North America Outlook - issue 19

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Issue 19

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PORT OF NEW BEDFORD Welcoming exciting new ventures and conserving traditional industries

TURNER CONSTRUCTION Transforming the lives of customers and employees

NORTEK GLOBAL HVAC Accessible heating and cooling for all

The Concert Stuff Group is the company of choice for live events solutions. Co-Founder and CEO, Jim Brammer tells us more

“Proud to be Digital” For over a decade, our portfolio of in-house magazines has been lovingly produced, printed, and distributed to our esteemed subscribers across the globe from our headquarters in the UK. But now we are moving with the times, adopting a digital-first approach by producing online-only publications. A major factor in this decision is to minimize our environmental footprint, reducing the carbon emissions involved in the logistics of print magazine distribution and the resources required therein.

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Smooth cruising for European manufacturing

Behind the global tech powerhouse of the world’s Smartest City

The suite life of the hotel industry

World-class medical diagnostics for Africa

T R AV E L GUIDE

COCA-COLA SABCO MOZAMBIQUE Iconic and impactful brands and beverages

SYRAH RESOURCES LTD

Putting Mozambique on the map for global EV development

CYPRUS

GENIE ENERGY LTD

BATCHFIRE RESOURCES

Mediterranean escapism in the Land of Aphrodite

Advancing the solar generation

F E AT U R E

MOELLER AEROSPACE

PACTIV EVERGREEN

VAN MOER LOGISTICS

On a trajectory of expansion, Batchfire Resources is the low-fugitive emission energy coal producer pursuing plans for Net Zero

Sustainability and innovation in food and beverage packaging

Gideon Burger, CEO of Axiology Labs discusses providing top quality laboratory products for life science solutions across Africa

quality laboratory products for life science solutions across Africa Gideon Burger, CEO of Axiology Labs discusses providing top

Innoquest Diagnostics is moving forward as one in pursuit of transformative healthcare. Ginny Foo, CEO, gives us the details

Donavan Hutchinson, MD of SHI UK, tells us how how organisations are being empowered to adapt to changing business models and workplace strategies

LTD RESOURCES SYRAH

transformative healthcare. Ginny Foo, CEO, gives us the details Innoquest Diagnostics is moving forward as one in pursuit of

empowered to adapt to changing business models and workplace strategies Donavan Hutchinson, MD of SHI UK, tells us how how organisations are being

brands and beverages Iconic and impactful

MOZAMBIQUE SABCO COCA-COLA

RESOURCES BATCHFIRE

From quaint fishing village to bustling resort getaway

EVERGREEN PACTIV

AEROSPACE MOELLER

RE S US

We go Behind the Lens with culinary storyteller, Karolina Wiercigroch

VALLARTA PUERTO From quaint fishing village to bustling resort getaway

gas turbine technology discovery in air travel and industrial Ascending to new heights of

beverage packaging innovation in food and Sustainability and

TRAVEL GUIDE

PUERTO VALLARTA

We go Behind the Lens with culinary storyteller, Karolina Wiercigroch

of modern infrastructure investment Expert Eye, Amanda Li, discusses the unsustainable nature

LOGISTICS MOER VAN

pursuing plans for Net Zero is the low-fugitive emission energy coal producer On a trajectory of expansion, Batchfire Resources

Charting cleaner waters for the Adriatic

Expert Eye, Amanda Li, discusses the unsustainable nature of modern infrastructure investment

leading sustainable logistics in Belgium Founder and CEO, Jo Van Moer, discusses

EV development on the map for global Putting Mozambique

YACHTING’S SUSTAINABLE REVOLUTION

Ascending to new heights of discovery in air travel and industrial gas turbine technology

Founder and CEO, Jo Van Moer, discusses leading sustainable logistics in Belgium

MO

waters for the Adriatic Charting cleaner

REVOLUTION SUSTAINABLE YACHTING’S

GUIDE TRAVEL

F E AT U R E

solar generation Advancing the

Land of Aphrodite escapism in the Mediterranean

ENERGY LTD GENIE

CYPRUS GUIDE T R AV E L

diagnostics for Africa World-class medical

AFRICA LANCET CERBA

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Smartest City of the world’s tech powerhouse Behind the global

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WELCOME FROM THE EDITOR

EDITORIAL Head of Editorial: Jack Salter jack.salter@outlookpublishing.com Editor: Lucy Pilgrim lucy.pilgrim@outlookpublishing.com Editor: Ed Budds ed.budds@outlookpublishing.com Junior Editor: Rachel Carr rachel.carr@outlookpublishing.com Junior Editor: Lauren Kania lauren.kania@outlookpublishing.com PRODUCTION Production Director: Stephen Giles steve.giles@outlookpublishing.com Senior Designer: Devon Collins devon.collins@outlookpublishing.com Junior Designer: Louisa Martin louisa.martin@outlookpublishing.com Production Manager: Megan Cooke megan.cooke@outlookpublishing.com Digital Marketing Manager: Fox Tucker fox.tucker@outlookpublishing.com Web Editor: Oliver Shrouder oliver.shrouder@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 Regional Director: Joshua Mann joshua.mann@outlookpublishing.com REGIONAL DIRECTORS David Knott david.knott@outlookpublishing.com Tom Cullum tom.cullum@outlookpublishing.com PROJECT MANAGERS Felix Revell felix.revell@outlookpublishing.com Kieron Harvey kieron.harvey@outlookpublishing.com Lauren Robinson lauren.robinson@outlookpublishing.com Louis Locke louis.locke@outlookpublishing.com Michael Sommerfield michael.sommerfield@outlookpublishing.com Scarlett Burke scarlett.burke@outlookpublishing.com HEADS OF PROJECTS Callam Waller callam.waller@outlookpublishing.com Deane Anderton deane.anderton@outlookpublishing.com Eddie Clinton eddie.clinton@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com Thomas Arnold thomas.arnold@outlookpublishing.com TRAINING & DEVELOPMENT DIRECTOR Marvin Iseghehi marvin.Iseghehi@outlookpublishing.com SALES & PARTNERSHIPS MANAGER Donovan Smith donovan.smith@outlookpublishing.com SALES MANAGERS Alfie Wilson alfie.wilson@outlookpublishing.com Krisha Canlas krisha.canlas@outlookpublishing.com

ADMINISTRATION

Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Finance Assistant: Suzie Kittle suzie.kittle@outlookpublishing.com Finance Assistant: Victoria McAllister victoria.mcallister@outlookpublishing.com CONTACT North America Outlook Norvic House, 29-33 Chapelfield Road Norwich, NR2 1RP, United Kingdom Sales: +44 (0) 1603 363 631 Editorial: +44 (0) 1603 363 655 SUBSCRIPTIONS Tel: +44 (0) 1603 363 655 jack.salter@outlookpublishing.com www.northamericaoutlookmag.com Like us on Facebook: @northamericaoutlook Follow us on Twitter: @NA_Outlook

First Port of Call Welcome to our 19th edition of North America Outlook magazine.

For centuries, ports and coastal communities in Massachusetts have beckoned sea captains, sailors, neighbors, and visitors alike to enjoy the state’s natural landscape and numerous sea bounties.

It is also home to nine historic ports, including the cover star of this edition, Port of New Bedford, which is the number one commercial fishing port in the US. “Port of New Bedford has all the services that a commercial maritime industry needs, from dockage space and fuel to ice for the fishermen and ship repairs, shipyards, and a talented workforce,” says Gordon Carr, Executive Director of the New Bedford Port Authority (NBPA).

NBPA is one of the founding partners of the New Bedford Ocean Cluster, a non-profit organization created to leverage the City of New Bedford’s coastal position and extensive ocean economy and knowledge base.

“We want New Bedford to remain the number one commercial fishing port in the US, and a leading hub for offshore wind,” states Executive Director, Jennifer Downing.

Setting the standard elsewhere in the business of heating, ventilation, and air conditioning (HVAC) manufacturing is Nortek Global HVAC, with over 100 years of experience in designing and building equipment and parts for residential homes of all styles.

Turner Construction, a key player spearheading North America’s construction and property development industry, has likewise been transforming skylines for over a century. Looking to the future, we learn how the company is focusing on a substantial growth trajectory and striving to double in size in Canada over the next three years.

“We are significantly growing our involvement in ensuring the appropriate engagement with diverse trade partners and a diverse workforce, to guarantee that we have a positive impact on the communities in which we operate,” outlines General Manager, Stuart Smith Jr. Alongside, there are a number of other exciting corporate stories to be found within this latest issue, from the likes of EPC Groupe, A.C.Camargo Cancer Center, Leach International Corporation, and for fans of live entertainment and events, The Concert Stuff Group.

We hope that you enjoy your read.

Jack Salter Head of Editorial, Outlook Publishing North America Outlook Issue 19 | 3

CONTENTS

34

REGULARS

6 NEWS Around North America in seven stories

10

8 EXPERT EYE Mapping a digital future in sport

BU SI N ESS I N SI G H TS

20

10 Supply Chain The Next Mobility Breakthrough Moving people and goods at unprecedented speeds

18

18 Technology

I N D U STRY S P OTL I G H TS

Turn Your Passion into Income

26 Ports Association of Louisiana

Publishing creative content by anyone, for everyone

An industry that drives all others

TOP I C A L F OC U S

22 Technology 22 00

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The Fourth Generation of Digital Commerce Building a new consumer experience

172 THE FINAL WORD What does good leadership look like to you?

NORTH AMERICA OUTLOOK CONTENTS

O I L & G AS

F E AT U R E S

32 SHOWCASING LEADING

114 Renegade Wireline Services

Tell us your story and we’ll tell the world

Committed to quality, dedicated to service

S UPPLY CHAIN

122 AIM Directional Services

Powered by its People

COMPANIES

Drilling in the Right Direction

34 Port of New Bedford A Voyage of Success The evolution of the US’ most profitable fishing port

40 New Bedford Ocean Cluster A Port of Partnerships

70

70 Leach International Corporation Power Distribution Prowess Designing and manufacturing missioncritical parts

The trusted source for directional drilling

AV I ATI O N

128 PlaneSense Going Private Makes PlaneSense Welcome to the intelligent private flying solution

Pioneering an ocean economy

46 Hutchison Ports PPC Facilitating the Future of Freight Optimizing opportunities on the Panama Canal

76 Prime Technological Services Prime Time for Technological Advancement The trusted EMS partner of choice

84 OraLabs Answering the Call of Manufacturing Personal Care Rejuvenating global personal care manufacturing

128 H E A LTH C A R E

138 A.C.Camargo Cancer Center The Best of Brazilian Oncology Treating complex cancer cases from across Brazil

46

146 Shepherd Center

54 Scarbrough International Ltd. Complex Logistics, Done Differently Becoming a vessel for change

MANUFACTURING

62 Nortek Global HVAC Making the World Breathe Easier Accessible heating and cooling for all

Extraordinary Care for Extraordinary Outcomes

84

Your nationally-ranked rehabilitation hospital

MI N I N G

90 Scafom-rux The Sky is the Limit Supporting building works on a global scale

CON ST R U C T I ON

96 Turner Construction Building Teamwork and Integrity

154 EPC Groupe State of the Art Emulsion Production Technology 130 years of explosives manufacturing

162 Molycop The Future of Mining Placing your mine in trusted hands

Transforming the lives of customers and employees

R ETA I L

106 The Concert Stuff Group 62

Creating the Ultimate Live Experience Tailored solutions to meet any live entertainment demands

162

North America Outlook Issue 19 | 5

NEWS

Around North America in seven stories…

AUTOMOTIVE

CARMAKERS FAIL PRIVACY TEST

H E A LT H C A R E

HEALING MORE THAN BULLET HOLES LIKE A CHRONIC illness that eventually proves fatal, gun violence is endemic in the US. For children under the age of 17, firearms are now the most common cause of death, according to a study published in JAMA Network Open Medical Journal.

Dr. Mikael Petrosyan, a Washington D.C. pediatric trauma surgeon who

ACCORDING TO RESEARCHERS from the nonprofit Mozilla Foundation, cars scored worst for privacy among more than a dozen product categories, and none of the 25 car brands studied met the minimum privacy standards.

Drivers are given little or no control over the personal data their vehicles collect, with most major manufacturers admitting that they may be selling personal information.

With the majority of modern cars containing microphones, cameras that face inward and outward, and the ability to readily connect to smartphones, it is becoming increasingly important that consumers are aware that tighter restrictions are necessary.

has operated on victims as young as three, discusses how it’s not just the physical wounds that need treating, but the mental and emotional ones as well.

Programs are being launched that aim to get youth enrolled in schools, find jobs, or get involved in community groups to break the cycle of violence.

AUTOMOTIVE

GEORGIA EV PLANT RECEIVES ADDITIONAL FUNDING HYUNDAI AND LG Energy Solution are investing an additional $2 billion and hiring a further 400 workers to make batteries at the Georgia electric vehicle (EV) plant that is currently under construction just west of the capital city of

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Savannah.

This brings the two companies’ total investment thus far to more than $7.5 billion for the site intended to start EV production in 2025 with a workforce of approximately 8,500.

Georgia governor Brian Kemp hails this additional investment, saying that “today, we’re building on that success as we continue to make Georgia the e-mobility capital of the nation.”

R E TA I L

TECHNOLOGY

FIRST FJÄLLRÄVEN STORE IN PALO ALTO

TACKLING METHANE EMISSIONS FROM COWS

LOCATED IN THE city’s business district near Stanford University, Swedish brand Fjällräven has opened a brick-and-mortar storefront in Palo Alto, California.

Having opened its first US store in New York City in 2013, Fjällräven has now expanded with 42 storefronts across the US and Canada, offering services such as custom backpack fittings, tailoring, and repairs, along with featuring the brand’s full collection of clothing and outdoor gear.

To celebrate this new opening, Fjällräven is hosting a number of

COWS ARE THE largest single source of methane globally, producing more than 150 million tons each year.

CH4 Global, Inc., a startup based in Henderson, Nevada, is looking to drastically reduce this number.

Having raised $29 million in Series B funding to build an aquaculture and production facility to manufacture its signature product, Methane Tamer, which adds the red seaweed Asparagopsis to cattle feed to reduce methane emission by up to 90 percent, the company has done just that.

Additionally, the startup has developed a CH4 Global EcoPark, enabling the low-cost growth and processing of the seaweed.

events, including a nature walk led by podcast host Libby Delana and a well-being workshop led by San Diego non-profit organization Nature Unplugged.

LEGO

LEGO TO INVEST IN SUSTAINABILITY PLEDGING TO REACH net zero emissions by 2050, Danish toy manufacturer Lego is looking to triple its sustainability investment to $1.4 billion over the next three years.

Lego plans to reduce its environmental impact by designing carbon-neutral factories, increasing the production and acquisition

of renewable energy at its plants, offices, and stores, and taking carbon dioxide emissions into account across all corporate decisions, targeting the company’s 2021 “Green Consumption Pledge”.

This ties in with several other sustainability initiatives the company unveiled recently, including a prototype brick made from recycled PET and paper bags as part of its product packaging.

F O O D & B E V E RAG E

THE BENEFITS OF BROCCOLI THE UNIVERSITY OF Illinois has received a grant from the United States Department of Agriculture (USDA) to identify which microbes maximize the positive effects of broccoli and other brassica vegetables, such as kale.

This research regarding the identification of key gut microbes is predicted to inform recommendations about whether raw or cooked broccoli might be useful for weight management, anticancer preventatives, and for those with lower-efficiency microbial communities.

Human studies are still to come, but this research on leafy greens will pave the way for the exploration of the benefits of natural foods in everyday life.

North America Outlook Issue 19 | 7

HOW WEB3 IS TRANSFORMING THE WORLD OF SPORT I n the realm of digital transformation, there’s no denying that Web3 is forging a path.

One trend leading the way in this era, particularly within the sports sector, is digital collectibles. Picture digital collectibles as the Swiss Army knife of the digital age.

They act as multi-faceted tools that can unlock exclusive content, admit fans into specialized communities, act as digital twins for ticketing, and even become in-game assets heightening brand awareness. Digital collectibles offer something unique that cannot be replicated, presenting exciting opportunities for sports clubs, athletes, and fans alike.

Fueling digital engagement The sports world has seen initiatives like the NBA’s ‘Top Shot’, where fans connect with iconic moments.

Concurrently, ventures like F1 Delta Time once ventured into combining sports with gaming, illustrating the vast potential but also highlighting challenges like IP licensing.

The present brings us to ventures like FIBA’s Digital Mementos platform. It masterfully marries Web2’s user-friendliness with Web3’s technological prowess. Here, fans are not just collecting; they’re becoming 8 | North America Outlook Issue 19

The potential of digital collectibles in e-commerce is impressive, and Blockchain technology is poised to entirely reshape the world of sports for the better. Tim Dierckxsens, CEO of Venly, dives deeper into this exciting new realm of possibilities Written by: Tim Dierckxsens, CEO, Venly

integral members of communities, actively participating and engaging in ways previously unimagined.

The Metaverse is also revolutionizing the sports experience for fans. It gives fans new ways to consume their favorite sports content and the ability to immerse themselves in this content at any time of the day and from anywhere in the world.

Through the Metaverse, fans can truly become active participants.

The Web3 world takes fans from passive viewers to active stakeholders. In a traditional setup, fans buy merchandise,

watch games, and communicate through conventional channels.

Web3 transforms them from mere spectators to stakeholders. They become owners of digital assets, members of dynamic online communities, and even influencers in the continually evolving world of sports.

Presenting monetization opportunities The emergence of Web3 means sporting entities can create more monetization opportunities. Virtual assets in the metaverse are deemed more valuable than physical ones for some. This allows for direct merchandise sales to targeted superfans. Fans can customize avatars by buying virtual sporting merchandise like clothes, accessories, and skins.

Sports clubs can reach a new generation of sports fans by simply embracing Web3 technologies.

Young people are always intrigued and willing to experience new and enhanced digital experiences. Digital collectibles enable fans to own part of their favorite sports. They can also share these across their social media platforms to further celebrate their beloved sports.

EXPERT EYE TECHNOLOGY

Offering meaningful utility and value for fans The NFT landscape has also evolved massively over the years. The focus is now moving from hype to meaningful utility. It is the right time for NFT collections with reasonable pricing and relevant use cases that truly make sense for fans and resonate with them.

Sports NFTs have a lot of value to offer.

Sports fans purchase merchandise regardless, but now with digital collectibles, they can show their love for their favorite sports to a wider

Delivering improved experiences and ownership Web3 delivers enhanced experiences and ownership. This improved experience could be a pass whereby all fan activities are recorded and grant additional access to other perks and unlock special accesses.

For instance, loyalty. At the same time, this may allow them to transfer those rights to someone else. Collectibles can be a pass to special perks, discounts, and even exciting giveaways. When it comes to ownership, digital collectibles help bridge the gap between the digital and the tangible and, therefore, offer more ownership.

Digital assets aren’t confined to the virtual realm. A venture by Liverpool Football Club underscores this, where the ownership of a digital token leads to tangible, real-world experiences for fans. Beyond the enhanced experience the Web3 world offers, it is also important to note that Web3 ensures accessibility for all.

The promise of Web3 doesn’t lie in converting every fan into a cryptocurrency enthusiast. By harmoniously integrating the intuitive interface of Web2 with the capabilities of Web3, fans receive a familiar yet enhanced experience for the sports community.

Navigating issues like IP licensing is essential, ensuring that as the world of sports ventures into this new frontier, it remains beneficial and fair for all involved.

The synergy of Blockchain and sports is about more than just redefining engagement; it’s about setting forth on a journey with careful deliberation.

Increased revenue streams, improved fan engagement, security, transparency, and decentralization are just some of the opportunities the sports sector can unlock by embracing Web3. As the world moves into this promising era, the fusion of Web2’s familiarity with Web3’s groundbreaking capabilities will undoubtedly guide the way.

ABOUT THE EXPERT

audience on social media. The fact that NFTs are digital merchandise simplifies everything while allowing them to feel as though they are part of a community.

Digital collectibles come with impressive perks like signed merchandise, VIP tickets, and more, making them better than traditional merchandise. The value of NFTs for sports shines through the utilities they bring. Owning a piece of your favorite team is fantastic, but NFTs take it a step further. They offer a spectrum of perks, like exclusive benefits tied to each collectible.

Tim Dierckxsens is CEO of Venly, a blockchain technology provider creating products to help companies succeed in Web3.

Venly has been recognized as a digital pioneer delivering groundbreaking innovation to Web3 trailblazers. It has recently partnered with FIBA on a FIBA Basketball World Cup 2023 digital NFT collection, allowing fans to celebrate their love of basketball.

Final thoughts While Web3 offers tantalizing possibilities, it isn’t without its hurdles.

North America Outlook Issue 19 | 9

HYPERLOOPTT SUPPLY CHAIN

THE NEXT MOBILITY BREAKTHROUGH Hyperloop is a new form of transportation that has the opportunity to totally redefine the passenger experience. We find out more about the system and the company focused on realizing it with Rob Miller, Chief Marketing Officer of HyperloopTT Writer: Jack Salter

10 | North America Outlook Issue 19

H

yperloop is happening now.

In pursuit of the first transportation breakthrough in a century, HyperloopTT was founded in 2013 and has made tangible progress towards the widespread adoption of hyperloop systems.

Capsules are the main passenger or cargo-carrying component of the hyperloop system, designed to be

aerodynamic and pressurized similar to an aircraft cabin for passenger comfort and safety.

Inside, the conditions remain controlled irrespective of the speed or external environment, and depending on the design, these capsules could carry between 20 and 50 passengers, or an equivalent amount of cargo.

The system works by propelling these pressurized North America Outlook Issue 19 | 11

HYPERLOOPTT SUPPLY CHAIN

capsules through a low-pressure tube, significantly reducing air resistance or drag, a considerable limitation of high-speed travel in traditional vehicles.

“One of the main innovations of the hyperloop system is the near-vacuum environment within the tube,” explains Rob Miller, Chief Marketing Officer at HyperloopTT. “This reduction in air resistance is what allows the capsule to achieve such high speeds while using relatively little energy. The vacuum unit is responsible for maintaining this low-pressure environment.”

The hyperloop capsules are levitated using magnetic levitation (maglev) technology. In a maglev system, magnets are used to lift the capsule off the bottom of the tube, eliminating surface friction.

In the case of the hyperloop system, the capsule is propelled forward by an electric motor, which accelerates and decelerates the capsule in the tube.

The combined effect of operating in a low-pressure environment and using magnetic levitation to eliminate friction means that the hyperloop system is designed to achieve speeds of over 600 miles per hour. That’s faster than a commercial jet airliner, and much faster than any traditional ground-based transportation system.

“Its high speed, together with the ability to depart when a capsule is full rather than on a set schedule, has the potential to revolutionize both passenger and freight transport,” acclaims Miller.

“ITS HIGH SPEED, TOGETHER WITH THE ABILITY T O D E P A R T W H E N A C A P S U L E I S F U L L R AT H E R THAN ON A SET SCHEDULE, HAS THE POTENTIAL T O R E VO L U T I O N I Z E B O T H PA S S E N G E R A N D FREIGHT TRANSPORT” – ROB MILLER, CHIEF MARKETING OFFICER, HYPERLOOPTT

REDUCING THE COST The hyperloop system is often considered less expensive to implement than other high-speed transportation methods due to several factors.

First, the material costs are competitive to infrastructure like traditional rail lines or highways. They can be elevated on pylons, reducing the need for costly land acquisitions and the difficulties related to ground-based obstacles. In some cases, these pylons could be equipped with solar panels to generate renewable energy for the system, further reducing costs.

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In addition, the system operates in a controlled environment, which significantly reduces wear and tear on both the infrastructure and the vehicles, and therefore leads to lower maintenance costs over time.

“The hyperloop operates with greater energy efficiency than other high-speed transport options like rail or air travel due to the reduced air resistance in the vacuum environment and the lack of physical friction because of magnetic levitation, resulting in lower operational costs,” adds Miller.

North America Outlook Issue 19 | 13

HYPERLOOPTT SUPPLY CHAIN

“The infrastructure of the Hyperloop can also be built in a modular fashion, allowing for gradual expansion and potentially lower initial investment.”

As for the environmental aspect, HyperloopTT’s system is designed to be fully electric and could potentially be powered by renewable energy sources.

As a result, it would emit significantly fewer greenhouse gases compared to conventional transportation methods that rely on fossil fuels.

“Because the hyperloop system can transport people and goods at high speeds and with high frequency, it can potentially reduce the need for short-haul flights or truck deliveries, both of which contribute significantly to environmental pollution,” Miller notes.

THE FUTURE IS NOW BOARDING In terms of passenger experience, HyperloopTT’s stations are designed to be user-friendly and efficient, minimizing wait times and streamlining the process of boarding and disembarking from capsules.

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The goal is to enable capsules to depart as soon as they’re full, rather than operating on a strict timetable, which would further reduce wait times and improve overall efficiency.

From an architectural perspective, meanwhile, the stations would ideally blend into their local environments.

“The design takes into consideration the urban or rural landscape, local culture, and architectural styles to ensure

the stations complement rather than disrupt their surroundings,” emphasizes Miller.

Furthermore, the stations are planned to be hubs for a variety of transportation options, facilitating seamless integration with existing transport networks.

This includes public transport systems like buses, trams, and trains, as well as provisions for pedestrians, cyclists, and private vehicles.

“Such an integrated approach would make it easier for passengers to reach the Hyperloop station from different parts of a city or region, enhancing its usability and reach,” Miller explains.

“Sustainability is another critical factor in the design of hyperloop stations. This could involve the use of renewable energy sources, energy-efficient building materials and technologies, and green spaces that contribute to local biodiversity.”

HyperloopTT is part of the joint venture (JV) that recently won the bid that could lead to the construction of the world’s first commercial hyperloop system in Italy.

The Venetian Motorway Concession (CAV), Italy’s regional highway operator, issued the tender, which calls for a

hyperloop prototype between Mestre in the city of Venice and Padua, Italy.

Once completed, the project will reduce heavy traffic, decrease transport times and energy consumption, improve road safety, and enhance interconnections between transport systems and smart cities in the local area.

“The project will roll out in multiple phases beginning in 2023, starting with a feasibility and environmental study” reveals Miller.

“The system will then be expandable to fully connect the cities of Venice and Padua.”

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HYPERLOOPTT SUPPLY CHAIN

“BECAUSE THE HYPERLOOP SYSTEM CAN TRANSPORT PEOPLE A N D G O O D S AT H I G H S P E E D S A N D W I T H H I G H F R E Q U E N C Y, I T C A N P O T E N T I A L LY R E D U C E T H E N E E D F O R S H O R T- H A U L F L I G H T S O R TRUCK DELIVERIES” – ROB MILLER, CHIEF MARKETING OFFICER, HYPERLOOPTT

HIGH-SPEED CARGO Elsewhere, HyperloopTT has created another JV with Hamburger Hafen und Logistik AG (HHLA) to develop a sustainable high-speed cargo solution using hyperloop technology for port and inland shipping container operations.

Like the passenger version of Hyperloop, the HyperPort would involve pressurized capsules moving through a lowpressure, near-vacuum tube, but these capsules would be designed to carry cargo instead of people.

The system would thus transport cargo at high speeds and dramatically reduce transit times, boosting the overall capacity and efficiency of cargo transport.

“The idea is to create a point-to-point transfer system that can move containers from ships to their respective inland destinations (like warehouses or distribution centers) at high speeds and potentially over long distances, bypassing intermediate stops or transfers and improving speed and efficiency,” outlines Miller.

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In doing so, HyperPort would help reduce congestion and turnaround times in ports, which are often bottlenecks in the global supply chain.

Furthermore, by enabling faster, more efficient transportation of goods, the HyperPort could reduce the number of trucks needed for land transportation, leading to less road congestion and lower emissions.

“Congestion reduction is a key feature of the HyperPort concept, as by rapidly moving cargo over considerable distances, it could help to decongest ports and associated road networks,” Miller notes.

“The quick removal of cargo from ports makes room for incoming shipments and reduces the number of trucks needed for land transport, further lessening traffic congestion.”

Unlike conventional land and sea transportation systems such as trucking and shipping, which have limited operating hours, the HyperPort could theoretically function continuously, further enhancing its capacity.

In terms of sustainability, the HyperPort system, like the broader Hyperloop concept, aims to be powered by renewable energy sources, which would reduce the carbon footprint associated with cargo transportation.

“From an environmental perspective, the Hyperloop system’s design hinges on electrical power, with potential integration with renewable energy sources.

“This approach makes it a more environmentally friendly alternative to traditional freight transport options that depend heavily on fossil fuels, resulting in lower emissions,” Miller concludes.

North America Outlook Issue 19 | 17

FOUND.US TECHNOLOGY

T U R N YO U R

PA S S I O N INTO INCOME Louise Stephenson, Managing Director of Found.us, discusses how social media influencers and content creators can make the most of their assets and further their careers Writer: Lauren Kania

T

he dawn of digital media has turned the world of fame and fortune on its head. It has given a platform for everyday people to share their thoughts, skills, and interests with a potential worldwide audience.

However, it’s only the very few who are able to turn this exposure into cool, hard cash, mainly big-name celebrities who are paid by brands to extol the virtues of their products.

It was US-based technology company HP, who came up with the innovative idea to help those that had large social media followings turn their content into cash – which has not only changed the lives of many people on both sides of the pond but has also helped them make huge amounts of money, engage with their audience, and build a personal brand.

RECONSTRUCTING THE PUBLICATION EXPERIENCE Found.us – which has now been bought from HP by UK-based print giant Precision Proco Group – came up with an offering that was pretty hard to resist.

It originally approached US-based social 18 | North America Outlook Issue 19

media influencers who were posting recipes on Instagram and cooking videos on TikTok – most of which have a following in excess of 50,000 people – and gave them the opportunity to turn those creations into cash.

The premise was simple – Found.us would produce a cookery book for them using their available content, and all they had to do was promote it via their channels, resulting in them getting a percentage of every book sold.

It seemed too good to be true, but because the system relied on using print on demand – where books were only printed as orders came in – there was no wastage and no huge piles of printed books sitting in warehouses waiting to be sold.

The technology also allowed for a fast turnaround, with books available in a matter of weeks.

For Louise Stephenson, Managing Director of Found.us, the innovative process is proving a major disrupter in the publishing industry.

“The books produced via Found.us are for people who may never ever have gotten a traditional publishing deal but also didn’t recognize the value in what they were sharing online,” she says.

North America Outlook Issue 19 | 19

FOUND.US TECHNOLOGY

“WE BELIEVE WE’RE ON THE CUTTING EDGE AND LEADING T H E WAY I N A N E W F O R M O F P U B L I S H I N G , O N E W H I C H I S AC C E S S I B L E TO E V E R YO N E A N D W H I C H C A N – A N D A L R E A DY I S – P R O V I N G T O B E V E R Y L U C R AT I V E ” – LO U I S E ST E P H E N S O N , M A N AG I N G D I R E C TO R , FO U N D.U S

“We are helping them make substantial amounts of money without any risk, outlay, or commitment from them other than promoting their books to their audience.”

REAL-LIFE SUCCESS STORIES For some of the influencers, working with Found.us has become a lifechanging experience.

Mississippi-based Matthew Bounds worked as an insurance adjuster and taught himself to cook during lockdown because he felt guilty that his husband made most of their meals.

He created his online persona – Your Barefoot Neighbor – which became an instant hit thanks to his Southern charm and his easy-tofollow recipes.

His first cookery book, Come Fix You A Plate, has become a best-seller, earning Matthew tens of thousands of dollars as well as having had as many as 28 million views of some of his recipes.

And he’s not the only one. Caroline Davis, aka Mississippi Kween, is a mum who only joined social media to – by her own admission – “spy on my children.”

She, too, has developed a massive audience and now has two cookery books to her name.

The list goes on, with creators across the country finding that what started off as a hobby has become a serious – and lucrative – business.

Husband and wife Luke and Kelli Brown from Missouri, have both given 20 | North America Outlook Issue 19

up their teaching jobs to concentrate full time on being influencers because the income they are getting from their cookery books provides them with that luxury.

of merchandise which, again, can be personalized with the creators’ signature brand, which they can also promote on their channels.

Louise believes the Found.us model is not restricted to just those creators who are passionate about food.

“There are so many other areas that we are about to look at,” she explains.

“Health and beauty, well-being, fashion – anyone who works in these areas can also benefit from what Found.us can do for them.”

Although it is a numbers game in terms of the amount of followers an influencer might have, Found.us is also working on nurturing new talent.

“We’re identifying people who may not have massive numbers of followers at the moment, but we can see they have something about them,” says Louse.

“And so, we’re working with them to help them build their audience and give them opportunities they could only dream about.

“We believe we’re on the cutting edge and leading the way in a new form of publishing, one which is accessible to everyone and which can – and already is – proving to be very lucrative.”

EXPANDING TO A GLOBAL AUDIENCE Having proven the concept, Found. us is now preparing to expand into a range of other areas.

Working with influencers in the UK and Canada is also on the list and has now introduced a whole host

For further information, please visit www.found.us

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THE FOURTH G E N E R AT I O N O F D I G I TA L COMMERCE

M

uch like mixing and matching the multi-coloured building blocks you’d find in any school, “composable” in software refers to an online architecture composed of modular pieces, which in various combinations provide customized solutions to businesses within e-commerce.

As giants of this industry and one of the leading e-commerce platforms with a revenue in 2022 of $5.6 billion dollars, Shopify is considered a pioneer in composable.

22 | North America Outlook Issue 19

What does a composable future mean for e-commerce?

We discuss this D2C trend with Eberhardt Weber, co-Founder and CEO of the digital commerce platform, Emporix Writer: Lucy Pilgrim

“A composable commerce approach enables businesses to choose best-in-breed vendors who offer robust functionality for the one thing they do, rather than relying on a one-size-fits-all offering,” the company explains in its outstanding blog post on the subject.

Originally a term coined by Gartner, one of the world’s leading consultancies, the shift towards composable e-commerce is starting to infiltrate the enterprise software space, allowing businesses greater flexibility,

TOPICAL FOCUS TECHNOLOGY

third-party retailers, with the chief benefit being improved connectivity to the end-users driven by real-time user insights.

“These insights can help a company answer consumer needs directly, thereby maximizing both the consumers’ commitment to the brand and their lifetime value. In the competitive landscape, D2C can act as a defensive measure in the long term,” McKinsey suggests.

This increased level of autonomy allows for an immediate share gain, meaning less reliance on those who typically dominate the e-commerce world.

It’s easier for some businesses than others to make a successful D2C model, primarily due to the lack of synergy between brand efforts and sales and the fact that these D2C teams form organically and often lack longterm strategies, favoring a ‘selling’ model over customer lifetime value.

Composable commerce expert Eberhardt Weber is the co-Founder and CEO at Emporix, a digital commerce platform designed for B2B and sophisticated B2C. The six must-haves to achieve breakthrough growth in e-commerce D2C | McKinsey

consumer insight, and commercial opportunities as a result when it comes to direct-to-consumer (D2C).

WHAT IS D2C? According to McKinsey, D2C e-commerce currently presents “the best opportunity for innovative brands to build direct relationships with their customers.”

Essentially selling directly to a consumer through a company’s own web store, it is growing traction because it avoids wholesalers and North America Outlook Issue 19 | 23

TOPICAL FOCUS TECHNOLOGY

Weber outlines that it is not just about sales transactions but about the entire customer experience.

“Having the right technology in place - not just to make an online sales transaction but to manage a complete end-to-end experience for the customer - is one of the key advantages that retailers currently have over manufacturers. In large part, retailers have been forced to accelerate their digital strategies over the COVID-19 pandemic, and the outcome is very slick and effective digital commerce experiences for their customers,” he opens.

DEMOCRATIZING TECHNOLOGY The democratization of technology typically refers to the process by which access to technology rapidly continues to become more accessible to a wider range of people.

Technological advancements and an improved user experience have empowered those outside of the technical industry to access and use technological products and services.

Essentially, this means that the architecture of the customer experience is no longer controlled by developers, as other business functions with superior knowledge of customer needs and motivations can be the architects themselves.

“The good news for all sales channels, however, is that this technology has also been

“THERE IS NO T U R N I N G B AC K I F THE NEW CHANNEL IS TO B E A S U CC E SS , S O T H I S A P P R OAC H W I L L R E Q U I R E A N E W WAY OF THINKING” – E B E R H A R DT W E B E R , CO-FOUNDER AND CEO, EMPORIX

increasingly democratized thanks to advancements in composable enterprise software. The fourth generation of digital commerce is cloud-native and application programming interface (API) driven, which makes it easier than ever to create and take ownership over new online sales channels, whether B2B, B2C, or D2C,” Weber continues.

PACKAGED BUSINESS CAPABILITIES Considered the building blocks of the large solution, packaged business capabilities (PBCs) are connected via APIs.

By Gartner’s definition: “PBCs are software components representing a well-defined business capability, functionally recognizable as such by a business user. Technically, a PBC is a bounded collection of a data schema and a set of services, APIs, and event

(290) What is Composable Business and Why Does it Matter to Your Organization? - YouTube

24 | North America Outlook Issue 19

channels. The well-implemented PBCs are functionally complete to ensure autonomy (no critical external dependencies, no need for direct external access to its data). PBCs are meant to be used as building blocks for application product suites and custom-assembled application experiences.”

“The core capabilities of an e-commerce platform may still be used but will act more like a “peer” among other solutions than a “core” around which other solutions fit,” explains Shopify journalist, Roxanne Voidonicolas.

Bringing with it a flexible and scalable approach, PBCs are used within composable commerce to enable seamless integration of various systems, allowing greater agility and adaptation to market conditions – a massive point of difference.

BUSINESSES NEED TO DEFINE A NORTH STAR Valtech is a world leader in the realm of digital retail experiences. Having been part of the headless revolution, where businesses began to break free from the traditional monolithic architectures, it has encouraged and urged adaptability in order for their clients to truly achieve their potential goals.

“Often something as predictable as rigid commerce technology, requiring a re-platform initiative, stands in our way and forces innovative thinking way out into the future,” says Casper Rasmussen, SVP for Technology at Valtech.

In the company’s excellent article on composable architecture, Valtech typically defines the concept of composable commerce as being more easily understood and embraced by the technical teams.

“Business users, especially in fast-paced commerce environments, typically do not understand what headless, composable, or a hybrid is, or how it would benefit them and

their long-term goals. When evaluating solutions for a digital transformation, the teams must come together and define a north star that will guide in prioritization, alignment, and success metrics.

In regards to D2C, Weber is all too aware of the importance of including teams outside of technology departments in the strategic implementation of composable, but he maintains that technology skills are vital.

“To take full advantage of a D2C channel, businesses need to start thinking not just as a manufacturer but also as sales and marketing experts and, most importantly, as a technology-led company, and this is no small task. Technology skills such as web and user experience (UX) development will be crucial when developing a customer-facing online presence, ensuring customers and prospects always get the best possible experience.”

For a composable approach to truly fly, Weber also suggests that sea change in leadership’s thinking is required, but the pot of gold could be waiting for those who embrace this change.

accelerated by the COVID-19 pandemic, this decentralized approach is being adopted as a new organizational structure, bringing an agility to it that will suit many forward-thinking businesses.

Gartner classifies composable business as needing the following components:

“Design and marketing skills will also play a key role in shaping channel-specific messaging and engaging would-be customers in a way that encourages them to make a purchase, sign up for a mailing list, or whatever the customer call-to-action may be. Once a manufacturer gets into this game, there is no turning back if the new channel is to be a success, so this approach will require a new way of thinking, but get it right, and the rewards will be more than worth it,” Weber adds.

COMPOSABLE BUSINESS Fascinatingly, the idea of composability is not just limited to the realm of e-commerce. Led by the remote working revolution

• Composable thinking • Composable technologies • Composable business architecture Remarkably, Gartner, the technological research and consulting firm, expects 2023’s data to show that organizations embracing composability will outperform their rivals by up to 80 percent when it comes to the deployment of new products and features.

According to Weber, this can only improve the end-user experience and make their time with the brand more valuable.

“By being able to get much closer to customer preferences and habits through their shopping data, manufacturers will theoretically be able to curate much more personalized, targeted experiences for each customer,” Weber concludes.

North America Outlook Issue 19 | 25

THE LO U I S I A N A PORT INDUSTRY The Louisiana port industry is an undeniable economic powerhouse. We take a closer look at this prominent industry and how it’s truly driving the nation’s economy Writer: Lauren Kania | Project Manager: Krisha Canlas

W

ith Louisiana being a maritime state, ports are of immense importance to all the major industries both across the US and internationally. From oil and gas to agriculture and petrochemicals, ports connect and enhance these industries to reach global markets, as well as Louisiana’s own economy, with more than $182 billion seen in economic output.

The lower Mississippi River comprises the largest port complex in the world, with five ports that handle more than 500 million tons of cargo annually. This cargo contains more than 70 percent of the nation’s grain and 20 percent of petroleum and energy commodities, along with the coastal ports supporting 100 percent of the country’s offshore deep-water oil and gas production in the Gulf of Mexico.

Louisiana ports are also economic engines for their 26 | North America Outlook Issue 19

communities, creating approximately 525,000 jobs, or one in five jobs within the state. Additionally, they have recently accounted for $32.9 billion in annual personal earnings and produce 40 to 45 percent more direct jobs than the oil and gas industry.

With so many vital ports in Louisiana working to support the entirety of the US, it is of the utmost importance to develop and foster good relations among them all and promote the exchange of information relative to new techniques or technologies for development, organization, administration, and management.

As the waters surrounding Louisiana are not only profitable in terms of their ports but also with their marine life and natural resources, it is necessary for those within the port industry to promote academic research and

PORTS ASSOCIATION OF LOUISIANA INDUSTRY SPOTLIGHT

PORTS ASSOCIATION OF LOUISIANA IN NUMBERS

Modern Norwegian cruiseship or cruise ship liner at terminal in Port of New Orleans on Mississippi River

educational interest in the marine of all deep water and 60 percent of all sectors to ensure the longevity shallow water rigs in the Gulf of Mexico.

YEAR ESTABLISHED – 1984 of the port network and the local These ports serve a crucial purpose as CORPORATE MEMBERS – 32 environment. they are the largest producer of crude Ports can be categorized into three oil in the US, and inland ports link farms ASSOCIATE MEMBERS – 85 broad divisions: deep draft, inland, and to national and global markets.

LOUISIANA PORTS – 42 coastal. The majority of the Louisiana To put it simply, industries like ports are considered shallow-draft transportation, warehousing, inland or shallow-draft coastal ports, manufacturing, mining, and agriculture covering approximately 172 miles would not exist in the manner that they on both banks of the Mississippi River. One of the most do today without these ports. Daily life and necessities prominent examples of these are the Lake Providence would falter in their availability and abundance, and the Port, which has the largest tonnage of inland ports used economy would see a significant increase in the already for agricultural products. A prominent example of a steadily rising prices of everyday goods without the daily coastal port is Port Fourchon, which services 100 percent and diligent effort of Louisiana’s ports.

North America Outlook Issue 19 | 27

INTERVIEW: P O R T A S S O C I AT I O N O F LO U I S I A N A Jennifer Marusak, Executive Director of the Ports Association of Louisiana, discusses how Louisiana ports are growing jobs, driving the economy, and making a difference across the US North America Outlook (NA): Can you talk us through the origins of the Ports Association of Louisiana, its inception, and its initial vision?

Jennifer Marusak, Executive Director (JM): The Ports Association of Louisiana (PAL) was founded in 1984 as a nonprofit trade association that serves to promote the exchange of information between ports relative to new techniques or technologies on development, organization, administration, and management. PAL further facilitates the formulation of common positions, policies, or plans on questions of common interest and presents such positions at regional, state, national, and international discussions It also initiates measures that represent the interests of association members within intergovernmental and other organizations in order to improve conditions and efficiency of the state’s port system.

Finally, the Ports Association works to promote academic research and educational interest in the ports and marine sectors; and to foster and encourage economic development within the State of Louisiana.

NA: How does the port industry in Louisiana affect the rest of the US and contribute to its economy?

JM: Louisiana ports exist on a 14,500-mile inland waterway system, including rivers and intracoastal waterways.

28 | North America Outlook Issue 19

Coastal ports support 100 percent of the nation’s deepwater offshore oil and gas production in the Gulf of Mexico. Cameron Parish’s liquified natural gas (LNG) production makes it the third among all nations. Inland ports are the economic engines of their local economies and produce thousands of jobs in their communities.

Louisiana ports are responsible for $32.9 billion in annual personal earnings, more than $2.4 billion in state taxes and $1.8 billion in local taxes. The Louisiana Department of Transportation and Development (DODTD) and Louisiana Economic Development (LED) determined for every $1 invested in port infrastructure, $8 is returned to Louisiana coffers.

NA: What are the association’s biggest challenges, and how do you propose to overcome them?

JM: The association’s biggest challenges will continue to be those that face our entire country, including struggles for capital investment, workforce development, unnecessary and onerous regulatory obstacles, and

PORTS ASSOCIATION OF LOUISIANA INDUSTRY SPOTLIGHT

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North America Outlook Issue 19 | 29

1.

Central Louisiana Regional Port

17. Morgan City 18. Natchitoches

2. Avoyelles

19. New Orleans

3. Baton Rouge

20. Plaquemines

4. Caddo-Bossier

21. Pointe Coupee

5. Columbia

22. Red River

6. Fourchon

23. South Louisiana

7.

24. St. Bernard

Grand Isle

MAP © PORTS ASSOCIATION OF LOUISIANA

PORT LO C AT I O N S

8. Greater Ouachita

25. Terrebonne

9. Iberia

26. Twin Parish

10. Greater Krotz Springs

27. Vermilion (Abbeville)

11. Lake Charles

28. Vidalia

12. Lake Providence

29. Vinton

13. LIGTT

30. West Calcasieu

14. Madison

31. Cameron Parish Port

15. Manchac

32. West St. Mary

16. Mermentau

ensuring that we stay ahead of the game when it comes to cybersecurity. These are all issues that we constantly collaborate on with our corporate, associate members, and stakeholder communities to look for solutions – both immediate and long-term.

NA: Have you noticed any changes in the industry, particularly since the COVID-19 pandemic?

JM: Louisiana ports never stopped working to ensure our nation’s supply chain was not interrupted during the COVID-19 pandemic. We installed safety measures for our workers back in March 2020 – at our own cost. One 30 | North America Outlook Issue 19

port was severely impacted by the shutdown of the cruise industry, but it has come back stronger than ever.

NA: Are there any key aspects of the industry you would like to highlight, or maybe any exciting projects of the association you would like to mention?

JM: It is imperative that our ports along the US’ gateway – the lower Mississippi River – are able to accommodate the larger ships that are coming through the Panama Canal. To that end, we have been working with our federal delegation and the Army Corps of Engineers to deepen the Mississippi River to 50 feet (ft)– all the way up to Baton Rouge. It is a project that will cost our federal government $300 million and Louisiana $150 million and will require ongoing maintenance.

The benefits of this project include an $11.49 billion increase in US production, a minimum of 17,000 new jobs, a $849 million increase in income, and a $89.4 to $1 benefit/cost ratio, increasing the competitiveness of US exporters.

The 2014 Water Resources Reform & Development Act (WRRDA) authorized the deepening of the Mississippi River from the Port of Baton Rouge to the mouth of the river from 45ft to 50ft. The money was allocated in August 2020, and the project is ahead of schedule.

PORTS ASSOCIATION OF LOUISIANA INDUSTRY SPOTLIGHT

As the fastest growing deepwater port in the region, Plaquemines Port is setting sail toward a future of boundless possibilities Unprecedented Investment

Charting New Courses: Methanol Terminal Ventures

Plaquemines Port is committed to a staggering CAPEX of over $22 billion capex, invested by the Port and Harbor District partners. With this monumental investment, we’re on a trajectory of unparalleled expansion and prosperity.

We aspire to be a leading Mississippi River deepwater port region that leverages the best industry safety and security practices by enhancing and protecting US Supply Chain Connectivity. Over the next five years, we’re positioned to double our revenue and tonnage.

Plans are underway for a methanol terminal, poised to export an impressive four million tons per year.

Excellence with the Largest LNG Port Facility At Plaquemines Port, we don’t just dream; we achieve.

We serve as home to the world’s largest LNG Port facility, poised to handle a staggering 30 million tons annually.

Our commitment to growth extends beyond the horizon.

Nestled within Plaquemines Port is a thriving cement and concrete plant, a cornerstone supporting both our current achievements and prospects. We anticipate the handling of four million tons per year.

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Sustainability meets ambition as Plaquemines Port sets its sights on capturing up to two million tons of offshore wind projects in the next five years. Be a pioneer in the realm of green energy and ecological consciousness, securing your place in a future that benefits us all.

A Glimpse into Tomorrow: The Gulf Coast’s Largest Container Terminal Plaquemines Port and maritime infrastructure: the largest container terminal on the Gulf Coast! Our partnership with one of the world’s largest terminal operators is a testament to our commitment to excellence. With the capability to handle 14,000 TEU vessels and a remarkable throughput of five million TEU per year, the possibilities are limitless.

We are served by the New Orleans Gulf Coast Rail and Union Pacific Railroad to meet your railroad needs.

Plaquemines Port welcomes you with open arms.

Reach out to us at leasing@pphtd.com to begin your journey or visit our website at www.portofplaquemines.com.

PHOTO © PORTS ASSOCIATION OF LOUISIANA

PHOTO © PORTS ASSOCIATION OF LOUISIANA

Building Dreams: Cement, Concrete, and Growth

Capturing Offshore Wind Projects: A Sustainable Future Awaits

Louisiana also has the fastest-growing inland port in the nation in the northeast corner of the state.

NA: How do you see the industry developing over the next five years?

JM: The industry will continue to flourish as the Mississippi River is deepened and our southwest ports continue to boom with the LNG sector.

NA: What are the goals and priorities of the association, and what tactics will you employ to facilitate or implement them?

JM: The association strives to continue improving those priorities detailed in the initial vision. We work diligently with industry partners, state and federal agencies, legislators, and all maritime stakeholders to present a united front when addressing regulatory and funding obstacles. We will always be working to educate legislators and communities on the importance of Louisiana ports.

P.O. Box 82880 Baton Rouge, LA 70884 www.portsoflouisiana.org North America Outlook Issue 19 | 31

Tell us your story and we’ll tell the world NORTH AMERICA OUTLOOK is a digital 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.

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A VOYAG E OF SUCCESS As one of the last remaining marine industrial waterfronts on the East Coast, the New Bedford Port Authority’s Executive Director, Gordon Carr, discusses the balance between welcoming exciting new ventures and conserving its traditional industries Writer: Rachel Carr | Project Manager: David Knott

34 | North America Outlook Issue 19

N

ew England is home to a famous 17th-century whalingera seaport, reminiscent of a scene from an H.P. Lovecraft novel and the inspiration for Melville’s Moby Dick. Today, the Port of New Bedford continues to drive the regional economy as the number one commercial fishing port in the US and is progressing into adding the offshore wind industry to its impressive list of accomplishments.

The city of New Bedford is positioned on the Acushnet River in Massachusetts; over the other side of the harbor is Fairhaven, a different municipality on the South Coast where the waterway flows into

Buzzards Bay – an arm of the Atlantic Ocean. The port is geographically concentrated to support commercial, industrial and recreational maritime activities, presenting both benefits and a few challenges.

As a relatively small organization, previously known as the Harbor Development Commission and rebranded as the New Bedford Port Authority (NBPA), it manages fishing piers and other commercial fishing assets, a recreational marina, and several commercial real estate properties, as well as managing harbor users in a very busy port.

The NBPA is also the primary local advocate for the extensive

commercial fishing interests in the Harbor, leading the way in tracking issues and making the case for the industry and the state and federal levels.

One of the desirable aspects and unique features of the Port of New Bedford is its hurricane barrier, which was built in the 1960s after the area was slammed by several decades of extreme weather. The miles-long earthen dyke, protects the port from storm surges, including Hurricane Bob in 1991, and sea level rise with substantial metal gates, which close the 150’ wide opening during certain weather events, making it one of the safest hubs on the eastern seaboard.

North America Outlook Issue 19 | 35

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PORT OF NEW BEDFORD SUPPLY CHAIN

A VOYAG E OF SUCCESS As one of the last remaining marine industrial waterfronts on the East Coast, the New Bedford Port Authority’s Executive Director, Gordon Carr, discusses the balance between welcoming exciting new ventures and conserving its traditional industries Writer: Rachel Carr | Project Manager: Scarlett Burke

34 | North America Outlook Issue 19

N

ew England is home to a famous 17th-century whalingera seaport, reminiscent of a scene from an H.P. Lovecraft novel and the inspiration for Melville’s Moby Dick. Today, the Port of New Bedford continues to drive the regional economy as the number one commercial fishing port in the US and is progressing into adding the offshore wind industry to its impressive list of accomplishments.

The city of New Bedford is positioned on the Acushnet River in Massachusetts; over the other side of the harbor is Fairhaven, a different municipality on the South Coast where the waterway flows into

Buzzards Bay – an arm of the Atlantic Ocean. The port is geographically concentrated to support commercial, industrial and recreational maritime activities, presenting both benefits and a few challenges.

As a relatively small organization, previously known as the Harbor Development Commission and rebranded as the New Bedford Port Authority (NBPA), it manages fishing piers and other commercial fishing assets, a recreational marina, and several commercial real estate properties, as well as managing harbor users in a very busy port.

The NBPA is also the primary local advocate for the extensive

commercial fishing interests in the Harbor, leading the way in tracking issues and making the case for the industry and the state and federal levels.

One of the desirable aspects and unique features of the Port of New Bedford is its hurricane barrier, which was built in the 1960s after the area was slammed by several decades of extreme weather. The miles-long earthen dyke, protects the port from storm surges, including Hurricane Bob in 1991, and sea level rise with substantial metal gates, which close the 150’ wide opening during certain weather events, making it one of the safest hubs on the eastern seaboard.

North America Outlook Issue 19 | 35

PORT OF NEW BEDFORD SUPPLY CHAIN

Alongside protection from potential storm events, the Port of New Bedford hosts a full suite of shoreside services that can support diverse industries.

Additionally, it is the first port to develop the offshore wind industry while remaining a global hub for landing and processing seafood.

“We have around 300 to 400 commercial fishing vessels in the port at any given time; while most of these vessels call New Bedford home, as many as 150 will utilize the port at any given time from all along the US Atlantic coast,” opens Gordon Carr, Executive Director of New Bedford Port Authority.

“The reason for that is the Port of New Bedford has all the services that a commercial maritime industry needs, from dockage space and fuel to ice for the fishermen and ship repairs, shipyards, and a talented workforce,” he continues.

Prior to joining the NBPA, Carr spent eight years at the Massachusetts Port Authority, and his introduction to the industry involved everything from the strategic planning side to commercial real estate planning and development.

Carr originally began working in the New Bedford area back in the 1990s, which was his first early introduction to the Port of New Bedford and its industries.

36 | North America Outlook Issue 19

commercial fishing industry – the economic and cultural heartbeat of the region.

STRONG FOUNDATIONS

“ D U E TO H A R D WORK AND FORESIGHT BY OUR LOCAL OFFICIALS, MIXED WITH OUR G E O G R A P H Y, W E ARE IN A POSITION TO B E T H E F I R ST S TA G I N G A N D MARSHALLING PORT FOR OFFSHORE WIND W H I C H I S C E R TA I N LY G AT H E R I N G AT T E N T I O N . ” – GORDON CARR, EXECUTIVE D I R E C TO R , N E W B E D FO R D PORT AUTHORITY

Recognizing what an exciting space it is to work in, Carr mentions how active the port is already, deriving from many decades of the

The NBPA’s mission is to implement the best management practices over port resources and develop economic growth strategies. The goal is to keep New Bedford as the number one fishing port in the country, as it has been for the past 22 years, while expanding existing businesses, and capitalizing on new opportunities.

With the end result being maintaining the port’s role as the heart of the New Bedford region’s economy and a significant driver of the economy of Massachusetts while capitalizing on any opportunity to maximize the potential of the port.

“We are currently overseeing over $100 million in infrastructure improvements, new facilities, new bulkheads, dredging, and port maintenance alongside the expansion of our assets, with some related to offshore wind,” Carr assures us.

Representing a wide array of harbor interests, one of the NBPA’s primary roles is to support economic development along the waterfront, which is accomplished with a reliable team behind it.

PORT OF NEW BEDFORD SUPPLY CHAIN

PORT OF NEW BEDFORD FACILITIES • Popes Island Marina • Marine Commerce Terminal • State Pier • New Bedford Seafood • New Bedford Ocean Cluster • Commercial Fishing Piers

“The pillars of the organization start with our team at the NBPA; we have technically skilled people on the operations and engineering side as well as the financial management side that all execute at a high level,” he notes.

Despite the NBPA’s size, it still has a broad reach within Massachusetts and the US commercial fishing industry. It has successfully leveraged this position in obtaining state and grant funding financial support from different resources.

“Our mission is to support the port as the engine for the regional economy through energizing our stakeholders. We are not in the business of making a profit. Left to our own devices and limited financial

resources, we are too small to undertake this task without outside financial support. It is challenging to secure outside grant funds, and they are even more difficult to implement, but the NBPA has been very effective in doing that.

“When chasing grants, success breeds success; you become a reliable partner. Federal agencies realize that you are a good steward of their funds.

It is a smooth process because of the team,” he enlightens us.

The overall diversity of the port adds strength to its operations, including physical infrastructure projects, new facilities, a port-wide dredging project, a bulkhead, and new terminal space –for commercial

fishing and offshore wind – all of which can only be executed with significant funding support.

“Our expansive Port-wide dredging project will improve our berthing areas and over 30 private facilities that could never afford the dredging independently. The ability for the NBPA to leverage those benefits to other private users is unique.”

Partner and supplier relationships are essential to the port business; a whole array of companies drive the port, and the NBPA manages certain assets. However, they differ from the Massachusetts Port Authority, which owns and operates the container facility, the cruise terminal, and other assets.

North America Outlook Issue 19 | 37

PORT OF NEW BEDFORD SUPPLY CHAIN

“ I T I S G O O D N E WS F R O M A M A N AG E M E N T P E R S P E C T I V E T H AT P E O P L E U N D E R S TA N D T H E NEED AND INVESTMENT REQUIRED FOR PORTS; OT H E RW I S E , M A N Y AS P E C TS O F O U R L I V E S C A N N OT BE FULFILLED” – G O R D O N C A R R , E X E C U T I V E D I R E C TO R , N E W B E D FO R D P O R T AU T H O R I T Y

“We are not an operator in that sense. Our private sector partners, whether the individual fishermen or onshore service providers, are critical to the ongoing functionality of the day-to-day operations at the Port of New Bedford,” elaborates Carr.

SAFEGUARDING THE FUTURE The Port of New Bedford was managed relatively simply for a long time by seeing to the basic needs of the fishing industry and their partners, which still exist today. Recognizing the future of the port and commercial fishing, the NBPA has taken on an expanding role by providing other needed resources such as technological upgrades, parking and infrastructure improvements, public advocacy, and long-range planning.

“We need to advance the technological side of things. We are working on a more sophisticated system, starting with artificial intelligence (AI) cameras that will manage and monitor vessel movements to gather data on the environment, operational bridge openings, and dockings to ensure the long-term safe and efficient operations of the Port,” Carr states.

“Having the distinction of being first in offshore wind, we are introducing the Port of New Bedford to different audiences nationally and globally. We want to seize that opportunity to do so. We want to put ourselves forward as a great place to invest. A place where you can be successful and have strong partners both operationally from the port perspective and 38 | North America Outlook Issue 19

through business development, and promotionally from the New Bedford Ocean Cluster side of things,” he tells us proudly.

One of the side effects of the COVID-19 pandemic and subsequent supply chain crisis is that it has made people realize the importance of ports. Whether they are viewed as behind the scenes and taken for granted or they are accepted as part of the global industrial network, ports play an integral role in everyday life, particularly now with offshore wind.

“It is good news from a management perspective that people understand the need and investment required for ports; without ports, many aspects of our lives cannot be fulfilled.”

OPPORTUNITIES AND TRADITION While the introduction of offshore wind provides an opportunity for the region and the port, many of the offshore wind developments are entering highly productive fishing areas. Consequently, the fishing industry is concerned with the impact, as is the NBPA. “We spend a lot of time advocating for the commercial fishing industry and ensuring that both industries not only coexist but thrive. This is done by urging that extensive and appropriate research is done and that data is gathered on what impact there might be on the species and environment of our oceans and what steps are needed to operate in and around offshore wind facilities,” Carr

highlights.

Indeed, Europe prohibits fishing in many offshore wind developments in the North Atlantic Ocean. The NBPA does not want that to happen in the U.S. and recognizes the concern of fishermen that offshore wind development could adversely impact the ocean ecosystem or their fishing operations; hence, it is looking to help them function well together and support the commercial fishing industry, whether by targeted and robust research and data gathering, new investment, mitigation or proper communication between both industries.

“As the national leader in commercial fishing and now the pioneer port for offshore wind, no other port in the country has more at stake or is more interested in getting that balance right than the Port of New Bedford.

“Due to a little serendipity mixed with geography, we are in a position to be the first port staging and marshaling offshore wind, which is gathering attention. We are learning as the industry is learning how to operate effectively and build in the US.” The NBPA is in close contact with offshore wind developers and all their contractors. The port is an active and busy hub with over 300 commercial fishing vessels, so it has instituted a vessel escort program and vessel alert system. When the offshore wind vessels transit the harbor, security vessels ensure they do so as seamlessly and safely as possible for all port users.

ECONOMIC IMPACT INNOVATION – The Port of New Bedford is a deepwater commercial port with easy access to the maritime corridor from the Massachusetts coast, approximately nine nautical miles from the Cape Cod shipping canal. Its prime position supports a unique blend of uses; in addition to commercial fishing and offshore wind, there is a diverse market of cargo transport, research, and innovation with its marine education and technology.

COMMERCIAL FISHING – The port is Massachusetts’ most excellent natural resource and most significant asset. It stimulates investment and attracts new industries, creating jobs and developing the economy.

New Bedford’s commercial port directly employs more than 6,800 people, and its fishing port generates more than $11.1 billion of economic activity with related employment for more than 40,000 people. The fishing fleet of 500 lands over 122 million pounds of product annually, leveraging $322 million in direct sales.

CARGO TRANSPORT – The Port of New Bedford handles over $230 million in shipping in bulk commodities. Barge operations move aggregate and break-bulk cargo to Martha’s Vineyard and Nantucket islands.

FOREIGN TRADE ZONE (FTZ) – Providing duty-free manufacturing opportunities for importers and exporters. The city of New Bedford is the grantee and holder of FTZ number 28, which gives it a competitive advantage to foreign businesses seeking to trade in US markets.

“We continue to maintain open lines of communication as their schedule changes or as new circumstances present themselves because we want them to be efficient and minimize any disruptions to their operation.

We have a great partnership and coordination with Vineyard Wind and their team of contractors, all of whom are supportive of the port and are committed to being strong collaborators on operations” he adds.

Offshore wind developments are cyclical; therefore, it is critical that the first operations are done safely and smoothly. The next developers, and

likely other ports as well, will work largely from the NBPA blueprint.

Communication and responsiveness are the two ways the NBPA is helping launch the offshore industry.

“We need to understand what the needs of the operators and stakeholders are so we can be as responsive as necessary.”

The priority for the NBPA is to launch a successful offshore wind development while maintaining and promoting the commercial fishing industry. While it is a delicate balancing act, the NBPA is moving forward with the future of both

industries as the heart of its mission.

“Whether it is our smaller operational undertakings or larger construction and infrastructure projects, our goal and commitment are to host two successful and thriving industries in the Port for years to come,” finishes Carr.

Tel: +1 508-961-3000 portofnewbedford.org North America Outlook Issue 19 | 39

NEW BEDFORD OCEAN CLUSTER SUPPLY CHAIN

A PORT OF PA R T N E R S H I P S We chart the course of an organization making a significant impact on the local marine industry with Jennifer Downing, Executive Director of New Bedford Ocean Cluster Writer: Rachel Carr | Project Manager: David Knott

40 | North America Outlook Issue 19

NEW BEDFORD OCEAN CLUSTER SUPPLY CHAIN

A

t the center of driving marine industry innovation and growth at the Port of New Bedford is the New Bedford Ocean Cluster (NBOC), a non-profit organization (NPO) created to leverage the City of New Bedford’s coastal position and extensive ocean economy and knowledge base to attract investment, support the formation and growth of maritime businesses, and foster initiatives that can create economic and community impact from the sustainable use of ocean resources.

Ports are at the center of offshore wind development, and the Port of New Bedford possesses a number of advantages that position it to be a leading hub for offshore wind and ocean innovation.

“The Port of New Bedford checks a lot of boxes for offshore wind: deep water, no height restrictions, ready infrastructure, and a diverse array of services to support everything from marshalling and staging to longterm operations and maintenance,” introduces Jennifer Downing, Executive Director of New Bedford

Ocean Cluster.

New Bedford also has geographic proximity on its side, as it is the closest, full-service port to the largest offshore wind lease area in northeast waters.

“Due to our success in commercial fishing, we have a robust cluster of established marine businesses and shoreside services in the Port of New Bedford, which is also advantageous for offshore wind. Our existing network of businesses is in an excellent position to contribute,” clarifies Downing.

North America Outlook Issue 19 | 41

NEW BEDFORD OCEAN CLUSTER SUPPLY CHAIN

Multiple ports are needed all along the East Coast to create an industry at scale to address climate change and meaningfully add to the US economy, and the Port of New Bedford is in a strong position to do both.

“The offshore wind industry presents an exciting opportunity for ports and their associated supply chains up and down the East Coast to integrate services and export products in new ways which carries with it potential to generate significant economic opportunity and local wealth.”

Launched in late 2021, the NBOC is an early-stage NPO with a big mission, and in a relatively short period, it has gained a lot of momentum and global brand recognition.

A WAVE OF STRATEGIES “We work collaboratively with the private sector, public sectors, and academic institutions to position New Bedford and Southeastern Massachusetts to be a leading ocean economy through the advancement of four interrelated marine pillars: aquaculture, commercial fishing and processing, innovation and technology, and offshore renewable energy,” says Downing.

42 | North America Outlook Issue 19

The Port of New Bedford has had a solid and successful commercial fishing and processing industry for generations.

“We see a lot of opportunity to utilize innovation and technology to advance and modernize the commercial fishing industry and launch new industries in the Port like aquaculture. There are opportunities for the fishing industry to work in offshore wind. For example, vessels can be upgraded, and crews trained to do project surveys and safety work.

In parts of the world, pilot projects are being launched to integrate aquaculture production with offshore wind.

“We have four industry pillars at the NBOC; while we want to see each prosper, we also seek to facilitate their intersection whenever possible. The convergence of industries will create a true ocean economy in the Port of New Bedford. It’s ambitious but incredibly exciting,” Downing explains.

The NBOC was modeled after successful ocean clusters in Europe and other areas of the world that have used the economic principle of clustering to make their coastal community more profitable, efficient,

and sustainable.

“We are not beginning from an experimental idea; we have seen how ocean cluster organizations like the Iceland Ocean Cluster, with which the NBOC has a formal partnership agreement, have successfully introduced new market opportunities to existing industries. When you look at effective ocean clusters, they have been efficacious conveners and clearinghouses of information. They have also successfully facilitated networking and collaboration between industries,” notes Downing.

“Ocean cluster organizations have supported technology transfer across various platforms to start new and support existing businesses.

They also have a role in marketing and promoting an area to increase visibility and attract commercial investment.

“It is a model and strategy that works, and we’re excited to be replicating it in the greater New Bedford region,” she adds.

PORT PROJECTS To continue to support long-term growth is of utmost importance to NBOC. The organization wants to

NEW BEDFORD OCEAN CLUSTER SUPPLY CHAIN

THE NBOC ACT LOCAL PROGRAM This program supports the development of a diverse supply chain for offshore wind, maximizing the positive economic

Supporting local businesses – assisting local companies by providing support, sharing knowledge and resources, facilitating connections, and supporting partnerships to seize opportunities in the offshore wind industry.

impacts by encouraging local businesses to participate.

Identifying opportunities – building and maintaining relationships with companies, keeping updated on certifications, requirements, and timing of offshore wind projects.

Informing the community – ensuring offshore wind opportunities reach local businesses via direct outreach, regular communications, and events.

make the Port of New Bedford a model for commercial collaboration between port industries. Most significantly, commercial fishing and offshore wind.

“We want New Bedford to remain the number one commercial fishing industry in the U.S. and become the leading hub for the U.S offshore wind industry,” says Downing. One particular project highlights the relationship between the port and its supply chain.

“With support from Vineyard Wind, we started a project called Act Local to support the development of a diverse and equitable local supply chain for the offshore wind industry and to make certain that industries like commercial fishing can effectively coordinate and engage with offshore wind,” enthuses Downing.

“ W E S E E A LOT O F O P P O R T U N I T Y TO U T I L I Z E I N N O VAT I O N A N D T E C H N O L O G Y T O A D VA N C E A N D M O D E R N I Z E T H E COMMERCIAL FISHING INDUSTRY AND LAUNCH NEW INDUSTRIES IN THE PORT L I K E A Q U A C U LT U R E . ” – J E N N I F E R D OW N I N G , E X E C U T I V E D I R E C TO R , N E W B E D FO R D OCEAN CLUSTER

Vineyard Wind is developing the first commercial-scale offshore wind project in the U.S. The Act Local program was launched to support Vineyard Wind’s commitment to “Look Local First”, the Developer’s promise to contract and have their top-tier suppliers contract local people and businesses wherever possible. Today, the project is

expanding to support other developer’s future offshore wind projects.

An outreach and informationsharing initiative, the Act Local program is connecting Offshore Wind Developers, Original Equipment Manufacturers (OEMs), and toptier suppliers with local people and businesses that can support projects.

North America Outlook Issue 19 | 43

NEW BEDFORD OCEAN CLUSTER SUPPLY CHAIN

The NBOC is trying to understand from offshore wind companies what products and services they will need to buy to support their project scopes, as well as the skills and experience they’ll need from workers to get the jobs done. The organization is then communicating company needs to the local community and attempting to make connections whenever possible.

“We are trying to understand what the industry needs by way of skills, products, and services,” she reveals.

“So that we can inform the community, make connections, and localize this potentially gamechanging industry. The NBOC also hosts periodic Community Outreach Forums and supports local job fairs and Meet-the-Buyers events.

“We continue to grow the project with feedback from other offshore wind developers and experienced companies in the industry. We are

excited about its potential to actively educate and involve the local community and impact local economic development,” Downing affirms.

ON THE HORIZON New Bedford is the primary marshaling and staging base for the Vineyard Wind 1 project, and the New Bedford Marine Commerce Terminal, managed by the Massachusetts Clean Energy Center, is the main facility where this work occurs. SouthCoast Wind will lease the facility for its two projects – SouthCoast Wind One and SouthCoast Wind Two. Therefore, it will remain a busy and active port in the coming years.

“Avengrid Renewables also has a project in the pipeline called Commonwealth Wind, and it has committed to having a control center in the Port of New Bedford.

Given the strengths of our Port, we have a significant role to play

in the long-term operations and maintenance of wind projects,” Downing observes.

Indeed, NBOC anticipates more industry activity within the Port, even if projects do not necessarily contribute directly to the Massachusetts grid.

“In addition to marshalling and operations and maintenance, the Port of New Bedford is also becoming a center for research and workforce training and development,” she details.

“We have a strong network of colleges and universities in Southeastern Massachusetts.

The University of Massachusetts, Dartmouth’s School for Marine Science & Technology, has been at the forefront of cooperative fisheries and offshore wind industry research. It is a huge asset to advancing the local blue economy. Bristol Community College, which has offered offshore

“ W E WA N T N E W B E D F O R D T O R E M A I N T H E N U M B E R O N E COMMERCIAL FISHING INDUSTRY IN THE U.S. AND BECOME THE LEADING HUB FOR THE U.S OFFSHORE WIND INDUSTRY” – J E N N I F E R D OW N I N G , E X E C U T I V E D I R E C TO R , N E W B E D FO R D O C E A N C LU ST E R

NBOC GLOBAL GOALS Already, NBOC has hosted international delegations in New Bedford and has been invited to be part of international trade missions. In fact, Downing is heading to Norway this month to participate in an offshore wind trade mission.

“The NBOC served as the Local Business Association in a Danish offshore trade wind mission this past spring and took along six companies from New Bedford to be part of that experience. We will continue to emphasize our role and ensure we actively attend these conferences and participate in global forums,” states Downing.

NBOC is in an advantageous position to continue advancing what it is achieving with offshore wind, deepen the work it is doing with aquaculture and in the innovation and technology space, and expand its relationships with the commercial fishing industry in New Bedford.

“The key priority for us is to further define our work across all four of our pillars in the coming year.”

wind courses and certificates for several years, is opening the National Offshore Wind Institute (NOWI) in New Bedford this fall and will offer a comprehensive suite of industry training, including full Global Wind Organization (GWO) training offerings, virtual reality simulations, HUET, OPITO, STCW, and more.

“We plan on working closely with our academic and training partners to support their work and facilitate connections with industry to ensure the area offers demanddriven training and projects that will contribute to the growth of the local workforce and supply chain.”

The NBOC continues to support the local content needs of the Vineyard Wind 1 project but is also looking ahead to the next project(s) that will be approved as part of the Commonwealth’s fourth offshore wind solicitation process rolling out in 2024.

“We need to continue to plug into the industry here in the U.S. and beyond.” The NBOC also regularly hosts and participates in international offshore wind trade missions to explore partnerships and investment opportunities. NBOC has hosted delegations from England, Canada, Belgium and Denmark to date.

“We want the world to know that we are here to support their projects and highlight the many strengths and advantages of the Port of New Bedford and the surrounding area,” Downing finishes.

NEW BEDFORD OCEAN CLUSTER Tel: 508-474-8902 Jennifer.downing@nboc.org www.nboc.org North America Outlook Issue 19 | 45

HUTCHISON PORTS PPC SUPPLY CHAIN

H

utchison Ports PPC (PPC) manages and operates the ports of Balboa and Cristobal, located on the Pacific and Atlantic sides of the Panama Canal, respectively. The company started operations in 1997, through an extendable concession of 25 years, plus 25 years granted by the government of Panama.

PPC is the largest port investor in Panama, generating a workforce of 5,000 direct jobs and around 25,000 indirect, and is a member of Hutchison Ports, the port and related services division of CK Hutchison Holdings Limited.

46 | North America Outlook Issue 19

Moreover, Hutchison Ports is the world’s leading port investor, developer, and operator with an operations network of 54 ports, spanning 25 countries throughout Asia, the Middle East, Africa, Europe, the Americas, and Australasia.

“The ports, with their worldclass facilities, are connected by a railroad and serve as a one-stop shop operation for transshipment and logistic services in Latin America and the Caribbean, both for inbound and outbound trade,” introduces Jared Zerbe, CEO of PPC. The interterminal railway connecting the ports of Balboa and Cristobal has

FAC I L I TAT I N G

THE FUTURE OF FREIGHT

We speak to the CEO of Hutchison Ports PPC, Jared Zerbe, who tells us how the company is steering the future of Panama’s cargo trade while implementing its green initiatives Writer: Rachel Carr | Project Manager: Scarlett Burke

North America Outlook Issue 19 | 47

HUTCHISON PORTS PPC SUPPLY CHAIN

become the fastest way to link both terminals and reduce the distance between the two oceans. Furthermore, the ports are equipped with comprehensive facilities for handling containers, general cargo, bulk cargo, Ro-Ro, and passenger vessels.

Balboa’s location makes the port Latin America’s number one transshipping terminal, with an annual capacity of five million 20-foot equivalent units (TEU). The port has intermodal services, five berth positions for Panamax, Post Panamax, and Super Post Panamax vessels, a 1,710-meter dock, and 25 quay cranes.

The port at Cristobal allows for connection with the most crucial shipping routes in the Caribbean and the Atlantic Ocean with a two million TEU annual capacity. Its unique design, 13 quay cranes, three berth positions, and a 970-meter dock means managing a wide variety of services, including general cargo, reefer containers, non-containerized cargo, and warehouse.

EXAMPLES OF PPC’S ENVIRONMENTALLY FRIENDLY PROJECTS INCLUDE: • Conversion of rubber-tired gantry cranes (RTG) powered by diesel generator systems, used mainly for efficiently stacking containers in the yard to electricpowered RTGs, significantly reducing GHG emissions.

• Replacement of traditional high-mast lamps at its container yards with LED lights technology.

• Electrification of refrigerated container racks (reefer racks) that previously ran on fossil fuels and now provide power safely and efficiently, reducing the carbon emissions of its operations.

• Installation of motion sensors for lighting lamps in areas such as dining rooms and bathrooms.

• Replacement of traditional air-conditioners with inverter types which consume less energy, while adjusting the speed of the compressor to control the refrigerant gas flow rate, therefore consuming less current and power.

• Recycling programs include correctly disposing of paper, cardboard, cans, plastics, metals, electronic equipment, and industrial waste oils.

• Becoming a member of the Reduce Your Footprint initiative, a government pilot, to identify the GHG-emitting sources of operations and develop a baseline to start reducing them and reach neutrality. PPC is the first and only port operator in the country that is participating in the project carried out by the Panamanian Environmental Ministry.

PPC PLANS AND PROJECTS Working toward digitalization and implementing a new approach, PPC’s new business model is

• The acquisition of low-consumption and low-emission equipment for operations between 2023 and 2025.

HUTCHISON PORTS PPC SUPPLY CHAIN

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HUTCHISON PORTS PPC SUPPLY CHAIN

focused on how it can better help support customers with operational planning, a level of innovation that will eventually reach the rest of the industry.

Currently, upon the arrival of a vessel ship, PPC unloads, loads, and handles the movement of containers.

However, with the new approach, the shipping line will complete its end-toend planning together with PPC. “We are one of the leading ports in this respect, working with our customers to do joint planning, and there are only one or two other ports globally looking at this business model. Although we are currently operating manually, the goal over the next five years is to be fully automatic and digitalized,” reveals Zerbe.

Presently, PPC is also evaluating the development of three additional warehouses inside the port of Balboa to reduce time and cost. Ultimately, it will offer the client more options and added value within their logistics chain in a transshipment center where the cargo has already passed without receiving added advantages and benefits.

“We plan to expand both terminals to handle the increased container volumes we have forecast in the coming years. Therefore, in terms of infrastructure, the size of the ships will

consistently grow, and the facilities to service them will need to as well,” he observes.

In addition to the expansion, PPC has been developing other noncontainerized projects, such as new cruise facilities in its Atlantic terminal and more Ro-Ro transshipment regional business. The company has also modernized one of its warehouses inside the Balboa port and is using this as a pilot project to develop significant warehouses and distribution and logistics facilities.

SUPPLY CHAIN CHALLENGES In recent years, global supply chains have not been without their challenges; the COVID-19 pandemic, political unrest in various parts of the world, including the RussoUkraine war, the climate change crisis, and geopolitics, have all caused disruptions in maritime transport and logistics, including port congestions with cargo shipments forcing some

ports to close.

“Significant delays in the cargo supply chains have led to many routes being reconfigured and reinvented, which has elevated shipping costs as well as the goods that are transported,” Zerbe outlines.

However, as supply chain disruption is lessening, freight rates have begun to decrease, and the performance of ports has started to improve.

Panama offers high logistics and port competitiveness, one of the most important being its strategic geographical position, which allows the connection of cargo from different destinations and routes around the world, thus shortening distances and operating costs.

PPC hopes to be recognized as a good corporate citizen, and its sustainability commitments will reinforce the company’s vision, to be the preferred partner for a sustainable supply chain.

“It is our duty as the world’s leading

“ W E P L A N TO B E R E CO G N I Z E D AS A G O O D C O R P O R AT E C I T I Z E N A N D T H E P R E F E R R E D P A R T N E R F O R A S U S TA I N A B L E S U P P LY CHAIN” – JA R E D Z E R B E , C E O, H U TC H I S O N P O R TS P P C

port network and Panama’s leading port operator to identify the activities in our supply chain that exacerbate climate change and to address them accordingly,” adds Zerbe.

Subsequently, PPC’s global ideas in sustainability will benefit its partners, who choose to adopt its experience and expertise accumulated from its different ports worldwide.

GREEN CREDENTIALS Additionally, Hutchison Ports integrates environmental social, and governance (ESG) criteria into

the business as well as for the investment decisions for the lasting benefit of both clients and society at large by continually working to achieve positive social change and improve its environmental footprint.

These changes will positively impact the environment and the communities where the company resides, and by investing in clean technology, access to better finance means a more competitive port operator.

“One of our biggest focuses is to reduce our environmental impact

and footprint. Our performance and impact as an organization will be closely related for the next 25 years to the society in which we live and operate,” Zerbe acknowledges.

Moreover, the company understands that using diesel power to keep refrigerated containers cool generates harmful emissions.

Therefore, electric solutions and technology are the paths forward, even if they are more costly.

Fortunately, emissions reduction is something that PPC is willing to invest in.

North America Outlook Issue 19 | 51

HUTCHISON PORTS PPC SUPPLY CHAIN

“ESG is a driving force for us from a business perspective. As products move along the supply chain, each link adds value and, at the time time, contributes to climate change and environmental degradation, generating global greenhouse gas (GHG) emissions,” he details.

PPC has undertaken activities to conserve nature as part of the global environmental initiative Go Green. The campaigns promoting awareness and protection include tree planting, beach trash clean-up, waste recycling, and biodiversity conservation projects, enabling the company to continue generating initiatives and commitments supporting sustainable development.

In turn, this will contribute to decarbonization for operations and the industry.

“Investing in communities is part of our business model because we believe that their long-term

With the concession renewed for both terminals in 2022, PPC will operate and manage the Port of Balboa and the Port of Cristobal until 2047.

“ W E H AV E M O D E R N I Z E D O N E O F O U R WA R E H O U S E S I N S I D E T H E B A L B O A P O R T, A N D W E A R E U S I N G T H I S AS A P I LOT P R OJ E C T TO D E V E LO P S I G N I F I C A N T WA R E H O U S E S , A N D D I S T R I B U T I O N , A N D L O G I S T I C S FA C I L I T I E S ” – JA R E D Z E R B E , C E O, H U TC H I S O N P O R TS P P C

economic, environmental, and social position is critical to our operations.

Our goal is to become the preferred partner at every port.”

For the past two years, PPC has started supporting local children’s luncheons close to each terminal – El Bambu in Cristobal and Santa Cruz near Balboa.

“We have also developed a series of activities and educational visits to the ports with our employees’ children, local schools, and universities as part of our Go Green and Dock School

program. This will enable them to learn about the maritime industry as well as the environmental efforts carried out by us,” states Zerbe.

PPC’S PRIORITIES Constantly evaluating and reviewing options gives PPC a competitive edge while continuously looking for opportunities to improve the level of service by using new technologies combined with the efficient management of the organization’s operations.

HUTCHISON PORTS PPC SUPPLY CHAIN

NORTH AMERICA OUTLOOK: HOW DOES PPC EMPOWER ITS STAFF AND RECOGNIZE THEIR CONTRIBUTIONS? Jared Zerbe, CEO: “We understand the importance of developing the leaders of tomorrow from within. Therefore, we commit time and investment to train and develop initiatives at both ports. PPC is built on a foundation of constant innovation, and our working culture reflects this by embracing new ideas from across the business at all levels.

“At PPC, we recognize that our staff are our most valuable asset. We are committed to providing a safe, healthy, and inclusive workplace where everyone is treated with respect and dignity. We believe in promoting diversity, equality, and fairness across our operations.

“Through ongoing investment and countless explorations, we will continue to develop leading solutions that contribute to greater efficiency across every aspect of our operations.

We will continue to innovate and use state of the art technologies and equipment to upgrade our ports to stay ahead,” enthuses Zerbe.

Guidelines for the coming years will see PPC optimizing its clients’ experience, increasing volumes, and operating as an environmentally clean port by changing diesel to electrification reefers in both terminals and taking steps to provide onshore power.

“We foresee important investments to go green as not only a requirement of our headquarters but the whole maritime industry and its financiers.”

PPC’s participation in Panama’s future and economic growth means it takes environmental initiatives seriously, setting group and local targets to reach permanent net zero.

“As part of that endeavor, in the short to medium term, our target is to reduce carbon emissions by 30 percent in diesel consumption per TEU by 2030 and 20 percent in carbon intensity by 2030. This is vital in pursuing a more sustainable business model,” Zerbe concludes.

With the concession renewed for both terminals in 2022, PPC will operate and manage the Port of Balboa and the Port of Cristobal until 2047. This assurance allows the company to invest with confidence and continue to ensure the safety of its operations and the efficiency of its ports, offering first-class services to customers and partners alike.

“Our staff are united by the ambition to strengthen our network, sharing knowledge, skills, and innovations freely across borders, oceans, and continents so that wherever we operate globally, we do so to the best standard.

“As employers, we acknowledge the importance of our staff’s continuous welfare and the care of the community and environment where we live and operate.”

Tel: 507 207-5100 comunicacion@ppc.com.pa www.ppc.com North America Outlook Issue 19 | 53

SCARBROUGH INTERNATIONAL LTD. SUPPLY CHAIN

COMPLEX LO G I S T I C S , DONE D I F F E R E N T LY Experts in all things logistics, The Scarbrough Group specializes in guiding its clients through the intricacies of both international and domestic trade. President and COO, Adam Hill tells us more Writer: Ed Budds | Project Manager: Scarlett Burke

The Scarbrough Group is more than a logistics provider; we are a partner.”

Founded in 1984, The Scarbrough Group has meticulously grown its global logistics operation one client and employee at a time, as the opening words of President & COO Adam Hill perfectly encapsulates.

Whether concerning international freight forwarding, customs brokerage, domestic trucking, or warehousing, The Scarbrough Group manages supply chains differently and innovatively.

This has allowed the company to remain a people-first organization with an unmatched dedication to traditional values and a firm commitment to supporting its 54 | North America Outlook Issue 19

Adam Hill, President and COO

communities. Customers, suppliers, and partners can truly expect more from The Scarbrough Group as a prominent and elite logistics provider.

Having joined the Scarbrough Group in 2006, Hill has been assisting

in its impressive growth trajectory ever since. While leading Scarbrough International’s Customs Product as Director, US Customs Brokerage, he led the organization to become one of the first 20 customs brokers in the US to utilize the Automated Commercial Environment (ACE), the system through which the trade community reports imports and exports, and the government determines admissibility.

Along with this, he brought the Simplified Entry Pilot Program to Missouri airports, which has significantly enhanced the security and speed of US Customs release for air freight shipments.

After only his first year on the job as President, Hill guided the Group through the COVID-19 pandemic to

its best years to date along with a sustainable growth model that has tripled the size of the firm since Hill took over the day-to-day.

“My initial foray into this industry was an absolute accident, as is the case with most people when entering the logistics industry. I was handpicked to be an intern with Scarbrough International, a Scarbrough Group company from the university I was studying at, and I’ve remained here ever since,” Hill recalls.

Gradually increasing his roles and responsibilities within the company, Hill collected a vast amount of experience within many facets of The Scarbrough Group’s operations before taking over as President in 2019.

Elsewhere, as the company has built its sturdy foundations for success on a person-by-person basis, its teams continue to bring their unique talents and perspectives into a dynamic group of supply chain professionals.

With this dedication to assembling the ultimate team of industry-leading experts, The Scarbrough Group prides itself on building strong relationships, providing competitive benefits, and encouraging professional growth for everyone at all levels of the company.

Positioned as a vital cog in the overall machine of the broader Scarbrough Group, Scarbrough International Ltd. (Scarbrough) brings together a seamless partnership of customs brokerage and international freight forwarding in a singular and

convenient supply chain solution.

PERFECTING THE PROCESS Headquartered in the heart of the US, Kansas City, Missouri – Scarbrough is a full-service international and domestic logistics provider with offices throughout the Midwest. With multiple offices across both the US and Mexico and partner offices in numerous countries across the globe, Scarbrough’s presence worldwide allows for a superior customer service experience and creates value-added, modernized partnerships.

“Our import and export specialists guide our clients through the intricacies of international trade. With worldwide connections and global business partnerships, we can help North America Outlook Issue 19 | 55

Corporate HQ

SCARBROUGH INTERNATIONAL LTD. SUPPLY CHAIN

your freight arrive on time and within budget every time,” Hill acclaims.

Scarbrough’s customs brokerage services endeavor to help its client’s freight traverse the US, Mexico, and Canada borders with ease, aiming to create a stress-free and smooth process for all parties involved.

“Our brokers work directly with Customs and Border Protection (CBP) and other entities to ensure smooth customs clearance processes. From duties to documentation, we handle all the steps for efficient operations at ports and borders,” he tells us.

Elsewhere, Scarbrough’s Special Projects Division handles atypical jobs beyond normal freight forwarding.

From large equipment to bulk cargo, this team takes on challenges that lie outside the bounds of standard shipping containers. Therefore, as a crucial component of Scarbrough, the Special Projects Division ensures that clients always have resources

“THE SCARBROUGH GROUP IS MORE THAN A LO G I S T I C S P R OV I D E R ; W E A R E A PA R T N E R ” – A DA M H I L L , P R E S I D E N T A N D CO O, S C A R B R O U G H I N T E R N AT I O N A L LT D .

available for unique logistics services.

Another exciting development Scarbrough is proud to announce is the launching of new lanes to consolidate its freight service, an express operation that delivers freight from ports in both Europe and Asia directly into Kansas City.

“We’re a service provider at the end of the day. The tasks that we complete, whether that’s moving a piece of freight, clearing a customs entry, or picking an item off the shelf to ship it, are enhanced with added value through our level of service, and this is what truly sets us apart,” explains Hill.

BOUNCING BACK FROM ADVERSITY The last couple of years were truly disastrous for the global logistics industry in the wake of the treacherous consequences brought on by the COVID-19 pandemic.

Whilst these tumultuous times created numerous opportunities for businesses to capitalize during the gradual logistical rebuild, there was also a huge amount of pressure placed on individuals, logistics companies across the world, and global service providers, including the team at Scarbrough.

Finally emerging victoriously from the mire of this global crisis, North America Outlook Issue 19 | 57

SETTING THE STANDARD Since 1959, Hawthorne Global has serviced the international door-to-door logistics needs of businesses around the world by providing import, export, customs clearance, shipping, transportation and warehousing services with personalized focus, timeliness, attention to detail, and unsurpassed quality.

brokerage team is ready to make your job easier.

Hawthorne Global brings together U.S. Customs Brokerage and International Freight Forwarding in a single, convenient supply chain solution. Our import and export specialists will guide you through the intricacies of international trade.

With worldwide connections and global business partnerships, we can help ensure that your freight arrives on time and within budget.

Our modern, secure warehousing facilities located near the Port of Houston provide the ideal environment for long term storage and distribution of products, order fulfillment, or short-term transloading/cross-docking of time critical inventory.

An industry-leading warehouse management system and highly trained staff ensures your inventory and order shipments are accurate and on time.

Hawthorne Global provides North American truck brokerage services to deliver domestic transportation solutions from the simple to the most complex. From oversized and flatbed loads to full and less–than truckload, we go the extra mile to find your ideal solution. Our transportation

Our dedicated fleet of drayage trucks and chassis provides for efficient and cost-effective transportation of shipping containers from the Port of Houston to our warehouses or your company’s location.

Whether you’re a small business seeking help with imports or a multinational company moving literal tons of inventory every week—our level of service is the same. We simply exceed expectations.

The Pursuit Of Perfection

Door to Door Complete Solutions Top-Tier Customer Service Easy Access To Port Streamlined Transport Expansive Warehousing

Our Operation Is Built For EXCELLENCE. Discover why after over 60 years in the industry we continue to grow and gain the trust of major companies.

SCARBROUGH INTERNATIONAL LTD. SUPPLY CHAIN

Scarbrough’s growth has now been diligently re-aligned with the figures that the company was recording during 2019 in a pre-COVID-19 world.

“The industry is witnessing a rebalancing after the last few years of absolute insanity,” Hill declares.

SCARBROUGH GROUP SPECIALIZED DIVISIONS • Scarbrough International • Scarbrough Logistics • Scarbrough Transportation • Scarbrough Consulting • Scarbrough Warehousing

Corporate HQ

Existing as a mid-size company, compared to some of the gigantic competitors it shares its industry with, Scarbrough has benefitted from its ability to continue serving a multitude of customers during such a barren period for the sector and has allowed the company to capture new market shares across many areas that were previously unavailable or deemed out of reach.

This has led to broader growth for Scarbrough, as it has continued to increase the size of its teams in parallel to the inflated portfolio of fresh business opportunities and successes.

“We’ve doubled the headcount of our team and increased our business by almost threefold, so whilst the COVID-19 pandemic was obviously devastating from a human perspective, we’ve managed to capitalize and eventually prosper in a business sense,” he adds.

STRENGTH IN DIVISION From a single carton to an entire charter, The Scarbrough Group does it all across its five specialized operating companies: Scarbrough International, Scarbrough Consulting, Scarbrough Logistics, Scarbrough Transporation, and Scarbrough Warehousing.

Scarbrough Logistics has helped partners with their domestic transportation needs for more than three decades and quality, accountability, and consistency continue to guide this seamless and smooth asset-based trucking operation.

“Scarbrough Logistics’ drivers and dispatchers work to deliver freight to regional destinations. When you need trucking solutions with a personal touch, you can always count on us,” declares Hill.

Meanwhile, Scarbrough Transportation provides an array of assorted North American truck

Corporate HQ

“ T H E L O G I S T I C S I N D U S T R Y I S N O W F I N A L LY W I T N E S S I N G A REBALANCING AFTER THE LAST FEW YEARS OF ABSOLUTE INSANITY” – A D A M H I L L , P R E S I D E N T A N D C O O , S C A R B R O U G H I N T E R N AT I O N A L LT D .

brokerage services. From oversized and flatbed loads to full truckloads, this division of the business goes the extra mile to find its client’s ideal solution. Scarbrough’s transportation brokerage team is ready to make every job easier.

The final two divisions consist of the consulting and warehousing arms of the business, all collated under one giant Scarbrough Group umbrella.

Scarbrough Consulting gives supply chain partners the tools they need for compliance, profitability, and efficiency.

“We provide insight into the complexities of end-to-end logistics.

From duty drawback consultations to personnel training, our experts use experience and expertise alike to advise a business toward supply chain stability,” he finishes.

Alongside this, Scarbrough Warehousing provides storage, compliance, fulfilment, and distribution services from multiple locations strategically placed throughout the US. Through this division, Scarbrough reaches more than 80 percent of the continental US population within a two-day delivery window, complemented by the Scarbrough Warehousing network, which simplifies delivery to

businesses and consumers.

Conclusively, the strength of the company truly lies in its ability to pivot and adapt to its client’s needs, and this has helped Scarbrough establish itself as a key player in the logistics industry and foreshadows that it will remain the partner of choice for years to come.

SCARBROUGH INTERNATIONAL LTD. thescarbroughgroup.com North America Outlook Issue 19 | 61

NORTEK GLOBAL HVAC MANUFACTURING

Frigidaire Split System Installation

62 | North America Outlook Issue 19

MAKING T H E WO R L D B R E AT H E EASIER

W

ith over 100 years of experience in the heating, ventilation, and air conditioning (HVAC) manufacturing business, Nortek Global HVAC (NGH) has set the standard for quality, consistency, and innovation from the get-go, with the priority always being optimizing and simplifying the customer experience.

Philip Windham, President and CEO of NGH, had his entrepreneurial spirit ignited from a young age after watching his father make a successful living as an HVAC sales manager and eventually open up a representative firm in the 1970s.

“Right out of the gate, I need to state that this is an amazing industry.

I have been fortunate to work for great people in great companies over the course of my career. I have been a representative, worked in wholesale distribution, and worked for component manufacturers, but I found a home for my career at NGH,” opens Windham.

The modern HVAC business is about more than just manufacturing, as Philip Windham, President and CEO of Nortek Global HVAC, tells us Writer: Lauren Kania Project Manager: Kieron Harvey

With ample experience in the industry and utilizing the dedication and drive that all those within the company bring on a daily basis, NGH designs and builds HVAC equipment and parts for residential homes of all styles.

“Our segmented approach to business allows us to focus on different subsets of our customers and includes the residential, national accounts, manufactured housing, and parts markets,” Windham adds.

Additionally, NGH markets with a diverse set of brands. In residential, household names including Frigidaire, Maytag, and Gibson are prominent; in manufactured housing, NGH specifically designed and engineered the Intertherm and Miller brand for the unique needs of the manufactured home.

North America Outlook Issue 19 | 63

We have the infrastructure, experience and technology that your project requires.

Our philosophy Plastiexports is the leading Mexican company in plastic injection projects for various industries.

We have 35 years of experience in the sector, in which we have demonstrated a sense of adaptation to the needs of our environment. Our projects satisfy the industrial evolution of sectors such as household appliances, electronics or the specialized automotive industry.

Plastiexports entered the US market in 2020, with the acquisition of an industrial plant in Erwin, Tennessee. In 2021.

Plastiexports reaffirmed its growth in the United States with a new headquarters in Charlotte, North Carolina (2021).

Our headquarters in USA provides an opportunity to meet the regionalization needs of the clients we already work with, as well as a new business vision that arises from necessities of a world in constant transformation.

Our daily work revolves around the mission, vision and values that have made us an excellent company.

Excellence We base our work on the continuous improvement of our processes, products and services to achieve the highest level of global quality.

Respect

We treat all our employees equally. We recognize the value and potential of each person, since our employees are the cornerstone of our success.

Ethics We comply at all times with the laws and regulations set by the authorities; doing the right thing no matter who is watching.

Commitment We are committed in the creation of innovative solutions that exceed the expectations of our customers and partners.

Teamwork

We are all part of the same team and unite knowledge, effort and passion for what we do to be a leading global company.

AN AVANT-GARDE COMPANY

Plastiexports has more than 20 years serving the export market. Therefore, we have assured the inclusion of state of the art technology in each of our processes.

plastiexportsusa.com

NORTEK GLOBAL HVAC MANUFACTURING

NGH Employees with Unit in Sound Lab at Corporate Headquarters

NGH FACILITIES AT A GLANCE • Headquarters in O’Fallon, outside of St. Louis, Missouri (MO), that houses testing labs and NGH’s primary R&D facility • Largest manufacturing facility in Saltillo, Mexico, featuring two plants and one distribution center, with equipment manufactured for the residential, manufactured housing, and national account segments • Main distribution center in Poplar Bluff, MO, serves as a warehouse and plays a critical role across all segments • Plant in Dyersburg, Tennessee, where packaged units, coils, and fabricated parts are manufactured • Research and design lab in Shanghai, China, which doubles NGH’s testing capabilities globally

66 | North America Outlook Issue 19

MADISON INDUSTRIES ACQUISITION NGH has been better able to serve its customers since it was acquired in 2021 by Madison Industries (Madison), which has helped breathe fresh air into the business.

“Madison supports growth, innovation, and building something truly remarkable that long outlasts us,” notes Windham.

By fostering an 80/20 operating system and building it into the DNA of NGH, Madison helped establish principles that allow for an accelerated focus on solutions for customers through segmentation.

“The privilege of focus that our segmented approach gives us allows our teams to become experts within their vertical so we can deliver the highest degree of customer support and the best products to serve that slice of the industry.”

With dedicated teams serving a variety of customers, the company’s teams develop deeper relationships with key clients, helping them solve their business challenges collaboratively and with greater ease.

This helps create a workplace where communication and new ideas thrive.

CUSTOMER EXPERIENCE AT THE CORE NGH recognizes that one size does not fit all and that each and every customer is unique.

“We are committed to the relentless pursuit of supporting our distribution and OEM customers through a focus on exceeding their expectations,” Windham states.

The strategic approach that NGH takes in regard to key partner development is a collaborative process with the end goal of ensuring that everyone is provided with a level of customer care that fits each unique business need.

With contractors, NGH focuses on working together to understand their business and create a personal growth plan. Additionally, through the voice of customer research, they design their equipment to be easy to install and service for the contractor, making their life easier. By working together as true partners, a mutual value that allows both companies to grow is formed.

Creating Components You Can Count On

SSW AT A GLANCE OUR VALUE – Superior design, leading innovation for surface technologies, optimized local and reliable manufacturing.

An Innovative Technology Solutions Partner

TRACK RECORD - Over 75 years of

Providing our customers innovative, engineered products that enhance lives through safety, convenience, comfort, and efficiency in their homes and businesses.

solutions in fabrication, finishing, and

market leadership in engineered metal and glass components serving the appliance and HVAC industries.

INNOVATION & EXPERTISE – Robust engineering and innovation capabilities deliver industry best products and engineered coatings.

PRODUCT LIFECYCLE SUPPORT – Supporting our customers through the entire product lifecycle, providing full-service R&D design, product development, and large-scale

sswtechnologies.com

manufacturing and delivery across North America.

NORTEK GLOBAL HVAC MANUFACTURING

NGH has adapted to become an agile and nimble organization over the years, adhering to every regulatory and compliance change that larger companies make while still providing that personal touch that others are unable to compete with.

“We have all the operational and go-to-market capabilities that the ‘big four’ in the residential space have, but we have to do it better to compete. We have a bias for action, an entrepreneurial spirit, and the trust of our customer base. This gives us large company capabilities with a small business feel.”

No business, no matter how enthusiastic, is able to find growth

without the loyalty and support of its consumers and key vendors. NGH not only recognizes this factor, but prides itself on truly fostering those relationships within the community it serves.

“We are fanatically focused on our customers; it is literally called out in our long-term strategic plan – overserving our priority customers so we can grow together,” Windham emphasizes.

MAKING A DIFFERENCE Windham notes that a lot has changed over the past few years at Nortek Global HVAC, and that human nature has an aversion to change.

NORTH AMERICA OUTLOOK: WHAT DIFFERENTIATES NORTEK GLOBAL HVAC AND ITS HVAC EQUIPMENT FROM THE COMPETITION? Philip Windham, President and CEO: “The difference starts with a simple mission – making the world breathe easier.”

“We help homeowners breathe easier by keeping their homes comfortable throughout the year. We help contractors breathe easier by designing equipment that is safe, easy to install and service. We help our distribution partners breathe easier because we focus on partnership.

“We’re ultimately looking to grow our partners’ business, convert more contractors into buyers, and provide constant support. By providing a “return on air” to key stakeholders, the potential that NGH offers to those looking to find a reliable and time-tested company passionate about their industry cannot be replicated.”

Blower Wheel

68 | North America Outlook Issue 19

“That’s why we show up every day and celebrate the hard work, the small wins and the large ones with our teams. Trust, mutual accountability, inclusion, and respect permeate the make-up of all our teammates.”

Not only did NGH embrace these changes, but it paved the way for company standards, earning it the title of one of St. Louis’ Top Workplaces for 2023.

“This achievement is a testament to everyone’s hard work and dedication to our culture, our customers, and one another. It is hard to imagine a better group to have as a work family,” comments Windham.

In addition to ensuring the well-being of its employees, NGH recognizes the importance of working to help the local community and creating positive change through its teams and products.

One such program is NGH Gives, in which all employees receive one paid community service day each year at an organization of their choice. They can do this by themselves, with a team of employees, or with family and friends.

NGH also recently donated a 16-SEER Mini-Split system to Diamonds in the Ruff Rescue Organization (DITRRO), a nonprofit, foster-based animal rescue organization, for use in a new facility, and contributed to a St. Jude’s charity, a non-profit medical corporation which focuses on children’s catastrophic diseases, in August 2023.

NORTEK GLOBAL HVAC MANUFACTURING

www.100revolutionsstrong.com “The event featured an auction, raffle, dinner, and a special appearance by a St. Jude family.

During the event, a 14.3 SEER2 heat pump and air handler was auctioned off,” Windham reveals.

“We have also routinely supported Make-a-Wish, United Way, Homes for Heroes, Wounded Warrior Project, Habitat for Humanity, the Josie Foundation, and Toys for Tots.”

THE FUTURE OF HEATING AND COOLING As any major industry can attest, rules and regulations are constantly changing with new science, laws, and customer needs.

In preparation for the federally mandated transition from R-410A refrigerant and introduction to A2L refrigerants, like R454B, in 2025, NGH has met this project head-on.

To ensure that things are done right to prepare distributors and contractors for this change, NGH will

be introducing an entirely new lineup of A2L refrigerant products ahead of the mandate.

Along with this new federal regulation, Section 25C of the Inflation Reduction Act is shaping the future of the HVAC industry by making high-efficiency heat pumps a smarter choice for homeowners and offering tax credits to homeowners with a tax liability through 2032.

In addition to the segmented market model NGH offers, the company has created a team dedicated to the sole purpose of improving the customer experience from order entry to customer service.

“Our Customer Experience (CX) team has decades of experience between them, so they know the industry inside and out. The goal is to listen; if our customers have any pain points, the CX team will work with internal and external stakeholders to improve processes and alleviate concerns so that NGH is the best

manufacturer to partner with,” notes Windham.

Ultimately, NGH’s key priorities are to continue making the safe, quality products that contractors and homeowners rely on every day, while strengthening its commitment to driving increased effectiveness in selling techniques, marketing materials, and prospecting.

“We want to continue focusing on what really matters to the business.

We want to make NGH an exciting and rewarding place to work by investing in our employees, and overserving our customers to drive their success so that we can all profitably grow together,” Windham concludes.

NORTEK GLOBAL HVAC Tel: 1-800-422-4328 communications@nortek.com www.nortekhvac.com North America Outlook Issue 19 | 69

LEACH INTERNATIONAL CORPORATION MANUFACTURING

P OW E R

DISTRIBUTION P R OW E S S Leach International Corporation has been a leader in power distribution for over a century. With new leadership, we look to the next 100 years with Vice President of Sales and Marketing, Elijah Dobrusin Writer: Jack Salter | Project Manager: David Knott

A

erospace, military, rail, space and high-end industrial applications worldwide are found in the most severe environments.

For thousands of these applications, equipment and components are designed and manufactured by Leach International Corp (Leach).

“We’re on aircraft platforms, missile systems, satellites – for flight-critical, mission-critical needs, you come to Leach,” begins Vice President of Sales and Marketing, Elijah Dobrusin.

“Our clients make electrical systems, from major OEMs and aircraft manufacturers such as Boeing, Airbus, and Bombardier to tiered manufacturers like Collins, Safran, and GE Aerospace.”

The company was founded by Val Leach, a young World War I radio operator. He was frustrated by the two-way technology available at

the time because it prevented a telegraph operator from breaking into or stopping a sender’s transmission, often leading to misinformation or the need to resend a message.

Having seen these communication errors cost lives during the war, he invented the break-in relay, a device that revolutionized telecommunications, leading to the launch of Leach in 1919.

More than 100 years later, Leach is headquartered in Buena Park, California with an additional manufacturing site in Tijuana, Mexico.

The company combines leading-edge components with unique design and manufacturing capabilities to provide custom AC/DC power distribution assemblies, including a large catalog of off-the-shelf relays and contactors.

“We produce everything you need for the power distribution in your electrical system needs,” Dobrusin says.

“Because we’re making important, critical, and complicated parts, we have a relatively small list of suppliers whose support is crucial,” he adds. “We’ve worked closely with those suppliers the past several years to mitigate the impacts of the COVID-19 pandemic on the supply chain. Producing Leach’s components requires rare alloys, ceramics, and difficult to manufacture North America Outlook Issue 19 | 71

LEACH INTERNATIONAL CORPORATION MANUFACTURING

subcomponents. Our supply chain has worked closely with us to ensure we can keep delivering to our crucial customers, even when parts are difficult to source.”

In addition to Leach’s key suppliers, the company has partnered with two franchise distributors that ensure parts are readily available so commercial flights can take off safely and the US military can be mission ready.

“BJG Electronics, recently acquired

by FDH Aero, and AAR Corp, have been two incredible distributors supporting all of our customers.”

CUSTOMIZED SOLUTIONS Not only does Leach have 3,000 active parts and the largest power distribution catalog for aviation and aerospace, but it also provides heavily customized and bespoke products for customers.

Indeed, with endless customization opportunities, many of the products and systems developed by Leach have been driven by specific customer needs.

“We provide unique engineering and development services so 72 | North America Outlook Issue 19

customers can co-develop products and ask Leach to produce a custom solution to meet their needs,” reveals Dobrusin.

With customers being a top priority, Leach components and equipment have become synonymous with reliability and high-quality performance over the course of a century.

As the company continues to contribute to mission-critical industries, Leach is inherently proud of its commitment to quality.

“Quality and performance are some of our biggest differentiators. People come to Leach when things have to work; we are known for outstanding quality and industry leading performance,” acclaims Dobrusin.

As aviation embraces electrification, however, there needs to be a fundamental shift in the way products are designed and systems are created.

It’s one of the biggest shifts the power distribution industry is going to see for quite a while, according to Dobrusin, which makes it both an exciting and challenging market to work in.

LEACH INTERNATIONAL CORPORATION MANUFACTURING

“Aircraft are becoming more electrified, from hybrid and fully electric propulsion to passengers increasingly wanting to use electronics and have more screens onboard,” he notes.

HIGH-VOLTAGE FUTURE As the aviation industry continues to adopt electrified aircraft, greater power and higher voltages will be necessary.

In response, Leach is working on a number of 270 volt (V) power distribution systems and components to deal with the increasing power demands of electrified aircraft, including the development of a hybrid contactor.

74 | North America Outlook Issue 19

“We will be bringing that to 1,000V and 1,000 amps shortly, so we’re very excited about this project,” Dobrusin smiles.

“Many customers have said they’re ready and excited for us to complete this innovation, so we know there is interest in the market; that’s the next big development for us.”

Another major advantage of increasing voltage and power levels is that wires can be thinner and lighter.

This provides the ability to reduce weight on aircraft.

Weight is paramount to fuel burn, which equates to emissions and range. By reducing the weight of its products and enabling higher powered systems, Leach is

making aircraft more efficient and environmentally friendly.

“We’re continuing to develop the next generation of high-powered products and solutions. That’s really where the future is,” outlines Dobrusin.

FRESH LEADERSHIP A bachelors and masters graduate in mechanical engineering from Carnegie Mellon University, Dobrusin’s career is firmly rooted in the aviation industry. While Dobrusin is a relative newcomer to power distribution, he comes with more than a decade of executive experience in aviation manufacturing.

“I’ve always had the mind of an

NORTH AMERICA OUTLOOK: HOW IMPORTANT ARE PEOPLE TO LEACH? ELIJAH DOBRUSIN, VICE PRESIDENT OF SALES AND MARKETING: “People are critical.

If you walk around our factory, it’s incredible how many at Leach have been here for 20, 30, or even 40 years.

“That’s an incredible amount of tenure, and people are proud to be part of the great legacy at Leach. I’m relatively new to the organization, but I am proud to be part a team with this level of ownership, passion, and pride.”

“ W E ’ R E O N A I R C R A F T P L AT F O R M S , M I S S I L E S Y S T E M S , A N D M I L I TA R Y TA N K S . W H E N Y O U H AV E F L I G H T- C R I T I C A L O R M I S S I O N - C R I T I C A L N E E D S , YO U C O M E TO L E AC H ” – ELIJAH DOBRUSIN, VICE PRESIDENT OF SALES AND MARKETING, L E A C H I N T E R N AT I O N A L C O R P O R AT I O N

engineer with an acute interest in how everything around me works. When I had the opportunity to join Leach, I was excited about what was going on in the electronics market and helping to bring this 100-year-old company – with its incredible legacy and history within aviation – to the next level,” says Dobrusin, who has now been at Leach for three-and-a-half years as part of the company’s new leadership team.

Under this new leadership, Leach is committing to exceptional customer service and coming together as a team to ensure growth, evolution, and innovation to meet the future of power distribution.

In 2023, Leach also announced the appointment of Jamie Davy as President, an experienced senior

aerospace executive, and Victor Melendez as Vice President of Operations, who has been with Leach for nearly two decades.

“It’s great to see growth from within as we elevate the future leaders of Leach,” emphasizes Dobrusin.

Combined with a modern rebrand, the new leadership demonstrates Leach’s renewed commitment to its power distribution legacy and the future of aerospace innovation.

Leach has made a number of investments that coincide with this change in leadership, including additional testing and engineering capabilities as well as facility and equipment upgrades.

“There was a lot of equipment that had been ageing, so we focused on putting money back into the business

to ensure that we continue to produce the highest quality products that we’re known for,” Dobrusin concludes.

As Leach steps into the next 100 years, it looks to its reputation and respect for quality, and is proud to continue its legacy of providing the best in power distribution.

LEACH INTERNATIONAL CORPORATION Tel: +1 (714) 736-7598 Relayed@leachcorp.com https://leachcorp.com/

North America Outlook Issue 19 | 75

PRIME TECHNOLOGICAL SERVICES MANUFACTURING

PRIME TIME FOR T E C H N O LO G I C A L A DVA N C E M E N T Offering unmatched experience, unparalleled flexibility, responsiveness, and quality, Prime Technological Services is the ultimate Electronics Manufacturing Services partner. We delve into the company’s success story with CEO, Greg Chesnutt Greg Chesnutt, CEO

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Writer: Ed Budds | Project Manager: Kieron Harvey

A

cross the US, the vast electronics manufacturing services (EMS) industry underwent some serious supply chain shocks during and after the COVID-19 pandemic. However, supply conditions in the market are finally improving and showing optimistic signs of rejuvenation despite not yet returning to the pre-pandemic environment.

Situated within this expansive industry landscape is Prime Technological

Services (Prime), which provides design, engineering, and manufacturing services for moderate-volume, high-mix and high-reliability commercial and industrial electronics markets.

Now a 35-year-old company with three production facilities in Georgia and Florida, Prime employs 250 team members and partners with approximately 125 customers across a multitude of diverse markets.

“We find the EMS market to be very exciting, growing, and we and believe

the company is well positioned to participate and prosper in this growth,” introduces Greg Chesnutt, CEO of Prime.

Across the continent, technology and numerous applications of varying developments continue to proliferate in all aspects of our lives. Particularly in the Southern US, the economic and commercial landscapes find themselves as highly beneficial spaces for technology development and manufacturing.

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PRIME TECHNOLOGICAL SERVICES MANUFACTURING

“We feel Prime is uniquely positioned to participate in exciting industries such as medical, aerospace, defense, and high-reliability industrial markets. Our vision is to play a key role in improving, accelerating and sustaining technologies that positively impacts lives,” he sets out.

INDUSTRIES, MARKETS, AND APPLICATIONS SERVED BY PRIME • Aerospace and defense • Medical • Industrial • Consumer electronics • Telecommunications • Wireless, RF, and GPS

“ W E F I N D T H E E M S M A R K E T TO B E V E RY E XC I T I N G A N D B E L I E V E T H E C O M PA N Y I S W E L L P O S I T I O N E D T O P A R T I C I P AT E A N D PROSPER” – G R E G C H E S N U T T, C E O , P R I M E T E C H N O L O G I C A L S E R V I C E S

• Internet of Things (IoT) Electronics • Biometrics and security • Transportation • Test and instrumentation • Robotics and automation controls • Satellite and cellular communications • Energy and energy management systems • Nuclear safety • Lighting and lighting controls • Environmental controls • POS and hospitality management • Gaming and entertainment • Cable and broadcasting • Computing

78 | North America Outlook Issue 19

Proudly at the company’s helm, Chesnutt has served as President and CEO of Prime since June 2009. From January 2008 until his appointment, he was a board member and advisor, and in addition to his duties at Prime, is an Operating Partner at Covey Equity, LLC, the company’s largest shareholder. He now draws from over 25 years of experience as an advisor, investor, and operating executive in middle-market growth companies.

“I felt the company had great potential for growth and saw the industry as one rife with opportunity, and I still do,” he shares.

EXECUTING A SUCCESSFUL VISION Prime was founded in 1989 with a core team of industry veterans and a clear vision for quality from the inside out. The company’s proven strategy for helping its array of customers succeed has been highly successful to date and continues to evolve and develop at pace.

“We are now working in our third location and have doubled our size with each move,” shares Chesnutt.

In 2007, a private investment firm specializing in mid-size manufacturers purchased Prime and began investing in newer technologies to leverage the broader growth strategy. Since then, the company has deployed its own financial capital on even more advanced manufacturing technologies, key personnel, processes such as lean manufacturing, and quality systems to help strengthen its position as a leader in high-mix and highcomplexity, precision manufacturing.

As a result of this carefully nurtured strategic development, Prime is now poised for even greater growth and success in the EMS world.

“We feel that our approach to serving customers is the primary differentiator for our business. We bring to them all the manufacturing capabilities of a Tier 1 EMS provider but do so with the agility,

PRIME TECHNOLOGICAL SERVICES MANUFACTURING

flexibility, and responsiveness of an entrepreneurial growth company,” he adds.

As a testament to this rapid growth, Prime has been named on Inc. Magazine’s Annual List of America’s Fastest-Growing Private Companies— the Inc. 5000, for seven of the past 13 years.

A WINNING PHILOSOPHY For many years, Prime’s belief has been that the only source of enduring success for its business is winning and keeping happy customers.

“While many companies claim to be customer-centric, at Prime, we work hard to develop a deep understanding and appreciation for our customer’s success and how their success translates into a benefit for our team members and owners,” Chesnutt acclaims.

Prime executes this core belief and communicates its commitment to

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“ W E TA K E O U R S E R V I C E C O M M I T M E N T S E R I O U S LY. I T I S A P A R T O F O U R C U LT U R E AND IS HOW WE MEASURE OUR PROGRESS AS A BUSINESS” – G R E G C H E S N U T T, C E O , P R I M E T E C H N O L O G I C A L S E R V I C E S

these ideas through a company-wide core purpose, a carefully considered set of central values, and an overall brand promise.

“Our core purpose is helping customers reach their strategic goals by accelerating and sustaining their technological leadership, thus helping them achieve growth and financial success,” he adds.

At Prime, the company knows its purpose extends far beyond manufacturing and shipping products on its customer’s behalf, as clients view the company as an extension of the value chain that serves their

ultimate customer or end-user.

Therefore, the truest measure of Prime’s success is the enduring prosperity of its customers.

“We take our service commitment seriously and seek long-term partnerships with our customers. It is a part of our culture and is how we measure our progress as a business.”

Similarly, Prime’s core values are also taken extremely seriously throughout every facet of the business. These beliefs consist of remaining passionate about serving the customer, being committed to integrity, and maintaining

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North America Outlook Issue 19 | 81

PRIME TECHNOLOGICAL SERVICES MANUFACTURING

transparency in all that the company does. Additionally, entrepreneurial flexibility is at the core of who Prime is, and the company both expects and rewards individual initiative within its teams.

Finally, Prime’s brand promise is to guarantee responsiveness and speed in managing its client’s electronics manufacturing and supply chain complexity.

BUILDING VITAL RELATIONSHIPS Similarly, to how Prime has fine-tuned its business philosophy, the company knows it must also work hard to nurture and maintain other crucial working relationships with both its staff and its suppliers.

“Our suppliers are critical and vital

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partners with us in bringing value to our customers. Whether they provide us access to the electronic components market, cutting-edge manufacturing equipment, or engineered solutions for a customer’s product, we simply could not provide the value we do to the marketplace without their support,” Chesnutt affirms.

Alongside this, Prime is attempting to create a culture where its team can and is excited by the prospect of helping customers succeed.

To achieve this, Prime continually reminds its people that in a competitive, free-market economy, the only source of sustained success is through attracting and retaining happy customers.

“We are constantly investing

in physical, informational, and training and development assets to provide our team with the skills and capabilities to serve our customers.

When we succeed, we share the results of our success with everyone on the team,” he adds.

BUILDING FOR THE FUTURE Currently, Prime is focused on installing a new Enterprise Resource Planning (ERP) platform for the business called Epicor.

“This development will add significant growth capacity to the business and will allow us to operate as one company and therefore realize significant synergies in key areas,” Chesnutt shares enthusiastically.

“The amount of artificial intelligence (AI) embedded in these systems

is significant and will allow us to transform certain business processes, making them far more efficient, effective, and scalable for future growth,” he continues.

In addition to the Epicor platform, Prime is simultaneously investing in another surface mount technology (SMT) line for its Florida operation and is continuing to increase the company’s automation and robotics capabilities across all of its factories.

These exciting plans are part of a multi-year effort aimed at shaping the company’s customer base with a focus on medical, aerospace, and high-reliability industrial markets. Customers in these markets fit the desired profile,

are well represented in Prime’s geographic market, and their products are highly sophisticated applications of technology that align well with the company’s own capabilities.

“Our sales and business development team has extensive experience and knowledge in these markets, and we have equipped them with the lead generation tools and messaging to attract customers and win in these markets.”

As always, Prime’s unwavering goal is to keep growing its business, which is shaped through a selection of annual and three-to-five-year growth targets that the company monitors closely in order to monitor and drive

its actions and investment.

Crucial to this future-facing strategy, Prime has devised multi-year training and development plans to build the talented workforce needed to sustain its business over the coming years and continue to establish itself as the ultimate technological services partner.

PRIME TECHNOLOGICAL SERVICES Tel: 770-232-7300 sales@prime-ems.com www.prime-ems.com North America Outlook Issue 19 | 83

A N SW E R I N G THE CALL OF M A N U FAC T U R I N G PERSONAL CARE

Since its inception in 1990, OraLabs has navigated the ever-evolving landscape of personal care. We learn more about the company’s transformation into a modern-day business behemoth with President and CEO, Gary Schlatter Writer: Ed Budds | Project Manager: Kieron Harvey

ORALABS MANUFACTURING

T

oday, OraLabs products can be found in more than 100,000 retail stores in multiple international countries and are sold in all classes of trade including retail, hotel, airline, promotional, and professional sectors.

At present, OraLabs operates out of an OTC Drug, FDA registered and audited, 150,000 sq. ft. facility in Parker, Colorado, producing an expansive array of OTC, cosmetic, skin, and personal care products.

The company is thriving as a leading product developer, manufacturer, and distributor, developing breakthrough products for the world’s most iconic brands, with all manufacturing housed in one world-class centralized US facility.

“Our goal is to create innovative, high-quality products through proficient execution and superior

service, driving positive change and improvements to the social, economic and environmental well-being of our business, employees, clients, and community,” introduces Gary Schlatter, President and CEO of OraLabs.

The company’s product categories include lip care, oral care, skin care, sun care, foot care, and analgesic products, which are manufactured and sold under OraLabs Brands, Licensed Brands, Retailer Store Brands, and many best-in-class brands where OraLabs strictly manufactures under contract agreements.

“While our business units all serve different markets, the products that we produce for each of these areas are very similar and have a big cross over, each area helping in a unique way to support the other,” he elaborates.

ORALABS MANUFACTURING

OraLabs has nurtured a wonderful partnership with Procter and Gamble (P&G), through a branded licensing program and has held long-term initiatives in oral care. This has proven to be a large growth area that began in 2010, and the program has tripled in size over the past three years.

The P&G Licensed products that OraLabs manufactures, markets, sells and distributes include Crest Scope Breath Mist, Breath Drops, Minibrushes, Crest Pro-Health Breath Mist, and the Oral B Nighttime Dental Guard.

Working with such a dominant player in the space has exposed OraLabs employees to learn many best-in-class techniques and practices from R&D and Production all the way

“ W E P L AY A P A R T I C U L A R LY C R U C I A L R O L E I N T H E S U P P LY C H A I N TO G E T P R O D U C TS D E V E L O P E D , M A N U FA C T U R E D , AND ON THE SHELF FOR A CO N S U M E R TO P U R C H AS E ” – G A R Y S C H L AT T E R , P R E S I D E N T AND CEO, ORALABS

through the sales and distribution cycle.

“The primary source of our sales is derived from referral, repeat, and long-term customer relationships. Our greatest assets are our facility and dedicated employees, who all care about every customer.”

IGNITING THE INDUSTRY

ORALABS BUSINESS UNITS • Contract manufacturing • OraLabs retail brands ( sold to food, drug and mass retailers) • National brand licensing (also sold to food, drug, and mass retailers) • Private label store brand manufacturing • Promotional product/premium manufacturing • International

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The personal care market is growing at a tremendous pace. Companies all over the world are leveraging social media platforms and influencer marketing to reach broader demographics and build brand awareness. Meanwhile, consumers are concerned more than ever with their self-care and health. This transcends into skin, fresh breath, and total oral care.

This is the main reason behind such a vast influx of new innovative indie brands popping up worldwide and large consumer product companies that are expanding their brands and new product development.

With so many new entrants to the landscape, fresh opportunities have been created for contract manufacturing, as using a contract manufacturer like OraLabs drastically reduces the barrier of entry for new products.

Additionally, it reduces the capital needed to launch new product lines or brands, and utilizing a contract manufacturer allows a company to focus its efforts on marketing and brand building.

“Not only do we see a growing

contract manufacturing business, but retailers are still in the business of wanting their own brands, so they rely on companies like us to supply their private label store brands,” Schlatter explains.

Alongside this, today’s marketplace is ripe for constant changes in consumer demands. As packaging trends come and go it makes it harder on the brand builder, so again they seek out contract manufacturers. Also, where many of these manufacturers are not set up for flexibility, OraLabs thrives in this realm, with a modular mixing and filling system unlike any of its competitors.

“We play a particularly crucial role in the supply chain to get products developed, manufactured, and on the shelf for a consumer to purchase,” he adds.

With the ability of e-commerce to allow small brands to rapidly become introduced to consumers, there is a growing need for manufacturing for these smaller brands which in some lucky cases will become big brands.

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ORALABS MANUFACTURING

“This business is extremely exciting because, with the increased competitive nature of our sector, we are always forced to improve. We need to constantly find ways to lower costs, increase output, and challenge all our processes. We look for incremental improvement every day in every aspect of the company.”

AN INVALUABLE CLIENT RESOURCE OraLabs’ turnkey value-added, customer-centric approach is what truly sets it apart from the competition, in a crowded market of contract manufacturers.

Bringing a diverse and comprehensive level of expertise due to its multiple business units that cross over and help the company add value to all its customers in each business unit, OraLabs has forged a reputation as an added research and development resource for its customers.

“We have hundreds of formulas that we have developed and own, in addition to the many that we have developed specifically for customers.

Our extensive knowledge allows us to formulate quickly and efficiently,” Schlatter shares.

“We have strong relationships with all the best ingredient suppliers, so we get a quick turnaround that

shortens our lead time for prototyping and lab work. We also have in-house capability for all the regulatory needs at the drug, cosmetic, and medical device level, including microbiology.”

Furthermore, OraLabs also handles package design, prototyping, and 3D printing and consequentially, having all this under one roof makes things happen extremely fast compared to a large CPG organization. By taking its cross-functional knowledge of all six business units, OraLabs offers its wide array of experience to each and every customer.

Additionally, OraLabs has an in-house team leading its omnichannel and e-commerce business garnering over 500 million

“ W H E T H E R I T ’ S C R E AT I N G N E W F O R M U L A S , REFINING EXISTING ONES, OR EXPLORING N E W P R O D U C T C AT E G O R I E S , O U R T E A M I S D E D I C AT E D T O P U S H I N G T H E B O U N D A R I E S O F W H AT ’ S P O S S I B L E I N O U R I N D U S T R Y ” – G A R Y S C H L AT T E R , P R E S I D E N T A N D C E O , O R A L A B S

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impressions over a two-year span.

These internal resources enable OraLabs to capture key insights into consumer behaviours and buying patterns, which has in turn given the company a unique understanding of the needs of customers.

INVESTING IN GROWTH As a company whose pipeline is always full, this allows OraLabs to constantly re-invest in improving its operations.

“We love creativity and new challenges. However, we are more selective now than ever before in choosing the right products for the right customers that we want to grow with,” Schlatter tells us.

KEY ATTRIBUTES FOR SUCCESSFUL LEADERSHIP • Vision: A good leader has a clear and compelling vision for the future. They can articulate this vision to their team, inspiring them with a sense of purpose and direction.

• Listen then speak: Effective communication is crucial for leadership. Good leaders listen actively, convey information clearly, and encourage open and honest dialogue within the team.

• Decisiveness: Leaders need to make tough decisions, often under pressure.

Being able to weigh options, gather input, and make timely decisions is a valuable trait.

• Integrity: Leaders who show honesty, ethical behaviour, and consistency in their actions build strong relationships with their team members.

• Go above and beyond: Inspiring and motivating team members to always think about going above and beyond.

• Collaboration: Leaders who encourage collaboration and teamwork foster an environment where diverse perspectives can come together to create innovative solutions.

• Look for the silver lining: In the face of challenges and setbacks, a strong leader can always find a silver lining in every cloud.

• Always fix the weak link: Any team is only as strong as the weak link, focus on that and the team will grow stronger.

• Accountability: Good leaders take responsibility for their actions and decisions. They hold themselves and their team members accountable for their commitments and performance.

• Always ask why: Clear, concise communication is a problem in most organizations. Assumptions can be a root cause of that problem. Always pull back a layer and take the time to ask questions. This will save time, energy, and money in the long run.

“At OraLabs, we understand the importance of investing in research and development to stay ahead of the curve and bring innovative solutions to our clients. Our team of experienced professionals is dedicated to developing cutting-edge products that deliver exceptional results while maintaining the highest standards of safety and efficacy.”

Elsewhere the R&D department utilizes state of the art technology and equipment to conduct rigorous testing and analysis of all products.

The company’s team is committed to staying abreast of the latest industry trends and advancements, allowing OraLabs to continually improve and enhance its products to meet the

evolving needs of clients.

“Whether it’s creating new formulas, refining existing ones, or exploring new product categories, our team is dedicated to pushing the boundaries of what’s possible in our industry,” Schlatter enthuses.

As professional decision-makers, OraLabs’ customers can be confident in the quality and reliability of the products offered, safe in the knowledge that they are the result of extensive research, testing, and development.

FUTURE CONSOLIDATION As OraLabs continues to grow customer base and product offerings, the company aims to grow within its

targeted brands and find innovative ways to add value to its customers.

“We will continue with companies that we expect to have growth and that we can grow with, as it’s always much easier to develop with a current customer than finding new ones.

However, we are an opportunist manufacturer and if given the right opportunity with the right customer, we will find new avenues for growth too,” Schlatter sets out.

Ready for anything, OraLabs possesses a large section of land, allowing the business to expand and grow as it continues carving out opportunities.

Keen to share one last nugget of advice and learned wisdom, Schlatter keeps a business card tucked away in the case of his phone and regularly pulls it out to remind himself of one of his all-time favourite quotes, which can be applied to so many scenarios within the everyday ups and downs of running a business. The quote arrives from perhaps an unlikely source, a certain Mr. Jack Sparrow from the Pirates of the Caribbean movie franchise.

“The problem is not the problem; the problem is your attitude about the problem.”

This witty, wise musing from the greatest pirate of them all perfectly encapsulates both Schlatter and OraLabs’ optimistic and determined attitude and alludes to the continued prosperity of the company.

ORALABS Tel: 303-783-9499 Sales@oralabs.com oralabs.com oralbnighttimedentalguard.com crestprohealthbreathmist.com North America Outlook Issue 19 | 89

THE S KY I S THE LIMIT A vital part of any construction or maintenance work, scaffolding has an irreplaceable role in industry. Managing Director of Scafom-Rux, John McGinnis, gives us a glimpse into this critical service Writer: Jack Salter | Project Manager: Kieron Harvey

4

5 years ago, in 1978, scaffolding and shoring material was rather heavy and hard to work with. Being an engineer at heart, Frans Brinkmann was driven by the idea of how to improve the work of scaffolders while making scaffold constructions safer and more stable at the same time. He started inventing new shoring props and scaffold components, which immediately became a huge success.

Scafom, as the company was named in its beginnings, was growing quickly and expanded across the entire world.

New factories were opened in Europe and in Asia to cover the rapidly growing demand for Scafom products.

In 2005, German scaffolding manufacturer RUX became part of the Scafom group, adding another 50+ years of experience and expertise in scaffolding to the company.

And Scafom-rux was coined as the company name from this new partnership.

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SCAFOM-RUX MANUFACTURING

SCAFOM-RUX MANUFACTURING

VITAL STATISTICS Revenue: $180 million globally Employees: 100 in US and Canada Headquarters: Budel, NoordBrabant, the Netherlands

100 percent privately held by the Brinkman family in the Netherlands, Frans Brinkmann and Scafom-rux have been very active in the Northern American market from the very beginning. But it wasn’t until 2012 that Scafom-rux North America was founded.

Today, the company is operating from more than 20 countries on five continents, serving professional scaffolders and customers from key industries like oil and gas, shipyards and shipbuilding, construction, mining, and infrastructure all over the world.

RETHINKING SCAFFOLDING “My dad started in the industrial sector in 1965 as an insulator and over his 55+ years in the industry, he’s climbed from insulator apprentice to CEO of one of the Industrial Specialty Crafts (ISC) providers. I’ve always wanted to follow in his footsteps in some form,” opens John McGinnis, 92 | North America Outlook Issue 19

Managing Director.

With family-owned roots, Scafomrux’s scaffolding and heavy-duty shoring systems are among the best in the world, and their scaffold design team and engineering group even make custom solutions for customers, when they are in need of a specific product that no one else provides.

Industrially-focused with large infrastructure projects including, but not limited to, towers, facades, birdcages, spheres, suspended scaffolds, refineries, dams, power stations, bridges, water towers or stand pipes, water digesters, hoardings, stair towers, and rolling scaffolds; the range of Scafom-rux is significant.

Recent projects have included vast petrochemical and industrial refining plants, historic landmarks, large-scale modern urban projects, festivals such as Dominator in the Netherlands, and more glitzy tenders with the likes of F1 Vegas and the PGA Tour.

Manufacturing sites: Two manufacturing sites (both China) one in Poland, one in Slovakia, one in Budel, Turkey (in process) Warehouse/sales offices: Seven throughout North America

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“ T H E H I G H E S T S A F E T Y S TA N D A R D S A R E PA R A M O U N T F O R E AC H S C A F F O L D E R , O F COURSE, BUT EVEN MORE SO IN INDUSTRIES LIKE CHEMICAL, OR OIL AND GAS” – J O H N M CG I N N I S , M A N AG I N G D I R E C TO R , S C A FO M - R UX

The supply chain is rich with logistics, warehousing, and subcontractor partnerships established worldwide: “We’re vertically integrated and manufacture our own scaffolding gear, giving us superior quality control and full backward compatibility,” explains McGinnis.

Offering the most comprehensive portfolio in scaffolding systems, Scafom-rux’s inventive spirit and more than 40 years of experience have designed and built the safest scaffolding solutions, maintaining the highest standards in durability and sustainability.

Complemented by additional services like professional training,

technical engineering, and scaffold rental, the entire Scafom-rux team is dedicated to understanding the needs and requirements of scaffolding professionals to provide the best

possible solution for every scaffolding project worldwide.

McGinnis believes the company’s versatility is one of its greatest strengths, which results in a bewildering array of exciting projects.

“We are a turnkey supplier, so we manufacture and distribute all of our own materials to customers, which also makes us a great company for specialized solutions since we can adapt to customer specifications better than any of our rivals,” he adds.

RESTORATIVE PROJECTS The second largest fortress in Europe, the Ehrenbreitstein Fortress in the city of Koblenz, Germany, has 1,000 years of history within its walls, but those same walls were experiencing degradation and needed urgent restoration.

The owner of the fortress – the state of Rhineland Palatinate under the auspices of the Koblenz branch of the Landesbetriebs für Liegenschafts-und North America Outlook Issue 19 | 93

SCAFOM-RUX MANUFACTURING

Baubetreuung – had to really dip into their pockets for the restoration work in the face of an enormous scaffolding challenge, which Scafom-rux products played a key role in solving.

Utilizing the modular ringlock scaffolding ‘Variant’, a system that features high flexibility, adapting to the structure to be scaffolded was made easy. 1,325m2 were used on the retaining wall, and the structure was designed as a suspended scaffold with inner brackets, braced and supported with 405 meters of lattice girders.

A trusted and highly expert list of contractors was enlisted to train a new generation of scaffolders on the flexibility benefits of the Scafomrux system, and the Ehrenbreitstein project, with its many rock ledges, corners, and edges, was simply ideal for training purposes.

DOW PROJECT A major project for Scafom-rux in 2022 was with customer KAEFER in Tarragona, Spain, in the form of a chemical plant owned by Dow, which was to be temporarily shut down for

maintenance work for six months. As is often the case when maintenance work needs to be carried out on large industrial sites, scaffolding is required.

KAEFER rented a total of 440 tonnes of RINGSAFF© modular scaffolding material from Scafomrux for this project. That means a total of 13 truckloads of scaffolding material, which had to arrive at the chemical plant in just two fortnightly batches. And that was not enough of a challenge, as the high safety requirements in chemical plants also

L AS VEGAS GRAN D P R IX IN NOVEM BE R With a cost of construction work estimated to rise to $400 million ahead of the Las Vegas Grand Prix, scheduled for November this year, Scafom-rux is right at the heart of this exciting project, which involves the rapid construction of a 300,000 sqft paddock building in time for the race in November.

94 | North America Outlook Issue 19

apply to the scaffolding used there. In the case of the plant in Tarragona, this meant that the scaffolding material had to be particularly clean to avoid contamination, and these new scaffolding components had to be specifically approved for Dow plants.

“A great example to showcase the way in which Scafom-rux works together with customers is the project we had recently with Dow in one of their refineries in Spain,” explains McGinnis.

“The highest safety standards are paramount for each scaffolder, of course, but even more so in industries like chemical, or oil and gas.

“On top of that, schedules are very tight since every day of a downtime that is required for the maintenance of the plant costs a lot of money to the customer,” McGinnis adds.

Scafom-rux managed to deliver 22 trucks of material in 15 days, exactly in time and with all the required components. Every day, a different set of scaffold parts was needed, and Scafom-rux managed the availability of the required parts as well as the logistics, thus enabling their construction partner to work fast and on schedule to assemble the scaffold construction.

The project in Tarragona required more than 300 scaffolders at the chemical plant, erecting more than 350,000m3 of scaffolding.

The work was planned so precisely that the shutdown of the plant could go off without a hitch, and with the support of Dow staff, Scafom-rux engineers could conduct training sessions with KAEFER technicians and scaffolders in advance to help with the smooth running of the project. For optimum cost efficiency, all rented scaffolding material could simply be returned to Scafom-rux at the end of the project.

“Since our RINGSCAFF© modular scaffold was used for the first time in a Dow plant, it also had to go through the approval process beforehand. And

it paid off: RINGSCAFF© scaffolding material is now approved for all Dow production sites throughout Europe,” beamed McGinnis.

PIONEERS OF THE INDUSTRY Ringlock modular scaffolds are fast becoming one of the world’s most popular types of scaffolding systems.

They are used in infrastructure and construction projects as well as in the mining, chemical, oil and gas, energy, and maritime industries.

Modern scaffolding has no limits

As far as the basic structure is concerned, the ringlock scaffolding systems of the different manufacturers are quite similar, with the great advantage offered by RINGSCAFF© being that different modular scaffolding systems can be mixed within one scaffold assembly.

With the client’s needs in mind always, the business is also using the latest technology to solve any scaffolding challenge, something the business is proud of.

“We have started the use of 3D modeling to help customers see a true picture of the worksite with our scaffolding in place and the best most efficient ways to build around obstacles or obstructions.

“Being a pioneer in the development and production of modern scaffolding systems, like RINGSCAFF©, Scafom-rux is constantly looking for ways to further improve the quality and durability of our repeatedly certified products,” McGinnis explains.

Approved for mixing by the DIBt, the highest recognized technical authority based in Germany, this innovative solution can mix with three modular scaffolding systems from other manufacturers.

The future is also bright when it comes to new production facilities, with European operations set to receive a real boom.

“In the upcoming years, one main area for key investments will be the continuous expansion of automation in our production. Just this year, we opened a brand-new factory in Turkey, and we will continue to invest in our production sites all over the world,” he concludes.

SCAFOM-RUX NORTH AMERICA Tel: 1-866-740-1212 John.McGinnis@scafom-rux.com www.scafom-rux-northamerica.com North America Outlook Issue 19 | 95

BUILDING T E A M WO R K AND INTEGRITY

With a rich compan in-house supply cha Construction is bec North America’s con development indust Manager, Stuart Sm

Writer: Lucy Pilgrim | Project Ma

96 | North America Outlook Issue 19

ny culture and an advanced ain service, Turner coming a key player in nstruction and property try. Toronto General mith Jr. tells us more

anager: Michael Somerfield

TURNER CONSTRUCTION CONTRUCTION

S

pearheading the North American construction industry, Turner Construction (Turner) has been transforming skylines since 1902. Having pioneered steelreinforced concrete and earning recognition for undertaking large and complex projects, the company fosters innovation and embraces emerging technologies to create a renowned client experience.

Across North America, the organization’s success in construction management services spans a vast multitude of major markets, including commercial higher education, data centers, aviation, sports and entertainment facilities, civic facilities, municipal facilities, as well as federal government projects across North America.

North America Outlook Issue 19 | 97

Tate Data Center Solutions

Leveraging years of experience and expertise, Tate delivers unparalleled solutions for your data center infrastructure requirements. Our dedicated team of professionals specializes in crafting bespoke solutions that precisely align with your project’s unique demands. Through our in-house design, development, engineering, and manufacturing excellence, we proudly serve as your trusted partner, committed to enhancing your data center’s performance to its fullest potential.

Manufacture, Supply and Install Expertise for: Structural Containment Non-Structural Containment Structural Ceilings Airflow Panels

Raised Access Floors Design Engineering Assistance Direct Contracting (Ontario)

Tate Canada | Tel: 905 847 0138 | www.tateinc.com

Experience the Art of Seamless Service Tate Canada leads the way as the direct contractor for Greater Toronto while servicing the entire country through our nationwide dealer network. Specializing in cutting-edge data center containment solutions, innovative structural ceilings, and precision-made raised access floors, we’re here to take your spaces to the next level.

Tate Structural Ceilings Imagine suspending heavy infrastructure and services in your data center with effortless ease. Tate’s structural ceilings offer you the freedom to design a support solution that’s not only budget-friendly but also quicker to install compared to custom on-site systems.

Tate Containment Solutions We transform aisle containment with our extensive range of Structural and Non-Structural Containment solutions. Swift installation and adaptability are our hallmarks, with each product custom engineered and manufactured to suit your project needs.

Our Array of Services Include: • Design and Engineering • Project Management • Dedicated Installation Team • Field Expertise for Execution • Prompt Schedule Execution • Unparalleled Customer Service and Technical Support

Tate Canada | Tel: 905 847 0138 | www.tateinc.com

TURNER CONSTRUCTION CONTRUCTION

Such advanced construction and engineering capabilities, Turner is well-positioned within the industry to handle the fluctuations of a changing market.

“The Canadian market is tremendously busy, but I believe that the industry adapts very quickly.

This is particularly true with what has happened over the last four years, including the COVID-19 pandemic, where the Canadian market was able to adapt and continue to expand.

This demonstrates the strength of the Canadian construction industry,” begins Stuart Smith Jr., General Manager of Turner.

FIT FOR PURPOSE Turner has earned recognition for undertaking large, complex projects, fostering innovation, embracing emerging technologies, and making a difference for their clients,

A BACKGROUND ON GENERAL MANAGER, STUART SMITH JR. Stuart Smith Jr., General Manager of Turner Construction, first started

employees, and the community in which they serve. Turner provides a complete range of construction and program management services including design-build, integrated project delivery (IPD), and integrated preconstruction estimating, constructability analysis, and target value design.

A particularly ambitious operation at near completion is the 777 Bay Lab Fit-Out project, totaling an impressive $22 million. The fit-out will include a top-quality research lab and office space across two levels, and the project consists of base building upgrades to address air dispersal, pressurization requirements, mechanical exhausts, fire protection and more.

Other components of the lab fit-out include the design and construction of a 16,000 square foot (sqft) Class 2 Biosafety Level (CL2) lab space with wet labs and a comprehensive lab space that will accommodate microscopy rooms, cold rooms, and biowaste facilities.

In counterpart, 5,000 sqft of dry labs will also be constructed to house workstations, offices and support spaces, alongside 96 workstations on

in the industry whilst at university, working in the Greater Toronto Airports Authority (GTAA). He was particularly involved in the GTTA Enfield Development project.

Being a part of such a massive construction programme sparked an interest in industry which has lasted decades.

After graduation, Smith Jr. worked with several leading contractors in Canada. However, a turning point occurred 10 years ago when Turner offered him the opportunity to help grow the business in Canada, something that he remains passionate about today.

Stuart Smith Jnr., General Manager

100 | North America Outlook Issue 19

the floor below.

Further afield, Toronto’s Manulife 44 Charles project will see the comprehensive waterproofing and upgrading of the existing façade on the south side of the Manulife Center.

The project forecasts the installation of backlit glazing, exterior cladding, and a refinishing of the existing precast columns, amongst other features of landscaping throughout.

Upon completion in June 2024, Turner’s work will transform the 44 Charles entrance into a modern luxury space for residents.

Closer to home, Turner is proud to be a part of the Serverfarm TOR 2.1 Data Center, located in North York, Ontario. The project includes the construction of a new two-storey 66,242 sqft data center with eight megawatts (MW) total load capacity, however, the initial four MW will be for the build-out of the second-floor space.

Additionally, the operation will comprise rammed aggregate piers, shallow concrete foundations, and a steel structure, which is wrapped in Tilt-wall concrete panels. Moreover, electrical and mechanical systems will be constructed to support the data

When HVAC control is CRITICAL to your mission TURNER understands what Matters to you! That’s why we’re thrilled to partner, delivering HVAC & electrical process automation systems that get your back

processhvacsolutions.ca

TURNER CONSTRUCTION CONTRUCTION

TURNER ’S CSR PRACTICES AT A GLANCE: Training its people – Turner provides green building training to employees and has 1,500 employees with LEED professional accreditation.

Reducing and recycle construction waste – Since 2005, the company has diverted more than 3.1 million tons of construction waste from landfills.

Reducing Greenhouse Gas (GHG) emissions – Turner achieved a five percent absolute reduction in corporate GHG emissions between 2011 and 2016.

Seek LEED Certification for Turner Offices – The company has Manulife 44 Charles Project

achieved LEED certification across 16 offices, equating to 400,000 sqft

hall needs including medium-voltage (MV) transformers, low-voltage (LV) switchgear, back-up generators, amongst more.

ONE-STOP SHOP FOR PROCUREMENT To meet the increasing demands of its customers, Turner rebranded its supply chain operation SourceBlue: an in-house procurement brand.

The re-branding occurred as part of an extensive strategic initiative to advance the supply chain planning and procurement experience of Turner’s clients.

The wholly-owned subsidiary represents an internal one-stop shop for all its clients, suppliers, employees, and partners.

“It’s a major differentiator for us, as it greatly helps ensure that major mechanical equipment and systems are delivered quickly, through a highly unique programme, helping 102 | North America Outlook Issue 19

streamline operations,” Smith highlights.

“We directly purchase major mechanical electrical equipment, as well as architectural apparatus, to guarantee that we can achieve or better our project schedules, which is a huge benefit in the data center market.”

Thus, with the rebranding of SourceBlue, Turner has become recognized for the efficient management of complex projects, fostering innovation, and responding to emerging technologies.

CARING COMPANY CULTURE “Our culture, approach, and philosophy truly separate us from the competition. We possess a strong focus on caring for people not only in our own organization but throughout the industry as a whole.”

Evidently, Turner cares deeply for the experience of its clients and

of space.

Green Field offices and activities – Turner has implemented a set of sustainability standards across its offices, including a sitespecific Indoor Air Quality Plan, a construction waste management plan, and a Construction Activity Pollution Prevention Plan.

Reporting environmental performance – Releasing public reports on the company’s performance.

Promoting a culture of safety – Turner embraces a culture of ‘Living Injury Free Everyday’ (LIFE), with the expectation that all projects provide the safest workplace possible.

TURNER CONSTRUCTION CONTRUCTION

Dunford-Liscio (Ontario) Inc. is a full-service mechanical contractor with more than five decades of experience executing high quality projects for industrial, healthcare, commercial, and institutional clients.

Who We Are

Our work is behind the scenes, not typically visible in pictures of building facades or even its internal rooms. It’s the “mechanical” work that enables the building to function properly and efficiently. So with our workforce teamed with trusted sub-contractors, we do the heating, ventilation, air conditioning, plumbing, electrical, refrigeration, air balancing and ducting that ensure your building’s inhabitants can live or operate in a comfortable environment. You may not see us, but your building occupants will certainly feel the results. And ensuring the building operating efficiencies are considered during the building process means you, the client really get the lower cost heating and electrical utility costs you’ve invested in.

Our “value-added” approach focuses on driving unnecessary cost and complexity from jobs using our extensive experience and project know-how.

Dunford-Liscio is an expert in mechanical renovations. We execute mechanical changes including heating, ventilation, air conditioning, plumbing, electrical, refrigeration, air balancing and ducting that ensure your building’s occupants live, work, study, play and operate in a comfortable environment. With a high profile institutional, general contractor and building owner client base, we are focused on renovation projects where complexity of design, tight We execute mechanical timelines and space constraints changes in the following are the norm. Dunford–Liscio’s systems: in-house estimating, sheet metal design and manufacturing, and • Heating project management combined • Ventilation with owner attention to project • Air Conditioning needs results in a high level of satisfaction for our clients.

• Plumbing Dunford-Liscio (Ontario) Inc. 2 Carson Court Brampton, ON, L6T 4P8 | 905-793-7577 | 905-793-3537 info@dunlis.com

• • • •

Electrical Refrigeration Air Balancing Ducting

With an amazing history together, and a bright future.

The Verdi Alliance Group of companies is proud to build Toronto with Turner.

Tell us your story and we’ll tell the world

www.northamericaoutlookmag.com/work-with-us

Denis Furlan - Director: 416-747-5030

verdialliance.com

North America Outlook Issue 19 | 103

TURNER CONSTRUCTION CONTRUCTION

777 Bay Lab Fit-Out Project

staff, as wants to ensure that each experience on a project site is unique and positive, placing its clients in an even greater industry position.

“It’s about client and employee experience, whilst delivering bestin-class service. It is also due to the rich company culture and workforce ethos that staff feel empowered to proactively support the business’s growth, as well as challenge themselves and the rest of their team to develop their careers,” Smith observes.

Therefore, Turner works hard to provide significant opportunity for individuals to understand construction processes on a broader and more global scale, creating opportunities for its employees to experience an international mindset.

“Whether it’s through training sessions that are held across North America or collaborative events with 104 | North America Outlook Issue 19

“ I T I S A B O U T C L I E N T A N D E M P LOY E E E X P E R I E N C E , W H I L S T D E L I V E R I N G B E S T- I N CLASS SERVICE” – ST UA RT S M I T H J R . , G E N E R A L M A N AG E R , T U R N E R CONSTRUCTION

other employees, our focus is truly on our people and caring for the industry,” he adds.

BEING A GREEN BUILDER A primary concern for care and positivity is seamlessly translated in its environmental social governance (ESG) policy, as it aims to make a meaningful impact on the industry and the world. This is packaged in Turner’s 2030 Commitment.

“Being a green builder means more than just constructing green buildings. In 2019, Turner committed

to sustainability by pledging to reduce our jobsite carbon emission and water consumption by 50 percent by the year 2030,” emphasises Smith.

Turner is the first construction business in North America to implement a metering program that tracks fuel, water, and off-hour usage.

As such, the organization is able to make data-driven decisions that guarantee a reduced impact on the environment and cost-savings.

As part of the metering program, Turner tracks all CO2 emissions and water consumption in its projects

using Building OS, a data visualization software that displays live utility consumption and fuel metrics.

Having access to real-time data enables teams to address unnecessary utility consumption,

ultimately saving electricity, water, and money for each project. For operations that have a particular focus on ecological responsibility, Turner’s metering program is an effective and affordable way to heighten

project team engagement, monitor utility costs, and further strengthen sustainability goals.

Looking on the horizon, Turner is focusing on a substantial growth trajectory, striving to double in size in Canada over the next three years.

“We are significantly growing our involvement in ensuring the appropriate engagement with diverse trade partners and a diverse workforce, to guarantee that we have a positive impact on the communities in which we operate,” Smith culminates.

Tel: 416-607-8300 info_tor@tcco.com www.turnerconstruction.com North America Outlook Issue 19 | 105

C R E AT I N G T H E U LT I M AT E LIVE EXPERIENCE

As a comprehensive network of companies, The Concert Stuff Group is the company of choice for live events solutions. Co-Founder and CEO, Jim Brammer tells us more Writer: Lucy Pilgrim | Project Manager: Callam Waller

T

he Concert Stuff Group (CSG) comprises a comprehensive system of nine separate entities that create some of the best live events North America has to offer.

Providing a vast range of services and solutions, the work of each individual company culminates in creating the ultimate live experience for thousands 106 | North America Outlook Issue 19

of patrons.

CSG was first established in 1986, when partners Jim Brammer and Jeff Cranfill started a company that would become Special Event Services (SES), operating from Brammer’s garage.

SES soon grew to become a leading production solutions organization.

From here, Brammer identified gaps in

the live entertainment market, resulting in the creation of nine separate operating companies that each target a separate need within the industry.

By 2019, CSG grew to create a comprehensive network of live entertainment production services companies, all encapsulated under the CSG moniker.

THE CONCERT STUFF GROUP RETAIL

The question of ‘what can we do to make this better?’ was a question that often crossed Brammer’s mind and inspired the group of companies that have emerged today.

“The name Concert Stuff came about one afternoon during a discussion with our former media director and Michael. I was growing

frustrated at the rather limited pace of our media footprint. I put forth the idea that I could establish one comprehensive brand that could consolidate our message across all nine companies in less than 24 hours.

“They asked what I would call it, and I said it’s unimportant, but for the purposes of this discussion we’ll call

it www.ConcertStuff.com, and the name stuck,” opens Jim Brammer, Co-founder and CEO of CSG. Having all nine companies under a single banner means that every aspect of the live entertainment field is covered, making the overall experience easier and more customizable for CSG clients.

North America Outlook Issue 19 | 107

THE CONCERT STUFF GROUP RETAIL

THE STAR OF THE SHOW Since Brammer first entered the live events scene, the industry has changed considerably; having initially been a small sector of the music industry, the live entertainment market grew to become an industry in its own right, given its tremendous socio-economic impact.

“Just this year in North America alone, Taylor Swift and Ed Sheeran created several billion dollars in direct and indirect revenue. Thanks to Live Nation and AEG, along with several other large promoters, the industry has become legitimized and a necessary component of worldwide culture,” Brammer tells us.

By offering nine distinct operating companies, CSG can bring an integrated but also customized approach to each live event.

“I hesitate to call it ‘one-stop shopping’ because it’s much more complex than that; however, it does begin with one phone call,” Brammer admits.

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“ T H E T R A J E C T O R Y W E ’ R E O N P O S TCOV I D -1 9 I S A M U C H ST E E P E R O N E T H A N P R E - PA N D E M I C A N D S H O W S N O S I G N S O F F L AT T E N I N G O U T A N Y T I M E S O O N ” – JIM BRAMMER, CO-FOUNDER AND CEO, THE CONCERT STUFF GROUP

As the first of nine companies, SES is at the forefront of CSG’s operations, bringing together proficiency in audio, lighting, video, staging, design and live event production.

SES has grown to become a multimillion-dollar company with over 50 dedicated employees.

Alongside SES, SET and G2 Structures have grown to become multimillion-dollar companies as well. Brammer refers to them as the BIG 3 or his 3-legged stool, and with over 500 employees across the CSG brand, the BIG 3 are at the forefront of the CSG train.

REBIRTHING LIVE MUSIC Since the COVID-19 pandemic, the live events industry, not only in North America but across the world, has rebounded well, given that it brought the entire sector to an abrupt halt.

Therefore, CSG had to think outside the box in bringing its customers the live music experience that people so desperately craved.

To rejuvenate the live music sector, the company helped create a ‘drive-in’ concert at North Carolina’s Charlotte Motor Speedway, following a call with the manager of the rock band, The Avett Brothers.

ENTERTAINMENT AND LIGHTING TRUSS DESIGN AND FABRICATION ABOUT US T6 Truss Designs goal is to provide the highest quality design and fabrication of products while always putting the customers best interest first.

Decades of experience in the truss lighting and entertainment industry gives our clients piece of mind in our ability to get the job done right under the toughest deadlines. Located in Anderson, IN we serve customers all over the U.S and manufacture standard and custom truss structures and components such as Grids, roof tops, and LED wall applications. Our team takes pride in our work to ensure not only a structurally sound product but one that stands out from the rest of the competition.

OUR SERVICES: - ALUMINUM TRUSS MANUFACTURING - CUSTOM DESIGNS AND ENGINEERING - CONCERTS AND PRODUCTION - HOUSES OF WORSHIP - POWDER COATING SERVICES - CUSTOM FABRICATION IN ALUMINUM, STEEL AND STAINLESS STEEL

CONTACT US

463-214-0024 | info@T6truss.com | www.t6truss.com

THE CONCERT STUFF GROUP RETAIL

“ T H I S I S A V E R Y D Y N A M I C B U S I N E S S A N D E A C H D AY B R I N G S N E W C H A L L E N G E S , A N D T H AT ’ S O U R F O R T E , B R I N G I N G S O L U T I O N S T O THE CHALLENGES OF LARGE-SCALE, LIVE EVENTS” – JIM BRAMMER, CO-FOUNDER AND CEO, THE CONCERT STUFF GROUP

Having visited the speedway, Brammer and the rest of the team quickly realized its potential for a fantastic and safe music venue, particularly due to the sizeable LED board on the back stretch of the speedway – one of the largest LED boards in the country, measuring 200 feet (ft) long and 50ft tall.

The drive-in project was one of the most ambitious projects CSG had undertaken to date, juggling many different components to make the operation successful. Fortunately, the team came up with the idea to embed the audio in the video and broadcast it on an FM radio channel so that audio and video would be in sync anywhere throughout the venue.

“Picture a regular rock stadium concert with huge arrays of loudspeakers at a very loud volume... we didn’t have that. We had 1,550 vehicles sitting in front of the stage, watching the concert on a huge LED screen, all listening to The Avett Brothers on their FM radios, it was a very nice and controlled vibe,” Brammer recalls.

110 | North America Outlook Issue 19

A BRIEF OVERVIEW OF THE CSG NETWORK: Special Events Services (SES) - sound, lighting, video, and rigging for concerts, tours, festivals, and other live events, as well as an integration division that specializes in House of Worship audio-visual-lighting (AVL) and acoustics installation.

Special Event Transportation (SET) - specialized trucking for tours and events.

G2 Structures – large format staging structures for stadium shows and large festivals.

G2 Mobile Structures – smaller mobile staging units, primarily utilizing StageLine Mobile Hydraulic stages.

Musical Coaches – providing entertainer sleeper coaches for traveling technical crews.

Guardian Barrier Services – crowd control barrier and ancillary support services with crowd management solutions.

Field Protection Agency – field covering for stadiums to protect the turf under stages and the audience.

Concert Chairs – temporary seating for stadium concerts, ranging from dry hire rental to turnkey installation.

Fabrineering – custom fabrication of structures and ancillary products.

THE CONCERT STUFF GROUP RETAIL

North America Outlook Issue 19 | 111

THE CONCERT STUFF GROUP RETAIL

To add to this, the concert was also streamed live to thousands of The Avett Brothers’ fans around the world, with many tuning in to witness this fantastic and once-in-a-lifetime event.

“It was a remarkable thing during a truly dark time in our industry.”

“ T H I S I S A V E R Y DY N A M I C B U S I N E S S , A N D E A C H D AY B R I N G S N E W C H A L L E N G E S , A N D T H AT ’ S O U R F O R T E , B R I N G I N G S O L U T I O N S TO L A R G E - S C A L E , L I V E E V E N TS ” – JIM BRAMMER, CO-FOUNDER AND CEO, THE CONCERT STUFF GROUP

REACHING NEW HEIGHTS As the world progresses from the stagnant pandemic period, CSG has much to look forward to.

“The trajectory we’re on postpandemic is a much steeper trajectory than pre-pandemic and shows no signs of flattening out anytime soon,” Brammer highlights.

Presently, CSG is working on its biggest project yet in terms of scope and visibility, materializing in the TGL Virtual Golf Venue for Tomorrow World Sports.

The company was initially bought on to assist with the rigging grid structure; however, CSG’s involvement

was expanded to overseeing video, audio, and lighting.

Consequently, the organization is excited to do the first live broadcast for Tomorrow World Sports on January 9th 2024, creating a spectacle that cannot be missed.

Although the live events horizon has many challenges, the company is channeling its efforts into recruitment as Brammer believes that CSG is only limited by its access to human resource.

“We need good people to go with the great people we already have.”

Fundamentally, CSG looks forward

to innovating the industry to solve such arising difficulties and ultimately elevate the live events experience to new heights.

“This is a very dynamic business, and each day brings new challenges, and that’s our forte, bringing solutions to large-scale, live events,” concludes Brammer.

THE CONCERT STUFF GROUP Tel: 336-725-7799 info@specialeventservices.com www.concertstuff.com North America Outlook Issue 19 | 113

P OW E R E D

BY I T S P E O P L E

As a leading oilfield services provider in North America, Matt Gray, President of Renegade Wireline Services, and board member David Gray, tells us how the company’s success is born from its loyal workforce and family values Writer: Lucy Pilgrim | Project Manager: Lauren Robinson

114 | North America Outlook Issue 19

RENEGADE WIRELINE SERVICES OIL & GAS

A

t Renegade Wireline Services (Renegade), it’s more than a company, it’s a culture.

That culture is defined by family values, teamwork, hard work, and a dedication to greatness that guides every decision made by the team at Renegade.

Due to this culture, the company has developed a reputation for quality, which has allowed Renegade to become the largest provider of Cased-hole services in the North American oil and gas market.

The organization is headquartered in Levelland, a small town in West Texas, 120 miles north of the Permian Basin. While Renegade may have humble beginnings, its footprint is both national and international, with 14 locations across seven states, and a subsidiary location in Canada. The company is also licensed to provide specialized tools in five countries around the globe.

As part of the company’s support, it provides professional and experienced personnel who provide automated well services, fit-for-purpose wireline safety equipment, environmental evaluation technology, well integrity evaluation, production services, and plug and abandonment services.

Renegade’s offerings position it a step above other industry players, thanks to its all-inclusive pricing plans, swift deployment of services on location, across-the-board capability, and outstanding customer service.

The company’s high-quality status is further supported by the deployment of innovative technology partnerships and technology licensing agreements that bolster the exceptional work of the Renegade team.

FAMILIAL CULTURE The company’s culture is one that was developed over time, or a lifetime to be exact. Matt Gray, President at Renegade, along with his brother, David, board member, had these values engrained in them as they grew North America Outlook Issue 19 | 115

RENEGADE WIRELINE SERVICES OIL & GAS

“ I T ’ S E A S Y T O TA K E C A R E O F P E O P L E DURING THE GOOD TIMES, BUT IT’S ABOUT H O W Y O U B E H AV E I N T H E B A D T I M E S , A N D O U R I N D U S T R Y I S N O T O R I O U S F O R R E A L LY BAD TIMES” – M AT T G R AY, P R E S I D E N T, R E N E G A D E W I R E L E S S S E R V I C E S

up watching their father, Steve Gray, lead his own successful business by the same principles.

Steve took great care to teach both Gray and his brother the importance of treating people with respect, and most importantly, always putting family first.

“It’s about taking care of people in the bad times as much as in the good times,” David Gray states.

“It’s easy to take care of people during the good times, but it’s about how you behave in the bad times, and our industry is notorious for some really bad times.”

As the subsequent founders of Renegade, Gray and Randy Cassady, worked for Steve Gray at Gray Wireline until the company sold in 2009. Soon after the sale, Steve’s absence was evident in not only his presence, but in the lack of family values that remained at the company.

This is why two months after the sale, Gray and Cassady saw a need to create a new company that would rejuvenate these principles. In 2009, 116 | North America Outlook Issue 19

they founded Renegade with only two trucks and a handful of employees.

As the company grew, so did the owners’ dedication to making Renegade the best service provider and employer in the West Texas area. A year after establishment, Matt’s brother and father, David and Steve, rejoined the team under the new company.

Whilst the new organization looked different, the values and core principles remained - people first, profits second. This is evidenced in the Renegade’s dedication to always taking care of its employees as the bottom line.

“My Mother would pay bills for my Father at Gray Wireline Service. She made sure that vendors were paid very promptly,” Gray tells us.

“We honor her legacy by continuing to do that at Renegade.”

A BRIEF LOOK AT RENEGADE’S EMPLOYEE CULTURE Have integrity by taking responsibility – doing the right thing, even when it hurts, and leading by example.

Be respectful – treat others how you expect to be treated.

Strive for excellence – exceed expectation with safety, operational, and financial excellence.

Be attentive in every situation – be direct with customers so that they return to the company.

Uphold ethical standards – happiness is rooted in the quality of the relationships with both employees and clients.

EXCELLENCE IN EMPLOYEES

Always make the safe choice,

Furthermore, Gray believes that it was the people who were dedicated to the company, the employees, that led to its initial growth and overall success.

every time – everyone deserves to go home in the same condition they came in.

We work with crane companies to get you HOOKED up!

Hooked Crane Consultants, LLC was formed in October of 2020 as an idea to assist companies in their need for cranes and trucking. Katrina Mendenhall, the President of Hooked, has been in the crane and rigging industry since 2006.

She is an entrepreneur in the Oil & Gas Industry and also owns and manages a company that provides crane safety training and inspections, which she established in 2013. Hooked became an idea for Katrina and Meagan Whitten (the Vice President of Hooked Crane Consultants) in 2020 when their customers would call them looking for third party crane rentals and trucking to assist in moving large loads.

Katrina and Meagan are both certified crane operators and the pair began working together in 2014, starting Hooked as an opportunity to diversify their business endeavours.

If you ever find yourself looking for a crane or a truck in the Permian basin outside of normal business hours we can help.

We have found that it is hard to get ahold of someone in the later evening hours when you are really in need. That is where we come in.

We have MSAs with 20 plus crane companies and a few heavy haul companies. So, instead of calling everyone in the phone book or spending hours researching, you can call us and we will get you Hooked up.

432-664-5503 or 432-853-2147 Meagan@hookedcrane.com Katrina@hookedcrane.com

118 | North America Outlook Issue 19

RENEGADE WIRELINE SERVICES OIL & GAS

A GLANCE AT RENEGADE’S TECHNOLOGY RigLock - one of Renegade’s most widely recognized pieces of machinery, utilized across its automated wellsite services.

The innovative equipment is deployed to increase flood performance, renew service permits, and locate damaged pipes. It also removes the need for any wellsite personnel from dangerous situations like the handling of heavy equipment close to high-pressure lines, given the RigLock’s hydraulically controlled remote operation device.

Gunhandler™ - a laydown and lift assist tool. Proving to be indispensable to wireline run operations, it is the key to productivity due to an alleviated strain on equipment that means the operators no longer need a suspended load.

Local Expander™ Annular Squeeze Tool highly efficient in facilitating annular zone isolation using localized casing expansion.

This versatile tool is crucial for maintaining the application of equipment, helping to prevent the formation of micro-annuli from permanently forming and worsening during a well lifecycle. The local expansion is ideal for stopping unwanted gas flow, as the tool applies a squeezing pressure to any existing cement through the expansion of the internal casing.

“WE ARE FOUR LEADERS WHO BRING WITH US OUR OWN FOLLOWING. WE’RE ALL LEADERS AND WE ARE ALL E Q U A L . T H AT ’ S W H Y W E M A N AG E AS A B OA R D, WE BELIEVE OUR E M P LOY E E S A R E T H E FA C E O F T H E C O M P A N Y ” – M AT T G R AY, P R E S I D E N T, R E N E G A D E WIRELINE SERVICES

“The people we were hiring is what really made it grow,” he adds.

“The work ethic that everybody had and the examples that were set at the time were key; therefore, Renegade was able to develop at a phenomenal rate because of the dedication to greatness, both in terms of the quality of our employees and their services to our customers.”

Within five years, the company had grown organically and at its peak employed more than 650 people.

Renegade was able to do what many corporate structures cannot, bring people together for a common cause.

“We are four leaders who bring with us our own following. We’re all leaders and we are all equal.

That’s why we manage as a board, we believe our employees are the 120 | North America Outlook Issue 19

RENEGADE WIRELINE SERVICES OIL & GAS

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face of the company. They are the representatives of Renegade.”

Not only does the company value family in its core principles, but it also values family in its operations. David Gray and Cassady both have children who work for the company, as do many of their employees, making it a third-generation operation.

“I have always been very proud of that, we have generations of employees who work for our company, and not many organizations can say that,” David emphasizes.

In its dedication to taking care of its employees, the company offers an Employee Stock Ownership Plan (ESOP) to ensure employees are financially protected now and in the future. While the company might have started small, it’s employees are representative of the spirit of Renegade.

“It’s about coming up from nothing and working very hard to provide for your family and give your kids more

than you had. That’s the biggest success story of Renegade, it’s what we do, and we try to do that for everyone who comes to work for us,” highlights Matt.

COMMUNITY ACTIVISM Renegade is honored to have been historically recognized for its impact on the oil and gas industry in North America. The business was locally recognized as Business of the Year by the Levelland Chamber of Commerce, an award that recognizes Renegade’s commitment to being involved in the community.

Additionally, the company never misses a community event, ensuring there is a long line of gleaming red service trucks present for every local festival and parade for the community to enjoy and remember. This also provides an opportunity to encourage community participation among Renegade employees and their families.

“We want the community to know

who we are and that we care about the success of this community.

“Not only for ourselves but for the success of the people who come to work for us. We want our employees to be as happy with where they live as where they work,” Gray closes.

At the core of the company is a dedication to greatness, both within its borders as an organization and beyond. Renegade’s standards for success are parallel to its standards for satisfaction among the clients, employees, and community that it serves.

RENEGADE WIRELINE SERVICES Tel: (806) 897-0736 contact@renegadewls.com www.renegadewls.com North America Outlook Issue 19 | 121

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DRILLING IN THE RIGHT DIRECTION 122 | North America Outlook Issue 19

Thomas Rinald, President of AIM Directional Services, charts the development of directional drilling and the company’s comprehensive operations across North America Writer: Jack Salter Project Manager: Lauren Robinson

I began my journey in directional drilling in 1985 and found it very interesting, challenging, and intriguing.”

Since that time, Thomas Rinald, President of AIM Directional Services (AIM), has witnessed a lot of changes throughout the years, mostly in technology, performance, and efficiency.

Drilling rigs, along with directional drilling tools and methods, have come a long way as a result of these changes.

Indeed, what once took months to drill with jetting assemblies, wireline steering tools and rotary

drilling assemblies, now takes just a few weeks with measurement while drilling (MWD)/logging while drilling (LWD), steerable motors and rotary steerable systems.

“Most people in the oil and gas industry today don’t go back that far, but they have definitely seen remarkable changes within the last decade or so,” Rinald continues.

“We’re now seeing a higher demand for historical and real-time data in all aspects of operations. Automation, remote operations, and artificial intelligence (AI), just to name a few, are making this industry even more exciting than ever before.”

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Through several of the industry’s ebbs and flows, AIM has likewise made a lot of changes over the last 15 years since Rinald founded the company in 2008 along with CEO, Mike Jensen, and Executive Vice President, Allison Reinert, including the adoption of a business operating system.

“In the beginning, we started and grew as many others did by acquiring more customers, hiring more personnel, and purchasing more tools and equipment to cover jobs. However, even though we did remarkably well in growing the company, we did not have a clear and defined way of how we operated,” Rinald reflects.

“We quickly adopted a business operating system, which to this day we have stayed true to.”

CLOSE COLLABORATION From the outset, AIM has stayed committed to vigorously improving its tools, equipment, and processes, with performance and reliability key to the success of both the company and its 124 | North America Outlook Issue 19

customers on every job.

AIM’s corporate office is located in Corpus Christi, Texas (TX), which is currently the company’s primary focus as well as the surrounding states of Louisiana, Oklahoma, and New Mexico.

“We also have drilling locations in areas such as Pennsylvania, West Virginia, Arkansas, Colorado, Utah, Wyoming, Illinois, the Gulf of Mexico, and even across the border into Mexico,” adds Rinald.

The corporate office in Corpus Christi complemented by AIM’s technology department in Houston, TX, which plays a number of vital roles in the business.

Here, AIM opened its real-time operations center (RTOC) in 2014 to assist with quality assurance and control in the MWD department, before implementing anti-collision and survey management to achieve the most accurate wellbore placement.

The following year, AIM added its remote operation center (ROC) where it runs one of the 12-hour rig-level

MWD shifts from Houston.

“Today, approximately 85 to 90 percent of our jobs use just one MWD engineer on location, with our MWD ROC used for day or night operations,” outlines Rinald.

AIM – CORE VALUES • Accountability – AIM holds itself accountable for its conduct and actions.

• Performance and results-driven – AIM challenges itself to improve its performance on every job.

• Team-oriented – AIM makes collaborative decisions for valuable solutions.

• Professionalism – AIM values its reputation, earned through hard work, dedication and respect.

• Individual initiative – AIM encourages individuals to be ambitious and take action in the absence of directives.

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NORTH AMERICA OUTLOOK: CAN YOU TELL US ABOUT AIM’S COMMITMENT TO SAFETY? THOMAS RINALD, PRESIDENT: “AIM’s commitment to safety is proven with our 0.0 total recordable incident rate (TRIR) since 2014.

“It was then that we hired our own safety manager and began to monitor and record our safety performance. At that time, we also introduced a thirdparty journey management company to assist us in ensuring our employees are fit for travel to and from the rig and communicate with them thoroughly through their journey so they arrive safely to their destination.

“Our field and shop personnel all attend regularly scheduled safety meetings and complete our own training courses both in-person and online. AIM is a fully accredited in-house trainer for IADC RigPass, SafeLand, SafeGulf, and H2S.”

126 | North America Outlook Issue 19

In 2018, AIM created its advanced drilling optimization center (ADOC), which is similar to RTOC but for the directional drilling department.

Assisting in the drilling of curves and laterals, ADOC personnel monitor jobs remotely and communicate with the directional drillers and coordinators.

AIM’s ADOC and RTOC work closely together, just as the directional drillers and MWD personnel on location do.

“Our command centers, directional and MWD coordinators, and field personnel all work closely as a team to ensure the best quality and performance our service can provide,” Rinald tells us.

DOWNHOLE OPERATIONS AIM’s downhole operations are broken into two areas, namely its downhole motors and MWD departments.

To begin with, AIM purchased offthe-shelf motors that were popular at the time, but as the company continued to grow, it knew that it

needed to design its own motors.

This led to the creation of AIM’s Contender Downhole Motors in 2014, and throughout the years, the company has made several improvements.

“We now have our secondgeneration line of Contender Downhole Motors, which are much stronger and more reliable,” shares Rinald.

“Our MWD tools are continually changing to keep up with the latest technologies for our customers’ needs.”

AIM’s repairs and maintenance (R&M) center for both downhole motors and the MWD department is a full-service facility based in Midland, TX, officing several mid-level management personnel for downhole operations as well as some of the sales and remote teams.

Focused on maintaining the highest level of quality assurance and control, the company’s downhole motors and MWD departments look for ways to improve AIM’s performance and reliability. In doing so, AIM saves its

customers time and money in drilling operations.

“We also focus on the reduction of our R&M costs, which in turn helps us control the cost of our services to our customers,” Rinald adds.

“OUR COMMAND CENTERS, DIRECTIONAL A N D M W D C O O R D I N AT O R S , A N D F I E L D P E R S O N N E L A L L W O R K C L O S E LY A S A T E A M TO E N S U R E T H E B E ST Q UA L I T Y A N D P E R FO R M A N C E O U R S E RV I C E C A N P R OV I D E ”

EXPERIENCED PERSONNEL

– T H O M A S R I N A L D , P R E S I D E N T, A I M D I R E C T I O N A L S E R V I C E S

AIM has made numerous investments in building and developing a highperforming, customer-centric company.

“We find out the wants and needs of our customers, and set out to achieve or exceed those needs,” emphasizes Rinald.

With new technologies, tools, methods, processes, and a collaborative team, AIM plans to continue building and growing the business in areas that best suit the future needs of the company and its customers, having already created a solid foundation for the company over the last 15 years.

However, none of this would have

been possible without AIM’s team of qualified and experienced personnel, who truly care about the success of the brand.

Most of the team has been with AIM for many years, and some ever since inception, all sharing in the company’s vision, mission, and core values.

“We feel that most of the credit goes to the great team we have here today. They are personally invested in our performance and the reputation of the company they represent. They truly are our greatest asset,” Rinald concludes proudly.

With various levels of leadership throughout the company, and multiple departments working closely together as a team, AIM has become a better company than ever before.

AIM DIRECTIONAL SERVICES Tel: +1 361-653-6500 http://www.aimdir.com North America Outlook Issue 19 | 127

PLANESENSE AVIATION

GOING P R I VAT E MAKES PLANESENSE Fractional aircraft ownership is in vogue for frequent flyers. We speak to Mandar Pendsé, CIO of PlaneSense, about this unique way to fly privately Writer: Lauren Kania | Project Manager: Scarlett Burke Mandar Pendsé

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laneSense has led the way in world-class fractional aircraft ownership since 1995.

Growing from one aircraft with a few owners in the Northeast USA to more than 50 airplanes and serving owners across the US, Mandar Pendsé, CIO of PlaneSense, discusses how the company stands above the rest and allows flyers all the luxury and benefits of private aircraft ownership without the hassle of managing the operations of an aircraft.

Airline passengers came back

with a vengeance after the COVID19 pandemic pinched air mobility in 2020. When the skies reopened, the commercial airline segment was unable to predict the surge in demand and, thus, began cramming passengers into airplanes while cutting routes, resulting in their service quality suffering greatly.

Already an established company with decades of experience and safety excellence, PlaneSense offered a sense of stability to those frustrated with the unreliability and

constant rising costs of traditional airlines, seeing tremendous growth throughout 2021 and 2022. For best quality assurance, it has also long operated a vertically integrated model, opting to insource as many functions as possible to ensure the highest of quality.

Private flight provides incredible time efficiencies and statistics from the NBAA show it can give a company a greater opportunity for success.

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access emails, and conduct work as needed, private aviation offers many advantages to business travel.

CHARTING A NEW COURSE FOR PRIVATE AVIATION “We pride ourselves in continually looking for ways to enhance service and provide an exceptional flight experience to our clients. All aspects of the company, from flight ops to maintenance, customer service to IT, all strive towards this goal every day,” Mandar Pendsé, CIO of PlaneSense, introduces.

“The program has grown steadily and soundly to become the world’s largest civilian fleet of Pilatus PC-12 turboprops and PC-24 twin-engine jets. These state of the art aircraft provide the reliability, convenience, comfort, and versatility that our clients prefer,” he continues.

These particular aircrafts are designed for shorter runways, allowing for the usage of smaller executive airports and remote airfields, highlighting how private flying is making waves in the aviation industry, specifically regarding business and leisure travel.

According to the US Department of Transportation, more than 405 million long-distance business trips are taken in the US each year, and of those trips, 64 million are conducted via air travel.

While some may view private flying as an unnecessary luxury or a superfluous expense, in reality, it allows businesses to operate more efficiently and smartly, saving valuable time and money in the long run.

Commercial airlines serve approximately 500 airports, but private aircrafts can reach 10 times more. This makes a massive difference to businesses, as specifically, 80 percent of private business flights travel to small towns and communities that major airlines do not reach.

When calculating the time wasted using commercial airlines, many professionals are turning to private 130 | North America Outlook Issue 19

ABOUT ATLAS AIRCRAFT CENTER Atlas is a sister company of PlaneSense. As a Federal Aviation Administration (FAA) certified Part 145 repair station, Atlas provides PlaneSense PC-12 turboprop and PC-24 jet fleet with maintenance support and a host of services, including engine, airframe, avionics repairs and overhaul. Atlas additionally has in-house compliance, audit, and inspection departments to ensure all aircraft are leaving the building safely.

Operating two state of the art maintenance facilities, one in Boulder City, Nevada, and the other the largest at company headquarters in Portsmouth, New Hampshire, having in-house maintenance capability is extremely important to PlaneSense and Atlas as it directly correlates to better their Quality of Service (QoS) and dispatch reliability.

PlaneSense and Meridian: Partners in Excellence Meridian is honored to partner with PlaneSense, the world-class fractional ownership aircraft operator. PlaneSense has been providing their valued customers with outstanding service and uncompromising safety for almost 30 years. As an award-winning Fixed Base Operator (FBO), Meridian has proudly served the business aviation community for over 75 years. Together, we know what it takes to move thousands of discerning business and leisure travelers seamlessly into and out of the New York metropolitan area each year.

As an industry leader, PlaneSense provides private air travel to their customers when and where they need it, with highly trained pilots and safe and reliable aircraft. At Meridian, we share that same dedication and commitment to our customers. When two experienced companies sharing that same culture of excellence work together, everyone wins.

Thank you, PlaneSense, for choosing Meridian as your FBO of choice.

It is a privilege to serve your flight crews and welcome your customers.

We wish you continued success in your next 30 years!

485 Industrial Avenue Teterboro, New Jersey 07608 201.288.5040 |

TEB@meridian.aero |

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PLANESENSE AVIATION

aviation to remain competitive, allowing for both efficiency and a greater opportunity for all-around success.

Currently, the PlaneSense fractional aircraft program serves the US, Canada, Bermuda, the Bahamas, the Caribbean, South America, and Mexico.

CONDUCTING A DIGITAL ORCHESTRA As a recreational pilot for 30 years and with an extensive computer science and IT background, Pendsé was attracted to the world of commercial airlines and the fractional aviation segment from a young age.

“These are the two most interesting segments within the aviation industry, relative to the complexity of operations and how these segments must rely on modern technology to conduct a tightly choreographed orchestra of people, processes, computer systems, and standard

operating procedures (SOPs).

“In today’s world, data is everything.

The key decisions made, ability to deliver great service or products, adapt to changes, rapidly adopt new business models, compete, and excel – all these things rely on data, information, and business intelligence,” Pendsé notes.

Commercial airlines deal with a 2D problem; that is, their flight schedules are set months in advance and completely based on passenger and cargo load factors, meaning their only worries are crew pairings and aircraft type allocation.

In the world of fractional aviation, there is a 3D model that requires solving. Instead of schedules becoming created months in advance, like in commercial aviation, schedules are set anywhere between 12 and 48 hours in advance. These schedules are more dynamic, and the aircraft and crew are instead brought to the passenger, as opposed to the

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As the number of aircraft in a fractional operation increase, the computational and operational

According to the National Business Aviation Association (NBAA), the use of private aviation can make a significant impact on a company’s success: • 98 percent of Fortune Magazine’s Top 50 World’s Most Admired Companies use business aviation.

• S&P 500 companies using business aviation outperform those that do not by 70 percent.

• Business aircraft users outperform non-users by 23 percent in revenue growth

complexities grow exponentially.

A key initiative that PlaneSense is focusing on is a schedule optimization engine that mathematically solves the challenges of scheduling hundreds of pilots and flights every day. Working with mathematicians and operation research experts affiliated with a world-renowned university, this schedule optimization, coupled with the modernization of the Flight Operations System, will allow PlaneSense to make demand, crew, and aircraft allocation decisions more rapidly to accommodate as many flight requests as feasible while operating within regulations.

Additionally, PlaneSense has commenced a transformative project to modernize its finance operations, with a new enterprise resource planning (ERP) platform that includes migration to the cloud.

“This will allow us to optimize and enhance our finance business processes and bring in more

automation, better-integrated data, and business intelligence to the company,” outlines Pendsé.

Well-known for the robust, sophisticated pilot training provided to flight crews, PlaneSense also plans to produce an entire ecosystem of software for even more modernized crew training management. This will allow further enhancement of the training offered, along with ensuring that the pilots are continually the best of the best.

PlaneSense has also commenced a project to enhance its customer experience via a modern mobile app that is under development.

FIRST-CLASS TRAINING PROGRAMS Having the most sought-after pilots in the market is instrumental to the success of PlaneSense. The vetting process demands significant experience from new recruits, and the training offered to the crew North America Outlook Issue 19 | 133

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is world-class, utilizing the latest methods, technologies, and tools to enhance and expedite the crew’s education and testing.

Pendsé notes that “safety and service are of the highest priority, and we have established robust, industryleading training programs for both pilots and maintenance technicians to support the quality operations our clients have come to expect from the program.”

Similar to pilot training, the vigorous maintenance training program, where the technicians undergo a combined average of more than 2,000 training hours a year, includes in-house training as well as education through manufacturer schools, such as Pilatus and Williams Engines.

This maintenance is done through the Atlas Aircraft Center (Atlas), a sister company of PlaneSense, where maintenance and all other technical support is performed for the PlaneSense fleet.

“This unparalleled training regimen has earned Atlas the ‘Diamond Award for Excellence’ from the FAA every year since 2001. Atlas has also earned the Aircraft Electronics Association (AEA) ‘Training Excellence Award’ for many years.”

Employing close to 550 team members across two locations in Portsmouth, New Hampshire and Boulder City, Nevada, PlaneSense has

134 | North America Outlook Issue 19

“LED BY OUR LOW-PROFILE FOUNDER AND CEO, WE ESCHEW ISSUING FLASHY P R E S S R E L E A S E S A N D R E L AT I O N S H I P S W I T H L I F E S T Y L E PA R T N E R S . W E F O C U S O N S U B S TA N T I V E I M P R O V E M E N T S T O T H E VA L U E WE OFFER OUR SHAREOWNERS” – M A N DA R P E N DS É , C I O, P L A N E S E N S E

worked diligently to ensure that there is no shortage of talent and that flight operations run safely and smoothly in a timely manner.

GOING BEYOND THE MINIMUM From the beginning, PlaneSense has provided clients with safe, reliable, and discreet fractional aircraft

ownership, setting them apart from the rest of the industry in terms of its service.

Issuing flashy press releases and relationships with lifestyle partners has never been a key priority for PlaneSense. Instead, the focus is on substantive improvements to the value offered to shareowners, proven

PLANESENSE AVIATION

by the customers who have stayed loyal since 1995, allowing PlaneSense to become a family company with customers throughout the different generations.

In a 2022 annual survey of private aviation providers, conducted by a well-known private aviation industry publication, readers ranked PlaneSense first in customer service, value for price paid, aircraft choices, peak days, aircraft availability on short notice, and overall satisfaction compared to similar operators.

In addition to finding ways in which to enhance the customer experience, PlaneSense deeply values the input and opinions of those who work hard every day to ensure the company thrives.

“Pilot and maintenance technician shortages are impacting the aviation industry around the world, and we made some important changes to their compensation packages and schedules that have enhanced their quality of life. This has started to pay dividends for us,” Pendsé explains.

Furthermore, the successful growth of any company highly depends upon the satisfaction and dedication of the employees. PlaneSense relies upon quality training and open communication to retain those within the company and guarantee a continuity of success and longevity.

PlaneSense is a ‘flat organization,’ and

its management team is easily and readily accessible to all the staff.

WHAT THE FUTURE HOLDS After adding jets to the program in 2015 to open new options for clients and meet more flight needs, PlaneSense is looking to expand the jet operations to the contiguous US as more PC-24 jets join the fleet.

“For a company that started in the Northeast US, we have steadily expanded service across the country.

Our PC-12 fleet already operates in all the contiguous United States. As new PC-24s continue to join the fleet, the jet fleet will also soon operate across the contiguous US,” Pendsé highlights.

Commercial airlines are no longer leading the way in terms of travel; today, people are prioritizing companies that promise reputable and well-engineered aircraft that allow them to travel reliably.

Private flying is unmatched in its convenience and comfort and has become a valuable travel option for business and leisure alike. From a corporation that needs to fly its board members to a meeting to an entrepreneur who needs to reach their clients quickly, private aviation is a critical tool that allows success to be in closer reach.

While it may appear that only large companies can afford this type of

travel, the National Business Aviation Association (NBAA) reports that 45 percent of companies who use private flights have fewer than 500 employees.

With no restrictions from PlaneSense about who can fly on a share owners’ share, team members can travel more easily and conveniently, and companies can buy the exact shares they need, resting happy knowing that there is a fixed cost that can be factored directly into budgets.

With a strong belief that there is a smarter way to fly privately, the PlaneSense program offers aircraft share owners notable aviation experience, combined with a proven commitment to safety, service, and excellence.

As the nature of flying is constantly changing due to the desire for more convenience and reliability, PlaneSense exemplifies the importance of a long-standing and proud history, along with constant innovation, to ensure the future of private flying is more efficient than ever.

PLANESENSE Tel: 866-214-1212 sales@planesense.com www.planesense.com

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We dial in with CEO, Khalil Al Americani, to discuss facilitating sustainable connectivity for the country

FLSMIDTH

Transforming the future of mobility

Establishing a love-freight relationship

V DACOM DRC

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Mineral commodity exploration in West Africa

We speak to the Executive Chairman of Bowen Coking Coal, Nick Jorss, about the company’s successful acquisitions and its tenacious efforts in sustainability

Creating memorable thrills for over 40 years

Jason Childs, President and CEO of Saltchuk Marine speaks of the company’s versatile and responsive maritime services

Austin Dalyop tells us how Premier Feed Mills has maintained its position as the market leader in the animal feed industry

Papua New Guinea’s telecommunications technology is growing under the guidance and determination of PNG DataCo Limited. CEO, Paul Komboi, shares the company’s latest plans

MEDports Association is the invaluable link between the Mediterranean’s 25 port authorities. President, Pino Musolino, tells us more

Trailblazing comminution that doesn’t cost the Earth, we speak with Oscar Malpica, CEO and co-Founder of the Canadian mining innovator, Rockburst Technologies

the company’s versatile and responsive maritime services Jason Childs, President and CEO of Saltchuk Marine speaks of

position as the market leader in the animal feed industry Austin Dalyop tells us how Premier Feed Mills has maintained its

determination of PNG DataCo Limited. CEO, Paul Komboi, shares the company’s latest plans Papua New Guinea’s telecommunications technology is growing under the guidance and

25 port authorities. President, Pino Musolino, tells us more MEDports Association is the invaluable link between the Mediterranean’s

Rockburst Technologies Oscar Malpica, CEO and co-Founder of the Canadian mining innovator, Trailblazing comminution that doesn’t cost the Earth, we speak with

Creating memorable thrills for over 40 years

tenacious efforts in sustainability successful acquisitions and its Nick Jorss, about the company’s Chairman of Bowen Coking Coal, We speak to the Executive

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mining Advancing Australian

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BRAZILIAN O N C O LO GY At the forefront of oncological care in Brazil, members of A.C.Camargo Cancer Center’s management team inform us of the institution’s latest projects, programs, partnerships, and investment plans Writer: Jack Salter | Project Manager: Felix Revell

B

razil is a country of continental proportions, with more than 200 million inhabitants and upwards of 6,400 public, private, and philanthropic hospitals.

There are circa 12.5 million hospital admissions per year in Brazil, where the public healthcare sector is responsible for most medical-hospital procedures performed.

The private sector in Brazil, meanwhile, has experienced an aggressive movement of mergers and acquisitions in recent years, whilst large healthcare groups have expanded their own networks of hospitals and clinics with the aim of reducing operating costs and expanding capillarity.

Victor Andrade, CEO

However, there are many challenges to overcome, such as financing the public and private health system, the cost of acquiring technologies, the high tax burden on payrolls, and charges on inputs and equipment.

The challenges are even greater in oncology, the study of cancer, where the focus of A.C.Camargo Cancer Center (A.C.Camargo) lies.

“The aging population and introduction of new technologies are cost drivers that compromise the sector’s sustainability,” observes Victor Andrade, CEO of A.C.Camargo.

“The system today is fragmented and inefficient, which makes A.C.Camargo stand out even more in terms of its patient services.”

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A.C.Camargo is a freestanding Cancer Center offering everything a patient may need for any type of cancer over the last 70 years. The legacy of A.C.Camargo in South America goes beyond patient care, as many oncologists from different countries and all Brazilian states were educated there. A.C.Camargo has also developed clinical trials, and collected over 100,000 tumor samples for biobank and research projects in genomics. Since the Ludwig Institute from New York joined A.C.Camargo in 1983, genomics has helped to develop diagnosis and treatment locally.

TREATING COMPLEX CASES A.C. Camargo is the only centralized, specialized and integrated private center for cancer diagnosis, treatment, rehabilitation, teaching, and research that operates under the Cancer Center model in Brazil.

Across 100,000 square meters, three hospitals, one outpatient clinic and one day hospital, as well as research and administrative units, the entire A.C.Camargo complex comprises 449 beds, 184 offices, four surgical centers and four diagnostic 140 | North America Outlook Issue 19

“ W E C H A L L E N G E O U R S E LV E S T O I M P A C T HALF A MILLION LIVES A YEAR THROUGH T R E AT M E N T S , S E R V I C E S , C O U R S E S , R E S E A R C H , A N D T H E D I S S E M I N AT I O N O F K N OW L E D G E TO S O C I E T Y ” – V I C TO R A N D R A D E , C E O, A .C .C A M A R G O C A N C E R C E N T E R

centers, including a world class surgical pathology and genomics laboratory.

12 disease centers offering integrated care with over 700 professionals, supported by nurse navigators and tumor boards, are at the forefront of medicine and obtain outcomes comparable or even superior to the very best cancer centers in the US and Europe.

Survival curves for each tumor in almost 99,000 cancer patients treated in the last 20 years are available at the Cancer Observatory, published in January 2023.

“We described all new cases of cancer treated at our institution (including the sociodemographic, epidemiological, clinical patterns of patients and five-year percentage

of survival). We are proud of the improvements of survival percentages in each tumor we achieved within the last 20 years,” says Pedreira.

“We treat complex cases, both local and referred, from all over Brazil using minimally invasive surgeries, reconstructions, interventional radiology, liver and bone marrow transplants, CAR-T cell therapy, including the opportunity for patients to be part of phase I to phase III clinical trials.” outlines Andrade.

Since 2013, 4,000 robotic oncological surgeries were performed

by A.C.Camargo until December 2022, the most in Latin America, complementing an impressive portfolio of annual data in all areas including 300,000 outpatient visits, 270,000 imaging tests, almost

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A.C.CAMARGO CANCER CENTER HEALTHCARE

FORESEEING AND MANAGING THE COVID19 PANDEMIC The success of oncological therapy greatly depends on the early diagnosis and adequate treatment of a tumor.

A.C.Camargo therefore knew the importance of continuing to care for patients during the COVID19 pandemic, and subsequently established “Protected Oncology Care” protocols, many of which proved beneficial and remain in force as a result: • Virtual screening • Emergency triage • Isolation in hospital and ICU • Outpatient clinic • Surgical treatment

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30,000 infusion sessions, and 20,000 surgical procedures.

“This year, the center carried out its first CAR-T infusion and we pioneered in phase I CART cell clinical trials as well. We are the technical reference for this technology in Latin America and have had several other technological innovation projects within the pharmaceutical industry, including risk sharing and the design of bundle payments.”

INVESTMENT PLAN In the last 20 years A.C.Camargo has evolved from a cancer hospital to a Cancer Center and is now endeavoring to become an oncology platform that will welcome BioTech, DeepTech, and EdTech, while taking 70 years of accumulated knowledge in oncology to partners and sharing best practices and efficiencies carried by the Cancer Center format.

A.C.Camargo hopes to develop new business at the same time, helping

to improve the Brazilian oncology ecosystem.

“Brazilian citizens and payers deserve more outcome data and less waste in healthcare, and we believe we can help,” says Andrade.

Since 2021, the center has also added an immunization service and completely rebuilt the Emergency Room, Endoscopy Center, Pediatric Tumor Unit (both outpatient and inpatient clinics), and the Rehabilitation Unit.

Last year, A.C.Camargo also kickstarted its R$279 million (USD$60 million) investment plan to expand its triple A inpatient and outpatient units, acquire robots, linear accelerators, MRI, CT scans, digital pathology scanners, and update its technological infrastructure, including preparation for the demands on artificial intelligence (AI) and a 5G environment. A new data center, high performance computers, and Data Science team are in place to transform efficiency and the patient experience.

“We have been investing in pertinent and safe care, removing barriers to a more efficient pathway.

Even though the NPS index was 90.6 last year, new protocols focusing on a better patient experience are on the way to meet expectations even for premium patients,” says Pedreira.

A.C.Camargo is also investing in digital transformation for faster and more intelligent processes that will save time for patients, doctors and employees.

The center is investing to make its clinical trials unit three times larges to accommodate the number of studies it is expecting from the industry in the coming years. This has positively impacted the number of people treated by A.C.Camargo and will benefit both public and private patients.

SUPPORTING A CANCER NETWORK A.C.Camargo believes that cancer care requires a high level of integration between providers to

A.C.CAMARGO CANCER CENTER HEALTHCARE

match patient complexity with the proficiency of providers. Less complex cases can be treated locally, whereas complex cases deserve to be treated at cancer centers.

A.C.Camargo is building a cancer network to offer the best care as close to a patient’s house as possible.

The center started partnering with Sabará Children’s Hospital in São Paulo, a large private not-for-profit pediatric hospital with dozens of cases of cancer diagnosed at the emergency room annually. Despite its specialization and superb infrastructure, cancer is a rare disease at that hospital and A.C.Camargo is now integrating its staff and protocols to better treat each patient, with most complex cancer cases referred to the center.

Recently, A.C.Camargo also signed referral partnerships with Grupo Santa Joana, an OB-GYN specialized hospital in the city of São Paulo and, Hospital Santa Rita, a tertiary general

hospital 1,000 kilometers north of São Paulo, as well as several other members of A.C.Camargo’s private cancer network.

It plans to organize and support a solid cancer network formed by a diagnostic laboratory running prevention tests, outpatient clinics, general hospitals, and specialized non-oncologic hospitals and hospices to build a high quality, low waste ecosystem.

STRATEGY AND PROJECTS In order to understand its value in society and mission for the future, A.C.Camargo last year delved into measuring the epidemiological cancer trends in Brazil. Its clear that oncology in Brazil is a fast-growing market and many new entrants would like to invest. The current challenges point to a higher frequency of oncological cases, rising costs above North America Outlook Issue 19 | 143

A.C.CAMARGO CANCER CENTER HEALTHCARE

inflation, and a strangulation of paying resources.

“A.C.Camargo’s 2023-25 strategy is to take advantage of its 70-year knowledge and credibility to help organize the players in a more sustainable way, while enhancing the A.C.Camargo brand as a protagonist in national oncology,” says Andrade.

“We understand the potential of A.C. Camargo to increase the efficiency by addressing cancer in the Brazilian population through education, training, access to prevention, treatment, rehabilitation, and well-being after cancer,” he continues.

For this reason, the center has reformulated its A.C.Camargo Social Impact Program, aiming to increase geographic coverage and the number of beneficiaries, via multiple publicprivate partnerships.

This innovative program aims to contribute with technical and

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management assistance from prevention to rehabilitation, supporting municipalities that present major challenges in their oncology services.

“In addition, short- and long-term outcomes, costs and pertinence indicators have been shared with payers hoping we will progress to a value-based payment models,” shares Pedreira.

CANCER SPECIALIZATION FOR THE WHOLE COUNTRY A.C.Camargo’s priority is to provide patients with the best treatments and protocols available worldwide,

which is why the center encourages its physicians and researchers to keep updated on international forums and congresses.

“We are formal partners with cancer centers abroad, such as the Princess Margaret Hospital in Toronto and the Institute Curie in Paris, and the exchange of innovations and best practices is continuous, bringing Brazilians closer to the best oncology in the world,” emphasizes Andrade.

A.C.Camargo has trained doctors in different specialities from various Latin American countries and all Brazilian states since 1953, and is

“ O N E O F O U R S T R AT E G I E S F O R G R O W T H I S TO S U P P O R T C A R E P R OV I D E R S I N SÃO P A U L O A N D O T H E R S TAT E S I N B R A Z I L ” – V I C TO R A N D R A D E , C E O, A .C .C A M A R G O C A N C E R C E N T E R

responsible for the specialization and postgraduation of a large proportion of current Brazilian oncologists.

Now, the center plans to move into an open platform of oncology education to reach graduate students and senior professionals, offering lifelong learning for everyone interested in oncology in the country. In the first half of 2023, A.C.Camargo announced a partnership with Cogna, the largest education group in Brazil, to expand training opportunities for health professionals in the multidisciplinary treatment of cancer, taking knowledge to all regions of the country.

There is a demand for trained professionals in oncology, and this partnership will enhance A.C.Camargo’s protagonism in the field of education throughout Brazil.

“We just launched three courses, but our intention is to provide dozens of virtual and face-to-face courses in the upcoming years,” reveals Andrade.

“We have different teaching and training tools, from face-to-face training and classes to online courses aimed at all our professional staff.”

DELIVERING VALUE One of A.C.Camargo’s objectives is to present the best balance between outcomes and cost for the patient and payers, bringing a sustainable model to healthcare in Brazil.

“For this, we need to continue developing our internal models, and always seek medical, technical, and personal improvement,” says Pedreira.

In addition to these internal objectives, A.C.Camargo wants to work on prevention and early diagnosis, partnering with private companies to educate them on how to take good care of their employees.

With the pharmaceutical industry, A.C.Camargo is working on risksharing and market sustainability projects, finding innovative ways to pay more for drugs that work better

for the patient and pay less or even nothing for ineffective drugs.

Each of these objectives is evaluated so that, in future, they can serve as a benchmark for the entire health sector.

“We are also advancing other ways of sharing expertise, with a consulting area specialized in oncology,” concludes Pedreira.

As such, it seeks to continue sharing the concepts, knowledge, and skills that it has acquired in 70 years as a Cancer Center with the healthcare market in Brazil and Latin America.

A.C. CAMARGO CANCER CENTER Tel: +55 11 2189-5000 https://accamargo.org.br/form/contato www.accamargo.org.br North America Outlook Issue 19 | 145

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E X T R AO R D I N A RY CARE FOR E X T R AO R D I N A RY O U TC O M E S Providing world-class clinical care for complex conditions like spinal cord and brain injuries, Shepherd Center is a vital pillar of rehabilitation care. Vice President of Research and Innovation Deborah Backus tells us more Writer: Lucy Pilgrim | Project Manager: Felix Revell

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stablished in 1975, Shepherd Center (Shepherd) is widely recognized for its comprehensive clinical care, research, and family support for people experiencing the most complex conditions, including spinal cord and brain injuries, multi-traumas, traumatic amputations, strokes, multiple sclerosis (MS), and pain.

Ranked among the top rehabilitation hospitals in the nation by U.S. News, 90 percent of Shepherd’s patients return to their communities after receiving care, which exceeds the national average by more than 20 percent. It is also one of the few institutions recognized as both a Spinal Cord Injury and Traumatic Brain Injury Model System by the National Institute on Disability, Independent Living, and Rehabilitation Research (NIDILRR).

“Our mission is to help people who have experienced catastrophic injury or disease to rebuild their lives with dignity, hope, and independence, advocating for their full inclusion in all aspects of community life,” opens 146 | North America Outlook Issue 19

Deborah Backus, PT, Ph.D., FACRM, Vice President of Research and Innovation at Shepherd.

The organization is accredited by the Joint Commission (JCAHO) and the Commission on Accreditation of Rehabilitation Facilities (CARF), and is a catastrophic care hospital dedicated to neurorehabilitation.

FOUNDED ON CARE Shepherd’s mission is close to the founders’ hearts. In 1973, late co-Founder James Shepherd, then 22 years old, went on a backpacking trip after graduating from the University of Georgia. While bodysurfing off a beach in Rio de Janeiro, he was pushed to the ocean floor by a wave and sustained a spinal cord injury.

With no rehabilitation facilities close to his home in Atlanta, Georgia, the Shepherd family traveled to a specialized facility in Denver.

Upon his return to Atlanta, James and his parents, Harold and Alana Shepherd, were compelled to create a rehabilitation facility. With generous community support, Shepherd was

Deborah Backus, Vice President of Research and Innovation

founded in 1975 as a six-bed unit operating out of leased space. After outgrowing that space, the hospital moved to its own facility. Today, Shepherd has grown to a 152-bed hospital. As part of Pursuing Possible: The Campaign for Shepherd Center, the hospital will expand to 200 beds.

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SCIENCE AND ACTIVITY Throughout its nearly 50-year history, Shepherd’s research and innovation initiatives have grown with a primary focus on improving patient outcomes and paving the way for greater independence beyond injury and illness.

“Shepherd was founded on an innovative spirit driven to fill a need for top-tier complex rehabilitation, and it continues in that spirit to find improved approaches to patient care today,” Dr. Backus says.

A core component of Shepherd’s clinical care and research initiatives is addressing the concept of neuroplasticity, which has remained at the forefront of neurorehabilitation.

“Neuroplasticity refers to the nervous system’s potential to change with learning or recovery.

“After an injury or when someone has a disease like MS, neural pathways are altered or damaged. We’re trying to retrain the nervous system to complete tasks in a way that’s 148 | North America Outlook Issue 19

effective and efficient,” she explains.

One of Shepherd’s research aims was to assess evidence related to what drives neuroplasticity. One approach is to combine intense activity with other methods, such as electrical stimulation or pharmacologic drug approaches, to achieve better outcomes.

An example is Shepherd’s postacute outpatient program, Beyond Therapy®, created by Shepherd staff in 2005. The rigorous, activity-based program is designed to help people with various neurological disorders improve lifelong health, minimize secondary complications, and get the most from any new neural links to their muscles.

While standard therapy focuses on helping people develop strategies to become as independent as possible after injury or illness, Beyond Therapy® serves clients who have already participated in traditional rehabilitation. It combines exercise science and rehabilitation science to

SHEPHERD’S EULA C. AND ANDREW C. CARLOS MULTIPLE SCLEROSIS REHABILITATION AND WELLNESS PROGRAM The Eula C. and Andrew C. Carlos Multiple Sclerosis Rehabilitation and Wellness Program, an integrated component of the MS Institute and the CRI at Shepherd, integrates all aspects of wellness, including fitness, nutrition, and education, into a single approach tailored specifically for people with MS. Adaptive equipment and advanced technologies, such as gait trainers, robotic hand and arm trainers, brain stimulation systems, and spinal cord stimulation systems, may be incorporated into the overall program.

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drive the nervous system, focusing on weaker muscles and nerve connections that may not have gotten much attention in the initial stages of therapy. The goal is to improve functional recovery and reduce the likelihood of secondary health issues.

A team of exercise physiologists, physical therapists, and other clinical, research, and administrative staff contribute to the program’s success.

Beyond Therapy® was built upon evidence related to neural recovery, and Shepherd continues to collect data to examine the effectiveness of the approaches used in the program.

The development of the Beyond Therapy® program exemplifies how a culture that supports research and innovation allows ideas to grow into impactful advances in patient care.

IMPROVING CARE THROUGH RESEARCH To ensure that the organization provides the necessary care to its vast 150 | North America Outlook Issue 19

Shepherd’s current main campus at 2020 Peachtree Road (left) and the future Marcus Center for Advanced Rehabilitation (right), will be connected by a bridge

Located on Shepherd’s main campus, the new MCAR will make an undeniable mark on neurorehabilitation for patients from all over the world

SHEPHERD CENTER HEALTHCARE

“ O U R M I SS I O N I S TO H E L P P E O P L E W H O E X P E R I E N C E D C ATA S T R O P H I C I N J U R Y O R D I S E AS E TO R E B U I L D T H E I R L I V E S W I T H D I G N I T Y, H O P E , A N D I N D E P E N D E N C E ” – D E B O R A H B A C K U S , P T, P H . D . , FA C R M , V I C E P R E S I D E N T O F R E S E A R C H A N D I N N O VAT I O N , S H E P H E R D C E N T E R Student training

range of patients in need, Shepherd is underpinned by various research initiatives.

“Much of our research is focused on evaluating ways to bring together the right tools to achieve changes in the nervous system. This is not just for walking, but also the function of the arms and hands, bladder, and sexual and cognitive function,” Dr. Backus highlights.

Shepherd’s Virginia C. Crawford Research Institute was founded in 1996 to broaden the organization’s research program and support the integration of research into clinical

practice. Federal and industrysponsored clinical studies are conducted with leading experts at other hospitals, research centers, medical schools, and universities worldwide.

The principal investigators and research associates at the Crawford Research Institute work to develop, refine, and evaluate new treatments, drugs, surgical techniques, diagnostic tools, and physical therapeutic interventions.

One such area is the Andrew C. Carlos Multiple Sclerosis Institute at Shepherd. MS research at

Shepherd includes both clinical trials and rehabilitation, and wellness intervention trials. Shepherd researchers lead clinical trials testing investigational medications, new cell therapies, and new devices to help people with MS participate more fully in their lives.

The team also conducts studies to better understand the effects of physical and cognitive rehabilitation and exercise interventions, focusing on people with MS that have mobility challenges or barriers to accessing rehabilitation interventions. Shepherd shares its findings with healthcare North America Outlook Issue 19 | 151

A BRIEF LOOK AT SHEPHERD’S SHARE MILITARY INITIATIVE SHARE Military Initiative (SHARE) at Shepherd is an outpatient program that serves military veterans, service members, and first responders needing help to deal

“ S H E P H E R D WA S F O U N D E D O N A N I N N O VAT I V E S P I R I T D R I V E N T O F I L L A N E E D F O R T O P -T I E R C O M P L E X R E H A B I L I TAT I O N , A N D I T C O N T I N U E S I N T H AT S P I R I T T O F I N D I M P R O V E D A P P R O A C H E S T O P AT I E N T C A R E T O D AY ” – D E B O R A H B A C K U S , P T, P H . D . , FA C R M , V I C E P R E S I D E N T O F R E S E A R C H A N D I N N O VAT I O N , S H E P H E R D C E N T E R

with traumatic brain injuries and mental health concerns.

SHARE provides comprehensive rehabilitation, including collaborative care, transition support, community reintegration, and housing options, to clients so that they can take part in their individualized rehabilitation program.

providers outside of the organization so that people with MS worldwide can access the best care.

PARTNERING TO ADVANCE RESEARCH Sharing knowledge is a cornerstone of making progress, which is why Shepherd has more than 200 industry and academic partnerships to advance research and innovation.

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“We identify collaborators in the same way an academic institution would; are their areas of research the same areas we are hoping to expand into, and what do they bring that’s unique?” Dr. Backus questions.

Shepherd’s range of research programs is integral to advancing its value-added care offerings. In particular, using data analytics helps garner a greater understanding of the most meaningful interventions to achieve the best outcomes possible.

FUTURE EXPANSION In September 2022, Shepherd launched Pursuing Possible: The Campaign for Shepherd Center.

The most ambitious campaign in the history of the center, Pursuing

Possible will create opportunities for Shepherd to help more patients begin again after catastrophic injury or disease. Of the many initiatives and growth opportunities the campaign will enable, few are as significant as the development of the Marcus Center for Advanced Rehabilitation (MCAR).

Located on Shepherd’s main campus, MCAR will increase patient access and improve the patient and family experience in several ways, including growing day programs and outpatient services and creating space for a new 30,000 square-foot Innovation Institute.

The Innovation Institute, which brings together current research programs and the work of Shepherd’s

SHEPHERD CENTER HEALTHCARE

The 30,000 square-foot, state of the art Innovation Institute will be a critical part of the MCAR, allowing Shepherd to create so many more “I Cans” — now and into the future

SHEPHERD HAS RECEIVED RESEARCH FUNDING FROM SEVERAL ORGANIZATIONS, INCLUDING: - National Institute of Health (NIH) - National Institute for Disability, Independent Living, and Rehabilitation Research (NIDILRR) - Patient-Centered Outcomes Research Institute (PCORI) - Craig H Neilsen Foundation - Templeton Foundation - National MS Society

Assistive Technology Center into one space, will provide additional programs, including a performance evaluation suite, as well as a health suite that provides live and on-demand classes for exercise and wellness content for people with disabilities, and a technology showroom allowing people to experience the latest in adaptive technology.

The organization looks forward to enhancing its research programs

The technology showroom will be a hallmark feature of the Innovation Institute, keeping Shepherd at the cutting edge and allowing patients and families to experience the latest in adaptive technology

with the new Innovation Institute to prepare for the hospital’s greater venture into advanced analytics and data science. As a result, the Shepherd research team can begin to define algorithms for precision rehabilitation and pilot its performance labs.

“Combining data with information about the individual may reveal the best intervention for the greatest outcomes, for ultimate precision rehabilitation,” Dr. Backus comments.

Shepherd is also working to establish the process for prototype design to cater to the assistive technology market, while establishing partnerships to evoke specialized solutions and support for each client.

“We want to be at the forefront of figuring out the best algorithms that are necessary to help us know which patient needs which intervention at which time so we can be more effective and provide greater value with our care.”

WEATHERING CHALLENGES While navigating Shepherd’s trajectory of support across Atlanta, Dr. Backus is aware of the healthcare industry’s challenges, particularly within the realm of rehabilitation.

“One of the most significant issues is the flattening of reimbursement and lack of insurance coverage for services, notably in the rehab sector.

“Although this is a problem across

the entirety of the healthcare industry, this is a particularly detrimental combination for rehabilitation, which is often a lengthy, complex, and lifelong process for people after a traumatic event,” she explains.

This is especially pertinent considering that not providing the appropriate care can exacerbate secondary conditions, costly comorbidities, and complications that increase the cost of healthcare, having huge detriments to many patients’ quality of life.

“Rehabilitation needs to be comprehensive enough to address everything that people need, so an individual doesn’t develop secondary conditions, which lead to even more costs when people aren’t able to work and contribute to society in a positive way,” Dr. Backus concludes.

Since Shepherd was built with a patient-centric approach, it continues to provide optimum care to help reduce the need for secondary support, ultimately benefiting the overall healthcare industry and society, by reducing long-term costs.

SHEPHERD CENTER Tel: 404-352-2020 www.shepherd.org North America Outlook Issue 19 | 153

EPC GROUPE MINING

S TAT E O F T H E ART EMULSION PRODUCTION T E C H N O LO GY

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EPC Groupe has led the way in commercial explosives manufacturing for 130 years.

We delve into the industrial projects igniting the Canadian mining industry with Ferdinand Bodénan, Senior Vice President of EPC Canada Writer: Jack Salter | Project Manager: Lauren Robinson

A

relatively confidential industry unknown to the public, modern commercial explosives have become extremely stable and safe to handle.

One of the world’s leading manufacturers is EPC Groupe (EPC), founded in 1893 and a key actor in developing new explosives technologies over its 130-year history, always placing safety as the first priority.

Explosives manufacturing remains the main activity of EPC (60 percent), complemented by drilling and blasting, which is directly linked to the use of explosives, and demolition, where the company is a leading player in the French market.

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EPC GROUPE MINING

Today, EPC is a public company listed on the Euronext Paris stock exchange, generating €517 million in sales in 2022 and employing 2,600 people internationally across its 44 subsidiaries, including the Senior Vice President of EPC Canada, Ferdinand Bodénan.

Having originally joined EPC in January 2010 as Deputy Finance Manager for its Senegalese drilling and blasting subsidiary, Mr. Bodénan eventually had the chance to work at the group’s head office in Paris as International Financial Analyst.

“This position was very exciting, as it gave me the opportunity to see all of EPC’s activities,” he recalls.

“In 2015, I was then appointed as CFO of EPC Sverige (Sweden) and EPC Norge (Norway), which gave us the opportunity to work differently in each territory.”

MULTI-PROVINCE OPERATION Following two years in Scandinavia, Mr. Bodénan assumed his current role at EPC Canada in early 2017 after the group acquired a local independent 156 | North America Outlook Issue 19

explosives manufacturer in the north of Ontario.

With a tradition of international development, the acquisition was a great opportunity for both EPC and Mr. Bodénan to develop the group in a country where mining is a very important industry.

“Canada is one of the largest mining countries in the world, and positions itself as a competitive, sustainable, and responsible field for mining,” notes Mr. Bodénan, who also acts as Area CFO as part of EPC’s development in the Americas.

“The Canadian government has developed the Canadian Minerals and Metals Plan to promote the mining of strategic minerals and to support the growth of new technologies that

address climate change challenges.

The market is going to grow and evolve, and new, greener technologies are needed, so it is an exciting time.”

EPC Canada has subsequently expanded from being a local business to a multi-province operation, reaching more clients as a result.

Thanks to its strong customer service, the subsidiary was rapidly able to capture a share of the Quebec quarrying market.

“Today, we are present in both the mining and quarrying markets in Quebec and Ontario,” reveals Mr. Bodénan.

“We have also been growing our team and are excited to onboard new talents in the coming months and years.”

“ C A N A DA I S O N E O F T H E L A R G E ST M I N I N G COUNTRIES IN THE WORLD, AND POSITIONS I T S E L F A S A C O M P E T I T I V E , S U S TA I N A B L E , AND RESPONSIBLE FIELD FOR MINING” – F E R D I N A N D B O D É N A N , S E N I O R V I C E P R E S I D E N T, E P C C A N A D A

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EPC GROUPE MINING

As well as being fast-growing, EPC is an efficient and agile organization that acts promptly when there is a decision to be made.

The group also keeps key equipment in its inventory to meet client requests at short notice for projects around the world, giving it a strong advantage when timeframes are tight.

“EPC has organized its resources in a simple and effective way. Our industrial and innovation division, EPC 2i, is fully dedicated to developing and delivering solutions to EPC’s subsidiaries,” Mr. Bodénan tells us.

“We have readily available designs for any type of equipment related to explosives manufacturing or usage.

All our technologies include hazard and operability (HAZOP) and hazard identification (HAZID) tools.”

EMULSION PRODUCTION EPC Canada finalized two industrial projects in 2022, the first of which consisted of upgrading the company’s Kirkland Lake plant in Ontario.

The extensive upgrade incorporated automation into the plant, with all production lines now being fully monitored by a

programmable logic controller (PLC).

“This investment has increased our production capacity in terms of volume and the number of formulations we can make, as well as quality controls,” informs Mr. Bodénan.

The second was the construction of a brand-new emulsion plant on the Bloom Lake mine site in Fermont, Quebec, producing 30,000 metric tons per annum (mtpa) of a single salt 70/30 gassed emulsion blend.

Bloom Lake is supplied by EPC Canada and owned and operated by its client, Champion Iron, who possesses a portfolio of exploration and development projects in the Labrador Trough through its whollyowned subsidiary, Quebec Iron Ore. EPC Canada was first introduced to Quebec Iron Ore in 2018, which was quickly followed by a site visit to learn more about its operations.

“We believed that we could do things a little differently by working closely with the mine team,” says Mr. Bodénan.

To minimize the risk of changing supplier, EPC Canada offered to trial the production of emulsion on-site in real conditions.

The trial offer incorporated the set-up of a totally new supply chain for the project before Quebec Iron Ore’s decision to go ahead and try

EPC – CORE VALUES Safety Passion Integrity Respect Innovation Teamwork “SPIRIT underpins all that we do on a day-to-day basis, and we undertake all projects with our “Esprit d’Equipe” mindset.

We focus on choosing partners who align with our values.” – Ferdinand Bodénan, Senior Vice President

“EPC IS AN EXPERT IN COMMERCIAL E X P LO S I V E S A N D W E L I K E TO FO C U S O N O U R C O R E B U S I N E S S T O B R I N G VA L U E T O O U R C U STO M E R S ” – F E R D I N A N D B O D É N A N , S E N I O R V I C E P R E S I D E N T, E P C C A N A D A

“We are proud of our team operating on the mine. It is remote, and the conditions are extreme, but their passion and professionalism deliver on our promise every day of the year,” praises Mr. Bodénan.

GREEN STEEL EPC Canada’s solutions was formalized at the end of April 2019, marking the beginning of the project.

“We mobilized an emulsion modular plant, a mobile explosives manufacturing unit, raw materials, and a complete team of operators to produce emulsion on site in real conditions,” Mr. Bodénan shares.

Fully up and running in less than four months, the first batch of emulsion was produced at the plant

before the end of August 2019.

“I don’t believe many companies, if any, would be able to achieve that, especially in a remote location like Fermont. This is probably one of the most exciting achievements I have worked on with EPC.” A year later, EPC Canada was contracted to replace the emulsion plant mobilized for the trial with a larger permanent installation that was built in 2022.

Bloom Lake is an open pit operation with two concentrators that primarily source energy from renewable hydroelectric power, making it a key player in green steel production.

The two concentrators at Bloom Lake have a combined production capacity of 15 million mtpa and produce a low contaminant, highgrade 66.2 percent Fe iron ore concentrate, with a proven ability to produce a 67.5 percent Fe direct reduction quality concentrate.

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EPC GROUPE MINING

The high-grade iron ore concentrate produced at Bloom Lake will contribute to reducing the steel industry’s greenhouse gas (GHG) emissions by a level equivalent to taking 420,000 cars off the road each year.

Therefore, Champion Iron’s production is already trading at prices higher than the Platts IODEX 62 percent Fe iron ore benchmark, driven by the understandably growing interest in high-grade iron ore concentrate.

“This trend is expected to continue as the steel industry shifts to

lower-carbon production methods,” Mr. Bodénan observes.

In January 2023, Champion Iron also announced the positive findings of a feasibility study that evaluated upgrading half of Bloom Lake’s capacity to a direct reduction quality pellet feed iron ore concentrate and approved an initial budget to advance the project.

EPC Canada has kickstarted some initiatives to reduce GHG emissions and lower its impact on the environment, understanding that climate change is affecting everyone, even more so in developing countries.

Acting green is not something new for EPC as a group, as it has acted in favor of the environment on its sites for decades.

“I believe corporations have a role to play to change the way the economic world is producing,” Mr. Bodénan affirms.

DIGITAL TRANSITION Over recent years, EPC Canada has also been integrating new information management technologies, such as a new enterprise resource planning (ERP) system and a dematerialized cloud-based platform for account

NORTH AMERICA OUTLOOK: WHAT MAKES EPC A LEADER IN EXPLOSIVES TECHNOLOGY? FERDINAND BODÉNAN, SENIOR VICE PRESIDENT: “EPC does not manufacture ammonium nitrate, one of the key raw materials for explosives manufacturing.

“Therefore, we don’t focus on the quantities of explosives we manufacture, but rather the energy of our explosives and how to optimize its use and avoid wasting it, hence our motto “Concentrated Energy”. We would rather sell better than sell more, as it brings more value to our clients.

“Innovation is one of our core values, and we are always seeking ways to do better.

Nowadays, we are still investing in R&D for products and equipment, in addition to our investments in digital solutions over the last decade. These solutions are incorporated into our Vertex© suite, providing enhanced capabilities for mining engineers to generate value and improve the environmental impact of blasting operations.

“In the 90s, EPC started to enter into the drilling and blasting business and ceased to be only an explosives manufacturer. This gave us the opportunity to learn a lot and develop a robust team of expert engineers, technicians, and operators. Today, we are able to provide advanced support and technical services to our clients.”

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payables, automating the company’s various administrative processes.

EPC Canada has additionally transitioned to a fully digital human resources (HR) platform, as well as a secure cloud-based solution for data storage and sharing, ensuring smooth and effective access to critical data when needed by the appropriate stakeholders.

“We are also using Microsoft Power BI intensively to build efficient dashboards and reports for each area of the business.”

Looking ahead, despite bidding for some mining and quarrying project

tenders, the priority for EPC right now is not on growing explosives volumes.

Rather, the goal is to build strong partnerships with clients and develop innovative solutions to improve the company’s operational performance.

Canada is at the heart of EPC’s development strategy, and EPC Canada’s focus is equally on continuing to structure and stabilize the business.

“We are focusing on growing healthily, attracting talent to the organization, and bringing innovation to our clients,” concludes Mr. Bodénan.

EPC GROUPE Tel: +1 819 412 2100 info@epc-groupe.ca www.epc-groupe.ca

North America Outlook Issue 19 | 161

THE FUTURE OF MINING As the world’s largest and most experienced supplier of grinding media, Jim Anderson, CEO of Molycop, discusses how the company’s continued investment in research, development, and advanced technology delivers improved outcomes to customers Writer: Lauren Kania | Project Manager: Thomas Arnold

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MOLYCOP MINING

W

ith over a 100-year history built on reliable innovation and a conscious global footprint, Molycop is a time-tested, world-leading partner for consumable products, instrumentation, and services for the global mining industry and rail and manufacturing sectors in Australia.

With origins tracing back to the Australia-based Commonwealth Steel and US-based Sheffield Steel

businesses, both of which independently developed grinding media products for minerals processing, Molycop prides itself on providing innovative and high-quality products, world-class technical support, and delivering outstanding supply assurance.

“We’re incredibly proud that Molycop’s strength is not one or two things in isolation; it is the sum of our parts,” opens Jim Anderson, CEO of Molycop.

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BRIEF HISTORY OF MOLYCOP: “We are focused on helping our customers increase throughput and maximize recovery with our portfolio of products and services across milling, flotation, leaching, process optimization, and training.”

Coming from a rich and deep history of serving the world’s copper and gold mining segments, Molycop now operates a global business model with over 1,500 dedicated employees who service over 400 mines across 40 countries, being the largest grinding media supplier in the world.

With major operations in Chile, Peru, Mexico, the US, Canada, Australia, Indonesia, and Spain, Molycop leverages the full talent of its network to provide the best solutions for customers with a unique local nuance and expertise.

1917: First site established under Commonwealth Steel in Waratah, New South Wales, Australia 1930s: Sheffield Steel invented and patented the first heat-treated grinding media alloyed with molybdenum and copper, giving rise to the Molycop brand name 1961: Sheffield Steel began its international expansion into Chile 1998: Commonwealth Steel expanded into Indonesia 2002: International plants were acquired by Scaw Metals Group 2007-2010: The foundation of the business as it operates today emerged, with OneSteel acquiring Commonwealth Steel through its purchase of Smorgon Steel and then acquiring the North and South American grinding media operations of Scaw Metals 2011: Under OneSteel ownership, all the business’ grinding media manufacturing facilities merged into a common Molycop organization, creating the largest grinding media company in the world 2017: Acquired by American Industrial Partners (AIP), Molycop adopted a global business model continuously improving its fulfillment and service innovation 2018 – 2019: The company embarked on further geographic expansions acquiring Donhad (Australia) and Metso Sabo and expanding its reach into Africa and the

AT THE CUTTING EDGE OF INNOVATION “Innovation is in Molycop’s DNA.” Being able to call yourself an industry leader is no small feat; Molycop has been able to set these 164 | North America Outlook Issue 19

Middle East.

2020 – 2023: Molycop has developed a comprehensive instrumentation and process optimization offering through the acquisition of Mill Trakka sensor technology, Digital Control Lab (“Millslicer”) and Process IQ.

ONSITE SCRAP METAL PROCESSING DONE PROFESSIONALLY AJA Industrial Services specialise in onsite scrap metal processing and supporting scrap yards in planning and managing all scrap processing from sorting to cutting to logistics.

We are fully equipped to provide a professional yard, onsite cleanup service including fit for purpose machinery, floats and trucks.

We are experts in the deconstruction of redundant and decommissioned complex machinery across all sectors. We are the market leaders in value for money, large scale steel processing operations.

With our experience and fit for purpose equipment we are able to meet and crush quotas consistently.

We provide you with the tools, strategies, and expertise to accelerate all your processing needs and offer Short- or long-term contracts, Onsite resizing of scrap metal across all sectors for transport, FIFO, Project Management, site clean-ups and Machine Hire.

PH: 0419 899 655 | Email: jasson@ajais.com.au | info@ajais.com.au www.ajais.com.au

“ I N N O VAT I O N I S I N M O LY C O P ’ S D N A” – J I M A N D E R S O N , C E O , M O LY C O P

standards and differentiate itself as a result of its investments in research and development (R&D) and the people who work hard to make results happen – whether it be by upskilling or attracting the industry’s brightest minds.

In addition, Molycop has partnered 166 | North America Outlook Issue 19

with some of the world’s leading universities, acquiring a competitive edge when it comes to developing and retaining people, ensuring that they are well-equipped for the future.

“Importantly, the way we collaborate with our customers and stakeholders also drives this

progress,” clarifies Anderson.

The innovation strategies Molycop provides aim to yield fast, credible solutions to the social and fiscal challenges that customers face. These strategies also enable the sustainable liberation of resources essential for a better tomorrow.

MOLYCOP MINING

We are experts in on-site services, total scrap management and add value to your by-products through our innovative recovery processes.

Making a material difference SCE Steel Services leads the industry with a comprehensive and pioneering array of pre- and post-production services.

SCE Steel Services provides the following specialist on-site solutions to the steel industry and other major metallurgical producers: • Materials and by-product handling • Slag handling, processing, marketing and sale • Metal recovery, collection and steel cutting • Dust agglomeration, for recovery of valuable elements • Refractory removal, processing, marketing and sale • Transport and logistics

1300 333 SCE | sce-aust.com | info@sce-aust.com

TERRACE FABRICATIONS Terrace Fabrications is a leading familyowned steel fabrication company, founded in 1979 by Victor Ruban and based in Heatherbrae, NSW. With over four decades of experience, Terrace Fabrications now has over 20 employees and has remained a trusted partner in providing bespoke services to a diverse range of industries, including manufacturing, processing, mining, and construction across The Hunter and Upper Hunter regions.

We provide a variety of services that cater to the diverse needs of our clients, ensuring a comprehensive solution for their projects. These include: • Steel fabrication • Plate work • Mining equipment fabrications and repairs • Ladles • Tank and pipe work • Screening equipment

Our unwavering commitment to quality and customer satisfaction has earned us an unrivalled reputation in the market, cementing our position as a leader.

Ph: (02) 4987 3881 E: enquiries@terracefabrications.com.au terracefabrications.com.au

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MOLYCOP MINING

“Together we are able to solve the big challenges our industries face, setting new benchmarks, evolving to market trends, and ultimately delivering improved outcomes for our customers,” notes Anderson.

The future of mining, like that of any industry, is always changing, and Molycop is all about ensuring the change is for the better. By playing our part in the transformation of the mining sector and improving the ways in which everyday things get done, Molycop is always aspiring to be innovative and ahead of the curve, with a constant focus on forward momentum.

PROCESS OPTIMIZATION SOLUTIONS As is expected in any major industry that plays a large part in driving economic growth, the mining industry is continually evolving and facing new challenges, including pertinent subjects such as declining

Jim Anderson conferring with colleagues

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NORTH AMERICA OUTLOOK: COULD YOU TELL US MORE ABOUT MOLYCOP360?

Jim Anderson, CEO: “Our Molycop360 business, while Australian-centric, provides integrated logistics and waste management solutions predominantly on the East Coast of New South Wales. The business captures waste streams such as used grinding media, conveyor belts, and mining tyres. The scrap steel and rubber crumb are used in the steelmaking process to produce new products at Molycop’s site in Waratah. This is a model that Molycop is looking to globalize to deliver on our circular economy efforts.”

head grades, skillset challenges, and developing local communities.

However, technology is an enabler that allows the industry to meet these challenges head-on.

“Molycop has been the leader in our industry for over 100 years, and it’s only a natural progression and is expected we take a leadership position in working with our customers to help them solve these issues through the use of more advanced technology,” comments Anderson.

Operating with the desire for constant evolution and standing at the forefront of the industry, Molycop has established a new business portfolio under the strength and reputation of the company brand to emphasize its commitment to sustainability and innovation with the extensive range of products and services at the customer’s disposal.

For example, Molycop’s innovation team has significant research projects

MOLYCOP MINING

Stanton Engineering Consultants Stanton is assisting Molycop with satisfying their safe use requirements for overhead bridge and gantry cranes.

Are you meeting your safe use responsibilities?

In addition to routine inspection and maintenance by crane technicians, the mandatory requirements for third-party input are: • An independent periodic third-party inspection (PTPI) • A DWP assessment (DWP) Stanton’s PTPI/DWP package is used by a range of large crane fleet owners.

Our package assists these crane owners in satisfying their safe use responsibilities.

Note that major inspections are not required if your crane (or hoist) has not passed 100% DWP. If a major inspection has been recommended, talking to the crane specialists at Stanton will likely help your budget bottom line.

We can also help with compliance auditing, fatigue/strength assessment, anti-derailment design, certification of past-DWP cranes and much more.

Phone: +61 438 523 610 | Email: cranes@stancon.com.au Website: https://www.stancon.com.au/

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MOLYCOP MINING

“ O U R U N I Q U E S E L L I N G P O I N T I S O N E T H AT P L AC E S U S B E YO N D D I R E C T C O M PA R I S O N .

W E ’ R E I N C R E D I B LY P R O U D T H AT M O LY C O P ’ S ST R E N GT H I S N OT O N E O R T WO T H I N G S I N I S O L AT I O N ; I T I S T H E S U M O F O U R P A R T S ” – J I M A N D E R S O N , C E O , M O LY C O P

underway with leading universities in materials science and comminution.

With a major initiative such as the development of the Molycop Digital Engine, projects such as these underpin the future product and service developments within the company.

“These new capabilities truly build on Molycop’s rich history, paving the way for a future that’s better when we create it together,” expands Anderson.

Under one strong identity, Molycop prides itself on its holistic portfolio offered to customers, continuously raising the bar for progress, accessibility, and reliability.

ARTIFICIAL INTELLIGENCE AND MACHINE LEARNING Molycop has placed a focus on moving beyond the accuracy and flexibility limitations of traditional

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mineral processing analytical techniques, which were traditionally based on empirical models and rulebased systems, to opportunities in new powerful tools for data analysis, prediction, and optimization.

“Around the world, we are seeing a positive impact in the way Molycop’s customers are benefitting from artificial intelligence (AI) and machine learning (ML),” notes Anderson, “including real-time predictions and the optimization of mineral processing operations.”

One such example of this positive impact that has been developed to predict the behavior and optimize the performance of comminution circuits is the Molycop Digital Engine, an advanced intelligence computational framework specifically tailored for optimizing crusher-to-floatation circuits. Additionally, the Digital

Engine is integrated with Molycop’s mill monitoring system, including shell and mill sensor data with main operating variables.

Always leading the way for progress and innovation, Molycop’s Dr. Yousef Mohammadi will present a paper, eMolycop Digital Engine: Machine Learning-accelerated SAG Mill Optimization, at SAG 2023 in Vancouver. And Mukesh Singh Bisht, who is undertaking his PhD co-supervised by Molycop at Sydney University, will present a poster display titled “Heterarchical Comminution Model for Rotary Mills”.

Advanced instrumentation, data capture and visualization, and data integration with AI and advanced analytics overlay are all aspects that are crucial to the future of mining and are supported by Molycop’s global team of qualified experts.

GLOBAL SUSTAINABILITY As a company with an expansive global reach, Molycop works to positively impact people, support local communities, and minimize our environmental footprint through every aspect of the company.

Committed to the pursuit of greater sustainability in a manner that allows

for superior efficiency of resources and achieves the highest standard of environmental performance, Molycop is dedicated to creating lasting benefits that are responsible, transparent, and respectful to the rights of all.

Polymer Injection Technology (PIT) is a groundbreaking initiative Molycop, in collaboration with the University of New South Wales (UNSW), is spearheading to reshape Electric Arc Furnace (EAF) steel manufacturing by partially substituting traditional coke with rubber from tyres and other sources.

“The benefits are many; however, the clear environmental stewardship is a focus area for us. Beyond financial advantages, PIT significantly reduces carbon emissions by minimizing electrical energy consumption,” expands Anderson.

Additionally, Molycop has developed a sustainability strategy to articulate priorities, provide clear actions to meet objectives and enable the monitorization of progress against agreed targets.

This strategy includes three strategic pillars: “doing better for the future, with a focus on environmental

material topics; doing what matters, ensuring our social works and people focus is maintained; and doing what’s right, managing our organization with strong ethics and governance arrangements,” explains Anderson.

Molycop also has a critical role to play in helping the industry deliver the copper it needs for a low-carbon future, as the demand for copper used for solar and wind is forecast to double by 2035. In doing this, Molycop is focusing on delivering consumable products that have increased wear life and are optimized for varying mill operating conditions – increasing the throughput and recovery in the comminution process.

With the belief that one of the best ways to promote sustainable development is to innovate new and better technologies and to change current ways of operating, the focus is always on the future at Molycop, taking the responsibility of providing for customers very seriously.

molycop.com North America Outlook Issue 19 | 171

THE FINAL WORD To round off each issue, we ask our contributing business leaders for their views on the same question

What does good leadership look like to you?

Jeff Brammer Co-founder and CEO, The Concert Stuff Group “Leading from the front, not the rear, and leading with Integrity.

Never ask someone to do something that you wouldn’t do yourself and don’t be afraid to make a mistake, realize it quickly, own it, and of course correct it. Finally, have faith in your people, clearly communicate to them what you want them to do, and then let them do it!”

Stuart Smith Jr. General Manager, Turner Construction “Good leadership to me is caring for the individuals who support the organization, whether it be employees, clients, or partners holistically.”

Mandar Pendsé CIO, PlaneSense “I am a firm believer that good leaders lead by example and stay close to the field where the action takes place. They are the ones that intimately know their function, department, or organization.

If they have risen through the ranks, they are more likely to be credible. For example, our CEO is the Founder of PlaneSense and very much hands-on when it comes to the core products we sell. Good leaders are those that synthesize information from various sources, consult their staff, and rely on collective experience to make fact-based decisions. Leaders that practice ‘Gemba Walk’ tend to have a good pulse on the teams they lead.

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Instilling raison d’être in their teams is a key attribute of good leaders; they are also good collaborators with other leaders to create a high performing organization. Good leaders are those that are not afraid to make hard decisions.”

Philip Windham President and CEO, Nortek Global HVAC “Good leaders must be able to listen and empathize with all types of personalities; navigate the unexpected and remain calm when the storm around them is at its fiercest; be self-aware enough to listen to their team and be self-confident enough to make the difficult decisions; and look downstream for what’s coming next and trust their teams to handle what’s directly in front of the business, but be nimble enough to jump back in when

the boat needs an extra oar.”

Elijah Dobrusin Vice President of Sales and Marketing, Leach International Corporation “What's really critical is that you get the entire team together on the same page. It's about helping to point the organization in the right direction, but that people are heard and the great ideas from the team come through, because the people doing the work every day know what's best for the organization, our customers, and our products. Good leadership is about helping get all of that and moving it forward.”

Are you a CEO/Director with a company story to tell? Contact North America Outlook now!

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