered by non-carbon-based fuels.

4. FINANCIAL VIABILITY – CAW will maintain sufficient revenues to make the necessary capital improvements and operations in line with customer expectations. This includes exploring increased non-ratepayer revenues through property flips and the lease of buildings not fully utilized by the utility.

5. COMMUNITY SUPPORT - As a local utility, CAW must operate in a community-centered manner, by increasing the awareness of customers about the value of water and what is required for reliable, high-quality water service. Within this, CAW is involved in multiple programs including The Arts Accelerator Project which comes from the U.S. Water Alliance’s inaugural Water, Arts and Culture Accelerator initiative, as well as serving as an inaugural partner on for the Women’s Foundation of Arkansas Tijuana Byrd Summer Internship Program, dedicated to encouraging young women of color to pursue degrees in STEM.

26 | North America Outlook issue 07

Halff Halff is proud to be one of only two engineering firms chosen to support Central Arkansas Water (CAW) with their current expansion into western Pulaski County.

According to Halff’s Public Works Senior Project Manager Julian Brown, who also worked at CAW for 17 years, “The expansion will supply drinking water and fire protection to over 7,000 new customers through an estimated 56 miles of additional distribution lines. In addition, extending the system westerly to the county line and connecting to the adjoining water distribution utility will strengthen the regionalism of the area.”

HALFF.com

A dog with relentless “ball-drive”, Vessel is the latest welcome addition to CAW’s toolbox, combining technology with sheer animal intelligence.

“Vessel was a rockstar since birth.

She’s a rescue Lab mix who was found as a puppy in a corn field in Louisiana in a cardboard box with her siblings.

Her rescue was filmed and aired on the TV show ‘Pit Bulls and Parolees’.

She graduated training through Arkansas Paws in Prison before entering training as the continent’s first water leak detection dog for CAW,” Bohannon comments fondly.

ENERGY & UTILITIES

HALFF.com

Halff Associates proudly working with Central Arkansas Water to improve lives and communities in the Natural State.

CONGRATULATIONS ON 20 YEARS OF EXCELLENCE!

Partnering for the Future

Jack H. Wilson Water Treatment Plant

hazenandsawyer.com

hawkins-weir.com

North America Outlook issue 07 | 27

CENTRAL ARKANSAS WATER UTILITIES FOR THE FUTURE

ONE WATER

As stated by Robert C. Renner, the Chief Executive Officer of the Water Research Foundation, “One Water is the future of the water industry. Many benefits are realized when the barriers traditionally separating water, wastewater, stormwater, and reuse are broken down.”

– Paulson, Cindy; Stephens, Lynn; Broley, Wendy, Blueprint for One Water, 2017.

ONE WATER CREATES . . .

“One Water is so much more than reorganization of the entities providing water services.

The delivery of water services through a One Water approach encourages the growth of dynamic and vibrant communities.

Moreover, a One Water approach allows utilities to effectively plan 100 years into the future.”

– C. Tad Bohannon, CEO, Central Arkansas Water

28 | North America Outlook issue 07

CAW is about to unveil a 2050 Strategic Plan that outlines its goals for the future, the five pillars of which are key indicators of the company’s multi-faceted priorities.

“CAW is focused on being prepared for the future, being pro-active in our efforts to make sure the utility is not just ready for tomorrow but to ensure CAW is prepared to deliver highquality, affordable, abundant, and dependable water services for the next 50 years.”

In light of multiple challenges facing water utilities, from regulatory requirements to climate change and shifting populations to name just a few, CAW champions the holistic vision of ‘One Water’.

More than an exercise in utility consolidation, One Water seeks to dismantle the boundaries between water, wastewater, and stormwater to benefit both ratepayers and the communities served, whilst increasing

both efficiency and efficacy.

“One Water builds on the interconnectedness of water, wastewater, and stormwater to realize efficiencies and maximize the investment return for ratepayers,” Bohannon explains.

Applied at either a municipal or regional level, it is an approach that can be implemented through shared services including purchasing, human resources, accounting and communications, and increased collaboration on policy planning and customer engagement.

“Regardless of how it is achieved, the fundamental purpose of the One Water approach is to enable utilities to have greater resilience, increase opportunities for optimization, encourage sustainable development, spur economic growth, and provide for increased coordination among agencies.

“Regional implementation of One Water also reduces expenses at a regulatory level, improves

ENERGY & UTILITIES

CAW treats water better.

We proudly celebrate our former partner Tad Bohannon and his continued success in leading Central Arkansas Water. We are thankful to play a small role in the innovative work that CAW does to enhance our quality of life in Central Arkansas.

performance, provides opportunities for efficiencies of scale, and lowers the potential for over-allocation of resources for the benefit of all ratepayers.”

It is an approach that CAW is working to enforce. Although much work remains to be done, Bohannon is hopeful of the advantages that its implementation will reap.

“If CAW’s implementation of a One Water approach serves as a role model for the rest of the state, it can result in a reduction in the number of community water, wastewater, and stormwater providers to the benefit of all ratepayers and regulators.”

The company was recently named the ‘Water Environment Federation Water Utility of the Future Today’ for the exemplary demonstration of partnering and engagement efforts as a forward-thinking utility. It is also recognition of CAW’s efforts in transforming operations through innovation and technology to achieve

enhanced productivity and long-term sustainability.

“We take great pride in this prestigious distinction.”

Increasing community knowledge and satisfaction stands as a guiding tenet for CAW in the years ahead. This involves many different approaches, including CAW’s participation in the

COMMUNITY CONSCIOUS CAW’s emphasis on operating with the best interests of the community at heart extends beyond One Water.

“The utility plays an integral role in the quality of life for residents and the economic health of the communities it serves,” comments Bohannon.

North America Outlook issue 07 | 29

CENTRAL ARKANSAS WATER “WE ARE FOCUSED ON BEING PREPARED FOR THE FUTURE, BEING PRO-ACTIVE IN OUR EFFORTS TO MAKE SURE THE UTILITY IS NOT JUST READY FOR TOMORROW BUT THAT CAW IS PREPARED TO DELIVER HIGH-QUALITY, AFFORDABLE, ABUNDANT, AND DEPENDABLE WATER SERVICES FOR THE NEXT 50 YEARS” - TAD BOHANNON, CEO, CENTRAL ARKANSAS WATER US Water Alliance’s Arts Accelerator Project. Here, CAW was one of the four water utilities challenged to work with local artists to creatively address growing water-related issues by raising awareness with public murals as part of a collaborative art project.

“Conversations lead to knowledge, understanding, inspiration and action to address water equality, water equity and environmental stewardship.”

Complementary to this, CAW’s

Wilson Treatment Plant

30 | North America Outlook issue 07

status as an inaugural partner in the Women’s Foundation of Arkansas Tijuana Byrd Summer Internship Program reflects the company’s commitment to making the industry accessible and widening the scope of career opportunities for marginalized women in the area.

“By offering industry-specific opportunities earlier in the academic careers of young women of color, we enrich classroom learning and provide valuable work

experiences. Our participation in the program is aligned with the utility’s efforts to build strong communities.”

Through this internship program, CAW increases representation in the industry for women of color throughout Arkansas by eliminating the traditional barriers of cost, social capital, and location.

“We truly believe this industry is the backbone of developing thriving communities,” he surmises.

A STEWARD OF THE ENVIRONMENT This cognizance of the social role that the company plays in supporting the community is reflected in CAW’s status and commitments as an environmentally responsible corporate citizen. With water supply directly impacted by changing environmental impacts, including shifting rain patterns and increased evaporation from longer warm periods, CAW takes an active role in this area.

ENERGY & UTILITIES

STEM -The Tijuana Byrd Summer Internship Program

“CAW recognizes that the actions it takes today should not overburden future generations,” states Bohannon.

The company is currently pursuing a transition to renewable energy as part of the CAW Net Zero by 2050 plan.

At the crux of this transition stands the construction of a 4.8 megawatt (MW) solar field, representing the first net-metering facility to produce in excess of 1,000 kilowatts (KW) approved by the Arkansas Public Service Commission.

“This solar facility is one part of CAW’s ongoing efforts to remain environmentally and economically sustainable for the benefit of customers we serve today and those we will serve in the future.”

The benefits of the solar field are threefold; not only does it help to protect the environment, but it saves money on behalf of current ratepayers while also protecting future ratepayers from electric price increases. In the first year of operation alone, the solar power plant will provide more than 8,240,000 kilowatt hours (kWh), and will provide enough electricity to power almost 1,000 homes annually.

“We know that increased use of solar power improves the environmental sustainability of the utility and the communities we serve, but utilizing solar power also reduces costs and improves the economic sustainability of the utility for the benefit of our ratepayers.”

Acknowledged by Bohannon as CAW’s “initial foray” into renewable energy, it is an area that the company will continue to explore by installing more solar plants.

In addition, every year for the

past decade, CAW has purchased forested areas of land surrounding its two lakes. This is to effectively improve water quality and help the environment with carbon sequestration. In 2020, CAW issued the first ever certified ‘green bond’ in the world, to acquire forests for water quality protection.

As a key pillar within the CAW strategic plan, this will continue to guide the company forwards.

Alongside this, CAW will safeguard and improve its services in the provision of potable water across Arkansas by consistently ameliorating the customer experience and consumer confidence in line with ensuring longterm source water sustainability as a utility fit for the future.

CENTRAL ARKANSAS WATER Tel: 501 377-1200 Communications@carkw.com www.carkw.com

North America Outlook issue 07 | 31

PARACO GAS

THE POWER OF PROPANE Powered by family ownership for three generations, the executive team at Paraco Gas reflects on the past, present and future of propane in the US Writer: Jack Salter | Project Manager: David Knott

32 | North America Outlook issue 07

ENERGY & UTILITIES Our commitment to family values ensures Paraco Gas is the preferred propane partner for employees, suppliers, customers, and the communities we serve.”

Joseph Armentano is the CEO of family-owned and operated Paraco Gas (Paraco), which is proudly recognized as the tenth largest propane retailer in the US and the largest in the Northeast.

He is the son of visionary entrepreneur Pat Armentano, who founded Paraco Gas two decades earlier. A natural salesman with a curious mind, Joseph’s late father started the company out of a tiny garage in Mount Vernon, New York, growing the business to achieve yearly sales of nearly two million dollars at the time.

“Then the company started to

transform in 1979 as the organization expanded from industrial gas to include propane,” stated Joseph.

Another significant early milestone was the purchase of Suburban Propane’s Long Island operation in 1985. Paraco then divested its industrial gas business to AGA Gas a year later, leveraging the proceeds to acquire three other propane companies.

“This kickstarted our growth into an organization that now operates in eight states with more than 400 employees and 60 million gallons of propane sold annually,” Joseph reflects.

Servicing over 110,000 residential and commercial customers, Paraco Gas today continues to flourish under Joseph’s leadership, whose daughter Christina Armentano is also part of the company’s executive team.

Representing the third generation of the family business, Christina Armentano joined Paraco Gas in 2014 to run the Human Capital Management division, tasked with redefining the company’s organizational structure focusing on workforce optimization.

In 2016, Christina partnered with Joseph on growth opportunities leading the company’s acquisitions department. Then in 2018, Christina’s role expanded from business development to include Paraco’s entire growth channel, before recently stepping into the role of Chief Operating Officer in 2021. “In my new role as COO, I see myself as a strategic partner and thought leader within the industry, responsible for translating strategy into actionable goals to increase performance and growth,” Christina outlines.

North America Outlook issue 07 | 33

PARACO GAS

WHY MAKE THE SWITCH TO PROPANE? EFFICIENT AND AFFORDABLE – Propane is the best source for heating homes and businesses, and powering high-performance appliances.

ECO-FRIENDLY FUEL – As a low-carbon alternative fuel, propane produces less greenhouse gas emissions than most energy sources, and has been approved under the Clean Air Act 1990 and Energy Policy Act 1992.

SAFETY FIRST – Due to strict regulations developed by the National Fire Protection Association, propane is one of the safest fuel sources available.

DEPENDABILITY – Home and business owners never have to worry about heat or power for the most important systems in their homes or businesses, even when the electrical grid is down.

VERSATILITY – Heat, hot water, appliances, fireplaces, fire pits, pools and more – propane can fuel an entire home or business.

“I am excited to implement new levels of company-wide goal setting and performance management, maintaining our leadership in terms of safety, innovation and technology, as well as employee and customer experiences.”

As father and daughter, Joseph and Christina embody the company’s belief in treating every employee, partner and customer like a valued family member.

CLEAN, AFFORDABLE FUEL Paraco Gas reliably delivers cleanburning propane to homes and businesses across eight states in the Northeast, where the company’s geographic footprint has continued to expand through strategic organic growth and acquisitions.

2017 was a particularly notable year marked by three key acquisitions, namely Island Propane, Bay Gas, and a strategically-aligned joint venture entered together with Kingston Oil Supply Corp and Heritage Energy to form Kosco Heritage.

From a growth perspective, this came as Paraco Gas began exploring joint venture opportunities with companies outside of its geographic market.

Two further acquisitions completed within the last year, meanwhile, have added an additional 2.5 million gallons of propane to Paraco’s New Jersey and Pennsylvania portfolios.

IA Call Center IA Call Center and Paraco Gas have been partners for over 20 years and as we navigate through this sea of health and economic crisis, we have challenged ourselves to reassess how we can positively impact the entire customer experience.

With increases in call volume due to the pandemic, the pace of customer engagement is escalating and customer demands require those experiences to be more customized and of a higher standard.

Speed, quality, and 1st call resolutions are staple and necessary elements for Paraco to provide excellent customer service. But, speed alone without quality and empathy is empty, and if any one of the elements is missing from the formula, it becomes a deficit.

At IA Call Center, we recognize the supreme demands and expectations of customers and how we as a team represent our partner in Paraco Gas, as the face of the brand. Our professionally trained agents work along side the Paraco team to enhance Paraco’s ability to provide a best in class customer experience.

Working side by side with IA Callcenter allows the Paraco customer experience team to be the guiding force in directing the customer journey and to ensure complete resolutions and a quality, speedy experience especially in times of dire situations or natural disasters.

We understand and stand by the concept that consistent, quality customer service is the key to customer retention. Our agents act as a supporting element to what remains our core service: To offer superior, personalized, VIP customer support.

“Our relationship with IA has been invaluable. We view the organization as more than a strategic vendor but a true extension of the Paraco family, providing a stellar experience to our expanding customer base” Christina Armentano, Chief Operating Officer.

www.iacallcenter.com Joseph Armentano, CEO 34 | North America Outlook issue 07

Christina Armentano, COO

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PARACO GAS A by-product of natural gas, propane is the most widely-used alternative fuel in homes across the US, and represents a cleaner, greener option for homeowners compared to oil or electricity.

“As an EPA-designated

HOW CAN PARACO GAS HELP? PROPANE FOR THE HOME – Enjoy the comfort of propane for heating, cooking, grilling, swimming and more.

PROPANE FOR BUSINESSES – From barbecue exchange and bulk delivery to forklift fuel, Paraco Gas has businesses covered.

PAYING BILLS – With 24/7 online account access, customers can pay bills, order deliveries and monitor their account.

CONVERTING TO PROPANE – Helping to make the switch to clean, reliable, versatile and affordable propane.

36 | North America Outlook issue 07

clean-burning fuel, propane is environmentally responsible and an equitable energy choice,” affirms Christina. “Our mission is to reliably deliver comfort, peace of mind, and opportunities for our customers, employees and communities.”

For residential purposes, Paraco’s propane furnaces, space heaters and fireplaces help to warm family homes during the long winter months, complemented by propane-powered everyday appliances such as stoves, oven ranges, clothes dryers and water heaters to keep households running smoothly.

Even spas and swimming pools can be enjoyed all year long courtesy of propane pool heaters, which operate the same way as a home water heating system, whilst transforming backyards into a cozy living space has also never been easier thanks to Paraco’s outdoor living products.

“Since the COVID-19 pandemic hit and people started spending more time at home, we have seen an increase in the use of propane applications for outdoor living, as well as homes continuing to replace fuel oil with propane, especially newbuilds,” notes Joseph.

Otodata Tank Monitors Otodata has been a key player in the tank monitoring industry for over 10 years and we are very pleased to be working with Paraco Gas. Our common goal has always been to provide monitors with very low cost of ownership - making large-scale implementation affordable for all customers.

We are proud to say that we design, develop, manufacture and sell our award-winning tank monitors, management software, and mobile apps to businesses all over North America.

All of our monitors provide precise, extremely reliable data, carry industry leading warranties, and are compatible with all read-ready dial equipped tanks.

T 1 (844) 763-3344 E info@otodatatankmonitors.com otodatatankmonitors.com

With a variety of service contract options, Paraco Gas offers further peace of mind to families, who can choose a service plan that suits their budget, lifestyle and propane needs.

Commercially, meanwhile, businesses also count on Paraco Gas to fuel their operations. Propane forklifts, for instance, have a stellar reputation for dependability and performance in comparison to their electric-powered counterparts, thanks to long-lasting power, easy refueling and landscaping capabilities.

For restaurants, propane cooking equipment also surpasses the competition when it comes to professional-grade performance, as it provides commercial kitchens with instant heat, responsive control and quicker, consistent cooking, all while decreasing fuel consumption.

The benefits go beyond the kitchen, though, with propane also being the preferred choice for newly constructed high-performance

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PACKAGING WORLD-WIDE

The slip-on sleeve label manufacturer Hi-Tech Packaging Worldwide is a Poly-stretch sleeve label manufacturer for containers ranging from pints up to 55-gallon drum sizes. We service the BBQ grill tank exchange industry for Paraco Gas and others within the US, Puerto Rico and Canada. We provide label design assistance to customers if needed. Materials and manufacturing are 100% ‘’made in the USA”. Poly sleeve labels are an eco-friendly, recyclable plastic.

Our services include: Indoor and outdoor household product labels, such as; pool chemicals, driveway sealers, drain openers, anti-freeze, cleaners, sanitizers, soaps and detergents.

845-947-1912 | robert@hi-techpackagingworldwide.com 40 Governor Drive, Newburgh, New York 12550

www.hi-techpackagingworldwide.com North America Outlook issue 07 | 37

PARACO GAS buildings, vehicle fleets, agricultural applications, and more.

“We provide propane to a variety of market segments for a wide range of applications. In addition to the residential and commercial sectors, we are also in the cylinder exchange business, providing motor fuel for forklifts and portable cylinders for grills, fire pits, heat lamps and

A HELLUVA RIDE 12 years in the making, Joseph Armentano has released his new book, titled “A Helluva Ride – How a father-son family business overcame crisis to achieve the American dream”.

Filled with inspiring and entertaining stories from Joseph’s journey with Paraco Gas, the book is a tribute to Pat Armentano’s oversized personality, passion for life, and his remarkable ability to shake off failure and keep moving forwards.

Pat and Joseph enjoyed a fatherson relationship built on mutual admiration, respect and love, a bond that deepened through the years as they grew their family business together.

A portion of the proceeds from the book are going to The Boys and Girls Club of America, an organization close to Joseph’s heart.

38 | North America Outlook issue 07

generators,” Joseph reveals.

Through the company’s Propane Cylinder Exchange and Refill programs, customers can exchange their propane tank, so they won’t lose time or money when their barbecue tanks run out.

For businesses thinking of adding propane into their customer offerings, they can also reap the rewards of becoming a Cylinder Exchange Dealer or Propane Cylinder Refill Station, as an easy way to boost sales all year round.

The reliability and on-demand generation capabilities of propane make an attractive energy source in the long term, especially in light of increasing power outages caused by damaging weather events in the US. “Because propane is a critical component of the overall energy mix, we are optimistic about its sustainability within the country,” adds Christina.

“The propane industry is facing a

higher commodity environment, as well as a changing energy landscape nationwide, so our goal is to continue to understand these changes, innovate and adapt to ensure the long-term success of propane – and the long-term success of Paraco Gas.”

SAFETY IS PARAMOUNT Whether heating a home or powering appliances, Paraco Gas has the right tank size for all propane needs, with trained specialists on hand to help clients decide the best location for their propane tank.

Above ground level, Paraco’s propane tanks are built to last harsh winters, sweltering summers and extreme natural elements; underground, the company’s discrete, environmentally friendly tanks are painted with a special coating that prevents corrosion and lasts for decades.

Not only that, but underground tanks can be easily installed by a

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North America Outlook issue 07 | 39

PARACO GAS

“OUR MISSION IS TO DELIVER COMFORT, PEACE OF MIND, AND OPPORTUNITIES FOR OUR CUSTOMERS, EMPLOYEES AND COMMUNITIES” – JOSEPH ARMENTANO, CEO, PARACO GAS professional technician in just a few simple steps. After obtaining all the required permits for installation, Paraco Gas works with customers to determine the right place for their equipment and tank, digging a trench to bury the gas line if necessary.

Following all local, state and national codes, propane tanks and gas lines are properly installed and protected, with Paraco Gas technicians there to make sure 40 | North America Outlook issue 07

everything is working properly after inspection.

“Paraco Gas is widely recognized by staff, suppliers and industry peers as a strong family business that leads in terms of safety and innovation,” Joseph acclaims proudly.

“We have had a 53-year history of not only achieving high safety records, but actually leading and teaching others within the propane sector, emergency response, and

other industries. Safety is truly our number one priority.”

Indeed, through ongoing education programs, the team of industry consultants at Paraco Gas constantly have a finger on the sector’s pulse.

Paraco’s propane consultants are members of the National Propane Gas Association and regularly complete courses on subjects such as equipment installation practices and appliance servicing, providing customers with a safe, quality service delivered correctly the very first time.

THE CUSTOMER EXPERIENCE To drive efficiency within the

ENERGY & UTILITIES

company and improve the customer and employee experience, Paraco Gas also continues to innovate its production processes and technologies, exemplified by the opening of a state-of-the-art cylinder refurbishing facility in Waterbury, Connecticut in 2018.

“We continue to invest in our technology systems, working diligently to stay ahead of consumer trends and leverage systems that enhance the customer experience,” Christina says.

“Closely reviewing what is working and what areas for improvement there are, we are building out the foundation of our organization as

we continue to grow, keeping the employee experience and customer experience front and center.”

The new Waterbury plant has allowed Paraco to maintain control over its product quality, whilst keeping costs competitive within the market.

With a safety-first mentality, the new facility promotes improved safety and efficiency of gas delivery throughout the Northeast, as cylinders are filled by trained on-site staff rather than customers.

Paraco’s investment in this cylinder reconditioning plant positions the company to expand its cylinder exchange business in the region and

bring new jobs to the community. “We are looking to replicate the success of our Waterbury facility with an additional plant,” shares Joseph.

Likewise, Joseph and Christina will be looking to replicate the success of Pat Armentano, a much-loved father, grandfather and entrepreneur whose family values remain at the fore.

Tel: 800.647.4427 contactus@paracogas.com www.paracogas.com

North America Outlook issue 07 | 41

SOUTH JERSEY INDUSTRIES

COMMITTING TO CLEAN ENERGY

Sustainability is at the forefront of South Jersey Industries. We speak to Michael Renna, President and CEO, about facilitating renewable energy solutions and the company’s focus on the community Writer: Marcus Kääpä | Project Manager: David Knott

42 | North America Outlook issue 07

ENERGY & UTILITIES Climate change is a modern challenge that affects us all, but particularly the utilities industry. While we are certain that natural gas and the solid infrastructure we have in place will continue to play a role in our energy future, we continuously strive to find ways to deliver the innovative fuels of tomorrow.”

The words of Michael Renna, President and CEO of South Jersey Industries (SJI) sum up the company’s views and dedication towards a greener future in the American energy and utilities industry.

SJI is an energy infrastructure holding company based in Folsom, New Jersey, that delivers energy services to customers through its two primary subsidiaries: SJI Utilities (SJIU) and SJI Energy Enterprises (SJIEE).

SJIU houses SJI’s regulated natural gas utility operations, delivering safe, reliable and affordable natural gas to more than 700,000 residential, commercial and industrial customers across New Jersey via its South Jersey Gas and Elizabethtown Gas subsidiaries. Meanwhile, SJIEE houses the company’s non-utility operations primarily focused on clean energy development and decarbonization via renewable energy production and energy management activities.

“Through the guidance of our newly formed clean energy and sustainability team, we have outlined strategies to mitigate our climate risk by enhancing our energy efficiency efforts and meeting our goals of reducing carbon emissions from our operations by 70 percent by the year 2030,” Renna informs us proudly.

“Furthermore, through a new series of sustainability initiatives, SJI is on course to achieve 100 percent carbon reduction by 2040 and significantly reduce the fossil fuel consumption of our 700,000 plus utility customers.

“Together, our 1,121 employees drive growth for our business, deliver on North America Outlook issue 07 | 43

SOUTH JERSEY INDUSTRIES

NORTH AMERICA OUTLOOK: CAN YOU TELL US ABOUT YOUR CAREER AND ENTRANCE INTO THE INDUSTRY? Michael Renna, President and CEO: “When I joined SJI in 1998, it was a really exciting time in the utility space. The industry was just beginning to deregulate with several states, like New Jersey, bringing competition into energy procurement and supply.

“I was brought in to help navigate this change and to develop new products and services designed to help customers more efficiently and cost effectively meet their energy needs. I had the privilege to eventually lead our non-utility businesses and remained in that role until 2014 when I became President of SJI. “My father, Gene Renna, was a former executive leader at Mobil Corporation and later ExxonMobil, which sparked my interest in the energy industry. Beyond my upbringing, I have a passion for coaching football. There are many similarities between leading a group of innovative thought leaders and determined, hardworking athletes.

“I love being able to achieve success on and off the field—while helping others grow and realize their full potential.”

our purpose and bring us closer to achieving our vision of a clean energy future.”

LONG-STANDING VALUES Since the company’s inception over 100 years ago, a lot has changed in both the business and industry.

But one element of SJI’s nature that has not altered is its core values, its commitment to customers, the community it serves, and the betterment of the environment.

“This commitment is what sets us apart in the industry,” Renna explains. “In 2020 alone, SJI’s investments in the communities we serve totalled nearly $750,000, including over $100,000 made up of employee donations or hours of service.

“We’re also committed to the health, well-being and development of our employees. We offer flexible work environments, employee resource groups and various other professional development and personal well-being programs to improve the quality of life for our staff. Our carbon reduction goals are also some of the most aggressive among all gas utility companies in the US, putting us ahead of schedule for state and regional clean energy initiatives. We will continue to invest time as well as human and financial resources into these key strategic areas of importance.”

COMMITING TO CARBON REDUCTION Within the sphere of sustainability, SJI is investing in innovative technologies that will enable company utilities to deliver cleanerburning, lower-carbon energy.

“This year, we released a comprehensive plan to eliminate our company’s carbon footprint, reduce energy consumption and costs for our customers, and advance the clean energy goals of our state and region,” Renna says.

44 | North America Outlook issue 07

SJI’s environmental commitment essentially comprised three overarching initiatives. Firstly, the company announced benchmarks for decarbonizing its operations as well as a commitment to investing a minimum of 25 percent of future capital expenditure in sustainability projects. SJI plans to achieve a 70 percent carbon reduction from operational emissions and consumption by 2030, and a further 100 percent reduction by 2040.

“These cap-ex investments include replacing aging transmission pipes to reduce ‘fugitive’ gas emissions, upgrading leak detection technologies, converting SJI facilities to solar power, and deploying a service fleet that uses low carbon density fuels like compressed natural gas,” Renna explains.

“Secondly, we are ramping up efforts to help our 700,000-plus customers reduce their carbon footprints by decreasing their energy consumption. We just secured regulatory approval for a $216 million expansion of our energy efficiency programs, and through our South Jersey Gas and Elizabethtown Gas subsidiaries, we have also launched an online tool called Conserve, giving consumers resources for using less energy and reducing their bills.”

Lastly, SJI is making critically important investments to decarbonize its energy supply by incorporating more clean and renewable sources.

An example of this is the company’s new venture, Catamaran Renewables, which focuses on clean and renewable energy investments. Catamaran Renewables has already acquired fuel cell projects to lower emissions and enhance energy reliability.

“We also acquired minority interest in a company called REV LNG, LLC, a leading renewable energy project development and mobile energy services company that specializes in renewable natural gas (RNG),” Renna tells us. “In addition, we announced

ENERGY & UTILITIES

DRIVING INNOVATION, DELIVERING AFFORDABLE ENERGY,

POWERING NEW JERSEY’S CLEAN ENERGY FUTURE

MISSION AND VALUES MISSION To provide safe, reliable, affordable energy services, ensuring the safety of company employees, customers and the communities that it serves while also delivering value for company shareholders.

VALUES To live up to commitments and conduct business guided by the values of safety, inclusion, service, innovation and community.

North America Outlook issue 07 | 45

SOUTH JERSEY INDUSTRIES a partnership with Atlantic Shores Offshore Wind to create a pilot program that studies the feasibility of generating green hydrogen to integrate into our natural gas delivery system.”

CLEAN ENERGY COLLABORATION SJI and development partner REV LNG recently announced the construction of a two-million-gallon

anaerobic digester at Oakridge Dairy, Connecticut’s largest dairy farm. This $12 million RNG facility is a pivotal clean energy venture for SJI that will enable some of its natural gas customers to utilize renewable energy.

Expected to be operational by September 2022, the anaerobic digester will capture raw methane and other greenhouse gases produced by manure.

NORTH AMERICA OUTLOOK: CAN YOU TELL US ABOUT THE IMPORTANCE OF YOUR EMPLOYEES AND COMPANY PARTNERS? Michael Renna, President and CEO: “At SJI, we believe that our employees are our most valuable asset – they think big, lead and inspire, deliver results and do the right thing. Because of this, we are committed to ensuring that every employee feels accountable, empowered and included.

“SJI also recognizes the value that our key stakeholders and community and business partners bring to our organization. Therefore, in 2020, we sought to enhance the positive impact we have in the community by creating an External Affairs Department.

“Led by our newly appointed Vice President of External Affairs, this newly formed team aligns all the organization’s critical external-facing functions, including stakeholder and community engagement, external communications and government affairs. Through this alignment of resources and personnel, we are able to drive a more cohesive strategy to identify and deliver actionable solutions to our communities’ challenges.”

“The project will also include constructing additional equipment to transform the collected biogas into commercial-grade, pipelinequality renewable natural gas that will be integrated into the distribution system of Elizabethtown Gas,” Renna elaborates. “The Oakridge Dairy project will be the first in a portfolio of dairy farms to break ground through SJI’s continued partnership with REV LNG. In addition to Oakridge Dairy, SJI and REV LNG plan to build similar RNG-producing plants over the coming year.”

LEADING BY EXAMPLE These projects fall in line with SJI’s consistent commitment to delivering clean energy solutions to its customers and supporting the communities it serves in meaningful ways. According to Renna, the company places great importance on its corporate social responsibility (CSR) practices and initiatives.

“In 2018, the board of directors established an internal environmental, social and governance (ESG) management committee to support SJI’s commitment to diversity, equity and inclusion, safety, climate, health, human rights, human capital

management, and community support strategies,” he affirms.

“This newly formed committee has enabled SJI to better align and deliver on its CSR initiatives, which include corporate and employee charitable giving, employee volunteerism, economic development, community partnerships and energy efficiency and sustainability projects, to name 46 | North America Outlook issue 07

ENERGY & UTILITIES

SJI Building

SJI will continue to deliver on this promise while also concentrating its investments on current and future clean energy initiatives and solidifying its place as an advocate to company employees, key stakeholders and the local communities in which SJI serves.

AI bootcamp a few. As we continue to implement CSR practices into our organization’s framework, the success of our efforts and areas for improvement will be monitored in our annual ESG report.”

Each year, SJI’s primary mission remains the same – to deliver safe, reliable, affordable clean energy to over 700,000 customers who depend on the company. Moving forward,

SOUTH JERSEY INDUSTRIES Tel: 609-561-9000 media@sjindustries.com www.sjindustries.com

North America Outlook issue 07 | 47

POWIN

STORING THE ENERGY OF TOMORROW Sending currents across the energy sector, Senior Vice President of Powin, Danny Lu, explores safe and scalable battery energy storage solutions Writer: Phoebe Harper | Project Manager: David Knott

48 | North America Outlook issue 07

ENERGY & UTILITIES Every year is a significant step up in terms of the maturity of the technology, as customers and investors are willing to put more risk down because of the trust they have – both in vendors such as Powin, and in the market, knowing that they can make substantial returns over 10 to 20 years in these projects.

“This industry is really starting to hold its own,” opens Danny Lu, Senior Vice President at Powin.

In light of the global energy transition, as increasingly favorable market conditions prevail, major movers and shakers in the space begin to rise to the fore.

Riding on the tailwinds of this development, stands Powin.

Today, Powin is an industry leader in cost-effective, safe, and scalable battery energy storage solutions. With an innovative product line, the Powin Stack™ and StackOS™ battery energy storage platforms are vertically integrated and purpose-built solutions for the demands of utility-scale, commercial and industrial, and micro-grid applications.

The company was conceived by Danny Lu’s father Joseph and has evolved significantly from its early days of operation in manufacturing US consumer products. For young Lu, with summers spent interning at the company and visiting partner factories across Asia, he was fated to follow his father’s footsteps into Powin.

“Growing up, I was always involved in my father’s business,” he reflects.

“We focused on manufacturing different types of fitness equipment like treadmills and trampolines for brands sold across big box stores.”

In 2010 Powin pivoted, and is now riding the promising trajectory of the burgeoning market in battery storage.

“Back then, the market was very immature – it was more of an idea than a tangible market,” Lu recalls.

As such, the first few years of Powin’s North America Outlook issue 07 | 49

POWIN new endeavor primarily consisted of R&D and an ongoing ‘pilot phase’.

Fortunately, Powin’s timely segue into the field coincided with Lu’s

POWIN AND THE CAISO CAPACITY PROJECT As a commercial-scale deployment of battery storage technology, Powin’s work with the California Independent System Operator (CAISO) represents the company’s largest project to date.

This consists of a 100 MW/400 MWh solar-plus-storage project that is connected to a multihundred-megawatt solar farm.

As a significant example of solar photovoltaic (PV) plus storage, the CAISO project embodies an essential use case of energy storage.

“For Powin, this project signifies the trust that we have built both in the market and with our customer base. We have reached this upper echelon of project size due to our reputation with the GWh of projects that we already have installed in the field, and our proven execution and ability.”

- Danny Lu, Senior Vice President, Powin Energy

graduation from college, representing an enticing career prospect.

“As my father started this new venture into energy storage, I agreed that it was an opportunity that I couldn’t turn down.

“It’s been one of the best decisions that I’ve made so far.”

Powin’s R&D efforts bore fruit in 2016, when the company secured its first utility-scale project with a twomegawatt (MW)/eight-megawatthours (MWh) Battery Energy Storage System (BESS) in Irvine, California.

Ever since, Powin has been nigh on unstoppable, continually garnering projects increasing in both size and significance.

“Since 2016, Powin’s sales volume has increased by over 400 percent every year,” Lu comments proudly.

SMART STORAGE Battery stacks are the mainstay of Powin’s product line, providing 1,000 or 1,500 volts of direct current (VDC) with three different configurations that can be optimized depending on the specific use cases.

The Stack230E, Stack230P, Stack360E, and Stack 750E all feature the safest-in-class lithium iron phosphate (LFP) battery cells sourced from top tier suppliers.

The Stacks are built for grid scale and installed within Powin’s purposebuilt superior enclosures, designed to provide the highest standards of

SIBA Fuses SIBA Fuses North America is your number one trusted source for all your circuit protection applications: from Solar Power to Wind Power to Energy Storage Systems (ESS), and from the Batteries all the way to the Substations.

We are constantly developing new technology for various industries, and have introduced several new product lines, including our specialized Energy Storage System (ESS) fuses from 400V to 1500VDC-ESS with UL & IEC, which have the highest breaking capacity and lowest L/R in the industry.

SIBA’s ESS Fuses are currently used by major OEM’s globally in every facet of Energy Storage System Applications including batteries, rack fuses, AC/DC inverters, DC-DC chargers, and disconnect switches, and our full line of fuses extends all the way to the HV substations and transformers. No other manufacturers even come close to our ESS fuses’ characteristics, performance, safety, life cycle, coordination throughout the system, and the extensive range of our offerings.

We also provide highly engineered specialized solutions and support to resolve new application challenges, and requirements to meet existing, recently introduced, and upcoming technical and safety codes & standards for the industry.

Since the concept of Energy Storage was initially conceived, we have collaborated with major OEM’s such as Powin in revolutionizing the future of this emerging industry. With their recently obtained UL certification, we look forward to continuing to partner with Powin on all their new projects and products in the upcoming years. – Abe Faraj, President / CEO

www.siballc.net

50 | North America Outlook issue 07

POWIN

FLAGSHIP OF THE FUTURE - THE STACK 750 CENTIPEDE PLATFORM A highly innovative new battery storage solution that will become Powin’s flagship product, the Stack750E Centipede platform combines battery stacks with the smart enclosures to form a preassembled outdoor cabinet as the company’s first fully modular design.

Powin Brand Video monitoring, climate control, and fire suppression technology to guarantee the safety and optimized life span of the storage asset.

Battery integration is therefore a key aspect of the services that Powin offers, by installing the batteries into smart enclosures that are completely gutted and customized to equip the battery with full HVAC and thermal management, pre-connected cabling and wiring, hydrogen sensors and a multitude of other safety features to ensure optimal conditions that extend the life of the operating system.

For all the innovative hardware that Powin offers, the company also excels at the software designed to work in harmony with its products. All Powin Stacks and enclosures are purposebuilt for StackOS, the company’s state-of-the-art battery management and control platform.

This patented system plays a critical role in extending the life of batteries by managing functions down to the cell level, providing insight into the system’s functions and lifespan.

StackOS is also fundamental to Powin’s procurement of different brands of inverters that can be 52 | North America Outlook issue 07

effectively controlled and integrated through the platform.

“Having that Stack OS platform allows us to tightly control all the different components within our system, including thermal management,” Lu attests.

“It also allows us to interface with the grid and be able to respond to the signals that control how we dispatch the system to charge and discharge whenever it needs us to.”

Catering to the diverse array of applications that Powin may be called upon to perform – whether in frequency regulation, capacity services, or micro-grid functionality – this software ensures the systems work well in a range of scenarios across energy storage and the grid.

THE POWIN DIFFERENCE A key factor behind Powin’s solutions is its emphasis on competitive, cost-efficient pricing. This is only increasing, as the market continues to develop.

“Due to declining battery prices and reduced integration costs, we are already able to start using batteries and solar to beat out gas and

Each 750KWh Stack comes pre-integrated into the outdoor cabinet, encased with the necessary HVAC controls and fire suppressions, all within one modular enclosure that can be scaled up to the size required by the client, up to eight MWh or larger.

“This will be a revolutionary product for Powin. It will cut down site installation time by 50 percent, provide increases in the energy density of our products, and it will enable us to assemble the fully tested product in the factory, and ship it directly to any location in North America.” Danny Lu, Senior Vice President, Powin Energy

ENERGY & UTILITIES

traditional fossil fuel sources of power generation.”

It is this heightened level of both affordability and accessibility that is truly making an impact in driving the global energy transition.

“From models and calculations that we have made, we determine that solar-plus-storage systems on a four-hour duration are actually more competitive on a levelized cost-ofenergy basis than building a new gas peaker power plant,” Lu tells us.

Strategic partnerships continue to be a critical driver behind the company’s growing success.

“Without vendors that will partner with you, and help you accomplish your requests and demand, we would never be as successful as we are today,” he states.

Crucially, the way that Powin manages its supply chain contributes to that defining lower cost point.

“The way that we integrate these largescale systems is a main differentiator at Powin, since we have developed our own battery management system and that is the basis of all integration,” Lu outlines.

“We are able to purchase battery cells unlike our competitors who mainly have to purchase battery modules or battery packs from the same vendors.”

By procuring battery cells directly, Powin benefits from a lower cost basis that enables it to pass a lower product and system cost on to its customers.

“We currently purchase from four main cell vendors. Without top tier cell vendors, we would not have the supply, the cost

point, the quality of the cell or the long-life warranties that would enable our system to be as competitive as it is.”

Another key strategic relationship includes Siba Fuses – an integral component to Powin’s promise of safe, reliable systems.

“Siba Fuses make extremely good quality fuses which are essential to protecting many different aspects of our system. We incorporate their fuses into our DC disconnect cabinets and within the Stacks themselves.

“Without those two key levels of protection, we would be much more vulnerable to short circuit and different grid conditions that would cause our batteries to be unsafe. Ultimately, this greatly upgrades the safety of our systems,” Lu explains.

North America Outlook issue 07 | 53

POWIN

BRINGING BATTERIES HOME Despite being headquartered in Portland, Oregon, multiple contracts have been secured by Powin in California, as the state becomes a hotbed for innovation following the landmark SB100 legislation outlining its mission to become the first state to commit to carbon emissions-free electricity, leading to some of the largest battery system installations in the world.

This is seen with both CAISO, and an ongoing project with Hecate Energy in Santa Ana. In comparison to the CAISO solar farm, the Hecate project presents a similarly ambitious undertaking, but a host of different challenges.

Located in a densely populated industrial area, Powin has just been commissioned to supply 20 MW/80 MWh right in the heart of the industrial center of Southern California, strategically situated close to the load.

“The permitting of this project was extremely difficult. This was due to both the proximity of the surrounding population and the fact that the site is right across the street from the Orange County Fire Department. We therefore had a lot of involvement with the fire authorities on this project, showing that our product was 54 | North America Outlook issue 07

safe to operate.

“We use an LFP battery chemistry that not a lot of our competitors use.

Data and lab testing has proven that LFP is much less flammable and has a far more durable chemistry than the alternative lithium-nickel-manganesecobalt-oxide (NMC) batteries that are used in electric vehicles (EVs) and by the majority of our competitors.”

As one of the most stringent permitting processes that Powin has encountered, the Hecate project is testament to the rigorous testing, data and certifications that are behind the company’s products and integration processes.

ENERGY & UTILITIES

Reflective of the extensive work that Powin does on American soil, a key initiative that will guide the company in the years ahead concerns the near shore production of battery stacks within North America, with the company’s new Stack750E Centipede platform as the focal point of this localized production.

“As of now the batteries still come from Asia, since that’s where a lot of them are produced, but we are looking at near shoring the assembly of our battery modules, battery racks,

cabinets and enclosures. We are expecting to secure North American production by the middle of 2022.

There are a few different options within that we’re negotiating right now.”

A HUNGER FOR GROWTH Looking to the years ahead, Lu has ambitious aspirations for Powin.

Growth is top of the agenda, as the company seeks to increase its battery supply to more vendors. This comes as, with a limited number of approved vendors in the market, Powin foresees potential supply shortages as demand grows.

“The market is growing so quickly within both energy storage and EVs that battery supply is becoming more and more constrained as time goes on,” he tells us.

This growth therefore concerns the expansion of the cell supplier list to be approved within the market. Secondly, this pertains to the continual expansion of sales and Powin’s pipeline of projects.

“To date we have about 1.1 GWh of projects in service and operational in the field. By the end of 2021, that number will increase to around 2.5 GWh. “By the end of 2022, that number should be increasing to around six or

seven GWh operational in the field.”

With an ever-expanding roster of increasingly ambitious projects, a key priority for Powin is now growing its backbone of talented staff to support new undertakings and guarantee the consistent quality of execution. This new influx of talent will complement Powin’s pre-existing unrivalled team of experts from across the energy industry.

“Before COVID-19, as of March 2020 we had about 50 people working in our office outside of Portland. Today, our size has tripled, and we plan to hire another 50-75 people next year.

“We are actively recruiting to support our mission to build the best batteries in the world and support the transition of the grid from centralized to de-centralized,” closes Lu. As the power transition gains pace, Powin will continue to build the future of energy.

Tel: +1503 598 6659 sales@powin.com www.powin.com

North America Outlook issue 07 | 55

SUNGRID SOLUTIONS

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ENERGY & UTILITIES

RIDING THE SOLAR COASTER Providing better energy for tomorrow, SunGrid Solutions is accelerating North America’s ‘Energy Revolution’ Writer: Phoebe Harper | Project Manager: David Knott

E

nergy as we know it is changing. Across the world, the renewable transition is underway, and the pipeline dream of a cleaner, greener energy sector is increasingly becoming a reality.

At the crux of this transformation, Canada is

developing a reputation as a world-class center of excellence for battery energy storage systems (BESS). As the crucial components to store energy from renewable sources such as solar, BESS are widely acknowledged as the answer to our future energy needs.

North America Outlook issue 07 | 57

SUNGRID SOLUTIONS From concept to creation, SunGrid Solutions (SunGrid) is the Canadian energy specialist offering professional turnkey engineering, procurement and construction (EPC) and integration services for energy storage and solar projects.

The company enables the world with better energy for tomorrow by delivering projects scaling from 100 kilowatts (kW) to 200 megawatts (MW) in both power storage and generation. Its services comprise solutions in renewable energy, energy storage, and on-site generation.

With four separate locations in Ontario, Texas, New York, and Oregon, SunGrid is riding the waves of the supercharged BESS market, whose potential has yet to be fully realized in terms of global growth. In solar energy alone, the market is forecasted to register a compound annual growth rate (CAGR) of more than 10 percent across Canada by 2026.

SUNGRID SOLUTIONS AT A GLANCE • Better energy for tomorrow • Solution oriented enablers • Bankability at every turn

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THE RENEWABLE REVOLUTION SunGrid is committed to driving the energy revolution by enabling its customers to deliver renewable generation projects for everything from 250kw to 20MW. This encompasses applications within solar energy, microgrids, smart grids, energy storage and energy management systems.

In the face of the prohibitive costs of BESS that can impede their acceptance in the market, SunGrid’s

focus on affordability makes storage solutions increasingly attractive. With an emphasis on energy optimization and cost-efficiency, SunGrid boasts a range of innovative energy storage solutions.

This includes the ‘SunGrid PowerPlay MEGA SLICE’ - a purpose built prefabricated BESS solution equipped with a controlled environment, less seals, higher insulation, improved access and simple maintenance ready for repowering.

SUNGRID SOLUTIONS SERVICES • Renewable Energy Solutions - SunGrid focuses on enabling your renewable generation projects in ‘the energy revolution’ for everything from 250kw to 20MW. Its team of experts work through engineering, permitting, construction and financing in a way that enables projects to be successfully completed. SunGrid exists to fit alongside any gaps that may be needed to complete the puzzle.

• Energy Storage Solutions - SunGrid understands the difficulties of managing costly grid connections with single service providers (the utilities) and in partnership, the company enables users from 250kw to 15MW to take control of their bill. Connecting to the grid can happen in creative and cost-effective ways, but it requires project support from an expert team with experience.

• On-Site Generation Solutions – Similar to energy storage, SunGrid sees onsite generation as a vital component to ‘the energy revolution’ and a key enabler in taking control of facility and grid energy needs. SunGrid wants to step through every stage of the project with facilities to ensure the right decision at the right time.

ENERGY & UTILITIES “SUNGRID FUNDAMENTALLY BELIEVES THE KEY TO ACHIEVING THE LOWEST COST OF RELIABLE ENERGY STORAGE LIES IN VALUE ENGINEERING AT THE BEGINNING OF EVERY PROJECT” – SUNGRID SOLUTIONS Turning to the transport realm, SunGrid actively supports the uptake of electric vehicles (EVs) and the wider electrification of transport with the distribution of compact units for carcharging. The SunGrid PowerPlay LevelUP is a BESS that allows for constrained areas to install Level3 Fast Chargers. This innovative solution provides an answer for multi-megawatt charging and feed capabilities for off-highway pit stops that may not be equipped for electric mobility.

Extending beyond the reach of North America, SunGrid delivers world-class projects across the globe. This has included the installation of Ukraine’s first industrial lithiumion energy storage system at the Zaporizhzhya Power Plant in Energodar for the national energy company DTEK. Equipped with a capacity of one MW / 2.25 MWh, the system, installed in partnership with Honeywell, will store and dispatch electricity to the grid whilst maintaining the functioning of Ukraine’s power system as the largest BESS project in the country.

A PARTNER OF CHOICE Partnerships are the backbone of SunGrid’s growth.

Internally, the company partners with industry-leading manufacturers of technical energy storage to deliver highquality and cost-effective solutions.

The majority of SunGrid’s business is generated from repeat customers, with whom the company has cemented long running and dependable relationships. These include Hecate Energy, Arcadian Projects, and CEL Electrical Contractors to name just a few. SunGrid believes that converting both suppliers and customers into partners is critical to its long-term, sustainable success.

One such example includes the recent engineering and construction undertaken by SunGrid of a one MW / two-MWh BESS for Kruger Energy in Brampton. A global adjustment BESS, the battery technology has been provided by Oregon-based energy storage specialist Powin Energy, with a complementary operating platform supplied by artificial intelligence-powered solutions provider, Peak Power.

As SunGrid’s most valuable asset, the company is bolstered by the unparalleled strengths and expertise of its team, who come equipped with significant experience in the design and construction of utility scale solar and BESS projects.

LEADING THE CHARGE IN GRID MODERNIZATION. Powin is revolutionizing the way renewable energy is generated, transmitted, and distributed worldwide.

Our energy storage systems are helping to mitigate the economic and environmental impacts of climate change by ensuring that no energy is left to waste.

Powin’s Centipede Platform

WWW.POWIN.COM

The company’s workforce comprises technical engineers and project managers, complemented by a team of investment experts on hand to guide and ensure a costeffective solution with the customer’s best interests at heart. With the quality of the people involved ultimately deciding the success of any SunGrid undertaking, the company considers attracting and retaining the right talent to be of paramount importance.

It is the collective strengths of this team of seasoned experts that enables the seamless execution of all SunGrid projects, from the feasibility phase right through to detailed design and construction management. All SunGrid engineers make educated well rounded decisions that take the best approach to commercial, industrial and utility scale integration.

ON THE HORIZON As the company continues to go from strength to strength, geographical expansion is next on the agenda, with SunGrid set to install new locations in both San Diego and Calgary.

Providing complete, educated energy solutions for any application, SunGrid will continue to conserve power and harness the possibilities of solar to deliver a decentralized energy future.

North America Outlook issue 07 | 59

BELL AND HOWELL, LLC

THE NEW AGE OF CONVENIENCE R

Encompassing innovation and flexibility with world-class training capabilities and industrial automation services, we speak with CEO of Bell and Howell, Larry Blue

unning through the headquarters of the next-generation service organization, Bell and Howell, stands a long hallway. Known as ‘the Blue Writer: Phoebe Harper | Project Manager: Lewis Bush Mile’, it is the physical embodiment of an esteemed legacy of innovation represented by the company’s history, with every foot of the space marked by a plaque representing a Bell and Howell patent.

“If you look at the history of Bell and Howell, this company has pivoted multiple times in the businesses that we’re in. Our culture supports this,” comments the somewhat appropriately named Larry Blue, CEO of Bell and Howell.

The mile encompasses the spirit of agility and flexibility that Bell and Howell is celebrated for. With a legacy dating back to 1907, it is, unsurprisingly, a long corridor.

Bell and Howell’s journey of innovation is mirrored by the career path of its present CEO. An engineer by trade, Blue’s working history has witnessed the launch of the pre-cursor to the ethernet at IBM, the development of the first five generations of chip sets for the Direct TV set top box whilst at Hughes, and the first dual mode reader for RFID systems at Matrix before he was Larry Blue, CEO, headhunted into the ranks of Bell and Bell and Howell Howell.

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TECHNOLOGY

North America Outlook issue 07 | 61

BELL AND HOWELL, LLC

FROM THE SILVER SCREEN TO SORTING MAIL An iconic US brand, Bell and Howell’s legacy dates back to a 1907 camera repair company in the silent film business which eventually built its own cameras and received Academy Awards for technology in the film industry. A sad historical moment, it was a Bell and Howell camera that was used by Abraham Zapruder when filming the assassination of President John F. Kennedy in 1963. The company continued in the video imaging business until it was privatized in the early 2000s, and this segment was sold to Kodak.

In the 1940s, Bell and Howell diversified into mail processing – a timely pivot, as the end of the war and the advent of baby boomers led to the US postal service coming under significant strain. Recognizing the need for the automation of mail processes in sorting and delivery, Bell and Howell invested in inserting and sortation machinery, simultaneously establishing a significant training organization.

After the business was broken up during privatization, Bell and Howell was reconstituted

by Versa Capital Partners as an industrial equipment manufacturing organization selling sorters and inserters to postal organizations whilst also providing servicing. Based on the strengths of its service and significant customer research, in 2018 Bell and Howell launched a new product line centered on automated pick-up solutions.

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“All of my career has basically been in some form of communications,” he tells us. “I joke that I basically devolved from high-speed wireless communications at IBM and satellite communications at Hughes, to doing mail at Bell and Howell.”

As Blue suggests, mail is a mainstay of the Bell and Howell business today, alongside “non-mail service businesses”. Complementary to building and selling inserters for the mail industry, Bell and Howell’s service organization accounts for approximately half of the company’s revenue. In addition, Bell and Howell has to date installed over 1,800 automated pickup solutions.

In 2014, Blue was brought into the business to champion a major turnaround, joining part of a new management team as Chief Operating Officer. In the face of a declining mail business suffering from the advent of email and electronic communication, Blue and the executive team were tasked with reviving the company.

First on the agenda, was customer research.

“We went out and talked to customers and one of the things they told us was that our equipment was ok, but our service was extremely good,” Blue recalls.

“That was an aha moment where we realized we ought to be focusing on service. So, over the next three

MEP Technologies Inc.

Congratulations to Larry Blue for all his achievements!

Armand Afilalo, MBA & Joseph Sassano, Eng.

www.meptec.com

years, we basically took our 800-man service field technician organization and started to focus them on growth industries as opposed to the mailing industry.”

Today, the service side of Bell and Howell provides a broad-based set of services for automation equipment OEMs. In 2016, the company serviced 10 different OEM nameplates, a

TECHNOLOGY

number that has grown to over 60 today, with eight new deals having been signed this year alone.

By 2018, Bell and Howell had stabilized, thanks to the growth of its service business in the non-mail space. It was during this time that the company diversified into the realm of automated pickup solutions. This now extends to product lines in grocery, general retail and retail pharmacy for prescription pick-ups.

NEW SOLUTIONS In the same way that Bell and Howell’s foray into mail was born from identifying a need for improvement in the market, so too was the company’s venture into click and collect solutions, which arose from the recognition that the US was lagging significantly behind other countries in terms of drop off and pick up locations, particularly the UK and Europe. Again, opportunity came calling.

“We saw that as an opportunity in

the US and went out and did a survey of companies that were building equipment that could be used in that space,” Blue tells us.

Subsequently, Bell and Howell embarked on a partnership with an Estonian company who had developed automated locker systems for delivery collection. Both parties pursued a fruitful distribution opportunity throughout the US up until 2020, with installation serviced and sold for the likes of Walmart, Home Depot, and Canadian Tire.

“That was the start of the business for us. We’ve since developed our own solutions, as well as continuing to distribute,” he explains.

2020 represented a watershed year for Bell and Howell. When the COVID-19 pandemic struck, although traditional retail suffered, the grocery delivery business exploded. This market shift propelled Bell and Howell into the space.

“Pre COVID-19, buying groceries

online or picking up in store was less than five percent of the total market.

Now, projections are somewhere between 18 and 22 percent as a direct result of the pandemic.

“We have been very successful in the grocery space. At this point we have hardware in five of the top eight grocers in the US and we have some interest from a couple of grocery chains in Europe. That is where our significant growth comes from.”

THE BELL AND HOWELL DIFFERENCE Whether in services, mail, training or click-and-collect, Bell and Howell boasts defining qualities that give it the edge over the competition. Across all segments, skill, capability, and the depth and breadth of the company’s geographic distribution stand apart.

The strength in service that guided the Bell and Howell overhaul in 2014 still exists as a key differentiator across the business today.

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BELL AND HOWELL, LLC

THE BELL AND HOWELL QUICKCOLLECT GO!™ POD Bell and Howell’s latest product is the QuickCollect GO!™ POD - a ‘store in a box’ robotic e-commerce order pick up solution.

This innovative product allows consumers unparalleled convenience for e-commerce order pick up, whilst addressing growing challenges in labor costs and shortages with simplified outdoor drop-in installations.

“We designed this product so that it could hold up to 200 grocery totes in a refrigerated or frozen space. With four customer portals and one separate induction portal, it has already been a big hit.”

- Larry Blue, CEO, Bell and Howell

“In our service business, we work 24/7, 365 days a year, and we can get to almost any zip code in the US in about two hours. A key differentiator is our ability to respond quickly, since our install base of skilled technicians is second to none,” Blue comments proudly.

The industry leading skills and capabilities of Bell and Howell technicians are matched by cutting edge mechatronics, software and electronics. Effectively, Bell and Howell’s engineering prowess is such that the company can service a diverse breadth of machines.

In addition, for the past 16 years, the Bell and Howell training program has been officially recognized as amongst the top 100 worldwide.

“This year, we are 24th in the world. For the past four years we 64 | North America Outlook issue 07

“IN OUR SERVICE BUSINESS, WE ARE 24/7, 365 DAYS A YEAR, AND WE CAN GET TO ALMOST ANY ZIP CODE IN THE US IN TWO HOURS. A KEY DIFFERENTIATOR IS OUR ABILITY TO RESPOND QUICKLY, SINCE OUR INSTALL BASE OF SKILLED TECHNICIANS IS SECOND TO NONE” - LARRY BLUE, CEO, BELL AND HOWELL have been improving by advancing technologically with virtual instructorled courses, remote monitoring and the launch of a data analytics practice that allows us to perform predictive maintenance,” Blue explains.

Flexibility is a cornerstone at Bell and Howell, within both the company’s history in navigating successful diversification, and in catering to the needs of its customers.

This is best evidenced by the click and collect space, where different consumer buying habits based on varying geographies define the most suitable solution.

“In the click and collect space, we have the broadest product line of anybody out there. In this new market space, a lot of the companies that we compete with have one solution – either lockers or some type of

automatic storage and retrieval system (ASRS). They try and force fit that solution into every one of the applications.

“In retail, one size just doesn’t fit all – you need to have the variety, and the ability to provide a basic locker, all the way up to a system with five different portals that is basically an automated store in a box.”

This is embodied by the company’s latest innovation – the multiple portal QuickCollect GO!™ POD. An indoor or outdoor pick-up solution, the product was developed after significant customer analysis that identified the need for a service with several different portals to simultaneously allow loading while serving the consumer.

INNOVATION INCORPORATED Bell and Howell’s unsurpassed engineering talent truly lends itself

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to innovation at the company. It is a concept entrenched into the Bell and Howell’s DNA and reflected by its progressive culture.

At the crux of guaranteeing continual innovation, Bell and Howell follows a process launched by the Center for Innovation Management Studies (CIMS) at NC State University in Raleigh, North Carolina.

“This is an essential playbook in terms of how you manage and evaluate innovation. The key is getting our folks to keep coming forward with new ideas – even just small ideas as to how we can improve a process or save money.

“It is these small incremental improvements in processes and products that collectively make a big difference. We encourage that type of thinking,” says Blue.

As part of institutionalizing the CIMS process, unleashing people potential is paramount.

Blue advocates for the need to “unlock the engineers”, ensuring they don’t get so tied up fixing problems or sustaining existing products that no room is left for spending time on new things. This creativity and expertise can then act as the North Star for future endeavors.

For 2022, Bell and Howell will be committed to the widespread rollout

of the QuickCollect GO!™ POD, with several orders from major chain stores already queued up. Aside from this, the company will be expanding its OEM customer base for service.

“First and foremost, we’re an industrial automation services company. This is a huge area of focus for us, as labor markets are short so wages are going up across the board.

“This forces more companies to consider automation. There’s a lot happening in our OEM service organization causing diversification in location, customer base and training, forcing us to do things differently

as we continue to take on new OEM customers,” he concludes.

With expanding product lines and a growing customer base, the potentially limitless corridor that is Bell and Howell’s Blue Mile will only continue to grow.

Tel: 800-961-7282 info@bhemail.com www.bellhowell.net

North America Outlook issue 07 | 65

NUWAVE COMMUNICATIONS

CLOUD AUTOMATION TRANSFORMING TELECOMMUNICATIONS Connection has never been so important. Operating at the head of cloud telecommunication solutions, we take a look at NuWave Communications, and speak to Mark Bunnell, Co-Founder and COO, to learn more Writer: Marcus Kääpä | Project Manager: Lewis Bush

C

ommunication is vital in an age of the new hybrid workforce environment.

Prior to COVID-19, when communities and businesses could function with no thought to limiting direct contact, the new challenges of the decade have forced the hand of technological advancement across the globe. This has resulted in organizations scrambling to manage a multitude of systems and apps, putting a strain on their engineering and capital resources.

Operating from the US to serve the world is NuWave Communications (NUWAVE). As a global communications service provider, NUWAVE is revolutionizing the telecommunications industry with their automation and provisioning platform, iPILOT, and has now launched the iPILOT Galaxy service which will completely change the way telecommunications business is done today.

“NUWAVE is committed to meet 66 | North America Outlook issue 07

and exceed customer expectations with affordable, scalable, innovative solutions that consistently satisfy our customers’ experience,” opens Mark Bunnell, Co-Founder and COO of the company. “Our continuous innovation and focus on the key relationships we are building form the core of NUWAVE.” NUWAVE and its iPILOT Platform, having secured Partner of the Year and Rising Star with UC Today coupling other awards for Microsoft Teams Hosted Direct Routing, Operator Connect, will soon offer Zoom as well for voice enablement.

NUWAVE specializes in enabling organizations of all sizes and verticals to replace on-premises private branch exchanges (PBX), or inferior standalone hosted voice systems.

NUWAVE’s geo-redundant, carriergrade network seamlessly supports all public switched telephone networks (PSTNs), and cloud calling needs while providing the reliability

and redundancy that carriers and operators require. Through their automated provisioning platform iPILOT with the underlying Galaxy network, NUWAVE offers rapid cloud network deployment, management, and support for Microsoft Teams Operator Connect, Direct Routing, and Zoom (Q1 2022), an easy-to-use network management platform all within a single pane of glass.

TECHNOLOGY

PAVING THE WAY Focused on streamlining business processes while maintaining core company values, NUWAVE is paving the way with innovative features and products that offer organizations of any size the ability to scale on demand quickly and easily while maintaining complete visibility and control over their network in an ever-changing market environment.

According to Bunnell, there is a large and growing level of competition in the telecommunications industry, and at the same time, there are many larger companies buying up smaller enterprises, thereby shrinking the landscape of available telecommunications businesses. Consequently, this is increasing the standardization of services, making each offer relatively similar and limited in capability.

“At NUWAVE, we do things completely different to others in our industry,” he affirms. “By combining our carrier-grade, geo-redundant voice network with the technology and the on-demand flexibility, scalability, and speed of our iPILOT provisioning platform, we are changing the way telecommunication services are deployed, managed, and supported.”

North America Outlook issue 07 | 67

NUWAVE COMMUNICATIONS ENTERING THE TELECOMMUNICATIONS INDUSTRY For Bunnell, being involved at the forefront of cloud communication and working with the likes of Microsoft remains a privilege, and a position that he was led towards since graduating from school in 1992.

“By chance, I knew the general manager of a local long distance phone company at that time, and so after graduation I became a sales agent of the company selling long distance products and services,” he tells us.

“Once I realized that it was difficult to sell without customers understanding the technical aspects of the product and how things functioned, I sat down with engineers and learnt how telecommunications

NUWAVE SERVICES AT A GLANCE - Microsoft Teams Voice (Operator Connect and Direct Routing) - Zoom Enabled Voice Services (Q1 of 2022) - iPILOT – On-Demand, Network Automation and Provisioning Platform

and long-distance networks worked (switches and routing etc), so I could gain the technical expertise that allowed me to transition into what I am doing today.”

At a later date, Bunnell was able to gain insight into the operations of local services, how to build up and connect networks, as well as how to put together a team, before he co-founded NUWAVE in 1998.

“When the internet became prominent in the late ‘90s, voice over IP did so as well, and so we started transitioning our network, and continued to evolve as the technologies changed over time,” he reflects.

“Ultimately, I have been very fortunate to have become involved in our industry so early on in my life, becoming really excited and engaged with how things work, and at a time of great development and change.”

CLOUD-BASED SOLUTIONS NUWAVE today is backed by over 20 years of experience and reliability in the field. From these years in operation, the company has gained the foresight to read market trends, prepare, adapt and answer coming consumer demands. As a result, NUWAVE has a greater level of experience and expertise than a multitude of alternative options.

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For over five decades, Ribbon has delivered secure communications solutions for hundreds of enterprise networks. We enable communications across a wide variety of applications including Microsoft Teams and Zoom.

Our solutions incorporate industryleading anomaly detection and encryption while meeting the demand for private optical networks and data center interconnection.

Visit us at rbbn.com to discover how to securely future-proof your communications services now.

- iPILOT Galaxy – On-Demand Network Scalability and Global enablement for Carriers - NUWAVE’s Carrier grade, GeoRedundant Voice Services

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NUWAVE COMMUNICATIONS

NUWAVE PURPOSE AND PROVISION NUWAVE offers a full range of managed voice service solutions to meet business needs by industry and segment over a highly scalable and secure network encompassing a best-of-breed network topology.

NUWAVE provides: SCALABILITY Through iPILOT, NUWAVE offers on-demand scalability and support, with the ability to add trunks, voice services, and devices in a single, easy to use platform.

AGILITY End-to-end support of the entire Cloud Voice lifecycle for Microsoft Teams, or soon to be enabled Zoom, from migration through deployment, capacity management, support, voice analytics, and integration all at an affordable Opex price.

RELIABILITY With NUWAVE’s secure carrier-grade network SBCs, NUWAVE has created true network redundancy because the reliability of customer networks and applications that support their businesses are too critical to leave to chance.

INNOVATION NUWAVE’s latest product, iPILOT Galaxy allows for other carriers and Operators to quickly expand their network capabilities and gain instant access to global calling capabilities, OEM integrations including Microsoft Teams calling and Zoom calling (Q1 2022) capabilities, as well as API integrations such as Microsoft Azure Peering Services (MAPS), all in a simple, white-label ready package.

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“COVID-19 presented us with a very unique and interesting problem since nobody was prepared for the transition of working, teaching, learning and collaborating from home, and having your workforce distributed all over the place,” Bunnell explains.

“At the time, the on-premises phone system simply wasn’t prepared to deal with this type of situation; one where a multitude of people were making use of it much more regularly and en masse. A cloud-based phone system was the key to answering the demand and easing the strain on a single type of system, and we knew that when asking customers to place faith in switching systems to handle a hybrid workforce, we had to provide them with a cloud solution that gave greater benefits than the system they had before.”

IPILOT EXPLORATION iPILOT is an automation, orchestration and provisioning platform that is designed to support businesses across the world, giving visibility and control back to the customers to deal with today’s requirements.

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NUWAVE SERVICES THE ADVANTAGES VOICE EXPERTS - NUWAVE is a carrier focused on high quality voice, providing uninterrupted services.

• NUWAVE offers both per user and shared trunk pricing models, giving customers the best Microsoft Teams (Operator Connect and Direct Routing Solutions), or Zoom (Q1 2022) phone service at affordable pricing.

• NUWAVE is an Operator Connect Global Launch Partner, with global Voice coverage and MAPS peering connectivity.

• NUWAVE allows you to Bring your Own Carrier (BYOC), which allows you to seamlessly enable your existing network to allow for Microsoft Teams, or Zoom Voice (Q1 2022) solutions and manage it all in a single pane of glass platform, iPILOT. IPILOT GALAXY – Expand your carrier network capabilities by joining the iPILOT Galaxy network and gain instant access to global calling capabilities, APIs and OEM integrations including Microsoft Azure Peering Services (MAPS), quick product enablement of Microsoft Teams calling and Zoom calling (Q1 2022) capabilities, as well as go-tomarket resources and training all in a white-label ready package.

IPILOT – Global cloud voice automation platform allows you to easily add capacity and assign numbers to users with fully automated 24x7 provisioning and onboarding.

• iPILOT offers call recordings for trainings, compliance, or support along with additional features such as voicemail, call tracking, disaster planning, SMS text, analytics and more.

• iPILOT enables complete visibility and control over your entire voice network, including analytics and overall network health.

• iPILOT offers the ability to deploy, manage, and support both Direct Routing, and Operator Connect Solutions for Microsoft Teams in a single pane UI.

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NUWAVE COMMUNICATIONS iPILOT offers a cloud platform as a service (CPaaS) to support the entire Microsoft Teams (and in Q1 2022 Zoom) Calling lifecycle including migration, deployment, capacity management, support, analytics, and integration. iPILOT’s simplicity and automation allows users to be up and running with full calling capabilities in minutes. It automates both direct routing and operator connect capabilities while solving for carrier hosted SBCs, on-premises SIP trunks, and more. “iPILOT provides a cloud dashboard to maximize visibility over an organizations’ entire network. This enables customers and partners alike to have greater control and oversight that they would otherwise not have whatsoever. This robust platform enables key features that are not available through anyone else

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in the market,” Bunnell says. “iPILOT Galaxy and its ability to quickly onboard our partners’ and customers’ infrastructure to source new services and products combined with iPILOT’s automation and provisioning enabling scale in near real time and has the ability to completely change the way cloud communications and voice services are used today.”

INTERNATIONAL EXPANSION AND INNOVATION Standing as a unique solutions provider within the telecommunications sphere, it is no surprise that NUWAVE is moving forward with innovation and expansion in mind.

“Our partnership with Microsoft is strengthened due to our ability to provide rapid enablement and offering complete visibility and control for our customers,” Bunnell elaborates.

TECHNOLOGY

“NUWAVE IS COMMITTED TO MEET AND EXCEED CUSTOMER EXPECTATIONS WITH AFFORDABLE, SCALABLE, INNOVATIVE SOLUTIONS THAT CONSISTENTLY SATISFY OUR CUSTOMERS’ EXPERIENCE” - MARK BUNNELL, CO-FOUNDER AND COO, NUWAVE COMMUNICATIONS “This demand has forced us to expand outside of the US and Canada to 13 countries in Europe, and we recently set up network in both Hong Kong and Singapore within our APAC region, and in the first quarter of 2022 we will be expanding into South America and Africa. This growth all comes down to

the demand and success of our iPILOT platform and network services.”

Global coverage is available for other carriers and operators to adopt through NUWAVE’s new network platform iPILOT Galaxy.

“A key part of our growth strategy is to listen to our customers and their

feature requests and feedback,” Bunnell says. “We have really focused on this, and the continuation of listening to our customers will help guide us in this demanding market, steering NUWAVE’s direction into the right future.”

Tel: US (888) 368-9283 EU +442071536040 www.nuwave.com www.ipilot.io

North America Outlook issue 07 | 73

1PATH

PATH TO TECHNOLOGICAL EXCELLENCE At the frontline of new IT trends, Luca Jacobellis, President of 1Path, paves the way to helping organizations navigate technology with confidence Writer: Jack Salter | Project Manager: Lewis Bush

A

s the name suggests, there is only one path that leads to true technological excellence for end-to-end IT provider, 1Path.

The company began life as a merger of three separate technology entities to create a new type of managed services provider (MSP), one that caters to every step of a client’s technological journey from building infrastructure to IT support 74 | North America Outlook issue 07

and management.

A provider of both foundational and formative IT services, including structured cabling, cybersecurity, data analytics, and workflow automation, 1Path ensures that clients receive the right tools and guidance to meet and exceed their technology goals.

“First and foremost, 1Path is an IT outsourcer,” begins Luca Jacobellis,

President of 1Path. “There are more options than ever today – hardware, software, cloud providers and so on – that can feel overwhelming and keep businesses from moving forward.”

That’s where 1Path comes in, unburdening businesses by providing proven, transparent and personalized IT strategies, whether they are looking for a holistic outsourced IT partner or to augment their current team with an

TECHNOLOGY

accountable MSP. “We serve clients with between 25 and 1,000 employees. For smaller companies we tend to act as the entire IT department, whereas for larger businesses we form part of a wider department with specific scopes of responsibility,” Jacobellis adds.

With 1Path’s tailored solutions taking the stress and distractions

out of IT management and allowing companies to focus on other business concerns, it means that technology worries are a thing of the past.

As a dependable technology partner, 1Path has an unwavering commitment to clients and their IT needs, providing companies with new, more efficient ways to complete tasks, meet their goals and reach new heights.

To do so, cultural alignment is

of utmost importance to 1Path, alignment that requires a certain degree of IT maturity from likeminded companies whose desire is to technologically grow and evolve.

“We view IT maturity as a process of continuous improvement. There are always new things to learn and improved best practices or compliance regulations to adhere to,” outlines Jacobellis.

North America Outlook issue 07 | 75

1PATH “1Path believes that having closely matching levels of operational maturity makes for a great business partnership, especially with organizations that are looking for a competitive edge through their own digital transformation.”

OUTSOURCED QUALITY By outsourcing IT departments to 1Path, companies can rely on a true IT consultant to look at their business strategy, create a technology roadmap, drive down costs and keep data secure.

Crucial to gaining a competitive advantage in the marketplace is finding an IT partner such as 1Path with the accountability and integrity

INDUSTRIES SERVED BY 1PATH EDUCATION – Students require efficient internet access in order to learn, whilst teachers require effective audiovisual equipment in order to teach.

FINANCE – Financial industries exchange money and data on an hourly basis, which makes them a prime target for cyberattacks.

HEALTHCARE – 1Path specializes in solutions for a variety of healthcare institutions, including family practices, hospitals, and specialty practices.

LEGAL – From web conferencing for client meetings to advanced audiovisuals for remote litigation, law firms have specific IT needs.

MANUFACTURING – 1Path understands the impact of technical expertise on supply chains, analytics and operations.

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to keep files safe, whilst making it easy to share, access and understand data.

In doing so, companies can achieve their long-term goals and plan for the future with adaptive cloud technology, reliable backups, and predictive data analytics, as part of a flexible setup that allows businesses to adapt to the ever-changing nature of technology and IT solutions.

With 1Path’s cost-effective expertise, meanwhile, on-demand access is provided to a range of industry- and solution-specific engineers when it counts, and at a fraction of the cost. Outsourced 1Path solutions also result in simplified technology management, covering areas such as cloud migration, task automation, and Microsoft software.

But crucially, at a time when cybersecurity is becoming more and more challenging, the protection and reliability of 1Path’s solutions are keeping businesses operational no matter what.

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TECHNOLOGY

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North America Outlook issue 07 | 77

1PATH BEST-IN-CLASS SERVICE 1Path’s expert engineers, technicians and account managers are hired from across the technological field.

Providing for all consumer needs in one place as part of one team, they are guided by 1Path’s core values of accountability, teamwork and integrity in order to deliver IT excellence.

“Our largest focus is always on our core values. We recruit based on these values, and just this year alone there will have been nearly 1,000 1Path employees nominated in recognition of living up to them,” emphasizes Jacobellis.

To provide a best-in-class service for its clients, who span across a number of major industries, 1Path is dedicated to developing talent through its apprenticeship program together with the Computing

WHY OUTSOURCE YOUR IT DEPARTMENT TO 1PATH? REDUCED IT RISK – IT is a foundational component of modern business, but if employees and systems aren’t properly managed, it comes at the expense of time, money and trust.

ENHANCED COMMUNICATIONS – Now that many workforces have transitioned to remote setups, 1Path keeps teams running smoothly.

MANAGED DATA – Data is crucial to daily business functions, as it can reveal operational patterns, forecast future state and offer ideas for improvement.

UPGRADED OFFICE SPACE – The design of a new office isn’t just about aesthetics, but also laying the technological foundations to enable efficiency, connectivity, safety and security.

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“Targeted cyber attacks are well documented at this point, but there have been some particularly notable broad attacks on the likes of Microsoft, SolarWinds and Kaseya over the last year or so,” Jacobellis acknowledges.

“In the case of Microsoft, 1Path was able to react quickly to the news and get their systems patched. Many did not, however, so there were several examples of how a broad attack became a targeted one when the proper steps were not followed.”

Through 1Path’s advanced cybersecurity and trusted procurement services, together with its bundled pricing structure and delivery model, businesses can depend on advanced security operations, tools and processes to prevent hacks or ransomware attacks.

TECHNOLOGY Technology Industry Association (CompTIA), an American non-profit considered one of the IT industry’s top trade associations.

The CompTIA affiliation, and the credentials apprentices gain through

the program, are industry recognized and can help prospective employees to edge out the competition when it comes to tech jobs.

“The program will equip our apprentices with the technical competencies

HOW SUCCESSFUL HAS THE ADOPTION OF A HYBRID WORKFORCE BEEN FOR 1PATH? Luca Jacobellis, President: “Like most others in March 2020, our staff were sent home due to the COVID-19 pandemic.

“As a technology company, remote work was something we were already largely used to, so the most difficult thing was managing issues around culture and mental health.

“1Path has really leaned into the hybrid working world, and we view our ability to do so as a strength. Our leadership team has also taken a progressive approach to what is both an opportunity and a challenge.

“When recruiting in the past, we would typically look for the best candidate within a 50-mile radius of our offices, but we can now look beyond that, so we are finding much more strength and success in this approach.”

they need to grow in their careers with 1Path as project managers, helpdesk support specialists, network technicians and cybersecurity experts,” Jacobellis explains.

“We also want to expand IT career opportunities for women and individuals with disabilities in order to strengthen 1Path’s diversity.”

2022 is shaping up to be an exciting year for the talented team at 1Path, with mid-market companies identified as an area of untapped potential.

“We see organizations with 100 to 1,000 employees as being underserved by service providers, particularly those within the healthcare and professional services industries,” observes Jacobellis.

“There are thousands of providers in the small business space, and whilst many offer point solutions to the mid-market, there are very few comprehensive offerings.”

For this reason, 1Path is doubling down on its consultative approach to client partnerships by forming a new consultancy team headed by Chief Technology Officer, Patrick Kinsella, who is taking on the role of Managing Director of Consulting. With an assessment-led approach, the consultancy team engages with organizations to help guide them to success.

“A good example is during a merger or acquisition, when Patrick and the team have helped organizations to navigate the best way of integrating together,” Jacobellis says.

It comes back to the belief that there is only one path that leads to technological excellence, and 1Path is committed to walking side by side with clients every step of the way.

Tel: (877) 516-0218 info@1path.com www.1Path.com

North America Outlook issue 07 | 79

LÖDIGE USA

SMART AUTOMATION BUILT TO LAST We speak to Jonathan Hardy, Managing Director of Lödige USA, about the company at the head of streamlining the supply chain, and its solutions for material handling across the US Writer: Marcus Kääpä | Project Manager: Tom Cullum Lödige a pharmaceutical plant, Industries is a moving on to accept the specialist in role he holds today. producing modern and “I was initially durable machinery, built drawn to the industry to last. We are an expert after recognizing the in handling heavy or importance and value of special shaped loads; well-designed automated where others in the field material handling systems might be put off, we say and software,” Hardy bring on the challenge.” reflects. “This was not only Jonathan Hardy, MD Lödige Industries because of their impact in is one of the world’s revolutionizing customers’ leading suppliers of logistics systems operations, but also because and lifting solutions with more the systems act as a catalyst for than 1,000 employees across its commerce and growth in and around subsidiaries in Europe, Asia, the US the area where they are deployed. and the Middle East.

“For example, an automated cargo Jonathan Hardy, Managing Director mega terminal not only radically of Lödige USA, joined the global improves efficiency for the airlines company in 2012, to begin working and cargo handlers, but it also on major automated airport facilities helps businesses who rely on the in the Middle East. From there, he rapid delivery of goods to operate transitioned to the project lead for more efficiently and improve the the construction of a new distribution service they can deliver to their own center and automized upgrade of customers.”

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SUPPLY CHAIN

Lödige Industries’ material handling technology in a car manufacturing plant (North America)

LÖDIGE USA For Hardy, the material handling space is a high impact industry which leverages engineering expertise, and collaboration between a range of technical specialists, to produce an end product that delivers phenomenal business results.

“Our end-to-end approach, starting with data gathering and analysis through to custom engineered solutions, ensures the solution we offer solves the customer’s problem,” he tells us proudly.

INDUSTRY TRANSITION Lödige Industries’ North American operation is headquartered in New York. Aviation is the first of its three core industries, where the company is a leader in the design and delivery of automated air cargo handling solutions, both machinery and

software, and has delivered cargo terminals across the country including at John F. Kennedy, Miami, Dallas, and Los Angeles International Airport.

“Our second is the automotive sector, where we work closely with partner companies such as BMW and Mercedes to deliver custom material handling systems within their production facilities in the US,” Hardy explains. “Lastly, the field of automated parking is also a core industry of ours, where we deliver high-end solutions for condominiums and commercial buildings that allow parking and retrieval of a car at the click of a button.”

According to Hardy, Lödige USA currently operates at an exciting point in time, despite automization having been an ongoing trend for a significant amount of time.

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LÖDIGE INDUSTRIES AT A GLANCE

• • • • • • •

Lödige Industries is a leading global provider of intralogistics systems and lift solutions for a wide range of industries. Headquartered in Germany, Lödige Industries was founded in 1948. Today, the company employs more than a thousand people across Europe, Asia, the Middle East and the US.

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Lödige Industries has been active in the US since 1985 and has delivered several large and medium scale air cargo terminals and production logistics systems. The company is responsible for air cargo terminals such as Korean Air in Los Angeles (California), and American Airlines in Dallas (Texas). Lödige Industries’ production logistics helps automobile manufacturing plants in South Carolina to achieve their output goals. More recently, the company has delivered several automated parking systems in New York, Boston, Ottawa and Toronto, providing and servicing parking solutions in busy urban environments.

Garage with automated parking and space saving systems

Low Ceiling Lift 2 High Lift 3 High Lift 4 High Lift No Post Lift Puzzle Lift Automated System

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SAICON specializes in providing comprehensive solutions in designing and implementing control systems for production lines, material handling systems, warehouse systems, and industrial machine automation.

SAICON provides turnkey solutions, handling all aspects of systems integration, from project analysis and control system design to commissioning and long-term support.

At SAICON, projects are managed by combining the traditional project delivery model with agile methods.

This allows SAICON to be flexible and provide clients with solutions that exceed their expectations.

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82 | North America Outlook issue 07

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North America Outlook issue 07 | 83

LÖDIGE USA “Right now, employees are increasingly less enthusiastic about performing repetitive work in uncomfortable conditions, and businesses are looking at labor shortages and wanting to reduce the risk of downtime and maintain productivity,” he elaborates.

“Air cargo volumes in North America are on the up, and airport facilities across the US are finding that they are running out of space for new construction – this is where automated solutions that increase operational efficiency and are able to use height to get much better storage density out of the same plot of land become very attractive.”

In the automotive sector, manufacturers are pivoting towards electric vehicles (EVs), which necessitates assembly line adaptation or the construction of new plants for EV models. EVs are also forcing real

OPTIMIZING SYSTEMS

estate developers to look at newer automated parking solutions, such as the company’s 5BY2 product, which enables the automatic charging of vehicles while in storage.

“This, in addition to the space saving and aesthetic improvements of automated parking over conventional parking lots, is creating a boom in this industry in urban centers across North America.”

EXPANDING IN THE US Within the region, expansion is the name of the game for Lödige USA. Recently, the company secured multiple projects at two brand new automotive plants in Texas as well as further inter-state projects.

“We are excited to continue to build on the partnerships we’ve established over decades, as well as expanding our reach to support new customers and build new partnerships in the industry,” Hardy continues. “We’ve secured a major automated cargo project at a facility

Lödige Industries provides bespoke maintenance services for equipment ranging from single machines to complete automated systems, guaranteeing the reliable operation of customer assets at the lowest possible cost. The company’s international service network ensures a fast response in the event of random faults even for equipment that has not been delivered by Lödige Industries.

As customer needs change over time, the company supports the expansion of their facilities, or the transition to new technologies.

Lödige Industries has a strong track record for delivering system enhancements or modernizations whilst its clients continue to run their day-to-day business.

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A Lödige Industries air cargo solution

in California, demonstrating how Lödige USA continues to be the go-to name when it comes to automated cargo handling solutions.”

Stemming from the Lödige Industries’ headquarters in Germany, there is a company-wide commitment to the continuous improvement of both machines and software products. New systems are set up in the company’s technology and innovation center, where they are rigorously tested and optimized before release onto the market.

In recent years, Lödige Industries has developed an automated guided vehicle to carry air cargo unit load devices (ULDs) and has completely renovated its Cargo Professional software suite, adding functionalities such as air waybill (AWB) piece level tracking and ULD auto breakdown to make it one of the most highly developed software products in the sphere.

“In the automated parking division, recognizing the need for a high-end parking solution that maximizes

SUPPLY CHAIN

LÖDIGE INDUSTRIES – PRODUCTS AND SERVICES AIR FREIGHT HANDLING SYSTEMS Supporting customers from concept planning, through to system implementation and long-term maintenance, the company is the only turnkey provider capable of delivering all aspects of an automated air freight system with in-house expertise.

PRODUCTION LOGISTICS SYSTEMS Lödige provides integrated solutions for an efficient material flow from goods-in, through the production process and goods-out, including tracking and stock control functions throughout. The company plans, installs and commissions these solutions and provides effective life-cycle service support.

PARKING SYSTEMS Automated parking systems from Lödige Industries deliver major space saving advantages and can be crucial in obtaining planning permission and optimizing the return on investment of real estate projects, while providing an unparalleled user experience.

Newly upgraded 5BY2 technology (Brooklyn)

storage density, performs reliably, and can accommodate EV charging functionality led to the launch of the upgraded Lödige 5BY2 product,” Hardy says.

“For this latest generation of the technology, which we developed to

respond to growing sections of the market, such as the use of SUVs and EVs and the subsequent need for charging spaces, we upgraded the e-charging options, adapted the system to carry increased weight, and utilized smarter performance to improve

overall user experience. This technology will launch in Brooklyn, New York, at the beginning of next year.”

LÖDIGE MOVING FORWARD Lödige’s 5BY2 is just one of many tried, tested and successful products that the company will be deploying in the US market over the next few years.

Over the course of 2022, Lödige USA is keen to build on the relationships that it has formed with several automotive manufacturers and will continue to act as a trusted partner as each of these businesses expand and adapt their facilities.

In the air cargo space, Lödige USA aims to continue to be front and center of the redevelopment of airports across the continent.

According to Hardy, many major US air cargo terminals are prime candidates for an automation revolution that will bring about benefits both on-airport and for the surrounding community.

And at the heart of these promising partner-focused operations, the company’s team of experts are paving the way for an efficient and streamlined material handling future.

“At Lödige USA, our employees and trusted partners are what make us who we are,” Hardy assures us.

“Knowledge that has been built up over 70 years in business and transferred from region to region has enabled us to keep growing and delivering more advanced solutions with every year that goes by.

“One of the joys of working here is knowing that, whatever technical problem you run into, there is always someone within the company you can call who has the expertise to solve it.”

Tel: +1 646 850-0198 usa@lodige.com www.lodige.com

North America Outlook issue 07 | 85

GAT AIRLINE GROUND SUPPORT INC

ADVANCING

AIRLINE SUPPORT

Adding an extra layer to airport safety, we take a look at GAT Airline Ground Support and speak to CEO, Mike Hough, about technological developments in the space Writer: Marcus Kääpä | Project Manager: ​Tom Cullum

AEROSPACE

The ground handling industry is extremely dynamic right now. Many providers were dealt a difficult blow when their revenues evaporated in March of 2020 and remained at 20 or 30 percent through much of that year.”

Mike Hough, CEO of GAT Airline Ground Support Inc (GAT), has been involved with the industry for over 22 years in total, and COVID-19 remains one of the most unique periods he has witnessed in his career.

“The cash impact to many businesses was tenuous,” he continues. “In the US and Canada, many providers like us had short term support from the federal government, but are still facing lower flight volumes, highly inefficient schedules, and now ‘the great resignation’ which is causing turnover costs and a race to the highest wage that airline customers simply cannot afford.

“As a result of this difficult operating environment, many ground handlers and caterers are struggling to stay on top of attrition, are consuming cash at an accelerated

rate, and the funding programs are over. Lastly, vaccination requirements are making workers an even more scarce resource.”

According to Hough, this set of circumstances is creating an environment where those who have managed to conserve cash and take on growth, with the ability to attract and retain talented team members, will be presented with a huge opportunity as airlines determine who is best suited to partner with them into the future.

“Additionally, airlines are thinking about new and creative ways to solve their own cash and cost issues.

We have seen changes in ‘make versus buy’ choices by some of our customers that we didn’t anticipate,” he tells us. “GAT has been well positioned to take advantage of many of these challenges and has grown by over 30 percent this year, marking our fourth consecutive year with a compounded annual growth rate (CAGR) of over 30 percent, despite the initial impact of the COVID-19 pandemic.”

GROWTH AND COLLABORATION GAT was founded in the city of Mobile, Alabama, over 40 years ago, as a fixed base operator. In 2017, with 37 operations in the US and 1,800 team members in total, GAT moved its main base to Peachtree City, Georgia, just south of Atlanta Airport. The company’s operations support center was created there, and since that time, GAT has grown to 69 airports in the US and Canada with just over 5,000 team members.

“Part of this awesome growth was the acquisition of Strategic Aviation Holdings, a Canada-based company that operated the ground handling brand, Strategic Aviation, and the catering brand, SkyCafé,” Hough explains. “We didn’t have operations in Canada prior to this, and they didn’t have any in the US, so we loved the growth potential of the catering space in both countries, as well as the fact that our company cultures were the perfect match.

“The merger was completed in August of 2019 and since then we have

North America Outlook issue 07 | 87

GAT AIRLINE GROUND SUPPORT INC grown in Canada with both ground handling and catering services. We have also been successful in launching our first catering operations in Atlanta and Cleveland in early 2021.”

HEART OF OPERATIONS It is GAT’s uniquely high level of energy that makes the company stand out in the airline industry. The commitment of its team, the closeknit nature of employee relationships

and innovative spirit drive forward its nature as a first mover in the sector, and a business that places the safety of its staff at the fore.

“We believe in our core values, and, for us, they are truly used to make decisions,” Hough continues. “We have four in total, and they are priority ordered so that every member of the team knows exactly which decision to make if there ever appears to be conflict.

GAT SERVICES AT A GLANCE GAT has a reputation for providing the highest quality outcomes for airlines and airports and is consistently ranked in the top tier by customers.

GAT is working to build an organization that its team members love and are proud to be a part of. Ultimately, GAT earns its customers’ preference through the efforts of its people and company performance.

GROUND HANDLING GAT develops highly trained professionals who safely and effectively provide turn-around and overnight services for airline partners.

PASSENGER EXPERIENCE The GAT team of customer experience experts understand the importance of driving net promoters at every touch point.

CARGO HANDLING The company prides itself on earning a reputation of being among the best cargo facility, cargo handling and mail handling operators in the nation.

SKY CAFÉ A new model of airline catering that results in greater adaptability, a faster turnaround, and reduced prices — all without compromising on quality.

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“As an example, meeting our company financial objectives are important but that will never be more important than meeting our customers’ KPIs, which in turn will never be more important than caring for our team members, which lastly does not surpass our unending quest for safe operations.”

SAFETY AT THE FORE For a company that has grown so swiftly since inception, continual investment is the priority. In 2018, GAT began work on its GAT Ramp Vision safety management and productivity tool, with the idea that physical ramp audits only have a marginal impact, as Hough explains.

“Usually, those undertaken by auditors are unbiased and very detailed, yet they are too infrequent to measure progress,” he says. “In some cases, the space between audits could be years, and they only represent a day or two of observations. On top of this, we wanted to ensure that

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GAT AIRLINE GROUND SUPPORT INC procedures were followed at all times, that no shortcuts within the company’s operations were ever taking place, and that seasoned supervisors were provided with an overview of staff standards, all to limit jeopardizing team members and aircraft safety.

“Our hypothesis was that we could create a technology that could observe 100 percent of all activities on the ramp at all times and provide that data back to leaders and frontline team members so they could see for themselves the risks that were occurring. As a result, we would drive greater compliance to standards which would in turn ensure lower safety incidents.”

ADVANCED EYE GAT began by creating a unique camera with the ability to be placed on the ramp during the morning, capture everything as it occurred in high definition, run all day without fail, and then transmit that video to a central processing center.

“We do not typically lease the gates at the airport and could not count on facility mounted cameras,” Hough continues. “Even if we could, the angles from the facility would not be able to provide full view to capture all of the elements we needed to see.

We want to know not only if we’re properly conducting a three-stop approach as vehicles enter the circle of safety around an aircraft, but we

NORTH AMERICA OUTLOOK: CAN YOU TELL US ABOUT GAT’S CULTURE AND WORK ETHIC? Mike Hough, CEO: “Our culture is the most important thing in the world to our brand. We are built by a team of people who all have that same passion and desire.

“Every day is a grind, so we have to make sure we are fully transparent about our pace with team members when they are considering joining us. Often, even when the candidate thinks they can and wants to do what we do, the reality sets in after a few weeks and many opt out. Those that choose to stay, however, form bonds, friendships, and memories that will last a lifetime. It’s a bit like capturing lightning in a bottle.

“When selecting team members, we consider the individual’s skills and experiences but we are not shy about the fact that the number one most important trait we seek is good character. We think that both excites those who are looking for that kind of environment and repels those that just want to punch a clock.”

90 | North America Outlook issue 07

also want to know finer details like whether we are wearing our seatbelts, have our safety vests properly zipped, and if hearing protection is being worn at all times while on the ramp.

“Once we got the cameras right, we then initially decided to have that video reviewed within 24 hours by quality control specialists who would notate in our web reporting portal any successes or failures observed for every single flight, every single day, based on a 92-point audit checklist.

Not only would teams be able to access the portal and see the top failure items, their performance over time overall and individually, but also, they could drill all the way down to a particular success or failure and observe the clip of video where the failure was noted.

“Our teams use this video both for private coaching and big screens for team discussion and learning. The result was an immediate improvement in compliance rates in all locations where we deployed this technology.”

PARTNERING FOR THE FUTURE For GAT, this was just the beginning.

In order to gain the ability to know real-time risk behaviors throughout operations, the company partnered with a firm that develops machine learning (ML) technology to create artificial intelligence (AI) models that can witness activity and report anomalies immediately if they fall outside of behavioral standards.

“When we get to the final state of this phase of development, our frontline supervisors will receive real time alerts via mobile devices that there is active noncompliance occurring,” Hough affirms. “Additionally, the system will read the events in real time and make the results/video available in our portal within a few hours rather than a day or two later.”

GAT Ramp Vision was submitted to the US patent office in November of 2020 and the patent was granted without challenge in 2021.

AEROSPACE

NORTH AMERICA OUTLOOK: CAN YOU TELL US ABOUT YOUR CAREER PAST?

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Mike Hough, CEO: “I began as a ramp agent while I was in college in my hometown of Marquette, Michigan, at the age of 18 with a regional airline, Great Lakes Aviation, flying as United Express.

“A few years later I was promoted to Supervisor, and a new regional was coming to town, Skyway Airlines, a feeder for Midwest Express Airlines. I was hired as the Station Manager and about a year later moved to their HDQ in Milwaukee, Wisconsin to support the system’s Station Managers, facility, contract, and other needs.

“After transferring to university and gaining a degree in business administration, I worked in a variety of roles within the sector across multiple regions and several airlines, before diverting my career path towards the human services industry, working as the President of Workforce Development and Chief Administrative Officer for an operating division of ResCare, Inc.

Joey Mazzone

Director of Operations

+1 541-848-6080 - Direct +1 541-610-8678 - Cell Joey@specializedtransfer.com 100 NE Bend River Mall Ave #114 Bend, OR 97703

“I was later approached by the Private Equity team at Atlantic Street Capital to come back to the airline industry to lead an investment they were in the process of closing called GAT Airline Ground Support.

I joined in the summer of 2017 initially as the COO while we settled in on our new course and moved to the CEO role in the summer of 2018.”

SECURITY OF TOMORROW In addition to the GAT Ramp Vision, the company has also expanded into GAT Cargo Vision technology. The latter differs from the former in that it utilizes real time screening agents in GAT’s Peachtree City office, in order to observe cargo screening in real time to add an additional layer of safety and security to cargo carrying aeroplanes in the US. “We believe that investments in operational improvements like these will drive safer, more secure airline operations than what has been done

in the past,” Hough assures us. “We are also evaluating a host of other lines of service where we can gain operational improvements in safety and advantage by deploying our ML technologies, so there is definitely more of this to come.

“Outside of security, we plan to grow catering, our ground handling operations include airline ramp and baggage handling, airline customer service handling at ticket counters and gates, cabin cleaning, cargo handling, some other ancillary services. Together with increased ML

implementation, we will grow GAT for the future of airlines, cargo handling, safety and security.”

GAT AIRLINE GROUND SUPPORT INC Tel: (251) 633-3888 Mike.hough@gatags.com www.gatags.com

North America Outlook issue 07 | 91

CITY OF KELOWNA

KELOWNA UNCOVERED From ‘peaches and beaches’ to a progressive sustainable city, we examine the dynamic growth of the City of Kelowna with City Manager, Doug Gilchrist Writer: Phoebe Harper | Project Manager: Tom Cullum

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LOCAL GOVERNMENT

N

estled in the Okanagan Valley and surrounded by the scenic waters of Lake Okanagan in the heartland of British Columbia, lies the City of Kelowna.

Once a rural town known as a haven for agriculture and a burgeoning tourism sector thanks to its scenic natural amenities, Kelowna today has blossomed to become a destination city known for its educational hubs, environmentally sustainable stance, and innovative incorporation of technology.

“Kelowna used to be referred to as just ‘peaches and beaches’ but we’re a long way from that now,” opens City Manager for the City of Kelowna, Doug Gilchrist.

Admired for its natural beauty, diversity and connectivity, it is a destination that has been shaped in recent decades by significant growth.

Indeed, Kelowna now stands as the largest city between Vancouver and Calgary with a population of roughly 140,000 people.

Having regularly visited Kelowna as

a holiday destination throughout his childhood, Gilchrist has paid witness to the city’s transition.

Marrying his passion for Kelowna with a working background in public service, Gilchrist joined the city following experience in real estate appraisal for the provincial government of British Columbia. After this, he spent time with the federal government doing land and economic development with First Nations communities.

“I then migrated to municipal

North America Outlook issue 07 | 93

CITY OF KELOWNA government here at the City of Kelowna, taking over the real estate development department at the time.

“I decided that the future of impactful government in my view was at the municipal level, where you can really get things done in a timely way that affects citizens.”

A GROWING CITY As one of the fastest growing metropolitan areas in the country, development is big business in Kelowna.

“Development and construction is one of our largest economic sectors, having approved over one billion dollars in building permits in 2021,” Gilchrist tells us.

A good portion of this development encompasses efforts in the public realm, enhancing the liveability of Kelowna’s urban centers as the city continues to expand.

“We are acquiring lots of open, natural spaces as well as developing parkland, including significant efforts along our waterfront. Enhancing park amenities and general access to the lakefront is a big undertaking of ours,” he adds.

Today, mainstays of the Kelowna economy include a flourishing aerospace sector that is developing 94 | North America Outlook issue 07

LOCAL GOVERNMENT

IMAGINE KELOWNA – THE VISION Over 18 months, the City of Kelowna championed a conversation with the community regarding the qualities that they want the city to exemplify.

Collectively, there arose a vision of a city that: PUTS PEOPLE FIRST – The City of Kelowna tries to balance the needs of everybody in its decision making. It recognizes that inclusivity and diversity make for a stronger and more innovative community.

VALUES ITS HISTORY - The City of Kelowna celebrates its heritage and learns from the past to reconcile it with a better, more inclusive future. in line with the growth of the Kelowna International Airport (YLW).

“We had the tenth busiest international airport in the country, and were growing at a breakneck pace prior to the COVID-19 pandemic” Gilchrist tells us.

“As we recover, we plan to expand our airport significantly to help enhance international travel and business travel.”

ENCOURAGES CURIOSITY AND CREATIVITY - The City of Kelowna continuously learns to respond and adapt to rapid change. It finds innovative ways to meet social, economic and environmental challenges and opportunities.

RECOGNIZES THE CHANGING ROLE OF INDIVIDUALS, BUSINESSES, GOVERNMENTS AND COMMUNITY ORGANIZATIONS - The well-being of the city is a shared responsibility, and everyone needs to do their part to seize opportunities for improvement.

North America Outlook issue 07 | 95

CITY OF KELOWNA The city also hosts two significant secondary education institutions – University of British Columbia and Okanagan College – both of which are also being shaped by dramatic expansion as the number of students continues to rise.

“There has also been significant investment in our regional hospital, which is a key pillar to our community both in terms of attracting people and for employment opportunities,” he adds.

Finally, Gilchrist highlights Kelowna’s recreational and cultural scene as another highlight of the city.

“We have a strong interest in enhancing recreation and cultural opportunities throughout our city. We have a strong ballet and symphony company but there are also many grass roots organizations that are growing.

On the recreation front we have great athletes, coaches and volunteers that make us a competitive city for sport.

We are also home to a Western Hockey League franchise, a testament to this commitment and desire.

“The sports culture here is strong and historic and the arts culture is emerging, as the city matures.”

CHAMPION OF THE ENVIRONMENT With climate change and environmental protection front and center of the city’s concerns,

the City of Kelowna is dedicated to its commitment of becoming a ‘Champion of the Environment’.

“We’ve always had a fairly strong interest in protecting the natural environment and moving towards a more sustainable model for living,” Gilchrist says.

“The rubber’s hitting the road now in that it’s being embedded in policy. We now have an official community plan and a transportation plan that highlights the importance of environmental protection and sustainability.”

The city maintains tree replacement policies, water sustainability and many other environmental protection practices, in line with the wider sustainability initiatives applied across British Columbia (BC) with the ‘BC Climate Action Charter’.

“The province has recently launched a new provincial strategy, and we want to make sure that we uphold our obligations associated with that as a municipality – we’re aligning a lot of our efforts with the new CleanBC – RoadMap 2030.”

This is mainly evidenced through the city’s endeavors in green mobilization, dissuading citizens from the use of single occupancy vehicles by investing heavily in transit and other modes of transport.

“We have an extensive capital plan associated with multi-modal transportation – bike lanes, sidewalk

enhancement, getting people out of their cars and on to other modes of transportation,” Gilchrist tells us.

The City of Kelowna’s Green Fleet Strategy is at the forefront of this movement.

“We’re moving forward with an electric vehicle (EV) Green Fleet Strategy that will apply to all city vehicles and equipment.”

Within this plan, much of the City of Kelowna’s light duty vehicle fleet will be converted to zero emissions vehicles by 2023.

CONNECTING KELOWNA Kelowna today enjoys a growing reputation as a center for technology, hosting a dynamic industry.

“We used to recognize our success pillars as the airport, the educational institutions, and the regional hospital.

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LOCAL GOVERNMENT

the tech industry is quickly becoming the fourth pillar, and that’s an exciting part of what will shape our city in the future.

“There was a study done back in 2018 that recognized the tech sector as having a 1.6-billion-dollar economic impact to our region. It has grown significantly since then, and I wouldn’t be surprised if we’re stretching towards a two billion dollar impact by now,” explains Gilchrist.

As such, the city council seeks to fully support this potential. The City of Kelowna is currently working with partners to implement a 5G network that will greatly enhance connectivity throughout the city.

The City of Kelowna has an intelligent city vision that seeks to accelerate this transformation and drive the development of a smart city that fully encourages bright, talented

citizens dedicated to improving their environment.

As part of this, the Innovation Center acts as a tech accelerator, which was originally constructed to support small tech businesses and start-ups to contribute to this side of the economy.

“Internally, we are also moving towards a more digital model for operating and managing community interface with our services.”

LOOKING AHEAD Putting Kelowna on the map as a beacon of arts and culture stands as an area of focus for the council in the years ahead with several upcoming capital projects.

“It’s in our capital plan to develop a new performing arts center. We are also working on a new major recreation facility that will help us

become more of a tournament center for sport.”

In addition, Gilchrist will continue to drive efforts in sustainable public safety measures and social welfare across the public realm, with an emphasis on accelerating the city’s sustainability by developing alternate modes of transportation.

Guided by the ‘Imagine Kelowna’ vision for the years ahead, the City of Kelowna will continue sustaining the municipality as a desirable, and liveable city.

Tel: Tel: 250-469-8500 ask@kelowna.ca www.kelowna.ca

North America Outlook issue 07 | 97

THE FINAL WORD To round off each issue, we ask our contributing business leaders for their views on the same question

What qualities are needed to succeed as a businessperson in your field?

Tad Bohannon CEO, Central Arkansas Water “It all depends on your definition of success. I consider CAW successful if it meets the needs of today without unduly burdening tomorrow. To me, that means CAW must perform today and prepare for tomorrow at the same time. Our view must always be to the future.

“Leaders today must be visionary, creative, strategic, and driven. Most importantly, leaders in the water industry today must be secure in themselves and their positions. If leaders are worried about losing their jobs they will never be able to do their jobs.”

98 | North America Outlook issue 07

Mike Hough CEO, GAT Airline Ground Support Inc “The most important trait you must have to truly be successful is a high degree of character. There are lots of ways to win RFPs, placate your customers, deceive your team, or make your results look better than they are. Those strategies can work in the short run but will always wash out in the long run.”

Larry Blue CEO, Bell and Howell, LLC “The answer is flexibility. Things are changing so fast – technology, COVID-19, training levels of the people, types of skills – it's all moving at light speed. If you as a leader aren’t on top of it and understanding what’s happening and have the flexibility to adapt to that in your decisions, you’re going to get left behind."

Luca Jacobellis President, 1Path “Being a long-term successful leader in my eyes requires two areas of focus, firstly on how the organization is set up for long term success. I often reflect on whether the decisions the leadership team make are going to serve the company well in the long run or the short run. If the answer is the long run, then I am doing my job.

“The second area of focus is on how I am serving and supporting the people in our organization.

When a leader makes things about themselves, the outcome at best results in a poor culture, and at worst a toxic one. When we focus on supporting our people, the outcomes can be amazing.”

Are you a CEO/Director with a company story to tell? Contact North America Outlook now!

The creativity and innovation behind Arkansas’ water supply...

CENTRAL ARKANSAS WATER

ENERGY & UTILITIES

See page

20 24

LIFEBLOOD OF THE NATURAL STATE

CENTRAL ARKANSAS WATER

CEO of Central Arkansas Water, Tad Bohannon, discusses creativity and innovation in safeguarding the state’s most precious asset for future generations

UTILITIES FOR THE FUTURE

ONE WATER

Writer: Phoebe Harper | Project Manager: David Knott

As stated by Robert C. Renner, the Chief Executive Officer of the Water Research Foundation, “One Water is the future of the water industry. Many benefits are realized when the barriers traditionally separating water, wastewater, stormwater, and reuse are broken down.”

– Paulson, Cindy; Stephens, Lynn; Broley, Wendy, Blueprint for One Water, 2017.

CAW is about to unveil a 2050 Strategic Plan that outlines its goals for the future, the five pillars of which are key indicators of the company’s multi-faceted priorities.

“CAW is focused on being prepared for the future, being pro-active in our efforts to make sure the utility is not just ready for tomorrow but to ensure CAW is prepared to deliver highquality, affordable, abundant, and dependable water services for the next 50 years.”

In light of multiple challenges facing water utilities, from regulatory requirements to climate change and shifting populations to name just a few, CAW champions the holistic vision of ‘One Water’.

More than an exercise in utility consolidation, One Water seeks to dismantle the boundaries between water, wastewater, and stormwater to benefit both ratepayers and the communities served, whilst increasing

ENERGY & UTILITIES both efficiency and efficacy.

“One Water builds on the interconnectedness of water, wastewater, and stormwater to realize efficiencies and maximize the investment return for ratepayers,” Bohannon explains.

Applied at either a municipal or regional level, it is an approach that can be implemented through shared services including purchasing, human resources, accounting and communications, and increased collaboration on policy planning and customer engagement.

“Regardless of how it is achieved, the fundamental purpose of the One Water approach is to enable utilities to have greater resilience, increase opportunities for optimization, encourage sustainable development, spur economic growth, and provide for increased coordination among agencies.

“Regional implementation of One Water also reduces expenses

ONE WATER CREATES . . .

T

he state of Arkansas is famed for its lakes, reservoirs and waterways. Known as ‘the natural state’, it is these scenic bodies of water to which the state owes its moniker; fed by the Arkansas Rivery Valley and bordering the mighty Mississippi River.

As the largest water supplier in the

state, Central Arkansas Water (CAW) provides either retail or wholesale potable water to approximately 500,000 people.

With one in six Arkansans being served with CAW’s water supply, the company’s mission is intrinsically bound to the welfare of the local community.

“The future of water for our children and grandchildren requires creative thinking and innovation today,” states CEO at CAW, Tad Bohannon.

Encapsulating just that, CAW is an organization firmly committed to both those concepts, with an emphasis on providing utilities for the future – both in terms of safeguarding

the county’s water supply, and in its outlook as a progressive organization.

Indeed, in the past few years alone, CAW has been officially recognized as a ‘Utility of the Future’, one of the ‘Best Places to Work’, the second most trusted water utility in the country, and as a testament to its commitment to quality, has ranked

amongst the top five recipients of the H. Wilson, Ozark, and Paron Water ‘Best Tasting Water’ nationally.

Treatment Plants, with each serving With its supply primarily sourced varying capacities. CAW’s wide-reaching remit encompasses some 2,664 from two CAW-owned lakes, Lake Maumelle and Lake Winona, the “One Water is so much miles of pipe, spanning a service more than reorganization of the company provides over 120 million boundary of approximately 721 square entities providing water services.

The two delivery of water services gallons per day (MGD) from these miles across Arkansas communities, through a One Water approach surface water deposits. from encourages the growth of Little Rock to Wye Mountain and and vibrant communities.

The water is then treated at thedynamic Jack many places in between.

Moreover, a One Water approach allows utilities to effectively plan 100 years into the future.”

– C. Tad Bohannon, CEO, Central North Arkansas Water

2 | North America Outlook issue 07

10 | North America Outlook issue 07

America Outlook issue 07 | 3

CAW treats water better.

We proudly celebrate our former partner Tad Bohannon and his continued success in leading Central Arkansas Water. We are thankful to play a small role in the innovative work that CAW does to enhance our quality of life in Central Arkansas.

at a regulatory level, improves performance, provides opportunities for efficiencies of scale, and lowers the potential for over-allocation of resources for the benefit of all ratepayers.”

It is an approach that CAW is working to enforce. Although much work remains to be done, Bohannon is hopeful of the advantages that its implementation will reap.

“If CAW’s implementation of a One Water approach serves as a role model for the rest of the state, it can result in a reduction in the number of community water, wastewater, and stormwater providers to the benefit of all ratepayers and regulators.”

it serves,” comments Bohannon.

The company was recently named the ‘Water Environment Federation Water Utility of the Future Today’ for the exemplary demonstration of partnering and engagement efforts as a forward-thinking utility. It is also recognition of CAW’s efforts in transforming operations through innovation and technology to achieve

enhanced productivity and long-term sustainability.

“We take great pride in this prestigious distinction.”

Increasing community knowledge and satisfaction stands as a guiding tenet for CAW in the years ahead. This includes many different approaches, including CAW’s participation in the US Water Alliance’s Arts Accelerator

COMMUNITY CONSCIOUS CAW’s emphasis on operating with the best interests of the community at heart extends beyond One Water.

“The utility plays an integral role in the quality of life for residents and the economic health of the communities North America Outlook issue 07 | 11

Central Arkansas Water 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.

To share in this unrivalled opportunity, contact one of our project managers today!

LÖDIGE USA | GAT AIRLINE GROUND SUPPORT INC

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I s s u e 07

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