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Welcome to our 22nd edition of North America Outlook.
Canada’s courier industry is rapidly growing and everchanging, with consumers demanding greater choice, more convenience, and faster delivery.
Customer expectations have also been heightened by the rise of online shopping and e-commerce sales, resulting in new services and business operations to meet evolving needs.
Throughout the country, UPS Canada is an integrated provider of air and ground pick-up and delivery services, as well as offering a wide range of domestic and international shipping and logistics services.
Our latest issue delivers extensive and comprehensive coverage of the company as we unpack what makes UPS Canada stand out in a competitive market.
“As an organization, we combine digital solutions with our global integrated network to create more value for our customers and new revenue opportunities for UPS,” imparts Stephanie Dexter, the company’s first female President.
Next-generation geothermal technologies are equally creating enormous value for the continent, with North America uniquely positioned to be a world leader given its significant expertise in the space and its ability to dominate the market.
Geothermal technology-based energy company, Eavor Technologies Inc., has developed a novel solution that enables scalable, firm, emission-free energy to be generated anywhere on the planet.
“I believe we have an incredibly exciting technology that has the potential to be disruptive on a global scale,” Neil Ethier, Vice President of Business Development, tells us.
Delivering almost every type of care for its patients, meanwhile, is Rady Children’s Hospital, a tertiary and quaternary acute care, non-profit pediatric hospital in San Diego, California.
With more than 40 locations, Ray Children’s Hospital is the only medical institution in the area dedicated exclusively to pediatric healthcare and the region’s only designated pediatric trauma center.
“We consider ourselves experts in pediatrics for the region, so we make sure we have strong collaborations and associations and that our expertise is readily available,” states Managing Director, Senior Vice President, and COO, Nicholas Holmes.
There are indeed numerous experts from across a wide range of industries contained within this issue, including Family Entertainment Group, Jim Dent Construction, Richmond Plywood Corporation Limited, and more.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
46 SHOWCASING
LEADING COMPANIES
Tell us your story and we’ll tell the world
SUPPLY CHAIN
48 UPS Canada
The Ultimate Journey
A peek inside Canada’s premier package company
80 America’s Service Line
An Elite Food Delivery Fleet
Dispatching excellence to the US food transportation industry
92 Storage Solutions
Simple, Smart, Strategic Solutions for every square foot
102 Lanter Delivery Systems
Delivering Excellence Night and Day
Dedicated quality and shared value
114 BCI Worldwide
Realizing Worldwide Eminence
Complete management solutions
120 J.D. Irving, Limited
Spearheading Logistical Synergy
Service, quality, and innovation since 1882
126 Helijet International
Enabling Evolution
Facilitating the future of aviation
134 Halifax Transit
Transforming Transit
Meeting the demands of a net zero future and increasing ridership
140 MHI RJ Aviation Group
Innovation in Aviation
Moving the world forward
HEALTHCARE
150 Rady Children’s Hospital
Sharing Success
Contributing excellence to the medical community
162 Varex Imaging
Making the Invisible Visible
Pushing the boundaries of technological innovation for all
ENERGY & UTILITIES
170 Eavor Technologies Inc.
Local Energy Autonomy
The world’s first scalable form of clean, baseload, dispatchable energy
200 Pep Boys Auto Services & Tires
Going Further So You Can Go Farther 103 years of automotive excellence
MANUFACTURING
208 Miller Industries
Towing and Recovery Titans
Vehicles that push the limits to recordbreaking success
218 Richmond Plywood Corporation Limited
Growth and Sustainability
218
226 Workhorse
Evolving the Stable
Electrifying innovation and development
CONSTRUCTION
232 Jim Dent Construction
Start-to-Finish Solutions
Exceeding expectations in challenging conditions
244 Moriyama Teshima Architects
Going Beyond Sustainability
Spearheading the benefits of regenerative design
A highly successful and enduring plywood cooperative 170 RETAIL
182 Family Entertainment Group
Facilitating the Future of Fun
Game-changing entertainment
192 CSN Collision
An Era of Change
Collision repair riding the waves of time
MINING
254 Manroc Developments
Carving Out a Legacy
Community and consistency in Canadian mining
262 Aris Mining
Delivering Growth Responsibly
Protection enabled by small-scale mining
BACKING THE FUTURE
CALIFORNIAN-BASED ALEF
AERONAUTICS has revealed that pre-order numbers for its two-seater flying car, the Alef Model A, have reached a new record. Previously, the SpaceX-backed start-up reported 2,500 pre-orders.
The $300,000 futuristic electrical vertical take-off and landing (eVTOL) vehicle resembles an actual car, with
A SOARING SUCCESS
AIRLINES AVELO AND are preparing for a profitable year after their COVID-19 pandemic debut. The two low-cost carriers were launched in 2021 when US air travel demand was more than 30 percent below pre-pandemic levels, and both are now seeing their operations proliferating.
a mesh shell protecting eight rotors on the inside. Although it is mainly designed for road use, it will also be able to take to the skies.
The company hopes for a 2025 launch date after the Federal Aviation Authority (FAA) granted a special airworthiness certificate, although it still needs further approval for commercial flights.
HEALTHCARE
VIKING INVASION
BIOTECH COMPANY VIKING Therapeutics (Viking) has emerged as a strong potential player in the weight loss drug market. Wall Street analysts say that Viking’s experimental obesity treatment may be “best-in-class” following the release of mid-stage trial data.
The market could be worth $100 billion by the end of the decade, as Viking is just one of several companies racing to join the growing space. The company plans to compete with injectable drugs from Novo Nordisk (Wegovy and Ozempic) and Eli Lilly (Zepbound and Mounjaro), whose treatments sparked the weight loss drug industry’s gold rush over the past year.
According to Cirium data, companies including Delta, American, United, and Southwest Airlines control around threequarters of the US market. Therefore, introducing dozens of new routes across the country is proving effective in balancing competition from larger airlines. For example, offering Los Angeles’ Hollywood Burbank Airport rather than Los Angeles International.
PHOTO BY SAVVA BELIY
METHANE-SNIFFING SPACE SATELLITE
LESS THAN 24 hours after sending four crew members on a flight to the International Space Station (ISS), SpaceX launched 53 commercial satellites from California, including an innovative methane emissions monitor built by a US non-profit organization (NGO).
A NEW CHARGE
AS ELECTRIC VEHICLE (EV) sales in Canada break records yearly, the Alberta government has recently implemented an annual EV tax.
When Finance Minister Nate Horner tabled his first provincial budget, he said the tax would be paid when EV owners register their vehicles and would be in addition to the existing registration fee. Starting as early as 2025, EV owners in the province will need to fork out an extra CAD$200 to pay the new fee.
The money will help repair roads and account for the shortfall in fuel tax, which EV owners do not pay; however, hybrid vehicles will be exempt from the tax.
MethaneSAT was developed as a subsidiary of the Environmental Defence Fund to measure methane emissions across swathes of land and sea using a high-resolution infrared instrument. The idea is to identify previously undetected releases from oil and gas operations and other sources. The satellite is a tool for accountability and will name and shame the worst methane polluters.
FINANCE
A BIT RICH
BITCOIN HAS SURGED to its all-time high, shaking off a more than two-year rut that threatened the entire crypto ecosystem. Over the past few months, the world’s first and by far most significant digital currency has been turbocharged by US regulators’ approval of exchangetraded funds pegged to the asset. This has created an opportunity for more traditional investors to incorporate Bitcoin into their portfolios.
According to CoinMarketCap, Bitcoin accounts for over half of all cryptos in circulation and has increased more than 200 percent over the past year. Even more gains are expected when the number entering circulation is halved – a built-in feature of cryptocurrency, which is finite by design.
TECHNOLOGY
AN EXTRA BYTE OF THE APPLE
APPLE HAS REVEALED new versions of its 13-inch and 15-inch MacBook Air featuring its latest M3 chip. The laptops offer sharper 1080p webcams, support for faster Wi-Fi networks, and up to 18 hours of battery life. The design remains the same as earlier models; however, the new chip allows users to add up to two external displays.
The M3 chip was launched late last year with versions for Apple’s iMac desktop computers and more powerful versions for its MacBook Pro laptops. The announcement proves that the technology giant is stepping up its marketing around artificial intelligence (AI). It called the new MacBook Air the “world’s best consumer laptop for AI”.
Collaboration and the Construction Data Sweet Spot
With more data than ever before, and an industry increasingly turning towards greater collaboration, will it finally be possible for contractors and owners to find the sweet spot between scope, schedule, and cost which has so often eluded projects of the past? Catie Williams,
Vice President
of Product
Development
at InEight, discusses
Writer: Catie Williams, Vice President of Product Development, InEight
The relationship between asset owners, designers, and contractors is changing.
While previous contract methods had clear responsibility delineations and hand-offs, more projects are being built with shared risk and collaboration methods.
These collaborative methods pave the way for greater transparency, more equitable risk sharing, and enhanced visibility of project data, moving the industry away from historic patterns of disconnect, misinformation, and contention between parties.
Although the industry is still finetuning the process of collaborative working, it is a trend that is here to stay.
The use of integrated project delivery (IPD) models is expected to rise by nine percent in the next three to five years, according to this year’s Global Capital Projects Outlook (GCPO), with contractors recognizing its huge potential to
improve stakeholder communications and unlock opportunities for artificial intelligence (AI) and data analytics.
The Scope-Schedule-Cost Sweet Spot
Results from InEight’s most recent GCPO report suggest that this may well be the case, with construction professionals surveyed using collaborative project delivery approaches tending to complete projects on schedule more frequently.
That said, it also found a correlation in the data that saw those professionals reporting staying on schedule the most also reporting the highest overspend.
When risk is shared, as it typically is in more collaborative ways of working, both parties work together on coming up with solutions versus it being one sided, whether that be changes to the scope, resource challenges, or supply change issues.
Teamed with an integrated approach to construction project management, the contractor and owner both have the data and analytic prowess to forecast the various implications of most scope-schedulecost scenarios and collaborate on making a decision that is in the best interest of the project.
Getting a Data Foundation in Place
Being able to make reliable decisions based on these predictions relies on the quality of the underlying data –something that many in the industry are still getting to grips with.
Anecdotally, it seems only a small minority of construction organizations have a consistent data structure, automatically collect data from real time entries, and analyze that data for regular reporting. Without data integrity, it is difficult to be confident in the insights provided.
A key challenge is the unavoidable
fact that projects are so unique and decentralized, driven by different specifications, owners, and project teams.
Data collection has rarely been standardized. While most companies recognize the need to collect and report on some standard elements, it takes years to build up the volume of data needed for predictive purposes.
Some organizations may not be ready to think about predictive analytics, but the advice is to digitalize any remaining processes soon and begin building a data foundation, so it’s ready for analysis when they are.
The effort required to put a data foundation in place should not be underestimated. It goes right to the very core of the business and requires comprehensive change management with strong executive leadership.
For a data foundation to be built successfully, consensus needs to be reached on the business processes
that will support it. Project teams, typically operating in siloes, will execute these processes in different ways, and deciding how to move forward as one is often harder than most people anticipate.
Finding the scope-schedule-cost sweet spot is becoming increasingly possible as the construction industry digitizes and becomes more collaborative in its approach.
However, quality data is absolutely vital and can take longer to establish than most would think. Building a healthy data foundation has a long lead time, and while your organization may not be ready for predictive analytics yet, your future self will thank you for establishing consistent data processes now which you will come to rely upon in the future.
ABOUT THE EXPERT
Catie Williams is Vice President of Product Development at InEight, focused on digitalizing the industry and being a champion for change management and business process standardization for contractors, owners, and engineers. She started her career as an application developer and quickly pivoted into the data and analytics space. Fast forward to today, Williams oversees several application products that drive productivity growth in the construction and engineering industries. She has a passion for efficiency, solving problems, team building, and promoting women in STEM fields. In addition to her work at InEight, Williams helped develop both undergraduate and graduate data science programs for a local university, where she also currently teaches.
PHOTOGRAPHY
Pinky Cole, CEO and Founder, Slutty Vegan
Pinky Cole, CEO and Founder of Slutty Vegan, is one of the world’s most popular and influential celebrity vegan chefs. We find out how her plant-based, vegan burger chain has taken the world by storm
Writer: Jack Salter
As a kid, I always dreamed of being famous, but I didn’t know what that looked like.” Fame for Pinky Cole, the visionary CEO and Founder of Slutty Vegan, eventually came with being the face of her own booming vegan burger joint serving the Atlanta community. Bringing vegan options and food awareness to the city’s West End has always been a lifelong dream of Cole, who first began selling Slutty
Vegan’s signature burgers freshto-order from a shared kitchen via Instagram in July 2018.
By her own admission, there was no method to the madness, however it proved the best way to be able to communicate with customers.
“I came up with this concept in my two-bedroom apartment, thinking that I would only be solving a personal problem of wanting vegan food late at night,” she tells us.
NORTH AMERICA OUTLOOK: HOW HAS SLUTTY VEGAN TAKEN THE WORLD BY STORM?
Pinky Cole, CEO and Founder: “It’s important for me to show that we can have a successful business that is defying all of society’s expectations of what a Blackowned business is supposed to be.
“We serve people. It’s what we do, it’s our ethos, and it’s the core of who we are. That service gives people the ability to know that if they’re having a bad day, they can come to Slutty Vegan and have a good experience. Then, the cherry on top is the burger.
“We get to do that every single day, and even with the changes in our society and economy, people just want to feel good, and I pray that we continue to make them feel good.”
“I wanted to create something where people like me could have a plant-based option when everywhere else was closed.”
Little did she know that Slutty Vegan would end up solving a universal problem by showing that vegan food can be tasty, fun, and playful.
Within a few weeks, Cole was filling orders around the city and serving burgers from a mobile food truck to hundreds of people across Atlanta.
“For the last six years, I have been able to cultivate a sense of community. People who have never experienced veganism before, or probably never wanted to try it, now get excited about opening up their consciousness to eating new items that aren’t compromised by animals,” Cole shares.
“Slutty Vegan is an anchor for bringing people together, no matter their social or economic backgrounds, allowing us to have the most beautiful form of silent protest and provide a safe space to be able to redefine words and food.”
Opening the conversation on vegan food options for people who have never considered them is crucial for Slutty Vegan, who is all about customer service and giving back to the community.
REPUTABLE BRAND
With the food truck business booming, Slutty Vegan quickly opened its first restaurant location on Ralph David Abernathy Boulevard in October 2018.
More than 1,200 customers, some of which had waited in line for several hours, were served on what turned out to be an incredibly busy first day as devoted followers flocked to support the grand opening of the restaurant.
Within the first six months of the opening, Slutty Vegan’s revenues grew to an impressive $4 million, with its disruptive nature taking the world by storm as it relates to guerrilla marketing, owning the vegan space, and being unapologetic about what the company is.
“We have built a very reputable and respected brand. All I have to do is say Slutty Vegan and people are intrigued,” Cole highlights.
“They’re even more intrigued by the fact that I’ve been able to build a business around something that historically has always been considered a rich, wealthy lifestyle. When they start to talk about Slutty
Vegan, they get excited about the fact that the food does not taste vegan.”
INSPIRING STORY
Having expanded Slutty Vegan to restaurants, a bar, and a philanthropic organization, Cole has authored ‘Eat Plants, B*tch’, a collection of 91 delicious, guilt-free, plant-based recipes to indulge in from the comfort of home.
SHIFTING THE NARRATIVE
With mouth-watering photographs and easy-to-follow instructions, the cookbook celebrates Cole’s belief that it is fun and accessible to cook and enjoy irresistible vegan comfort food.
“Eat Plants, B*tch was just another great opportunity to really lock in and show people that vegan food is still food,” she affirms.
“It’s just a mindset shift, and when I tell people about my journey and how long I’ve been plant-based – I haven’t eaten meat since 2007 – they feel like they have the battery on their back to be able to do the same thing.”
In this way, Cole’s story is inspiring people to choose a vegan lifestyle.
“That’s the best part of it all, because I know that as long as I’m changing the life of one person here and there, then my mission is achieved every single day.”
Despite seeing a dip in the vegan movement, Slutty Vegan has truly become a leader in the space and has the opportunity to keep the ignition on.
As it relates to plant-based eating, there are many upsides involved, whether it’s for the benefit of animals, the planet, or health.
“Just like the visionary Dr. Martin Luther King, I plan on shifting the narrative from what veganism used to be and making it a safe space for people around the world.
“No matter your race, age, weight, or height, I want you to know that veganism is accessible and can be fun,” Cole concludes.
PRODUCTIVITY AUTOMATED, INTELLIGENCE UNLEASHED
As the leading autonomy platform driving robotic and artificial intelligence applications at scale, we speak to Gavin Donley, Head of Marketing at Brain Corp, about how the company is empowering organizations to automate and infuse intelligence into its core operations
Writer: Lauren Kania
No matter the industry or customer base served, artificial intelligence (AI) is dominating the future of businesses with its potential to change the way people live, work, and play.
Advances in AI have not only helped fuel efficiency and technology, but also opened the door to entirely new opportunities for companies such as Brain Corp.
Founded in 2009, Brain Corp is an autonomous technology company that creates transformative solutions in robotics and AI. With thousands of autonomous mobile robots (AMRs) deployed globally, the company’s autonomy software, BrainOS®, is enhancing productivity, efficiency, and safety across commercial spaces, including retail stores, schools, warehouses, and more.
Through innovation and strategic partnerships, Brain Corp pioneers the commercial robotics domain, envisioning a future where robots are as commonplace as computers and mobile phones.
Embarking on a journey to reshape the commercial realms with autonomous robotics, the business is at the forefront of creating industry-aligned robotic solutions. By leveraging the robust capabilities of BrainOS®, Brain Corp is broadening the possibilities of what robots can accomplish in commercial and industrial settings.
We speak to Gavin Donley, Head of Marketing at Brain Corp, as the company continues to innovate and look towards the future. Its vision extends beyond current market demands, aiming to fulfill the ever-changing needs of different industries, making a significant impact on society by transforming the way people exist.
North America Outlook (NA): Firstly, please introduce us to Brain Corp as the global leader in AI robotics.
Gavin Donley, Head of Marketing (GD): Based in San Diego, Brain Corp is a leading autonomous technology company creating transformative solutions in robotics and AI. Our main product, BrainOS®, is an autonomy platform that empowers organizations to automate operations with robots and infuse intelligence with AI-powered analytics into core operations like floor care and inventory management.
Partnering with global manufacturers such as Tennant Company and Dane Technologies, we create scalable, self-driving robots based on our BrainOS® platform. Today, more than 30,000 robots are deployed worldwide utilizing the BrainOS® platform across commercial environments open to the public, including stores, schools, warehouses, hospitals, airports, and more.
By deploying robots using BrainOS®, end customers gain access to an advanced suite of capabilities, including robotic autonomy, analytics, operations tools, and autonomy services. Through our product suite and services, organizations are turning physically manual operations into automated, intelligent workflows that are more efficient and productive, ultimately providing essential support for teams facing understaffing and overwhelming demand.
NA: Can you expand on Brain Corp’s goal of creating a safer and more efficient future through the use of the world’s largest fleet of AMRs?
GD: We aim to help transform industries by leveraging the power of AMRs to make workplaces safer, more enjoyable, and more productive, especially in areas where people are working on dull, dirty, and dangerous tasks.
Robots provide a solution to make up for the shortfalls in labor availability, helping support their teams by removing the burden of monotonous, time-consuming tasks, which we see in the applications we address between floor care and inventory management.
Consider the retail industry, for example. It has been reported associates are not satisfied, a statement backed by the fact that 75 percent of retail workers report being bored at work, and a “quit rate” outpacing the overall US quit rate by more than 70 percent Retailers regularly face the challenge of replacing more than half of their store staff every year, which puts a burden on the remaining team and the business.
Gavin Donley, Head of Marketing
This is why we have focused on powering robotic and AI solutions that can significantly help retailers and their teams achieve more.
By automating repetitive and potentially hazardous operations, especially in areas like commercial floor care, robots can minimize the incidence of accidents and injuries in the workplace. This not only protects human workers but also reduces costly downtime and other liabilities. Additionally, in the context of efficiency and productivity, almost every industry is being impacted by a worldwide chronic labor shortage.
For example, we have partnered with Dane Technologies to create the Dane AIR™, a fully autonomous inventory scanning robot that can help retailers remove a huge time burden on its employees, allowing them to have more time to handle tasks that align with what they want to do – sell and serve the customers.
NA: How is Brain Corp driving robotic and AI applications at scale, empowering organizations to automate and infuse intelligence into core operations?
GD: Utilizing a platform approach to robotics, we have teamed up with global manufacturers to create and deploy robots across industries. This strategy allows us to expand our business while providing a better solution for our customers through:
• Extensive sales and support networks: Our partnerships with global manufacturers offer unmatched reach compared to standalone robotics companies. This means our customers, particularly those with nationwide or global operations, benefit from robust sales, deployment, and support networks already in place covering all their locations. The reliability of these networks is unparalleled.
• Flexible machinery options: Organizations vary in size and requirements. By collaborating with manufacturers capable of offering a range of machine sizes, we empower organizations to select equipment tailored to each location’s needs. This flexibility is especially beneficial for multi-site operations needing automation solutions with different size specifications.
• Exceptional performance: Teaming up with established manufacturers ensures top-quality equipment, enhancing the customer experience. For instance, in the cleaning sector, while some robotics companies excel in autonomy, they may lack expertise in making highperformance cleaning equipment. Similarly, cleaning manufacturers may lack the necessary expertise to create effective robotic solutions. By integrating our BrainOS® platform, which powers over 30,000 robots and has extensive navigation intelligence, with manufacturers like Tennant Company with over 150 years of cleaning equipment expertise, we deliver a superior, scalable solution with the best equipment and autonomous technology.
NA: Your AMRs deployed in retail environments cover millions of square meters a week, with inventory scanning robots capturing over 20 million images a day. Can you tell us more about this?
GD: Through the BrainOS® platform, which powers the largest global fleet of AMRs in operation in commercial public spaces, we are delivering automated solutions in both commercial floor cleaning and inventory management.
In 2023, we achieved a significant milestone, surpassing 30,000 deployed robots worldwide running on the BrainOS® platform, adding 5,700 new robots across 265 customers in the past year alone. This unprecedented scale of real-world deployments positions us as an industry leader, fostering rapid learning and driving innovation across our fleet.
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Building on the global success of its regional titles – North America Outlook, Africa Outlook, EME Outlook, and APAC Outlook – Outlook Publishing is proud to introduce a digital magazine and web platform dedicated to the manufacturing sector.
As manufacturing organizations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
A multi-channel brand, Manufacturing Outlook brings you the positive developments driven by organizations across the global manufacturing industry through our various platforms. Discover exclusive content distributed through our website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.
Through this compelling new venture, we foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavor, contact one of our Project Managers today.
Additionally, inventory scanning robots running on the BrainOS® platform captured over 7.9 billion shelf images in 2023. Utilizing advanced AI, this massive dataset of images collected by robots is then used to help stores identify out-of-stock items, pricing errors, and misplaced products, empowering retailers to maintain accurate inventory and enhance their customers’ experiences. Some of our other milestones achieved in 2023 included:
• Our fleet of floor scrubbing robots utilizing the BrainOS® platform covered 38 billion square feet, an area roughly the size of Luxembourg.
• Floor scrubbing robots running on the BrainOS® platform logged over
2.3 million hours of autonomous operation in 2023, equivalent to around 287,000 workdays of added productivity.
NA: Can you provide some key details about your plan to make autonomous robot inventory scanning a standard in retail?
GD: For retailers, maintaining and managing an accurate in-store inventory is one of their biggest challenges. Currently, the majority of retailers manually track in-store inventory by deploying associates to meticulously identify inconsistencies amongst tens of thousands of stockkeeping units (SKUs), looking for issues with product availability, price tags, and product locations.
This challenge becomes even more significant when considering the customer’s perspective. For customers, inventory represents their wants and needs, and they expect to find what they want, where they want it, when they want it, and at the expected price. Failing to meet these expectations can result in lost trust, loyalty, and revenue.
Automating the process of tracking inventory in stores with robots and AI can help retailers save by reducing losses from out-of-stock and pricing discrepancies, which costs retailers more than six percent of their total sales, according to The Food Institute.
Already, we have a significant deployment of inventory scanning robots at Sam’s Clubs nationwide, marking the largest deployment
“WE JUST UNVEILED A
NEW INVENTORY
ANALYTICS SOLUTION,
THE BRAINOS® INVENTORYAI SUITE, AND AN AUTONOMOUS ROBOTIC SOLUTION IN PARTNERSHIP WITH DANE TECHNOLOGIES, THE DANE AIR™, TO REVOLUTIONIZE INVENTORY MANAGEMENT IN RETAIL”
– GAVIN DONLEY, HEAD OF MARKETING, BRAIN CORP
of its kind to date, but our goal is to standardize robotic inventory scanning across the retail industry.
To achieve even greater scale, we recently unveiled the Dane AIR™ during NRF 2024, an inventory scanning robot designed for fully autonomous operation. This smaller, nimbler robot is designed for dynamic store environments, offering a solution that will enable us to bring a robotic inventory scanning solution to a wider set of retailers than before.
During NRF 2024, we also introduced the BrainOS® InventoryAI Suite, an AI-powered inventory analytics solution, providing retailers with end-to-end, efficient inventory
management. This analytics offering enables retailers to take action on data collected by Dane AIR™ by identifying and sharing critical issues with associates, such as out-of-stock items, price tag errors, promotional compliance issues, and misplaced products.
NA: What about the new retail solutions you are launching in the coming weeks? Can you tell us more about these?
GD: We just unveiled a new inventory analytics solution, the BrainOS® InventoryAI Suite, and an autonomous robotic solution in partnership with
Dane Technologies, the Dane AIR™, to revolutionize inventory management in retail. With multiple pilots already underway with some of the world’s biggest retailers, we are excited by the positive impact these solutions will have on retailers, their associates, and their customers.
So, more exciting news is just around the corner, as these pilots will soon turn to full-scale deployments!
STRONG WOMEN STRONG COFFEE EQUALS
Shining a light on the importance of female advocacy and supporting their growth in the global coffee network, we take a look at the critical impact of the International Women’s Coffee Alliance
Writer: Lucy Pilgrim
Ahumble morning coffee has become a ritual to live by for millions across the globe, as it is celebrated as the beverage of choice for many.
Yet, with each steaming cup consumed, little thought goes into the process behind the beloved drink, let alone the communities and individuals that make up a key part of the global coffee industry.
One non-profit organization that champions the work of women is the International Women’s Coffee Alliance (IWCA), which unites countries and supports the work and contributions of female communities in the global coffee network.
One demographic acutely affected is women, who face major challenges in the coffee value chain, including underrepresentation and stifled opportunities for growth.
Having an international influence on the industry, IWCA empowers women through leadership development, strategic partnerships, and amplified market visibility, alongside many other initiatives. The alliance was founded in 2003 on the idea of connecting and championing women across three separate nations. A small collective of women from Costa Rica, Nicaragua, and the US were united through their shared conviction of improving all components of the global coffee industry. This important vision materialized when the alliance’s co-Founders, Karen Cebreros, Colleen Crosby, Kimberly Easson, Karen Gordon, Melissa Pugash, and Margaret Swallow met at the Speciality Coffee Association (SCA) headquarters in Long Beach, California.
Together, they created IWCA, and their important message spread far and wide as the founding mission inspired thousands of groups across the world.
Today, this powerful collective champions women to lead themselves and their communities to have a greater voice in the coffee production sector, whilst also highlighting to consumers how important it is to support producers.
UNITED BY CHAPTERS
IWCA supports women across the world through education and advocacy to ensure an equitable coffee industry.
In order to do this efficiently and with the most impact, the alliance is made up of an extensive collection of independent and self-governed organizations, known as Chapters. Each Chapter implements strategies and priorities according to their nation’s needs, so that each country aligns with the alliance’s wider mission whilst also meeting geographically specific demands.
In order to ensure a streamlined global organization, IWCA implemented a code of conduct for Chapters to follow in 2018. The code sets out the expectations for each member, volunteer, supporter, and partner, ensuring that women in each community achieve meaningful and sustainable lives.
The US Women in Coffee Association (USWIC), the US Chapter of IWCA, offers a moderated panel discussion by women, for women in coffee, as a proactive colloquium.
IWCA VALUES
RESPECT – Every woman has a unique and valid voice; therefore, IWCA respects every person and their ideas.
SUSTAINABILITY – The alliance supports programs that foster the harmony of environmental, social, and economic impacts.
EQUITY – IWCA supports programs that encourage the equitable allocation of resources in the world.
INTEGRITY – Serving women in coffee is the ultimate aim of the organization, and to further this goal, all decisions are made with integrity and honesty.
COLLABORATION – IWCA believes that collaborations and partnerships are the best way to impact communities, as they hold the solutions to their own problems.
EMPOWERMENT – The alliance supports actions that strengthen women to realize their full potential.
INCLUSION – IWCA supports the inclusion of all – men, women, and youth – working together to achieve a positive impact through empowered communities.
Founded in 2019, the association is committed to supporting female coffee professionals through local and regional engagement across North and Central America.
Educating and supporting women throughout the coffee supply chain ensures that the industry is building a more sustainable platform throughout the world’s coffee market.
Elsewhere, the Honduras Chapter of the IWCA, known as the Alliance of Women in Coffee in Honduras (AMUCAFE), was established in 2013 and has grown to over 350 members, comprising coffee producers, cuppers, baristas, traders, marketers, cafe owners, and more.
In 2018, AMUCAFE partnered with Rainforest Alliance to provide women across the supply chain with training focused on capacity building and financial stability.
The initiative saw over 200 women being trained in a multitude of workshops, such as barista upskilling, cupping, marketing, farm certifications, monetary literacy, and much more.
This incredible project facilitated even greater partnerships with local and international charities, providing support for women in technical agriculture skills, climate change adaption, income diversification, alongside others.
Additionally, the creation of the association and the fantastic work that followed led to AMUCAFE’s leadership being represented at both national and international fairs, causing the greater spread of possibilities for women in coffee.
PILLARS OF PROGRESS
IWCA proactively works towards four pillars of progress to achieve optimal impact, which is a key component of the organization’s strategic plan.
STRONG WOMEN = STRONG COFFEE CASE STUDY
Firstly, IWCA is prioritizing its organizational development to ensure it can provide the best possible programs for its members. This will only be achieved by strengthening the alliance’s human resource capacity to implement these programs.
Moreover, the establishment of an endowment fund will guarantee the stability of financial resources and allow for the sustainable operations of the organization through an annual distribution of income.
Secondly, IWCA is focusing on the efficient communication of its message, which is vital to attracting and engaging donors, partners, and other stakeholders. This will also solidify its brand identity going forward.
Furthermore, through the formation of Chapters, IWCA is able to achieve its vision and mission. This will also strengthen the alliance’s ability to provide impactful programs and sustainable financial resources.
Finally, IWCA wishes to cement its position as a united voice for women in coffee across international platforms, advocating for their issues and the role they play in the industry. Greater R&D efforts will also help develop and inform the organization’s support.
With a steadfast strategy of advocacy in place, IWCA, and its comprising Chapters, have the power to change the trajectory of women in the coffee industry and champion the vital work of female-led communities across the world.
info@womenincoffee.org
www.womenincoffee.org
SPOTLIGHT ON INVESTMENT IN ANTIGUA AND BARBUDA
As the perfect place for sun, sea, and sand, we take a look at how Antigua and Barbuda is expanding its business landscape to become the ideal investment destination
As an idyllic duo of islands at the intersection of the Atlantic Ocean and the Caribbean, Antigua and Barbuda is most well-known for its tantalizing beaches, tropical climate and mangroves, and warm, welcoming hospitality.
Yet, the country’s business enterprise and plentiful investment opportunities are often overlooked.
Providing a picturesque backdrop, Antigua and Barbuda is an exemplary nation to both live and work in. The vibrant country takes pride in the quality of life it can offer whilst heralding a range of flourishing industries.
Antigua and Barbuda has historically been a hotspot for trade and commerce, particularly in the cultivation of sugar and cotton.
Today, the country’s tourism and related services, and construction industries are its biggest contributors to economic activity. Regarding the latter, the influx of tourists that the islands experience every year accounts for approximately 50 percent of Antigua and Barbuda’s GDP, whilst the critical mission of food security and selfsufficiency continues to drive the domestic agricultural sector.
Khaite, New York
INVESTMENT BARBUDA
Antigua and Barbuda is a proud member of the Organization of Eastern Caribbean States (OECS), and with a strong financial currency, the country has many attributes that make it ripe for investment. For starters, it has no foreign exchange controls and provides generous financial incentives for business owners.
Furthermore, the government of Antigua and Barbuda recently launched its Citizenship by Investment Program (CIP) for any internationals wishing to set up shop in the country. Those interested can obtain a passport and full citizenship by donating money to charity or purchasing
considerable real estate, making it a very lucrative opportunity.
Going forward, Antigua and Barbuda strives to delve deeper into the technological advancement of its ICT infrastructure as an important enabler of its economic development. So far, the nation has experienced an evolution in its digital footprint due to increased amounts of private and public spending, but hopes to cement itself as a key contender for international financial investment alongside its burgeoning tourism sector.
INTERVIEW:
ANTIGUA AND BARBUDA INVESTMENT AUTHORITY
Garfield Joseph, Executive Director, enlightens us on the work of Antigua and Barbuda Investment Authority in cultivating the optimum business environment for potential investors with a plethora of enticing incentives
As a governmental department, Antigua and Barbuda Investment Authority (ABIA) provides a vast range of investment promotion and facilitation services to help investors realize their full potential when placing their business in the country. This includes technical support and guidance for small to medium-sized enterprises (SMEs), as well as aiding with
any logistical or administrative pressures.
The authority is also focused on the recognition and development of local entrepreneurs by facilitating the correct conditions for domestic businesses to flourish, whilst also extending practical training and business advisory services.
Additionally, ABIA liaises with the national government to foster the ultimate business environment with the goal of increasing the international reputation of Antigua and Barbuda.
North America Outlook (NA): Firstly, could you talk us through the origins of ABIA and provide an insight into the organization’s initial vision?
Garfield Joseph, Executive Director (GJ): The legislation establishing ABIA was formed in 2006, with the founding principles to facilitate investment flow into Antigua and
A cyclist takes part in the Rohrman Triatlon in Antigua
Exploring Barbuda’s Lagoon
Barbuda via both international and local partners.
In addition to having these two main strategic pillars, our vision involves providing support and training for businesses to make it easier and faster for them to invest, resulting in the growth and economic development of Antigua and Barbuda.
We are currently located in the financial center of the country, which allows us to efficiently provide investment facilitation, business enterprise support and development, as well as homeowner initiatives that are part of a wider program known as the Construct Antigua and Barbuda Initiative (CAB-I).
NA: What does ABIA offer potential investors who are considering relocating their business?
GJ: There are several reasons why people should consider investing in the country.
For one, Antigua and Barbuda is strategically located in the Eastern Caribbean. This means that it’s easy to travel and trade with North America, as the closest point to the country is only a three-and-a-half hour flight away. We also trade with and travel to other places like Europe, with many international flights landing in Antigua and Barbuda every day.
The government of Antigua and Barbuda has invested heavily in the infrastructure that continues to drive business. For example, we have good telecommunication
systems and a first-rate port; as a result, we have the best infrastructure for flights and the shipment of goods in and out of the islands’ ports.
Furthermore, we are a very safe country with one of the lowest crime rates in the entire Eastern Caribbean. Therefore, it’s not only a great place to do business, but a wonderful place to live as a collection of small islands with very friendly people and an extremely safe environment.
Our legislation also has generous concessions for investment, such as duty-free exemptions and tax waivers, which are also applied to international companies investing in Antigua and Barbuda. The key point here is that these incentives are in legislation, so it’s not dependent upon one particular administration’s policy and points towards substantiality.
Another aspect that I think is great is that we have a stable currency in the Eastern Caribbean dollar (EC$). Pegged against the US dollar, it has not fluctuated in over 50 years, so we have good economic growth. In fact, Antigua and Barbuda has had the third-largest growing economy in the whole of Latin America and the Caribbean over the last decade.
We also have an intelligent and diverse workforce that comprises people from across the region which provides us with a multicultural advantage. It’s a great place to do business and has a good quality of life; it’s safe, hospitable, friendly, and has a strong economy and judicial system.
ANTIGUA AND BARBUDA CITIZENSHIP BY INVESTMENT PROGRAM
The explosive growth of the investment migration sector has been a boon to many developing nations. It has afforded them the opportunity to attract scarce foreign direct investment, bolster central government revenues, and stimulate economic activity and sectoral diversification.
In Antigua and Barbuda, the Citizenship by Investment Program, which has been in operation since 2013, has been strategically structured for optimal national impact. With four distinct investment options, the program has been designed to increase direct non-tax revenue to the government, provide investment capital for viable growth sectors in the private sector through its real estate and business investment options, and support the development of the nation’s new university – the fourth landed campus of the prestigious University of the West Indies. It is a comprehensive and transformative development model.
investment returns.
Our suite of investment options is specifically designed to have the broadest appeal and to respond to varying investor requirements. The real estate option offers the greatest number of pathways. It is versatile and a great investment choice. Starting at a minimum investment of $200,000 in approved real estate, savvy investors will find a variety of options for purchases.
Through the country’s Citizenship by Investment Program, individuals and families can secure a second citizenship with:
• No restrictions on dual nationality.
• Citizenship for life once the residency requirement is met.
• No tax on worldwide income, inheritance, capital gains, or
Joint applications by two or more parties who wish to share ownership of a unit valued at $400,000 are also allowed as long as each applicant pays a minimum of $200,000. Applicants may also choose to purchase more high-value real estate. Applications under the
investment in business option require a minimum investment of $1.5 million by a single individual or $5 million for two or more joint applicants, with each making a minimum investment of $400,000. A donation of $150,000, inclusive of processing fees, is required for an application under the UWI Fund, with a minimum of six individuals in the application. The National Development Fund requires applicants to make a one-time donation of $100,000 for a family of up to four individuals or $125,000 for a family of five or more. Processing, due diligence, and passport fees are also payable.
A network of stakeholders supports the efficient operation of the CIP. Authorized representatives promote the program with licensed agents acting on behalf of the applicants. A list of both the approved promoters as well as agents can be found on the unit’s website.
NA: What current investments are the authority conducting to help entice and support businesses?
GJ: Amongst a multitude of sectors, the country’s tourism industry continues to be a main focus in Antigua and Barbuda. We have the EC$2 billion Peace, Love, and Happiness (PLH) project ongoing in the latter, alongside a number of high-end resorts in the former.
The government of Antigua and Barbuda has also recently invested in our deepwater ports to boost the logistics sector, as well as investing in the orange and
blue economy with the hope of prioritizing the latter. We want to take advantage of our 200 miles of (oceanfront) exclusive economic zone by utilizing the fish and renewable energy opportunities that our coastal line affords us.
We also want to prioritize investment in tourism, services, renewable energy, education, and healthcare. For example, we have a stem cell research center that is gaining traction. We want to combine healthcare and tourism services in order to create a unique positioning for Antigua and Barbuda.
Charting New Waters: Arringo Ltd.’s Voyage of Growth in Antigua and Barbuda
St John’s, Antigua and Barbuda - With a visionary stride toward global connectivity, Arringo Ltd commemorates more than a year of establishing a pioneering presence in the economic landscape of Antigua and Barbuda.
Since its inception in October 2022, the Antiguan headquarters has become a cornerstone of Arringo’s global network, as well as a key contributor in the local economy and talent pool. “Our journey in Antigua and Barbuda has been nothing short of exhilarating,” reflects Simon Camilleri, the CEO and major driving force behind Arringo’s international expansion. “From day one, we recognized the immense potential of this dynamic region and the diversity of talent locally. We are proud to have played a pivotal role in amplifying the Fintech discourse here while forging enduring partnerships with local stakeholders.”
Rick Gaue, the Chief Operating Officer, underscores the importance of Arringo’s investment in the country, emphasizing that their commitment to Antigua and Barbuda, is founded on a profound belief in the region’s unexplored opportunities and their steadfast commitment to cultivating mutually advantageous relationships.
When evaluating the future of Arringo’s Antigua and Barbuda office, General Manager Connelly Gardner highlights the inherent opportunities within the region’s distinct challenges. He acknowledges that the most substantial opportunity arises from the most daunting challenge, recognizing the unique mindset of operating from a small island and the resistance to embracing new perspectives and innovative strategies.
Extending Arringo’s footprint outside of Europe to support the client base internationally, especially in English- speaking regions, became a paramount objective. With a focus on customer growth rather than Arringo’s own, the aim is to deliver seamless Fintech services, catering to diverse needs and naturing a strong client base. It is with this focus on customer centricity, as part of the vision of the CEO, and under the stewardship of the Antigua leadership team of Rick Gaue and Connelly Gardner, Arringo has been able to seamlessly integrate its innovative suite of Fintech services in the Caribbean to a broad range of customers across multi-industries.
Innovating modern outsourcing services is an essential pillar of Arringo’s strategy. By embedding technology into their offerings to enhance efficiency and responsiveness, the company aims to provide 24-hour service, ensuring that clients’ needs are met promptly and effectively.
Furthermore, Arringo’s commitment to Antigua extends beyond business operations. The local team embodies Arringo’s values of community engagement and empowerment. With the company practice of ‘local talent first’ Arringo prioritizes the hiring of people locally with favorable conditions. This commitment further extends to up-skilling and training the team, to tangibly contribute to the growth of the Antiguan workforce.
The expansion of the office premises within a year underscores Arringo’s dedication to long- term growth and fostering durable relationships in the region. Recognizing the importance of meeting clients in person, an exciting series of thought leadership events are planned to deepen relationships and impart industry knowledge in specialist areas. These events will also provide an occasion for guests to network across different domains.
“Our journey is at the beginning,” Simon Camilleri affirms, “we are steadfastly forward facing toward the future with optimism. As we embark on the next phase of our journey in Antigua, we do so with a renewed sense of purpose and passion. Together with our dedicated team and visionary partners, we are poised to redefine the contours of success in the constantly changing Fintech landscape.” In an era defined by disruption and transformation, Arringo’s footprint in Antigua and Barbuda is a testament to the force of collaboration, innovation, and unwavering resilience.
Arringo Antigua LTD. Jasmine Court, Suite #03&04, Friar’s Hill Road, St. John’s, Antigua info.antigua@arringo.com www.arringo.com
NA: Could you tell us how the organization is looking to expand investment in the country’s yachting sector?
GJ: Nelson’s Dockyard in Antigua is a UNESCO World Heritage Site and one of the safest harbors in the Caribbean. As a highly secure and efficient port, a lot of ships visit every year, even in the winter and hurricane seasons. Therefore, we are pursuing these opportunities to diversify and grow our economy.
Moreover, Antigua Sailing Week occurs every April and stands as the fourth largest regatta in the world, with no sign of stopping. Not only can we provide a place where visitors can enjoy the sun and the sea, but we can also service yachts during the off-season, such as repairs and maintenance support.
ABIA also wishes to explore the possibility of working on renewable energy sources within the yachting sector. We are in dialogue with several companies who wish to explore
hydrogen as an energy option for large vessels that are currently burning fossil fuels, and Antigua and Barbuda is the ideal place for that.
NA: Similarly, how is ABIA encouraging the further development of the country’s agricultural industry?
GJ: The agricultural industry in the country is greatly affected by our geographical location, as we do not experience large amounts of rainfall, which presents a serious challenge. The upside is that we have an abundance of sun, sea, and sand; the curse, metaphorically speaking, is the limited amount of rainwater every year. However, thanks to the advancement in science and technology, we are pursuing non-traditional farming methods to achieve higher yields, even out of season, by focusing on particular crops and egg farming in poultry production.
We also see this as an opportunity for import substitution. In a population of approximately 100,000, we import as much as EC$100 million (US$1=EC $2.70) in poultry every year, so we have a captive domestic market in terms of levels of consumption. Conversely, while we may not be able to leverage economies of scale, our agricultural sector remains a key growth area for food security. With the right import substitution of approximately 30 to 40 percent, alongside our own produce, we can become more self-sufficient despite the disruptions caused by our climatic conditions, related barriers, and challenges.
Email: info@fasterfreight.co Tel: 462-SHIP or 729-SHOP
WE ARE A FULL-SERVICE INVESTMENT IMMIGRATION AGENCY COMMITTED TO CLIENT SATISFACTION AND PROFESSIONALISM
At Cives Mundi Inc we seek to exceed our customers’ expectations by offering a reliable and complete service, from the submission of the application, the follow up, through the passport stage and post citizenship services. We see the citizenship by investment process as the first step in integrating an investor into the fabric of life in Antigua and Barbuda.
NA: What makes Antigua and Barbuda the best location for business process outsourcing (BPO), and what benefits can be drawn for companies choosing to partner with ABIA?
GJ: There are a number of reasons why Antigua and Barbuda is the best place for BPO, due to our distinctive capabilities enabling environment and long tradition of innovation and breaking ground in new industries. Historically, we were one of the first countries in the Caribbean to offer offshore gaming. Although we don’t have many players now, we pioneered this industry outside the US. Additionally, we are home to key figures who are making major progress in stem cell research. The country is able to offer the best treatment thanks to world-leading doctors who have moved offshore to the islands to conduct business.
The foregoing illustrates how we are forward-thinking and open our arms widely to organizations that choose to do business here. We provide the infrastructure, support, and incentives they require in a safe environment.
On top of this, we are distinctive in our offering of services and incentives for taxes, as well as a multitude of concessions for equipment, machinery, and supplies, dependent on the level of investment. This makes it a great place to live, work, and do business.
NA: How can both ABIA and international business operators benefit from investment in Antigua and Barbuda?
GJ: We are always outward-looking because we recognize that as a small developing country, we have limited resources for the critical infrastructure found in more developed countries.
However, an advantage of our small size is that for some industries that are capital-intensive, we lack economies of scale. At the same time, we have many unique opportunities with relatively low capital investment requirements and good opportunities for rapid payback on invested capital because the market is less competitive than in other countries, whilst the amount required to start a new business is significantly higher.
There are many such international investors that have seized these opportunities across a range of sectors.
We are also proud of our multicultural society and diverse workforce as the islands comprise people from neighboring countries such as Guyana, Jamaica, Dominica,
and the Dominican Republic. However, we are one of the few Caribbean nations with an open immigration policy and strong banking and legal systems.
So, we want our international investment partners to take a first look at Antigua and Barbuda as a great place to invest and live.
NA: As part of the Antigua and Barbuda government, how does ABIA encourage local prosperity?
GJ: The government of Antigua and Barbuda is heavily focused on creating opportunities for all. The number of social programs offered by this government is rare for a small developing country. For example, it has invested heavily in education at every level, created low-cost funding to drive business growth and entrepreneurship, and invested heavily in subsidized housing and the health care system. The government has also supported the development of IT, the international airport, and deep-water ports. These types of investments are the key drivers of economic growth and prosperity, and we believe we are on the right path. The growth of the economy over the last decade and a half and the per capita growth income are a testimony to this.
As far as ABIA is concerned, we are heavily focused on making it easier, faster, and cheaper to invest in Antigua and Barbuda. We are also heavily focused on providing training and other support services to ensure businesses can compete locally and internationally.
NA: Finally, what are the future goals and priorities of ABIA, and what strategies will you employ to facilitate and implement them?
GJ: We have many strategic priorities at ABIA to invite international investment into Antigua and Barbuda, with greater returns in the long run. We want to be able to continue to provide ongoing business support by listening and responding to the voice of the customer.
The other priority for us is to continue to invest in our people to ensure we have the best staff in terms of attitude, knowledge, and skill. We are also seeking to empower women to play a greater role in the economy.
In summary, as a small developing country, we have many goals and objectives. Foremost on our minds is to make Antigua and Barbuda a great place to live, work, and do business. Secondly, we want to build the strongest, most resilient, and sustainable economy in all of the Caribbean, and finally, we want to create economic and social mobility for all.
As a top investment destination, Aruba is all sunny skies, cool trade winds, and anything but business as usual
Writer: Jack Salter | Project Manager: Krisha Canlas
Aruba, a constituent of the Kingdom of the Netherlands, has a favorable and appealing investment climate.
Strategically situated in the south of the Caribbean Sea, Aruba offers proximal access to Latin and North America, along with a strong passage to Europe. The 180 square kilometer (sqkm) island boasts state-of-the-art seaport and airport facilities that further enable the efficient transportation of goods and people to these markets.
Aruba also benefits from a secure, democratic judicial system, where setting up a company and doing business in the country is supported by a clear and enforceable legal framework backed by the Supreme Court in The Hague, providing confidence to even the most demanding entrepreneurs.
As a self-governing part of the Dutch Kingdom, there is equally strong economic and political stability, as well as bountiful natural resources and reliable connectivity.
Through this conducive business environment, Aruba is committed to driving growth in six promising sectors, namely sustainable agriculture, circular economy, creative industries, knowledge economy, logistics, and medical tourism, as well as bolstering economic development in Oranjestad and San Nicolas. Industrial development has been part of the island’s history for decades, and Aruba is now seeing economic growth in this diverse range of sectors.
With a passion for sustainable innovation and lifelong learning, Aruba’s talented workforce is hard-working, well-educated, and multilingual. While Dutch is the island’s native tongue, most Arubans speak a minimum of four languages, including English and Spanish, increasing accessibility to markets around the world.
From primary to higher education, the Aruba workforce is also bolstered by highly specialized and individualized learning with a strong international focus.
INTERVIEW:
ARUBA INVESTMENT AGENCY
The Aruba Investment Agency (ARINA), an operational unit of the Department of Economic Affairs, Commerce, and Industry of Aruba (DEACI), was created to attract new investments in the island’s six promising sectors. Geoffrey Wever, Minister of Economic Affairs, Communication, and Sustainable Development at the Government of Aruba, discusses promoting and facilitating investment
North America Outlook (NA): Firstly, could you talk us through the origins and vision of ARINA?
Geoffrey Wever, Minister of Economic Affairs, Communication, and Sustainable Development (GW): Aruba is most prominently known as a vibrant tourism destination, which is its single most important economic pillar, accounting for over 80 percent of its GDP. While the tourism industry has engendered significant wealth for the island, the Government of Aruba acknowledges that tourism alone is not conducive to a sustainable and resilient future.
With this in mind, the Government of Aruba painted the vision of transforming the island into a sustainable, inclusive, and resilient economy that contributes to a
better quality of life for all its citizens, and saw economic diversification by means of qualitative foreign direct investment (FDI) as a crucial driver for this transition.
As such, ARINA was born as an operational unit of DEACI under the Ministry of Economic Affairs, Communication, and Sustainable Development, responsible for promoting Aruba’s investment opportunities and attracting and facilitating foreign investors looking to develop real economic activity within Aruba’s promising sectors, the city of Oranjestad, and downtown San Nicolas.
The promising sectors refer to activities related to sustainable agriculture, circular economy, creative industries, knowledge economy, logistics, and medical tourism. For more information, please refer to investinaruba.com or reach out to ARINA.
Geoffrey Wever
NA: What is your current take on the investment climate in Aruba? Is it a particularly conducive or challenging environment to invest and conduct business in?
GW: In the vast tapestry of global economies, investment climates are diverse ecosystems, each with their own set of unique characteristics, challenges, and opportunities. Aruba is no different; it comes with its own flare, and while challenges do exist, the region has many favorable factors that make it conducive to investment and business. Political stability, a solid legal system based largely on Dutch law, an educated workforce, well-developed infrastructure with good air and maritime connectivity, and a central location proximal to North and Latin American markets all contribute to its strong investment climate, especially within the Caribbean.
Since 2021, the Amsterdam Bureau for Economics has published the Caribbean Investment Climate Index (CICI). This index evaluates the investment attractiveness of countries across the Caribbean region. Aruba has secured first place consecutively for three years as the most attractive investment climate in the archipelago since the start of CICI.
Doing business in the Caribbean comes with its own set of challenges. Aruba has a small market size and
“ARINA MAKES USE OF VARIOUS CHANNELS TO PROMOTE ARUBA AS AN ATTRACTIVE INVESTMENT DESTINATION”
– GEOFFREY WEVER, MINISTER OF ECONOMIC AFFAIRS, COMMUNICATION, AND SUSTAINABLE DEVELOPMENT, GOVERNMENT OF ARUBA
is more susceptible to external factors, such as global economic shifts and foreign supply chains. That being said, the Government of Aruba is committed to stability and economic resilience, as is evident in its proactive approach to challenges. It is leveraging new technologies to minimize its import reliance by harnessing the power of renewables, promoting local agriculture, and valorizing waste streams among other strategies. Furthermore, with a focus on service-related industries and taking advantage of global trends, such as increasing digitalization and the future of work, entrepreneurs in Aruba are not limited to the domestic market but instead can perform business without borders, with services and knowledge as export products.
Aruba has a small market size and is more susceptible to external factors, such as global economic shifts and foreign supply chains
PlusAccountants has been incorporated since 2011 by Mr. Anthony G. Croes RA. Mr. Croes was a former auditor and partner of a firm belonging to the 4 largest worldwide accounting firms in the world; a high driven and dedicated professional who after 25 years of accounting, financial and business experience recognized that the great majority of customers were looking for something new.
In view of the new customer need, fast moving world of technology and competitors, PlusAccountants was created and implemented a new concept named “Plus Service Ingredients”.
SERVICES:
• Audit, review, and compilation of financial statements
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• Accounting and financial reporting services
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NA: How does ARINA promote and facilitate investment in Aruba and make it easy for investors to establish their companies in the country?
GW: Like other investment promotion agencies (IPAs), ARINA makes use of various channels to promote Aruba as an attractive investment destination. Social media engagement, Google adverts, the organization of conferences and events, and website content, among others, allow us to extend our reach within our target markets. These tactics generate leads or interested prospects, which we engage for facilitation. ARINA supports investors in establishing their projects in Aruba by several means. We help by:
• Providing information on Aruba’s requirements, incentives, policies, and procedures.
• Leveraging our broad network of business partners and government institutions for matchmaking and generating broad support for projects.
• Assisting in organizing fact-finding and site-selection trips.
• Advocating investor needs for an attractive investment climate.
• Treating projects and shared information with the utmost confidentiality.
NA: How do you promote and connect Aruba to global business opportunities to attract investors, capital, knowledge, and innovative technology in new economic sectors to contribute to the sustainable development of the island?
GW: ARINA connects Aruba to global business opportunities by various means, most notably through the organization of the Aruba Investment Summit (AIS).
Aruba
AIS is a conference that serves as a gathering of foreign investors, representatives from the network of economic diplomacy and trade facilitation, and the Government of Aruba. This was held in 2021 in Aruba and will be hosted in March 2024 in The Hague, the Netherlands, and will be organized by the Ministry of Economic Affairs, the Dutch Representation in Aruba (VNO), and the Aruban Chamber of Commerce.
AIS2024 will be a hybrid conference under the theme ‘Invest with Purpose’. AIS2024 aims to attract foreign investors to consider investment opportunities in Aruba beyond the tourism sector. Aruba’s target market for sustainable investment opportunities includes international (and local) impact investors and businesses who are interested in supporting and participating in Aruba’s sustainability efforts.
The summit will showcase projects and opportunities that make it compelling for foreign businesses to invest in Aruba. These projects and opportunities will not only be financially appealing, but also demonstrate the potential for growth, sustainability, and innovation. The summit will highlight Aruba’s promising sectors and the opportunities that exist
The Aruba Investment Summit (AIS) will showcase projects and opportunities that make it compelling for foreign businesses to invest in Aruba
within this space, and give special focus to the urban and business development of Oranjestad and San Nicolas. I will be presenting the latter, showcasing the ongoing projects and vision for these areas, as well as showcasing my vision for gastronomy and creative industries to position Aruba as a hub for culinary excellence, cultural expression, and artistic innovation.
NA: How do you see investment in Aruba developing over the next five years?
GW: ARINA aspires to increase the economic contribution of the six promising sectors over the next five years. It is anticipated that in the short term, based on Aruba’s developments and global technological trends, it will attract foreign investors and companies in the industries of renewable energy, green technology, sustainable agriculture, and digital solutions. We also see opportunities for companies looking to develop, demonstrate proof
of concept, and bring to market innovative, sustainable technology, whereby Aruba can serve critical sandbox and showroom functions.
There are a lot of domestic developments taking place, which will impact the influx of investments to Aruba. The island’s economic policies and initiatives are easing the means and cost of doing business. In October 2022, I reduced the hurdles and requirements to setting up a company and thereby minimized the time needed for acquiring a business license under the Business Establishment Ordinance.
The Profit Tax Ordinance was also updated, therefore reducing the corporate income tax rate from 25 percent to 22 percent. Additionally, an incentives proposal is in the works to accelerate the acquisition of impact investors and support the transition to a more sustainable and diversified economy. Coupled with other factors, such as improved partnerships among stakeholders, participation in beneficial trade agreements, a national action plan, and
It is imperative to not only think of what investors can do for Aruba, but also focus on what Aruba can do for investors
the development of Oranjestad and San Nicolas, those investors with an eye for opportunity will take notice.
NA: Finally, what are ARINA’s key priorities in order to continue to promote and facilitate investment in the island?
GW: ARINA has several key priorities aimed at achieving the overarching vision, one being the successful organization of AIS2024. This will serve as an important stage to put Aruba and its opportunities on the map for foreign investors to engage.
Another key priority is the successful recalibration of ARINA’s investment strategy and promotional plan. Rather than chasing FDI simply for the sake of diversification, ARINA has set its sights on qualitative FDI that not only contributes to diversification but also favors the strategic interests of Aruba for a sustainable and resilient economy. The successful implementation of these plans will be essential to ensuring that Aruba’s factors of production are utilized efficiently to generate multiple values.
Policy advocacy for attractive investments and initiatives that strengthen Aruba’s value proposition are also key priorities. While all countries wish to attract high-quality FDI, Aruba is cognizant of the fact that the necessary investment climate conditions must be in place in order to do so. Especially with intensifying global competition for FDI, ARINA intends to carefully balance the needs of Aruba and investors. That is to say, it is imperative that we not only think of what investors can do for Aruba, but also focus on what Aruba can do for investors.
Unlocking success with precision and expertise, Grant Thornton Aruba is your trusted partner in financial excellence. Our comprehensive suite of services, including audit, tax, and advisory, is tailored to elevate your business to new heights. With a commitment to innovation and a focus on personalized solutions, we navigate the complexities of the financial landscape, ensuring your goals are not just met but surpassed.
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THE ULTIMATE JOURNEY
As trusted trendsetters in end-to-end package delivery solutions, we unwrap what makes UPS Canada stand out in a competitive market with its President, Stephanie Dexter
In a global logistics industry that is expected to exceed $16 trillion by 2032, UPS’s iconic brown trucks have become a familiar sight on streets worldwide.
UPS’s Customer First, People Led, and Innovation Driven business strategy helps to move the world forward by delivering what matters across more than 200 countries and territories.
From its humble beginnings in 1907, UPS has grown to become the world’s largest package delivery company. Innovation has been central to the UPS fabric for more than a century, and today, it is foundational to the company’s business strategy.
In 1975, UPS made its first international expansion into Canada. It is now an integrated provider of
air and ground pick-up and delivery services throughout the country, with Stephanie Dexter, its first female President, leading a team of about 13,000 employees across 67 facilities and seven air hubs.
UPS Canada offers a wide range of domestic and international shipping and logistics services, including freight forwarding, customs brokerage, supply chain solutions,
and healthcare logistics. Its advanced global logistics system provides ground, air, and ocean services, utilizing a ground fleet of over 3,000 vehicles.
It serves clients of all sizes in various industries, such as healthcare, manufacturing, retail, and automotive. Its diverse client base includes large enterprises, big retailers, small and medium-sized businesses (SMBs), and micro-businesses selling on eBay, Shopify, and Amazon.
A RAPIDLY CHANGING CANADIAN COURIER INDUSTRY
The courier industry in Canada has been experiencing rapid growth with urbanization, population growth, and the rise of e-commerce and online shopping.
The COVID-19 pandemic accelerated an already rising trend, putting even greater pressure on the logistics and courier industry
to offer fast and free deliveries. However, UPS remained agile and resilient, challenging the status quo and reimagining how logistics can bolster businesses of all sizes during challenging times.
“Fluctuations in the economy, such as rising inflation and reduced purchasing power, can significantly affect the industry. Nevertheless, UPS Canada has proactively positioned itself through strategic investments, a diverse product portfolio, and a robust network to effectively navigate these turbulent times,” introduces Dexter.
“In a time when our economy is slowing, what keeps businesses competitive in today’s evolving environment are free trade agreements that strengthen economic integration and robust supply chains.
“With the ratification of the Comprehensive and Progressive
Agreement for Trans-Pacific Partnership (CPTPP) and CanadaUnited States-Mexico Agreement (CUSMA), and thanks to the Government of Canada, Canadian businesses are seeing major wins,” Dexter emphasizes.
Since these agreements were established, we’ve seen more opportunities for businesses to expand internationally, less red tape at the border, and more efficient customs procedures to keep trade flowing and packages moving across borders.
The upcoming scheduled joint review of CUSMA in 2026 offers an opportunity for the three trading partners to maximize business competitiveness across North America.
“This is an exciting time for transportation and logistics. Overall, I would say there is still much potential for growth and innovation in our sector. We are constantly evolving
and adapting to find new ways to improve for the future,” she notes.
Around 95,000 small businesses open in Canada each year, which all rely upon logistics, supply chain, mapping, and delivery and return solutions. Therefore, partners such as UPS are needed to help them get started, succeed, grow, and reach international markets.
“The market is ever-changing, and consumers have spoken – they want more choice, convenience, and speed. We also see e-commerce sales in Canada continue to grow, and meeting the weekend delivery expectations of customers has become an essential part of our retail business strategy,” Dexter observes.
UPS LEADS THE WAY
In a busy and changing world, UPS Canada and international business operations have evolved to introduce new services to satisfy customer
“WE ARE PROUD OF OUR COMMITMENT TO DIVERSITY, EQUALITY, AND INCLUSION. WE BELIEVE THAT BY PROVIDING EQUAL OPPORTUNITIES FOR ALL EMPLOYEES, REGARDLESS OF GENDER, WE CAN CREATE A MORE INCLUSIVE AND SUCCESSFUL WORKPLACE”
– STEPHANIE DEXTER, PRESIDENT, UPS CANADA
expectations that were advanced by e-commerce.
In 2024, UPS in Canada introduced residential ground delivery on Saturdays in major Canadian cities through its UPS Standard service, which offers economical, day-to-day shipping.
Launched in the Greater Toronto Area, customers who normally receive their residential deliveries on a Monday will now receive them
on Saturday. As of March 2024, the service is available in Montréal, Laval, Calgary, and Greater Vancouver. Once fully implemented, the majority of Canadian addresses in metropolitan cities will be eligible to have packages delivered on Saturday.
“This service is an industry first in Canada; we are the first globally integrated national carrier in the country to offer Saturday residential ground delivery as a general service
Building Relationships
A.I. Unified Security, Structured Cabling and Electrical-integration Alive
Firstly, please introduce me to iAlive with an overview of your main products and services, locations, and client base?
Providing UPS, ELLIS DON, CINEPLEX, ArcelorMittal, Martinrea Automotive, distribution centers, manufacturing, and correctional infrastructure, we also white label our services for larger IT and security companies. Our pragmatic approach is to make buildings intelligent, intuitive, and Alive.
iAlive is an integration company based in Toronto that serves Canada nationwide.
AI based security/alarm systems, access control, CCTV, facial recognition, AV systems, and network rack configurations. Of course, we bring all these together under one roof, including the design and installation of copper and fiber optic cables for infrastructure.
iAlive provides and adheres to UPSapproved and preferred product
manufacturers such as CommScope, which provides all network hardware, including branded fiber, copper cables, jacks, and patch panels. Our long-term relationships with various vendors benefit all of our clients with the latest technology solutions and services.
The operational benefit of a unified security operations platform is situational awareness – knowing what is happening and where, at any given moment, to notify operators immediately of potential security threats by combining innovative integrated solutions.
iAlive includes nature’s organic principles in its business model - backed by millions of years of substantiated proof - and adapts it to suit an ever-evolving use of technology in our world. By mimicking a system that has brought our existence this far, we can continue to grow and evolve without depleting ourselves. This inorganic technology learns with us and caters to our
comforts while protecting our environment, sustainability, and pocketbooks. At iAlive, we carry life into the future.
We are incorporating GREEN technology and LEEDS-approved, environmentsensitive, low-emission footprint products for our solutions to improve quality of life through social responsibility. At the same time, we will be conscientious of safeguarding both our natural resources and our environmental heritage by integrating the “4Rs” - reduce, reuse, recycle, and recover – in our solutions.
Could you outline iAlive’s mission, values, and ethos that underlie your digital transformation strategy?
We aim to be recognized as a leader in intelligent and innovative networked physical security products, services, and solutions by delivering outstanding value and quality to our clients and earning their respect and loyalty. We also strive to be a company that
is a great place to work and to grow as a team and a family with long-term goals. Our core values for the recognition we receive from our clients include:
• Quality products and support for our clients and partners.
• AI-infused building self-awareness, wellbeing, and development of our teams.
• Conducting ourselves and our business practices with integrity and loyalty.
• AI integrated with innovation and cuttingedge information technology.
We strive to collaborate with you to provide custom and innovative solutions. iAlive was created with the belief that technology can break down barriers and improve users’ day-to-day lives. With over 36 years of experience in the PSIM industry, we formed iAlive in 2014. We’re always embracing and integrating new technologies to push boundaries to meet your physical security and communication infrastructure needs
and provide our clients with the tools to stay ahead in a complex, ever-changing world.
We firmly believe that you get back what you give to this universe. We try to be fair with our clients, and we focus on building relationships instead of trying to make a quick buck.
I understand that iAlive is a company that prides itself on being at the forefront of technology, improving continuously, and taking initiative. Could you tell us more about this?
iAlive turnkey solutions
• AI unified security
• Situational awareness and notification
• AI face recognition, crowd detection, indoor outdoor people, and vehicle tracking
• AI CCTV analytics for quick and accurate response
• AI PSIM off-site alarm video verification with two-way audio
• AI CCTV guard tours
• ULC intrusion, fire, and medical alarm monitoring
• Cloud backup and redundant servers
• 24/7 online support and remote management
• Structure cabling and fibre
• Wireless PTP, PTMP, MESH, and last-mile connectivity
• One company, one phone number
• Consulting and design services
What makes iAlive stand out from the competition?
The power of AI and unified systems. Unified solutions are our core development focus. It empowers advancements in how our clients embrace AI and new technologies for their physical security operations.
Unified systems provide all physical security activities, functions, and data accumulated
within the same system; you can harness data flow across your security activities.
iAlive makes securing people, buildings, and assets more accessible whilst supporting operational efficiencies.
iAlive’s approach for stitching multiple systems onto one platform.
Our vision is to eliminate the redundancy and duplication that come with having many different security solutions. Our clients wanted a seamless, unified system for each security product, meaning a lot of time, cost, and effort in maintenance and upgrades to each product individually. Because of our clients, we created a physical security platform that would enable multiple products by numerous manufacturers to be unified to work as one.
How unification is different from integration.
The core goal for unified security is a suite of products developed as one unit. Different modules can be controlled on a seamless system according to changing environments. Integration is when you connect one system to another; it has its benefits, but upgrading and maintaining multiple systems isn’t one of them.
Our approach.
iAlive provides secured operations and intelligent systems, and we are always looking at new technologies to make digital systems more innovative and informative to protect our clients, assets, people, and organizations from physical and cybersecurity threats. iAlive is committed to building secure and compliant solutions; our approach emphasizes risk identification and mitigation, transparent and open communications, and working with a network of trusted partners.
Our dedicated core team is experienced and highly skilled in the industry. Our team has become a family over the years.
We offer competitive pricing while maintaining the highest standards of quality.
We have the knowledge and experience to custom-fit the solution for small to enterprise-level clients. Most importantly, we are committed to looking out for clients and focusing on future requirements and expansions in a fast-changing technology environment.
Finally, could you tell us more about your relationship with UPS Canada and what role the company’s digital transformation capabilities play in this relationship?
We have worked closely with UPS Canada to provide various services and solutions. The project included a complete network upgrade for the central HUB in Vaughan, replacing all Cat6A and fibre cables, including 195 Access Points throughout the 460,000 Square feet (sqft) warehouse. During the holiday season 2023, we provided UPS Canada with temporary sites and expanded the Scanner capabilities at existing sites.
Other UPS Canada projects include new CCTV installation, sorting line status monitors, and complete audio-video media stations, alongside the supply and installation of cradles for backup internet. We provide a bridge between UPS and UPSpreferred manufacturers of fibre, cabling, network infrastructure and we work with the UPS IT team to assist in any capacity to provide solutions for new projects, keeping everyone informed on any new technologies or products.
offering. Canadian and US businesses have a great new way to create growth by serving customers with our Saturday residential delivery service.
“It is available to all customers of eligible origins without an extra charge or special contract,” explains Dexter.
The development is a gamechanger for businesses and consumers, as those who would otherwise receive their delivery on a Monday will now get it two days sooner. This means packages addressed to residential addresses and shipped within one or two days of transit from a designated Saturday delivery area will be eligible.
This is true for transborder packages as well, with select US transborder shipments into Canada
THE UPS FOUNDATION
also eligible for Saturday delivery.
“We are excited to see the positive impact this service will have on our customers’ growth,” says Dexter.
It is an exciting time for UPS in Canada as the company is working on several projects to improve its customer service and enhance its operational efficiency and network in major cities across the country.
“In 2020, we opened Canada’s largest sorting and delivery facility. Our flagship 850,000 square foot (sqft) facility in Caledon, Ontario, features advanced scanning and sortation technology that increases efficiency and reliability for our customers in one of the country’s fastest-growing provinces,” details Dexter.
Since 1951, the UPS Foundation’s mission and purpose has been to lead the organization’s global citizenship efforts and philanthropy, centered around four focus areas:
• Health and humanitarian relief – Leveraging partnerships and innovative logistical expertise to deliver health and humanitarian solutions to underserved and impacted communities.
• Equity and economic empowerment – Investing in organizations that address systemic education barriers and create economic opportunities for underrepresented women, youth, and marginalized communities.
• Local community engagement – Empowering people to inspire and mobilize volunteers and organizations to deliver systemic solutions and positively impact their local communities.
• Planet protection – Fostering a greener and more sustainable world.
PHILANTHROPY IN FIGURES
• 26 million volunteer recorded hours since 2011.
• 30+ disasters responded to globally.
• $69.4 million gifted in grants and sponsorships worldwide.
• $1 billion invested in alternative fuel & advanced technology.
• 31 million trees planted.
Veritably, The UPS Foundation invests in global communities with cash grants, in-kind support, and passionate volunteers. It has given more than $3 billion to communities worldwide.
The fully automated Caledon facility sorts up to 35,000 packages per hour and houses a fleet of more than 240 cars, including 10 electric vehicles (EVs). Paired with the Caledon hub, UPS Canada opened its 187,000 sqft facility in Ajax, Ontario, which will be fully operational by the summer of 2025, with 140 package cars servicing the area.
Both facilities will provide additional processing and service capacity in the Greater Toronto Area.
“In addition to our expansion in Ontario, we are set to open another facility in Surrey, British Columbia (BC), in the summer of 2025. It will be a fully automated facility powered by state-of-the-art sorting and scanning technology,” reveals Dexter.
The 370,000 sqft facility will be capable of sorting 20,000 packages an hour and will have 240 local delivery vehicles.
“These investments and expansions are a testament to our company’s purpose of keeping the world moving forward by delivering what matters,” she states.
EXCEEDING EXPECTATIONS
Outperforming and excelling require an exceptional team. When paired with significant investments to create seamless customer experiences and expand its network into high-growth areas like healthcare and innovative technology, UPS Canada customers take notice and the efforts are paying off.
“Our trusted Net Promoter Score – a metric that measures customer satisfaction – is improving at a faster pace than any of our key competitors for the most trusted brand in the industry in Canada,” voices Dexter.
What sets the company apart is a highly trained workforce that oils the wheels of a reliable integrated global network.
“Whether it is a local delivery or an international shipment, we have services that cater to businesses of all
sizes across every industry, including healthcare.
“UPS has been in the healthcare business for more than 20 years, and we’re doubling down on our capabilities to meet the evolving needs of healthcare companies. We work with our healthcare customers to make their operations more precise, productive, scalable, and smart,” highlights Dexter.
UPS Healthcare is a leading healthcare logistics company, which offers full end-to-end logistics support to customers around the world. Its globally connected network of healthcare-dedicated facilities, powered by state-of-the-art digital solutions, ensures time and temperature-sensitive shipments are delivered with the utmost care. They also provide clinical trial logistics support and end-to-end lab logistics for kitting, distribution, and delivery, as well as temperaturesensitive storage and transportation worldwide.
UPS HEALTHCARE IN NUMBERS
199 healthcare distribution and transportation facilities
150,000+ healthcare customers
1,100+ cold chain ground vehicles in Europe and Latin America
10,000+ healthcare logistics professionals
420
8.7
200,000+ direct-to-patient shipments
When UPS Premier was launched in Canada, this enabled customers to have end-to-end visibility for critical packages such as insulin. The technology utilizes priority lanes throughout the UPS network, which is crucial to ensure patient-critical products are delivered where they need to be, at the right time and at the right temperature.
“Healthcare expands beyond our small package business to UPS Supply Chain Solutions in Canada and supports the delivery of complex healthcare through cold-chain and temperature-controlled deliveries,” she tells us.
When you look at the future of healthcare, it’s all about innovations in biologics, specialty pharmaceuticals, and personalized medicine. These products make up most of the new products in development and are driving significant demand for precision logistics. UPS has and can support treatments from clinical trials right to the patient.
“We’ve been investing to meet those needs for a long time, building out a ‘network within a network’ to ensure we provide the best quality, end-to-end service on the market. We are continuing to aggressively expand into some of the largest and quickestgrowing healthcare markets in the world,” she sets out.
When the COVID-19 pandemic first hit in 2020, it was no surprise that UPS had the network and capabilities to deliver vaccines throughout Canada. The company proudly delivered all supplies of the leading vaccine manufacturer COVID-19 vaccine in the country.
UPS customers are reaping the benefits of strategic investments that help streamline operations and increase efficiency, resulting in an enhanced experience.
“We continue to improve the digital experience and deliver the solutions our customers expect. We have several new products that will
help improve customer satisfaction,” Dexter divulges.
SUPERCHARGING DIGITAL TRANSFORMATION
At UPS, customers are reaping the benefits through strategic investments that are helping to streamline operations and increase efficiency, resulting in an enhanced experience for anyone using the service.
Technology, in particular, is revolutionizing many industries, and the package delivery services sector is no exception.
“As an organization, we combine digital solutions with our global integrated network to create more value for our customers and new revenue opportunities for UPS,” Dexter imparts.
In 2022, UPS introduced the International Dispatch Optimization (IDO) technology, a game-changer
that serves as the foundation for future enhancements in package delivery.
It has deskilled sorting operations and driver navigation features. IDO offers new features for customers that we are currently testing, such as time of delivery windows and Follow My Delivery – which is near real-time visibility of where their package is on a map, taking their experience to the next level.
“In Canada, we have utilized radio frequency identification (RFID) and smart package labels to provide real-time visibility of packages in our facilities,” she details.
This proactive approach allows the operation teams to quickly identify and resolve any issues, improving accuracy and efficiency in their operations.
“Our next-generation brokerage services are another innovative
solution that simplifies the brokerage and export process. By applying machine learning (ML) and artificial intelligence (AI), we save time, reduce errors, and improve the overall customer experience.”
UPS’s advanced brokerage services, including UPS Paperless Invoice, enable customers to electronically submit trade and customs documents, making life easier for customers exporting goods.
This paperless approach reduces the need for manual processing and minimizes customs holds. Additionally, it eliminates millions of paper documents from the shipping process, delivering a positive impact on the environment.
Constantly innovating and leading the way with digital customs solutions, such as UPS Paperless Invoice, the organization is simplifying the clearance process in a
labor-saving manner.
“With technology as our ally, we are confident in our ability to upgrade and enhance our services to benefit our customers and deliver seamless high-visibility shipping and tracking,” Dexter points out.
MOVING TOWARDS A CARBON-NEUTRAL WORLD
Fleets, whether operating by land, air, or sea, are essential to the supply chain and logistics industry. With a global footprint in over 200 countries and territories, UPS has seen how climate change, air quality, and other socioeconomic challenges intersect.
The organization is committed to lowering its carbon footprint financially and socially responsibly. Indeed, it has committed to achieving 100 percent carbon neutrality by 2050, with clear goals and plans to reduce emissions across its operations.
INTERESTING FACTS ABOUT UPS
• UPS stands for United Parcel Service.
• Beginning its journey as American Messenger Company, it changed its name to United Parcel Service in 1919.
• In 2003, the organization officially changed its name to UPS.
• The iconic brown color synonymous with UPS’s trucks and uniforms is called ‘Pullman Brown’, after the luxury railroad cars of the Pullman Company, and it represents class, sophistication, and professionalism.
• While brown is the distinguishing feature of UPS vehicles, it has been reduced to a secondary color for UPS planes next to white to reduce heat absorption and save weight in the air.
• In 1975, UPS became the first package delivery company to serve every address in the continental US, giving it an epic nickname – the ‘Golden Link’. In the same year, the organization went international and offered its services to Toronto.
• There is a no-left-turn policy for UPS drivers unless it is unavoidable. By favoring righthand turns, the trucks save millions of gallons of fuel each year, thereby avoiding emissions equivalent to over 20,000
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WAREHOUSE BUSINESS
CASE STUDY: A SUCCESSFUL RETROFIT
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KEY BENEFITS OF A RETROFIT
Sustainable, Efficient, Responsible
Stefan Pacula, President, InLight Solutions
North America Outlook (NAO): Please introduce us to InLight Solutions, e.g., an overview of your main products, services, solutions, and locations.
Stefan Pacula, President, InLight Solutions (SP): ‘‘InLight Solutions is a “turnkey” B2B electrical contracting business specializing in LED lighting retrofits. Our “turnkey” service includes an initial lighting assessment, LED lighting solution report, rebate administration, design, fixture purchasing, project management, and installation. We are a onestop shop!’’
NAO: Can you elaborate on what it means to be one of the few companies that offers a national turnkey lighting retrofit service and how this helps to distinguish you from the competition?
SP:‘‘Geographically, Canada is the second largest country in the world; therefore, most electrical contractors are only regional players. Our national clientele want a standardized lighting solution for multiple facilities along with a single point of contact, which only a national company can provide. InLight has completed over a thousand
retrofits from Victoria, BC, to Cornerbrook, Newfoundland.’’
NAO: I understand that you offer LED retrofitting to your clients, can you expand on the benefits this service offers and why potential clients should be interested?
SP:‘‘The first major benefit to retrofitting facilities with LED lighting is energy savings, as LEDs use up to 70 percent less energy than older technologies like metal halide and fluorescent. The second major benefit is durability, as LEDs last three to five times longer drastically reducing maintenance costs. Also, LEDs provide a brighter, safer, and more productive work environment for our client’s employees. The bottom line is that LED retrofits are sustainable and generally pay for themselves in less than five years.”
NAO: Could you elaborate on your partnership with UPS Canada? How do the two companies mutually benefit each other, and what complementary strengths do you bring?
SP:‘‘InLight completed LED lighting retrofits for 11 UPS facilities across Canada in 2023.
NAO: Are there any recent projects that you would like to highlight?
SP:‘‘The transformation of UPS’s Hamilton Airport warehouse retrofit was amazing! The light level increase has provided the employees with a safe, and productive work environment for many years to come!’’
UPS had precise engineering standards for light levels and design that InLight was able to meet and replicate across multiple locations. InLight’s expertise in provincial rebate applications reduced capital costs and increased ROI for many of these projects.’’
NAO: Looking ahead, what are InLight Solutions’ key priorities?
SP: ‘‘InLight will continue to engage with its clients to further reduce energy consumption, modernize their workplaces, and provide state-of-the-art long term lighting solutions.’’
Overall, UPS strives to reduce its CO2 per package delivered by 50 percent by 2035 (2020 base year).
To date, UPS has driven more than three billion miles using alternative fuel worldwide and aims to achieve 40 percent alternative fuel in its global ground operations by 2025. Meeting this goal includes a mix of EVs on the road and electric shifters to move trailers within their yards.
Other targets include achieving 30 percent sustainable aviation fuel in its air network by 2035, reaching 25 percent renewable electricity in facilities by 2025, and 100 percent by 2035.
“We have a strong focus on renewable and biofuel solutions as we see these low-carbon fuels as a bridging solution that will reduce greenhouse gas (GHG) emissions as we transition our fleet to zeroemission vehicles.
“Our company has been investing in alternative fuels for over 20 years, and currently, approximately 24 percent of our Canadian ground fleet runs on alternative fuels, including 133 compressed natural gas (CNG) vehicles, with 76 more arriving this year,” Dexter confirms.
UPS Canada understands the importance of reducing its carbon footprint and has prioritized incorporating alternative fuel and EVs into company operations, continuously expanding its fleets yearly.
“We constantly explore innovative solutions and collaborate with stakeholders in pursuit of our global goal of carbon neutrality by 2050. We are excited to welcome 20 new EVs to our hubs in Ontario and BC this year.
“By prioritizing alternative fuels and investing in advanced technology, we can significantly impact environmental sustainability in the transportation industry,” says Dexter optimistically.
PAVING THE WAY FOR FUTURE LEADERS
As a traditionally male-dominated industry, logistics and delivery companies are recruiting more women to occupy executive positions and operational roles.
Women have made significant strides in UPS’s 117-year history.
Although the organization was founded by two men, it is now under the leadership of its first female CEO, Carol Tomé.
During World War II, women were actively recruited to fill vacant jobs in the company’s operations, from sorting parcels to loading and cleaning vehicles. Indeed, in 1943, Mazie Lanham became UPS’s first female delivery van driver.
‘Brown Betty’ was the term used for any woman working outside the office during World War II, derived from the nickname ‘Brown Buddies’ given to
male UPS drivers and helpers.
Continuously progressive and ahead of its time, UPS employed Arlene Westermeyer as its first female pilot for its newly founded airline in 1988.
Today, three members of UPS’s C-suite are women; furthermore, the UPS Board of Directors is currently comprised of 42 percent women. This ratio is far above that of any other Fortune 50 company.
Among UPS’s many prestigious awards and recognitions, Financial Times added Tomé to its annual Woman of the Year list, recognizing the world’s most influential women.
Delving deeper into how UPS supports women, in 2022, it launched its Proudly Unstoppable initiative, which was designed to empower female-owned small businesses worldwide.
Financial exclusion can be
NORTH AMERICA OUTLOOK: IN A HIGHLY COMPETITIVE MARKET, WHAT DIFFERENTIATES UPS CANADA FROM OTHER COMPANIES IN THE INDUSTRY?
Stephanie Dexter, President: “We have UPS MyChoice, an industry-leading inbound and outbound shipment visibility and delivery control app. This gives customers more control over their shipments, including when and where they will receive them. On the flip side, flexible returns are an option, allowing customers to streamline and elevate their experience. Furthermore, with UPS Delivery Photo, customers no longer have to guess when and where their packages were delivered – they can receive photo confirmation for added peace of mind.
“Another convenient service we offer is the UPS Access Point Network, which provides customers with over 1,200 secure pick-up and drop-off locations in Canada, including The UPS Store. This allows customers to easily access their delivery at a location that is safe for their package and convenient for them.
“In 2024, we are also testing new services like UPS Follow My Delivery, which provides customers with pre-delivery notifications and map-based tracking. This level of transparency and communication helps customers plan with confidence and eliminates any uncertainty about the status of their package.”
challenging for women entrepreneurs who are trying to access capital to start, operate, or expand their businesses. The Proudly Unstoppable campaign strived to negate the obstacles posed to women by partnering with WeConnect International, an organization that provides financial assistance to female-owned small businesses. Through the partnership, UPS ended up awarding 10 grants in each country to women-owned small businesses. Support was also squareshaped, in the form of specially designed, limited edition UPS Express
Boxes featuring the work of three female artists from Canada, China, and Germany.
Additionally, since 2018, UPS has supported over 17,000 female small business owners around the world to scale globally through the Women Exporters Program. At the same time, the UPS Ignite Program gave out $100,000 in grants in 2022.
Unquestionably, the organization is doing its utmost to ensure that gender disparity is addressed and rectified in the logistics industry and business community.
Another notable achievement within the organization was the announcement that appointed Kate Gutmann to a newly created role as Executive Vice President and President of International, Healthcare, and Supply Chain Solutions in 2022.
AN EMPOWERING APPROACH
Before Dexter became the first female President of UPS Canada, her journey with UPS began in 1989 when she started as a package handler in Southeast California. Through hard work and determination, she took on various roles in industrial engineering, human resources, and operations, eventually earning the title of Laguna Package Division Manager in 2007.
Dexter continued to grow within the company, taking on different assignments in hub, air, and package operations in South and Central California. In 2015, she was promoted to package operations manager for the South California District, but her ambition didn’t stop there.
In 2016, she took on a new challenge as the UK, Ireland, and Nordics District Package Operations Manager. After gaining valuable international experience, she returned to the US in 2018 and became the president of the Northern Plains District.
Dexter’s impressive resume includes a bachelor’s degree in political science with a minor in economics from San Diego State University and an MBA with a concentration in finance from Louisiana State University, Shreveport. She has also completed the Executive Development program at Emory University and the International Executive Development program at INSEAD in France.
Dexter’s journey with UPS is an inspiration to all, especially to young women looking to break barriers and achieve their professional goals.
It was an honor for UPS to be recognized as the top transportation company for women by the Women in Trucking Association (WIT).
The non-profit organization (NPO) aims to encourage female employment in the trucking industry, promote their accomplishments, and minimize obstacles.
Furthermore, WIT welcomed UPS as its newest Gold Level Partner last year, aiding its mission to empower more women to pursue careers in transportation.
UPS Canada is also providing opportunities, facilitating career advancement, and promoting gender diversity.
“We are proud of our commitment to diversity, equality, and inclusion. We believe that by providing equal opportunities for all employees, regardless of gender, we can create a more inclusive and successful workplace. Our Women’s Leadership Development (WLD) group is just one of the many ways we are working towards this goal,” Dexter prides.
The WLD program at UPS is dedicated to empowering women and promoting their advancement within the company. With a presence in over 30 countries, WLD serves as a platform for women to voice their ideas and contribute to business innovation and growth. Through
“AS AN ORGANIZATION, WE COMBINE DIGITAL SOLUTIONS WITH OUR GLOBAL INTEGRATED NETWORK TO CREATE MORE VALUE FOR OUR CUSTOMERS AND NEW REVENUE OPPORTUNITIES FOR UPS”
– STEPHANIE DEXTER, PRESIDENT, UPS CANADA
various initiatives such as workshops, mentoring, and networking, the program equips women with the necessary skills and support to excel in their careers.
This emphasis on female leadership is crucial, as it allows women starting their careers at UPS to envision themselves in traditionally maledominated roles and realize their potential for growth within the organization.
“We have a strong commitment to our people-led initiatives, which is one of our core values. This means that all management at UPS Canada has a role in identifying potential leaders and building talent within the organization.
“Our leadership model is built on these principles, and we practice them daily to ensure that all employees have equal opportunities for career advancement,” Dexter asserts.
INVESTING IN WOMEN-OWNED BUSINESSES
UPS and The UPS Foundation launched the Women Exporters Program (WEP) in 2018 to address the disparity between men and women regarding education and workforce participation. The program provides targeted assistance to female-owned SMBs worldwide. Women-owned businesses account for almost one-fifth of all private sector businesses in
Canada. However, they are still underrepresented in terms of export activity, which creates a huge opportunity for growth.
“We saw a need to help bridge the gender gap in education and export participation, so we’ve partnered with Startup Canada, an independent NPO, to expand and provide the tools and training to assist women-owned businesses grow globally,” Dexter highlights.
THE UPS STORE – THERE’S ONE NEAR YOU!
The concept of The UPS Store was introduced in 1980 as Mail Boxes Etc. At the time, it was a convenient alternative to the post office. In 2001, UPS acquired the company, and two years later, the brand as we know it today was launched. The centers remain locally owned and operated and continue to offer a variety of world-class services.
With 370 convenient locations across Canada, The UPS Store provides convenient and value-added services for small businesses and customers, which include shipping, packaging, printing, shredding, passport photos, notary services, and postal services for individual consumers and small businesses. Additionally, many The UPS Store locations offer computer rental workstations and graphic design services.
Indeed, small business owners can expect a one-stop shop that provides services such as a street address with 24-hour access for package acceptance from all carriers, package and mail receipt confirmation, mail forwarding and holding, and Call-In MailCheck for quick and easy delivery updates.
Throughout its evolution, The UPS Store has continued to define and lead the business services category it has created.
As of January 2023, WEP has trained over 107,000 female SMB owners all over the world.
“WEP provides tools, training, and networks to help womenowned SMBs connect with potential customers globally through international trade and e-commerce.”
As part of the program, women gain valuable knowledge about exporting, from market access to regulatory considerations. Furthermore, they receive advisory support from small business associations, UPS partners, and Startup Canada mentors and advisors, connect with UPS ambassadors, and are eligible for in-kind shipping credits and special shipping discounts from the company.
“So far, we have had 150 participants from across the country attending webinars addressing the ‘why’ and ‘how’ of exporting, including a walk through the process. We want to change the narrative that you must be a big business to export your products when you just need the correct tools,” she outlines.
UPS’s partnership with Startup Canada goes beyond WEP, as through the affiliation, it reaches over 100,000 entrepreneurs across the country.
Stephanie Dexter provides opening remarks at Startup Canada’s Startup Day in Ottawa, Ontario
The courier company works with Startup Canada on its Startup Women, Startup Canada Tour, and Startup Gov programs. Participants in WEP additionally have access to connect and engage with Startup Women and Startup Global leaders.
“We are focused on helping small businesses succeed and grow; therefore, our partnership with Startup Canada has been invaluable in enabling us to reach more SMBs,” expresses Dexter.
Startup Canada supports the various needs of SMBs, including connecting them with partners like UPS that have the resources and infrastructure to help them succeed.
“We love to help train, empower, and deliver services to SMBs that give them a competitive edge. Our superior standing in the US market, for example, enables SMBs to expand their footprint outside of Canada with the assurance of visibility tools and excellent service,” Dexter elaborates.
DELIVERING WHAT MATTERS
By October 2020, over 40 percent of Black-owned small businesses were forced to close due to the COVID-19 pandemic. In response, UPS launched a campaign in 2021 to celebrate the power and uniqueness of minorityowned SMBs.
UPS strongly believes in the vital role played by SMBs in shaping local communities and driving the global economy. In line with this belief, Proudly Unstoppable was incepted to showcase UPS’s unwavering support for SMBs. Through this initiative, UPS aims to demonstrate that it is not solely focused on serving large businesses, but actively seeks to empower and support SMBs.
The Proudly Unstoppable initiative reached Canada, China, and Germany to support diverse-owned businesses disproportionately affected by the COVID-19 pandemic. It was designed to empower women-owned SMBs around the world, helping them grow and thrive.
UPS AIRLINES
For UPS, the origin of transporting packages by air dates to 1929, and similar to the US Postal Service (USPS), packages were treated as baggage on commercial flights. However, the service was discontinued after Black Tuesday and the beginning of the Great Depression.
Picking up again after World War II, UPS offered a two-day delivery on coast-tocoast packages. Beginning in 1953, the service was called Blue Label Air. Just as they were previously, packages were transported on commercial flights. Initially unprofitable, it became popular as its speed created demand.
However, it wasn’t until 1988 that UPS established its airline, winning approval from the Federal Aviation Administration (FAA) to operate its aircraft, launching UPS Airlines. The cargo air hub is based in Louisville, Kentucky, and is one of the largest freight airlines in the world, flying to 815 destinations worldwide.
The 5.2 million sqft facility at Louisville International Airport is the primary hub, known as UPS Worldport. Additionally, the organization has several secondary hubs across the US, Canada, Europe, and the Asia Pacific region. UPS Canada has 88 daily flights and seven air hubs.
UPS Next Day Air became the first air delivery network to reach every address in the 48 contiguous states, as well as Hawaii and Puerto Rico, in 1985. The organization also began its first intercontinental air service between the US and Europe.
Today, the fleet comprises aircraft including the Boeing 757-200F, 767-300F, 747-400F, and 747-8F, the Airbus A300-600F, and the McDonnell Douglas MD-11F, serving more than 220 countries using a combination of over 500 UPS and chartered aircraft.
Furthermore, every aircraft in UPS’s fleet meets the strictest noise reduction standards both domestically and internationally. It was the first major airline in North America to reach full compliance with the new noise rules. In line with passenger airlines, UPS operates under the hub-and-spoke model for its distribution network.
DELIVERING WHAT MATTERS TO UPS CANADA
We’re proud to support UPS Canada with our industry leading Trace and X-Ray Detection Technologies backed up by our Global Support team, ensuring UPS delivers what matters to their customers safely & securely.
Specially designed, limited edition UPS Express Boxes feature the artwork of three female artists from each country the initiative reached. It was the first time UPS has displayed art on its boxes in over 118 years of business.
After shining a light on Black-owned SMBs, the Proudly Unstoppable campaign was expanded to support SMBs with LGBTQIA+, Latinx, and Asian American and Pacific Islander (AAPI) ownership.
The company ran a campaign aimed at supporting SMBs owned by minorities, showing them how they could succeed and thrive in their chosen market with the help of UPS’s expertise and their own passion. The campaign featured online videos encouraging SMB owners to be bold, be brave, and be unstoppable.
Financial exclusion presents a significant challenge for female entrepreneurs as they try to access capital to start, operate, or expand their businesses. Through efforts
such as Proudly Unstoppable, UPS continues to help women obtain resources as the campaign strives to make a tangible impact.
The artists were offered essential information to effectively illustrate the power of women supporting and lifting each other up. For instance, Marian Bantjes, a Canadian artist, boldly portrayed a pattern of women holding hands, symbolizing the undeniably strong values of connectivity, unity, and community.
Meanwhile, Chen Peng, an artist from China, shows the vital role of Chinese women in society, with SMB owners from different professions helping and supporting each other, whilst German artist Dani Pollehn rendered the hero in a confident and charismatic manner, wearing a vibrant coat which embodies her success.
UPS is a driving force in promoting diversity and inclusivity and is committed to creating a world where everyone is valued and respected.
By prioritizing these values, UPS is not only positively impacting its employees and customers but also setting an example for other companies to follow. There is no doubt that UPS is moving the world forward towards a brighter and more equitable future.
THE FUTURE IS BRIGHT
UPS Canada looks to improve its customer value proposition each year, increasing talent development and employee engagement and leveraging its physical network with a digital platform to drive logistics as a service.
“We are focused on driving growth and creating value for our customers across the Canadian network to stay ahead of the ever-changing logistics landscape. We will achieve this through new digital products and expanded service offerings, including Saturday delivery, adding capacity to our network, increasing
Your Partner in Sensor Technology for Courier Operations and Beyond
Logistics companies all have the same automation challenges. And as the top courier provider in the world, SICK Sensor Intelligence enhances efficiency, accuracy, and automation to help alleviate these challenges in package handling processes.
While SICK’s portfolio boasts over 40,000 products, our goal is not to just sell product. With decades of experience in track and trace systems, SICK aims to truly impact the entire infrastructure of your operations, like what we’ve done in partnership with UPS— one of the largest track and trace partner in UPS’s logistics infrastructure.
What does such an impact on infrastructure actually look like? This usually means enhancing overall visibility. SICK delivers complete sensor system solutions and services for integrated facilities, the enterprise level within, and across enterprises. We bridge the gap between sensors and IT and securely integrate into the customers’ eco-system on both a machine and process level.
As leading package and freight logistics service providers are seeing growing flows of goods and parcels, automation is becoming a necessity to keep up. And SICK is a triedand-true partner for many logistics providers as they work to keep up with the pace of an evolving industry. If you work with SICK, you may see things like:
• An increase in the throughput of your sorting center: this is accomplished with read systems that deliver reliable data, even at very high conveyor speeds
• Optimal control systems for your sorting and conveyor technology
• Fully comprehensive digital fingerprints of your products via leading ICR technology
• Fast and reliable code reading with intelligent software and top-of-the-line cameras
• Software enhancement on track and trace systems, including side-by-side detection, hazmat recognition, and parcel classification
This is not an exhaustive list, but you get the gist: SICK is a leading provider of sensor-based solutions to solve your problems. You can also rely on a worldwide team of experienced SICK service technicians and their many years of industry knowledge. SICK’s service team wants to find answers to your questions and will work with you to design smart sensor solutions tailored to your logistics processes.
SOLVE YOUR AUTOMATION CHALLENGES
efficiencies through automation, and growing our volume of packages to create more jobs,” Dexter reveals. Currently, it is an exciting time for UPS Canada as the company is working on several ongoing and upcoming projects to improve its customer service and enhance its operational efficiency across the country.
Guided by its values and driven by innovative strategies, the future of UPS Canada is as promising as ever.
“We will continue to lean into the parts of the market that value UPS’s integrated end-to-end network, focusing on speed, service, and customer experience. These are areas that do and will continue to differentiate UPS Canada and the wider organization from the competition,” concludes Dexter.
With nearly 50 years of delivering quality service in Canada, the company has much to look forward to in the future, with sustainability initiatives, women in business
“WITH TECHNOLOGY AS OUR ALLY, WE ARE CONFIDENT IN OUR ABILITY TO UPGRADE AND ENHANCE OUR SERVICES TO BENEFIT OUR CUSTOMERS AND DELIVER SEAMLESS HIGH-VISIBILITY SHIPPING AND TRACKING”
– STEPHANIE DEXTER, PRESIDENT, UPS CANADA
programs, and the implementation of its new Saturday residential deliveries with its UPS Standard service.
UPS Canada is strategy-driven and people-led, and as customers want a trustworthy and reliable courier service, the company will continue to innovate and uphold its standards.
A BRIEF HISTORY OF UPS
UPS Founder, Jim Casey, left school at age 11 in 1899 due to his family’s financial struggles and began working as a delivery boy in Seattle. He worked for a department store before moving on to a tea store. After two years, he decided to work as an
American District Telegraph (A.D.T.) messenger boy while returning to school. With his younger brothers also working, they were able to support their family after their father fell ill and died. Their mother managed the household alone with prudence and frugality, providing them with clean clothes and warm meals despite their varying schedules. Inspired by his mother’s ethics and encouragement, Casey returned to seventh grade with ambitions of attending Yale or Harvard like President Theodore Roosevelt; however, he only made it halfway through high school while still working long hours at A.D.T., including
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During his time at A.D.T., Casey worked under Frank Edwards, who later became Mayor of Seattle. His first job was to carry a heavy bag for a lady to a suburban car terminal. As an A.D.T. messenger boy, Casey had many experiences dealing with different people and circumstances. His tasks varied greatly: delivering telegrams; waking up engineers and firemen in the middle of the night for emergency railroad runs; carrying trays of food from restaurants to hotels; delivering written messages before the extensive use of telephones; collecting mail from post offices; running errands for retail stores; fetching bail money for prisoners in jail; transporting pitchers of beer from saloons to homes (“rushing the growler”); and even babysitting in hotel rooms while parents attended theater shows.
During the gold rush era, Seattle was the main port for Alaska-bound miners who spent winters there due
to harsh mining conditions. These miners often carried bags of gold dust and nuggets which they spent freely while waiting for spring. As Jim walked through rainy streets on his errands, he envied these men sitting comfortably in hotel lobbies dreaming that one day he could do the same.
Casey, along with two fellow messengers, left A.D.T. and started their own messenger business. They relied on telephones for communication as they were becoming more common at that time. After nearly two years in this business, they sold it to seek fortunes in Nevada’s gold fields. In Goldfield, Nevada, instead of finding gold, they established a messenger service where they did all the work themselves. This venture lasted over a year despite interruptions and changes in partnership. After leaving Goldfield without any fortune, Casey returned to Seattle where he was invited to establish another messenger service due to his
experience. At 19 years old, he had to start anew.
In August 1907, Casey and his partners started the American Messenger Company in Seattle. They rented a small space under a sidewalk next to a saloon for $25 per month (later reduced to $15) and equipped it with an old counter, two telephones, and a bench for their five or six messenger boys.
The company advertised as offering the “Best Service - Lowest Rates”, which was challenging given the competition. They carefully selected reliable boys who lived at home with their parents and provided them with uniform caps. Instead of promising immediate service when they couldn’t deliver, they gave honest estimates of delivery times. Despite few calls initially, they stayed open all night and on Sundays to ensure reliability. The rate for short trips was 15 cents, but they established zone rates up to 65 cents for distant trips. Large customers were offered
monthly discounts based on volume. To reduce costs further and attract more business from retail stores, they began consolidating deliveries on regular schedules in 1913 using one Ford car and several motorcycles. Their corporate name changed to Merchants Parcel Delivery, reflecting this shift in focus, and later became United Parcel Service. After realizing that there were only a few successful parcel delivery businesses across the US, Casey concluded that success would require innovative ideas beyond what others had done before. Preceding the creation of UPS is the rich history of the courier industry,
which dates back all the way to ancient Egypt when letters would be sent in a box down the River Nile, escorted by a guard.
The world’s first sophisticated postal service can be traced back to 521 BCE when Cyrus the Great is believed to have set up roads to transport general mail between his citizens and neighboring cities.
The word ‘courier’ originates from the Latin ‘currere’, which means ‘to run’, and marathon refers to the Greek messenger Pheidippides, who ran 26 miles to Athens after the Battle of Marathon to announce their defeat of the Persians. After promptly dying
on arrival, he was memorialized in marathon events we see today.
Horses eventually replaced couriers on foot, with Greeks and Romans making deliveries by horse and chariot the most common method.
Nevertheless, being a courier is one of the oldest professions in the world. It became a vocation in the Middle Ages and evolved as royal courts began to pay messengers to deliver letters.
Today, communication via mail is disappearing, with modern technology connecting people globally, quickly, and efficiently.
Still, being a courier wasn’t for the faint-hearted. During the US Civil
UPS Canada facility at Ajax, Ontario
War and the Louisiana Purchase, the California Gold Rush brought 300,000 people from throughout the country and overseas to the Sierra Nevada mountain range.
At this time, The Pony Express was incepted, shipping packages from the East to the West Coast in just 10 days by horseback rather than stagecoach, transforming the courier industry.
Although the service was credited for its speed and efficiency, technological advancement soon replaced it.
Before the mid-1800s, there weren’t any actual courier companies with a broader network in the US. The first nationwide and international
delivery business established in the country was Wells Fargo in 1852, who transported payments and valuables by steamboat and stagecoach, which, by today’s standards, weren’t very timely or reliable.
In 1918, the first shipment was transported by air from the US at a time when packages were mostly sent via train, truck, or motorcycle. In the same year, the first official airmail flight was made in Canada from Montréal to Toronto.
Leading the way, Winnipeg installed equipment that automatically segregates, stacks, and cancels mail –the first of its kind in North America.
Meanwhile, in the UK, between 1927 and 2003, the London Underground was used as a courier service called ‘Mail Rail’. Although it had a long run, it was eventually phased out as it became much more expensive than modern courier services.
No matter how mail and packages are delivered, couriers hold a special place in US history. Spanning from 1775, when Paul Revere, known for his Midnight Ride, rode through the towns of Lexington and Concorde on horseback to warn residents of the approach of the British militia, to the current integrated technology that is key to a modern-day, efficient delivery system.
JC MACHINERY INC.
Specializing in Conveyor Systems
At JC Machinery Inc. we genuinely care about our customers and are dedicated to serving them well. We understand their specific goals and objectives, and develop solutions that deliver optimal value on a consistent basis. We are located in Brampton.
Quick, efficient and always good work done”
WE SPECIALIZE IN:
• Heavy machinery moving
• Machinery installations/dismantles
• Custom fabrication
• Mobile welding
• Material handling equipment
• Structural welding
• Mezzanine installations
• Preventative maintenance plans
• Conveyor systems
• Safety guarding & handrails
Business Hours
Mon: 7:00 AM – 5:00 PM
Tue: 7:00 AM – 5:00 PM
Wed: 7:00 AM – 5:00 PM
Thu: 7:00 AM – 5:00 PM
Fri: 7:00 AM – 5:00 PM
Sat/Sun: Closed
AN ELITE FOOD DELIVERY FLEET
America’s Service Line is considered the carrier of choice when it comes to delivering both refrigerated and dry food products across the US. President, Scott Willert, tells us more
Founded in 1996 to support American Foods Group by ensuring the timely and costeffective delivery of its meat products,
America’s Service Line (ASL) has been on a steady trajectory of growth to support shippers and suppliers across 48 US states.
“Our mission is delivering excellence daily to our customers, employees, and stakeholders,” opens Scott Willert, ASL’s President.
“We accomplish this by working to be the Shipper of Choice and Carrier of Choice for American Foods Group and our other business partners,” he adds.
FOOD FLEET
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As your trusted partner, we are fully equipped to assist you with any lease, rental, or purchase needs for 2024 and beyond. GTR has a full line of parts for TICO, as well as in-shop and mobile services available 24 hours a day! Our dedicated team is eagerly waiting for the opportunity to tailor a solution that suits your unique business needs.
Whether you are looking for a short-term rental, a long-term lease, or considering purchasing a TICO Yard Spo er, Gateway Truck & Refrigeration has got you covered. Our extensive knowledge and expertise in the industry will guarantee to deliver exceptional service and top-quality equipment.
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ASL’s primary role is serving as the private fleet for American Foods Group, the fifth largest beef processor in the US. The company’s sizable fleet boasts over 300 tractors, 600 refrigerated trailers, a fully active truck and trailer maintenance facility, and a professionally staffed office of logistics professionals. All of this is supported by around 400 employees and independent contractors.
“Our private fleets have for-hire authority, which enables us to service other shippers’ freight, allowing us to fully utilize our equipment, provide competitive pay to our employees, and generate revenue for our stakeholders,” Willert explains.
In addition, each of ASL’s trailers is equipped with state-of-theart technology for tracking and temperature control purposes, whilst technologies for GPS, communication, and navigation are also utilized.
Despite challenges within the US transportation industry, such as unstable freight rates and industry capacity shrinkage, ASL remains resilient.
“The key ingredient to ensure our success is being the employer of choice to attract and retain the best employees in the industry,” he asserts.
CULTIVATING GREATNESS
Taking great care to hire the right people for its team, ASL prides itself on having cultivated a company culture and work environment that its people appreciate, differentiating it from other employers.
“The number one differentiator for us is our culture. We get many comments from new employees and visitors who say you can feel the difference when you enter the building and from talking to our people,” enthuses Willert.
NORTH AMERICA OUTLOOK: WHAT IS YOUR TAKE ON THE TRANSPORTATION INDUSTRY IN NORTH AMERICA TODAY?
Scott Willert, President: “The transportation industry remains in a challenging position, even more so for brokers. The spot market is very soft with demand and rates staying very low.
“For trucking companies that depend mostly on contractual freight, their rates and volumes are a bit more stable.
“Requests for proposal (RFPs) by shippers have slowed down a bit in 2024 compared to 2023. In 2024, freight rates are stabilizing as supply and demand normalize.
“Thousands of trucking companies have gone out of business in the last year or so, and industry capacity is shrinking as demand is starting to increase. Shippers and logistics service providers (LSPs) that are more strategic, and consider their carriers as true partners, understand that trucking companies truly can’t afford to lower their rates anymore.
“Those shippers that are only concerned about price continue to try to push rates down. They will soon find themselves having to depend on brokers and the spot market or face significant increases from their carriers.
“It’s part of the cycle that our industry goes through, but this cycle has been a little different, mainly due to the COVID-19 pandemic.”
“THE STAFF AT THE VALUE
Fish team
ASL ARE THE BEST I’VE EVER WORKED WITH, AND THEY UNDERSTAND
OF THE WORK ENVIRONMENT AND CULTURE THAT WE’VE BUILT”
– SCOTT WILLERT, PRESIDENT, AMERICA’S SERVICE LINE
US Secretary of Transportation, Pete Buttigieg, meets ASL staff
Driver appreciation group
Wisconsin Kenworth, a subsidiary of CSM Companies, has seven locations throughout the state, including Madison, Fond Du Lac, Green Bay, La Crosse, Menomonie, Milwaukee, and Wausau. CSM Companies represents the highest quality, most reliable products in the industry.
We strive to exceed the expectations of our customers by focusing every part of our organization on delivering sound, innovative and economical solutions that ensure maximum vehicle up-time.
Providing development opportunities for its staff at all levels, ASL is confident that its team members’ growth mindset helps them to thrive.
“Our team members have a continuous improvement mindset. They all understand that we must continue to get better in everything that we do, or our competition will catch up,” he reveals.
Additionally, an open-door policy throughout the company works to ensure that staff always feel heard. Managers’ and team leaders’ doors are always open, physically and metaphorically.
“Our open-door policy is like none other and brings drivers and staff together to maintain healthy communication,” he explains.
Furthermore, ASL does a lot of work to
support the communities it serves and the environment around it.
“Our employees enjoy the camaraderie and satisfaction that they get from making a difference,” he reveals.
“We’re continually testing new products and technologies for improved safety, cost savings, and to be more environmentally friendly or green,” Willert shares.
As a US Environmental Protection Agency (EPA) SmartWay certified
carrier, ASL made the EPA’s high performer list for being a progressive and environmentally minded trucking company in 2023.
“The requirements to be a SmartWay certified carrier are stringent, and to be considered one of their best is a very big accomplishment,” he tells us.
Hybrid trucks
EMPOWERED EXPANSION
Having moved into its flagship site in Green Bay, Wisconsin, in 1996, ASL had no idea how rapidly the business would grow. Fast forward to today, and the company has expanded its already vast site.
“Our building remodel created more and better space for our office staff and drivers when they’re at the terminal. We have a full kitchen, lounge, training room, exercise equipment, washers, dryers, and showers that our drivers enjoy and appreciate,” Willert details.
The expansion and renovation have also allowed ASL to provide space for future growth and improve the aesthetics of the site.
Looking towards future growth, American Foods Group is currently in the process of building a new plant in Warren County, Missouri, due to open in January 2025.
“ASL and the transportation team are working on plans to support the new plant. This is exciting for all our people and provides a lot of opportunity for our people and our business,” Willert outlines.
To support the new plant, the company’s leadership team is working on a long-term strategy. The team will support the new facility, support the current business and customer base, and grow organically and inorganically.
SUPPORTING STAFF AND SUPPLY CHAIN
To empower its employees, ASL integrates many staff recognition drives. The company provides recognition for milestones, often celebrating achievements daily.
“Everyone is different in what they want and value in recognition, and we try to understand that,” Willert comments.
Therefore, a range of different initiatives take place at ASL, including an awards banquet geared towards
AMERICAN FOODS GROUP –AT A GLANCE
• As a small-town food group on a national scale, American Foods Group is more than just a beef processing company – it considers itself a support network for the communities in which it thrives.
• Employing over 4,500 staff across the country, American Foods Group has been family-run for over 70 years. The company brings common sense into every aspect of its beef production and prides itself on not taking shortcuts or cutting corners.
• ASL’s values and ethos align closely with American Foods Group, as it strives to work in unison with employees to provide safe, wholesome meat.
• With nearly 20 years of experience in the transportation industry, ASL is American Foods Group’s choice for moving both refrigerated and dry products that require time-sensitive
drivers, an annual truck rodeo, and even a Fun Committee.
“We have different committees to make sure we’re always getting better and having fun doing it. We’re always trying to enhance how we provide recognition for our people and our team,” he details.
In terms of upskilling staff, all of ASL’s drivers are encouraged to participate in a defensive driving course through a local technical college, whilst new drivers take part in a Smith System course administered by a certified in-house trainer.
ASL also provides cloud-based training for its drivers, focusing on safety topics. Leadership development is also emphasized.
“We take leadership development very seriously. Our leaders and aspiring leaders participate in internal and external training to develop and hone their skills,” Willert expounds.
In terms of its supply chain, ASL has many long-term partnerships with vendors and suppliers, which it values greatly.
“We try not to be short-term thinkers or be shortsighted in our relationships with our partners, and we generally get the same in return,” he summarizes.
TRUCKING ALONG
Looking to the future, and as 2024 unfolds, ASL is refreshing its strategic plans and evaluating how it can bring more value to customers, business partners, and team members.
“We understand that change will happen regardless of whether we want it to or not, and we want to control our own destiny,” reveals Willert.
ASL intends to grow its fleet to support American Foods Group’s recent growth. This growth could include the acquisition of an additional trucking company.
“We’ll also be growing our carrier and supplier bases to help us with this as well, and we’re carefully evaluating these companies to make sure that we partner with the right people,” he explains.
An important part of ASL’s future expansion will include growing its logistics business, America’s Logistics.
Of late, capacity requirements within the transportation industry have not benefited brokerages, meaning ASL hasn’t put a lot of focus on logistics activities.
“Now that volumes are starting to grow, and the market is swinging back, we’ll put more effort there and work to add to the shippers and customers that America’s Logistics manages transportation for,” Willert concludes.
A company built to deliver the right result, every time, Storage Solutions is an industry leader in material handling storage and automation system integration. We speak to Nathan Storey, CEO and President, to find out more
Beginning in 1978 with nothing more than a humble office in Carmel, Indiana, and a desire to revolutionize the supply chain sector, Storage Solutions has witnessed the industry evolve rapidly over the past 46 years, working with its clients and suppliers to adapt alongside it. Having grown to become a leader
in integrating material handling and automation solutions for warehouses, distribution centers, and fulfillment centers, Storage Solutions has demonstrated its ability to adapt, evolve, and grow to meet its customers’ dynamic needs, all while expanding its operations across the entirety of the US. Nathan Storey, CEO and President
of Storage Solutions, began his career in sales fresh out of college in 2006, immediately falling in love with the industry and its diverse set of clients.
“The amount of innovation happening has always been extremely exciting, especially with our customers’ needs continuously changing and evolving,” he opens.
“We have to continue to push the limit with faster deliveries, more throughput ways to optimize material flow within warehouses, and stay up to date with the current technologies and trends.”
Having viewed Storage Solutions and its clients through a variety of lenses for nearly two decades, Storey was appointed CEO and President in July of 2023 and intends to utilize this leadership position to march the company toward its vision of implementing smart solutions for businesses’ warehouse spaces without surprises.
Committed to being a trusted partner that guides companies through every step of a project’s lifecycle, Storage Solutions utilizes a holistic approach to deliver turnkey services and develop an array of solutions to fit companies’ unique facility needs, budgets, and timelines.
Whether a project is 2,000 square feet (sqft) or two million, its team is equipped with the right expertise and experience to get the job done.
EXPERTS IN WAREHOUSE SOLUTIONS
Built with a growth mindset, Storage Solutions has paved the way in material handling and automation integration and continues to grow in size, skill, and scope of capabilities with its team of seasoned experts who collaborate and partner with distribution and fulfillment operations throughout North America.
“We are a pure integrator in every sense of the word, meaning we don’t make any products, and we rely on partnerships with both original equipment manufacturers (OEMs) and our customers,” expands Storey.
“Any type of project-based business, storage racking, shelving, or
automation is what we do, as well as providing engineering services to help companies with material flow design.”
Automation, in particular, is a vast and extremely topical theme within the industry at the moment.
Many companies are looking for creative ways to handle increased demand and guarantee their facilities are running as efficiently as possible whilst ensuring that the plan they have in place will sustain continued growth.
Storage Solutions has proven itself to be an expert in warehouse automation, offering strategies to work with customers’ existing operations and techniques, as well as introducing new technology to ensure businesses accomplish their throughput goals.
The company’s philosophy is to use automation solutions to eliminate as much walking and forklift travel as possible for warehouses, fulfillment
SSI AGV Jungheinrich Rocrich
SSI Conveyor Shelving
SSI Conveyor
SSI Pallet Shuttle Pallet
STORAGE SOLUTIONS’ SERVICES
• Conveyor and sortation solutions
• Automated warehouse robotics
• Goods-to-person picking systems
• Automated pallet handling
• Automated packaging systems
• Technology solutions
• Facility design and assessment
• Warehouse design and layout
• Automation assessment
• Warehouse optimization
• Smart slotting
• Simple solutions
• Dense solutions
• Picking solutions
• Specialty solutions
• Safety equipment
• Turnkey services
“IT’S THAT DEEP-ROOTED PARTNERSHIP WE HAVE WITH OUR CLIENTS AND LONG-TERM RELATIONSHIPS WITH OUR SUPPLIERS THAT SEPARATES US FROM THE COMPETITION”
– NATHAN STOREY, CEO AND PRESIDENT, STORAGE SOLUTIONS
centers, and distribution centers, as these are the most costly and least reliable functions in a given facility.
“Automation is huge; it gives us the ability to satisfy some of the biggest challenges in the workforce right now, and we’re able to provide solutions that are all-encompassing, from pallet shuttle to conveyor and sortation to goods-to-person solutions to robotic arms and more,” emphasizes Storey.
In a time when technological advances are so rapid it can feel like a relentless battle to keep up with the progress, Storage Solutions is proud to provide data-driven automated
warehouse fulfillment solutions to increase businesses’ productivity.
TAKING A PARTNERSHIP APPROACH
It’s no secret that customer demand is changing, and the company is evolving to address these challenges with a commonsense approach that highlights a foundation of trust between the team and its clients.
“We look at everything from a partnership mindset. We want to get in with clients and work alongside them because we have the same objectives,” explains Storey.
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OUR SERVICES
ABOUT OUR COMPANY
For over 60 years, Speedrack has been a pioneer in storage solutions, renowned for our innovate tubular rack design and e-commerce-optimized storage solutions. We are committed to harnessing cutting-edge technology and collaborating with industry leaders like Storage Solutions to deliver premier solutions that anticipate our customer’s needs.
OUR GOALS
At Speedrack, we prioritize building long-lasting relationships. Our aim is to be your dedicated resource throughout the entire project, guaranteeing exceptional customer service and delivering outstanding results.
Manufacturing: State-of-the-art facilities driven by advanced production methods honed over decades of experience. We are proud to announce our recent ISO 9001 certification, showcasing our commitment to excellence.
Speedrack’s Engineering team will design a storage solution that offers safety combined with maximum space utilization for all types of racking needs.
Project Management: We’re excited to introduce our comprehensive project management services Explore our new offerings and let us be your first choice for every stage of your project.
WHY PARTNER WITH STORAGE SOLUTIONS?
SIMPLE: Every day, there seems to be new technology or innovation making waves within the industry, and admittedly, it can feel a bit overwhelming. Storage Solutions is here to make the implementation of the latest technologies simple by helping companies determine the best fit for their operations. Whether it’s making the picking process more accurate or increasing overall productivity, Storage Solutions has the knowledge and experience to get it done.
SMART: The company’s wide range of solutions can help businesses become more efficient, lower costs, and improve safety. Storage Solutions’ team of experts help find the right solutions to grow businesses efficiently through the use of technology. The company works with clients every step of the way to ensure that they receive the support and education needed to get up and running.
STRATEGIC: Planning the next generation of warehouse solutions can be intimidating. The Storage Solutions team removes these worries with technology solutions that help any warehouse run smoother with the right planning and implementation strategies.
“Our goal is to collaborate and make sure that we understand where a company is today and ultimately where it wants to be in the future.”
This environment of trust allows clients to feel confident that Storage Solutions’ expertise can help them find the answers to the most unique needs with the flexibility to scale as an operation grows.
Additionally, this approach means that the company can seamlessly develop and design the optimal solution no matter the scenario, whether it is starting up a new facility, adapting to a change in demand, or even relocating a client’s operations.
“It can be a challenge, but our company is one that enjoys helping customers solve these problems. That is what we build our business on – overcoming customers’ pains alongside them,” enthuses Storey.
“We don’t just put a bandage on something for a quick fix; we strive to be the solution that lasts well into the future.”
Taking the initiative to consistently research and stay on top of innovations in the industry is what makes Storage Solutions unique, and the family-like customer service and dedication toward finding the optimal solution for every situation is what truly sets the company apart from the rest.
A SMART CHOICE FOR THE FUTURE
Having recently embarked on transformative ventures, including being acquired by renowned German intralogistics pioneer, Jungheinrich AG, Storage Solutions is bolstering the size, breadth, and expertise of its team and comprehensive suite of warehouse solutions as the company looks toward the future.
“We want to be the smart, strategic resource for our partners, looking at not only the challenges that are being faced today, but the future issues that can be tackled right now,” insights Storey.
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excited about the opportunities that the supply chain industry is expected to present, as it is anticipated that companies are going to continue to expand their footprints and look for ways to deliver goods faster and more accurately.
“We’re excited about all of the opportunities with our current and future clients and helping them overcome challenges and achieve company objectives,” he continues.
In addition to the ambitious goals that Storage Solutions is ready to face head-on, it is focusing on empowering the staff who work daily to contribute to a history of long-standing success.
“Our employees are our number one asset. They are on the front lines and are, ultimately, the face of our company,” explains Storey.
Ensuring that Storage Solutions’ mission of embodying a partnership mentality is embraced by every team member, the company provides training and continuous opportunities for improvement to allow its staff to grow into confident leaders within their respective fields.
With this mindset, Storage Solutions aligns to create successful outcomes for its teams, projects, and clients. Once aligned, this
creates an environment where mistakes, weaknesses, and areas of improvement can be identified without fear of repercussions.
“We have built a strong culture around our core values and our purpose as a company. We have a very low employee turnover because every person buys into the vision we believe in, the environment we provide, and the success we achieve working cohesively together,” concludes Storey.
Tel: (317) 210-1790 storage-solutions.com
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Maximizing Space Minimizing Costs
At Engineered Products, we’re focused on one thing— maximizing space. We’ve provided material handling and storage solutions to warehouses for over half a century. And while our solutions maximize space and operational capabilities, they also minimize costs. Every inch and every dime is optimized at Engineered Products.
At Engineered Products, we specialize in overcoming these and the many other obstacles that can plague material handling systems and affect your bottom line. Some of our specialties include Structural Pallet Rack, Gravity Flow Systems, and ASRS/Rack supported structures.
With almost 70 years of experience under our belts, we are confident we can find the storage solution your business needs. Whether it’s better-utilizing your current warehouse space, overhauling your order picking system or creating a rack-supported storage facility from the ground up, we pride ourselves in our ability to create customerspecific storage solutions that fit your budget and your unique needs.
CONTACT US
Main contact: Jace Striplin | Distribution Sales Manager Phone: (864) 884-6824
Leadership: Tommy Sinclair | CEO Phone: (864) 630-1249
Scott Hall | Executive Vice President Phone: (864) 423-5795
EngProd.com
Wize Solutions is a national leader in material handling integration solutions. With successful projects across all 50 states as well as Australia, Canada, Japan, Mexico and more. Wize has the experience, industry relationships and high standards to get the job done safely and on time.
Warehouse Racking Installation
Wize crews have hundreds of years of combined experience in installing all types of pallet racking systems. Drive-In, Selective, Tube Rack, Pallet Shuttle, Mezzanines, Pick Modules, Lockers, Cantilever, Pallet Flow, Push Back. We will do it all.
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DELIVERING EXCELLENCE NIGHT AND DAY
Beginning with one man, a truck, and the passion to create a better experience for transportation needs that exceeded what the market was offering, Lanter Delivery Systems has become a major player in the US supply chain. We speak to Steve Lanter, CEO, to learn more
TDAYhe delivery services industry has an extensive history that continues to shape the global economy with its endless advancements and innovation. No company recognizes the critical nature of this evolution more than Lanter Delivery Systems (Lanter), having borne witness to myriad changes within the industry for over
40 years, becoming a recognized leader within the sector.
Steve Lanter, CEO, was raised in the trucking industry, crediting his father for not only blazing the trails by initiating the long-standing business but for inspiring the family-oriented and relationship-based culture that has become embedded in the company’s DNA.
“One of the lessons my dad taught me was that if you provide exceptional service, have great relationships with your customers, and deliver a solution that adds value, you’re always going to be in business. This has been our winning formula for over four decades,” he opens.
This belief in working with honesty and integrity has allowed Lanter to
see exponential growth and retain long-lasting customers who are confident in the company’s ability to provide dedicated quality and shared value.
Serving customers nationwide in essential industries, including automotive, agricultural, heavy trucking, and industrial, Lanter’s network spans 48 states with approximately 90 hubs and forward cross-docks and makes over 11,000 stops every night, Monday through to Saturday.
“At Lanter, we take immense pride in ensuring that every team member, regardless of their level or position in the delivery process, understands the critical role they play in getting vehicles back on the road and tractors back in the field,” notes Steve.
“Whether it’s a single parent’s car, driver’s truck, or any other vehicle, our commitment to providing excellent service makes a tangible difference in our customers’ lives and the lives of their customers.”
One of the most distinctive qualities of the company is that it runs the most extensive shared network of anybody in the country, allowing Lanter to develop a customized, detailed delivery plan that ensures even the most specific of needs are met and that all safety and security standards are aligned.
Ultimately, when in need of a fast, reliable, and time-tested delivery of parts and materials anywhere in the continental US, Lanter is the go-to choice.
“ONE OF THE LESSONS MY DAD TAUGHT ME IS THAT IF YOU PROVIDE EXCEPTIONAL SERVICE, HAVE GREAT RELATIONSHIPS WITH YOUR CUSTOMERS, AND DELIVER A SOLUTION THAT ADDS VALUE, YOU’RE ALWAYS GOING TO BE IN BUSINESS. THIS HAS BEEN OUR WINNING FORMULA FOR OVER FOUR DECADES”
– STEVE LANTER, CEO, LANTER DELIVERY SYSTEMS
DELIVERY OPTIONS FOR EVERYONE
The company represents the classic American business success story, having become a leader in the overnight delivery of critical parts and daily stock orders, with countless companies and their customers relying on its nationwide network to deliver various goods. This, understandably, requires dedication, timeliness, and synchronous teamwork to meet such high expectations.
Rugged
Mobility Solution Improves Productivity for Lanter Delivery Systems
Lanter Delivery Systems is recognized as a premier overnight, unattended delivery solution provider in the transportation and logistics industry. The company operates in every state throughout the continental U.S., providing overnight product and parts delivery services for the automotive, agricultural, heavy industrial and heavy trucking industries.
Over the last 30 years, Lanter created a custom-built delivery service, making their overnight delivery solution possible. But Lanter had quickly outgrown the capabilities of their original field devices, which relied on consumer mobile technology not designed for the rugged and demanding conditions Lanter drivers encounter. Devices were continually breaking and unable to scan quickly, efficiently, or perform at the highly-productive speeds that Lanter’s drivers required. Lanter was in search of an end-to-end rugged mobility solution that would help them improve scanning operations in both driver and dock applications and increase productivity and efficiency. To achieve their goals, Lanter partnered with long-time provider and leading automation systems integrator, Peak Technologies, and their industry-leading partner and device manufacturer, Honeywell
Peak and Honeywell recommended the Honeywell CT45 XP rugged mobile computer to replace Lanter’s current, ineffective, consumergrade mobility solution. The Honeywell CT45 XP is a rugged, all-purpose mobile computer that ensures ultra-reliable performance, data connectivity, and communications for front-line mobile workers. In addition, the CT45 XP leverages the latest Wi-Fi 6 technology to facilitate always-on connectivity, and is built on Mobility Edge™, Honeywell’s durable, stable, and secure platform that increases device lifecycle, enhances security, and accelerates deployment into Lanter’s existing network. Lanter also invested in several accessories to help with the device’s ergonomics in different workflows, and Peak service contracts to help them configure, kit, and deploy the mobile computers. Peak and Honeywell provided critical project support services to implement the new mobility solution for Lanter. The team provided on-site demonstrations of the CT45 XP units at two Lanter sites to showcase its ease of use and data connectivity in Lanter’s environment.
As one of the largest solution partners in the data automation industry, Peak provided the company size, logistics and warehousing industry experience, and deep expertise in mobility solutions Lanter needed to support the new technology being rolled out to their workforce. Additionally, Peak’s experience with freight companies and global presence—particularly in Europe—provided Lanter with the 24/7 global support they required for their new devices.
Peak handled the staging and kitting of all Honeywell CT45 XP units, including loading software, testing, delivery support, and startup at over 90 Lanter locations. Peak also provided expert on-site support at several locations as the devices were being rolled out to help resolve any technical difficulties that should arise.
On an ongoing basis, Peak Technologies is supporting the Lanter solution with Mobile Device Management (MDM) and 24/7 help desk support, which is crucial to Lanter’s overnight delivery model. Since implementing the solution, Lanter has seen substantial gains in worker productivity, allowing them to advance company growth to align with strategic goals. The partnership with Peak Technologies and Honeywell has provided measurable improvement to Lanter’s delivery systems.
“Working at Lanter necessitates passion; it’s not just a nine-to-five job. With delivery commitments throughout the night and into the morning, success requires a tightly managed series of events,” expands Steve.
“You have to care, be a great communicator, and address issues head-on without hesitation.”
Attention to detail and a flexible logistics system is what has allowed the company to achieve an enviable
track record of 98 percent on-time delivery.
Lanter offers different delivery options to accommodate its clients’ distribution requirements, all of which are designed to ensure all freight is delivered safely and on schedule while incorporating sustainable and environmentally-friendly practices in the process.
Lanter’s core service offering of unattended night delivery not only
LANTER’S NON-NEGOTIABLES
WALK IN HUMBLE CONFIDENCE: Employees are experts at what they do, but never assume that they know everything.
BE OPEN, HONEST, AND RESPECTFUL: Say what has to be said in a tactful, courteous way.
BE FEARLESS: One never fails, only learns.
BE ONE TEAM: Everyone achieves more together through collaboration and consensus.
HAVE A PASSION TO SERVE: Lanter is composed of dedicated, hardworking individuals who provide exceptional service to customers and each other.
STRIVE FOR OPERATIONAL EXCELLENCE: The team is dedicated to a culture of continuous improvement, driving superior quality, and productivity.
PUT SAFETY FIRST: Lanter prioritizes the safety of its team members and customers above all else.
DELIVER ON COMMITMENTS: The company’s employees will do what they say they will do.
provides convenience and efficiency for its clients but also supports its green initiatives. By arranging the pick-up of shipments from clients’ regionalized Parts Distribution Centers in the afternoon and delivering them to clients’ locations before the start of business the next day, Lanter helps reduce the need for additional freight storage on-site, thereby minimizing carbon footprint and promoting resource efficiency.
Qualified Workforce and Management Team
SLG Systems is your trusted 4PL (Fourth-Party Logistics) partner, distinguished by our unparalleled expertise in streamlining day-to-day operations. With a team of highly experienced operators and seasoned managers, we bring a wealth of warehousing and operations knowledge to the table, ensuring your business’ success is our top priority.
At SLG Systems, we embrace a grassroots approach to operations, firmly rooted in the belief that hard work and dedication are imperitive. We understand that success in logistics and supply chain management comes from the ground up, and our commitment to these principles sets us apart.
Discover the flexibility and expertise that SLG Systems brings to the table. Contact us today, and let’s discuss how we can tailor our solutions to your precise requirements.
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LDS CARES PROGRAM
Lanter’s commitment to the wellbeing of its team is both professional and personal. Based on the principle that ‘charity begins at home’, the LDS Cares program supports team members and their families who find themselves facing severe and unexpected hardships.
This program is available to others who collaborate to achieve the company’s goals and serve its customers. This includes workers, temporary staff, and personnel at various vendors and suppliers who embrace and exemplify the values in Lanter’s non-negotiables.
“We wanted to highlight that there is a need in our own communities and even our own company. It truly blows my mind just how life catches up with people. Ultimately, we want to make a difference locally and want our team to feel good that they work for an organization that is going to do its best to take care of people,”
– Steve Lanter, CEO
Additional value-added benefits include end-to-end scanning for complete visibility of the shipment, a centralized customer service department for proactive alerts, an interactive customer web portal, and more.
Alongside these benefits, Lanter offers scheduled less than truckload (LTL) shipping, which provides companies with a daily, planned delivery cadence going to dealerships, stores, or branches at set times.
Finally, the company provides retail pool distribution, an aspect it is looking to expand even further in upcoming years. This form of distribution combines LTL shipments on fewer trucks and sorts them at terminals for final-mile delivery, significantly reducing the number of vehicles on the road and leading to lower emissions and decreased fuel consumption.
Overall, Lanter’s day and night freight transportation solutions enable high-volume shippers to ‘pool’ freight traveling to multiple destinations in full truckload quantities, resulting in cost savings, streamlined supply chains, and a greener footprint.
REACHING ONE BILLION
With an unparalleled track record, Lanter’s vision and goals for the future continue to be ambitious.
“Initially, we set a goal of trying to double in size over the course of five years. We were able to achieve that target in three years and then continued to set robust expansion goals that we worked hard to successfully meet,” enthuses Steve.
“As we look to the future, our next big goal is to become a billion-dollar company. To achieve this quest, we have an aggressive growth strategy.”
With the help of its partner, Equity Group Investments (EGI), the private investment firm founded by Sam Zell, Lanter has devised a three-legged strategic growth plan.
The first part of this strategy involves looking at the company’s night unattended business. This pre-8am delivery offers a unique opportunity for those looking to optimize their efficiency and reduce disruptions. This can range from industries in healthcare to automotive to food and beverage.
Leg two consists of leveraging overnight dock networks that normally sit idle during non-peak hours. This will allow the business to expand into same-day delivery, as many customers
are calling for assistance in getting core deliveries returned to shippers after other transport companies have gone under.
“The thought right now is, how can we make this network more productive? We believe that all freight candidates can fit into our network, so even if we aren’t able to deliver in the middle of the night, we can deliver on that final mile route,” explains Steve.
Finally, the third leg focuses on mergers and acquisitions (M&As), as Lanter believes there are businesses that will hugely benefit from this combination of resources.
In addition to these three pillars, the company is highlighting its IT strategy and providing customers with modern technology solutions that deliver visibility, transparency, and insight.
“Our technology-enabled business process final mile platform creates the experience shippers and customers are looking for in today’s highly demanding supply chain,” insights Steve.
The delivery platform Lanter offers is unique for each customer’s needs to ensure seamless distribution, transportation, and logistics solutions. Additionally, the technology and process enables package-level scanning, tracking and tracing, a
customer portal, data-enabling analysis and insights, industry-leading contactless delivery, and photo proof of delivery.
By continuing to fulfill its commitments, work with integrity, and maintain its reputation as the preeminent transportation and logistics provider in the crucial supply chain sector, the company will continue to expand its nationwide footprint and provide industry-leading service.
DRIVING TOWARDS SUCCESS
To summarize in a single word, Lanter’s workplace is dynamic.
Something new is constantly happening, and the company boasts a vibrant, problem-solving environment ready to tackle anything that comes its way.
Operating throughout the entirety of the continental US, there is no place it can’t go to meet businesses’ logistical needs. This achievement is a tribute to the value the company prizes above all else – building deep, enduring relationships with the team and its customers.
These relationships have come to fruition and remain strong due to the founding principles that have helped shape the core of Lanter: its ‘non-negotiables’.
“We have eight non-negotiables that we live by, all revolving around how we treat one another and our clients,” notes Steve.
These non-negotiables stem from the top down, guiding the leaders in supporting and bringing out the best in everybody and helping the team create an environment that encourages growth on all levels.
“One thing that we do is lead a call where people share the nonnegotiables they used in the past two weeks or plan to use in the upcoming month. It started as a small 30-second chat that has now evolved into a whole presentation that people get excited about,” expands Steve.
This showcases the pride Lanter has in promoting not only open communication but creative innovation within its workspace.
The company’s strategic, processdriven approach has been embraced by the marketplace for over four decades and is continuing to set new service standards for the automotive, agricultural, heavy industrial, and heavy trucking industries.
Lanter envisions a bright future for the road ahead and is looking forward to bringing its proven solutions to many new industries.
Those at the company will continue to build long-lasting relationships as they push ahead to live and work by the well-established and familyoriented culture that has allowed Lanter to become an industry leader.
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Your company can join the leading industry heavyweights enjoying the free exposure we provide across our platforms with a free marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to help you grow your business.
Visit www.outlookpublishing.com/get-involved for details on how your company can feature for free in one of our upcoming editions.
The global resource for supply chain professionals and organizations
Building on the global success of our regional titles – North America Outlook, Africa Outlook, APAC Outlook, and EME Outlook – Outlook Publishing is proud to introduce a platform dedicated to the supply chain sector.
As supply chain organizations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
A multi-channel brand, Supply Chain Outlook brings you the positive developments driven by organizations across the global supply chain industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.
Through this compelling new venture, we foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavor, contact one of our Project Managers today.
REALIZING WORLDWIDE EMINENCE
Recent years have brought a lot of excitement back to the hospitality and travel industries. After a turbulent period of distress across the sectors and thousands of hotels either going out of business or
being shuttered completely because of the global COVID-19 pandemic, the industry is back with a vengeance.
As seen in the last 12 months, business people and leisure enthusiasts are traveling again and
doing so in record amounts. This dramatic and welcome upturn in prosperity has created the opportunity for hoteliers to move ahead with expansions or muchneeded renovations to their spaces.
Today, BCI Worldwide is respected as the global leader in hospitality logistics and offers complete management solutions to meet all its customers’ needs across the entire logistics spectrum of the sector. We discuss all this and more with President, Jeffrey Bulinski
Writer: Ed Budds | Project Manager: Scarlett Burke
During the COVID-19 pandemic, many hotel brands allowed for a pause on the property improvement plans required by all their franchisees to keep up with brand standards. This adjourn has since been lifted, and
hotel owners are now required to bring their properties back into compliance, meaning the hospitality logistics sector is once again feeling optimistic and anticipating a busy outlook.
Additionally, the introduction and
mainstreaming of the home rental market has caused the industry to adapt as well.
“What I find so amazing about the hospitality industry specifically is the resilience and adaptability to changes
that come its way,” introduces Jeffrey Bulinski, President of BCI Worldwide.
“Some brands have home rental options as a part of their portfolio, but nearly all have come up with creative ways to attract the traveling public. Some have also made public spaces a collaborative environment for gathering, while others have tried to make the travel experience more like that of a home away from home,” he explains.
Back in the early 1980s, Bekins Distribution Systems (BDS) was founded in Las Vegas, as one of the first companies to focus primarily on hospitality logistics. As the Las Vegas strip continued to grow, so did BDS.
to final installation, BCI Worldwide has a team of experts that can handle any shipping request and the entire lifecycle of any hotel or commercial pre-opening or renovation project.
“We were founded 40 years ago with an emphasis on serving the hospitality industry. Through the years, our primary services have included transportation, warehousing, installation, and overall project management,” Bulinski tells us.
“In addition to these core services, we have also assisted with the removal, liquidation, disposal, and recycling of retired assets, as well as asset inventories and management, consulting services related to the
By 1999, operations had expanded throughout North America, and BDS was rebranded as Bekins Commercial Installations (BCI) Worldwide. Finally, in 2010, the company opened its first Asian branch in Macau to complete the Sands Cotai Central, the largest one-time hospitality construction project ever completed in Asia.
BECOMING A GLOBAL LEADER
BCI Worldwide is the global leader in hospitality logistics and offers a wide range of value-added services for its customers in the hospitality, gaming, shipping, and construction industries. From freight forward management
logistics industry, being an overall vital resource to our clients, prospects, supply chain partners, and the industry in general,” he adds.
In this way, BCI Worldwide provides assistance and guidance relative to best practices and ensures projects are successful.
In a crowded market of companies that perform services for the hospitality industry, where most rely on the use of third-party warehouse providers to help with their local storage and moving needs, BCI Worldwide employs a slightly alternative approach.
While the company conducts these services, BCI Worldwide also has a
sister company called BMS Moving and Storage that owns and operates 17 state-of-the-art warehouses nationwide that it can call upon to expand its network even further.
At present, BCI Worldwide owns offices in Asia (Macau, Hong Kong, and Singapore) with expansion plans to open an office in a market with the ultimate goal of helping provide clients with a dependable, steadfast solution, while still maintaining the company’s reliable standards of excellence.
A BURGEONING PORTFOLIO
BCI Worldwide is currently immersed in numerous projects in support of the gaming and hospitality industries, not just in the Las Vegas area, but worldwide, including its physical locations like Macau and Singapore.
Elsewhere, Seminole Gaming has provided BCI Worldwide with multiple high-profile projects.
“One of these previous higher profile projects includes the Hard Rock Guitar Hotel in Hollywood, Florida,” Bulinski expands.
Additionally, BCI Worldwide recently completed the installations of the new, high-profile, world-renowned Fontainebleau Resort in Las Vegas, Nevada, as well as the beautiful Sunseeker Resort in Charlotte Harbor, Florida.
“OUR NETWORK OF 17+ SISTER LOCATIONS, ALONG WITH THE VAST EXPERIENCE AND EXPERTISE OF OUR STAFF AND DIVERSE PARTNERSHIPS, WILL GIVE US THE ABILITY TO TRAVERSE THE GROWING NEEDS OF MOST COMMERCIAL CLIENTS”
– JEFFREY BULINSKI, PRESIDENT, BCI WORLDWIDE
“Internationally, we more than hold our own. We continue to do work at the Marina Bay Sands Hotel in Singapore; and the Parisian, Wynn Palace, and Sands Cotai projects in Macau,” he confirms.
Furthermore, BCI Worldwide is resolutely set on achieving its goal to enhance the hospitality industry and is currently working on several multi-tenant and healthcare projects. Ultimately, the company believes that every project is as important as the next, regardless of the name, size, or location.
As an example, while smaller than those mentioned above, BCI Worldwide also has several projects ranging in room sizes from 30 to 400 rooms that will act as new or refreshed ‘jewels’ in their local communities once completed.
“We have many new, exciting projects either currently starting or in the very near future. Some of
these include the L’Auberge Hotel in Lake Charles, Louisiana, as well as the Margaritaville project in Bossier City, several large thousands of room renovation projects in Las Vegas, and The Marina Bay Sands project in Singapore.”
PRIORITIZING PROGRESS
While 2023 was a fantastic year for BCI Worldwide, the company is still looking forward to increasing its performance internationally across the rest of 2024.
“The global COVID-19 pandemic continued to affect our overseas operations, with many jurisdictions only lifting restrictions late in 2023. However, the positive news is that the activity in North America continues to strengthen and grow, which should allow us to positively increase our performance,” Bulinski enthuses.
BCI Worldwide looks to expand its global footprint, increase its share of
BCI WORLDWIDE MISSION AND VISION
MISSION
• BCI Worldwide’s mission is to continue to build on its team’s experience, success, and proprietary technology to ensure the company maintains its reputation as the leader in the hospitality and gaming logistics industry, furniture installation companies, and international logistics services.
VISION
• The company has a vision to expand its portfolio of services to ensure it can become a one-stop solution for the many supply chain requests BCI Worldwide receives from its diverse customer base. BCI Worldwide wants to look at its customers’ needs as opportunities to further expand its offerings while also maximizing efficiency and profitability.
freight volume, and grow its supply chain network even further.
“Our focus for many years has been on providing services for the gaming industry, which has typically meant large, upscale projects. While we will continue to perform services for this important market segment, we will also be expanding to the travel, leisure, and entertainment markets,” he elaborates.
Similarly, BCI Worldwide has already been awarded and involved in projects in several outdoor, exercise-focused travel destinations. Furthermore, the company is working with numerous other businesses for a diverse blend of projects in locations that vary from metropolitan to beachfront.
Elsewhere, BCI Worldwide is always looking at additional markets, such as its future expansion into the United Arab Emirates (UAE), as well as a warehouse expansion with its sister company, BMS Moving and Storage, to better serve its customers.
By constantly investing in enhancements to its proprietary software, BCI Worldwide can now handle any scope of work that its clients bring to the table.
“As we continue to grow our brand, as well as our national and global capabilities, we will look to expand into other markets outside of the hospitality industry. Our network of 17+ sister locations, along with the vast experience and expertise of our staff and diverse partnerships, will give us the ability to traverse the growing needs of most commercial clients,” Bulinski finishes proudly.
Founded in 1882, J.D. Irving, Limited has progressed to become a leading logistics provider across North America. Group Vice President, Andrew Fisher, tells us the story of the company’s enduring mission and supply chain expertise
Writer: Lucy Pilgrim
Project
Manager:
Scarlett Burke
J. D. Irving, Limited’s (JDI) Transportation and Logistics Division contains one of the widest arrays of logistical service providers in the global market today. The division includes 11 unique enterprises that have been active for many years, with some having been in business for over seven decades, as well as service providers, trucking operations, marine, short-line railways, and a school.
Across the entire Transportation and Logistics Division, the mission is simple: to always deliver, whether
by road, rail, or sea, to ensure its customers’ supply chains are consistently moving.
“We are challenging our industry, changing how we operate, and driving digital transformation in all our businesses,” states Fisher.
This is thanks to the committed work of the division’s 1,700 employees operating across Canada, the US, the Caribbean, and Europe.
In the context of JDI, the Transportation and Logistics Division provides unparalleled logistics capabilities and the broadest array of services all under one roof, optimizing how goods flow to market.
Implementing sustainable operating practices and innovative approaches to material movement
“WE BELIEVE IN INVESTING AND BUILDING OUR BUSINESS WITH THE SKILLS OF GREAT EMPLOYEES, PRODUCING EXCELLENT PRODUCTS, AND PROVIDING SUPERIOR SERVICE TO OUR VALUED CUSTOMERS”
– ANDREW FISHER, GROUP VICE PRESIDENT, J.D. IRVING, LIMITED
allows the logistics arm of the organization to service customers in the most efficient manner and reduce its carbon footprint.
This makes the Transportation and Logistics Division one of the key providers for JDI, moving forest
products by road and rail between operations to the market.
SIGNIFICANCE OF THE SUPPLY CHAIN
Globally, the transportation and logistics sector has consistently been
recognized as a vital piece of the supply chain.
Therefore, this specialized division of JDI keeps its supply chains intact, providing customers with competitive price points so that its internal businesses can remain sustainable.
“At JDI, we believe we have the potential to be better every day and know we can be a part of the solutions to some of today’s most pressing challenges,” Fisher highlights.
One difficulty that the company has overcome is the consequences of the COVID-19 pandemic, which had a major impact on the global supply of goods and services.
“Over the past few years, many people have seen first-hand what happens when the supply chain is
JDI’S KEY INVESTMENTS
As part of JDI’s logistical expertise, the Transportation and Logistics Division endeavors to maintain every project to the highest standards.
This was most recently reflected by upgrading NBM Railways’ lines to continuous welded rail (CWR).
“These upgrades modernize the lines to be longer and uninterrupted, leading to smoother rides, less maintenance for locomotives and cars, faster service, and increased safety,” informs Fisher.
In tandem with this, NBM Railways has partnered with Progress Rail to modernize its locomotive fleet. The project will see 16 locomotives and five boosters upgraded, which, when combined, provide the power of two locomotives with the fuel usage and emissions of one.
The boosters are also equipped with control cabs, allowing the operation of both components with no additional training required.
COMMUNITY OBLIGATIONS ON THE DATACO RADAR
Since JDI’s establishment as a small family business in 1882, its shared values and work ethic have matured into a commitment to all its key stakeholders. These core values permeate the company’s operations, employees, management teams, and systems to guide its actions and behaviors.
Eight values form the foundation of JDI, known as The Irving Way.
These include:
• Health, safety, and environment
• Customer focus
• Integrity
• People and teamwork
• Quality products and services
• Continuous improvement and innovation
• Results-driven
• Fast and flexible
These core values also guide JDI’s approach to sustainability, as managing its operations in an eco-friendly way is not a new concept but has been a hallmark of the business since it began planting trees in the mid-1950s.
“We continue to evolve, staying ahead of the curve and making investments to benefit our operations, the environment, and the communities where we live and work,” Fisher shares.
interrupted; the COVID-19 pandemic demonstrated the significance of a strong supply chain. For many in Canada particularly, a new appreciation was found for the supply chain and what it involves,” he recalls.
This is particularly apparent given that the industry is responsible for moving goods across the country and the world; as such, interruptions and changes can have a major impact.
Moreover, Fisher has witnessed a new appreciation for the industry, alongside a greater public understanding of how global events can have local impacts.
IMPROVING ENVIRONMENTAL EFFICIENCY
The Transportation and Logistics Division of JDI is also taking significant steps to improve efficiency by reducing the environmental footprint of its largest assets.
In the fall of 2022, the Atlantic
Shrike, an offshore supply vessel, successfully completed a series of sea trials off the coast of Newfoundland, powered solely by an energy storage system (ESS).
The Atlantic Shrike demonstrated an ability to not only transit with zero emissions, but also operate as a hybrid vessel while undertaking dynamic positioning.
“The highlight of the trial was the ESS taking over the full load of the ship, including propulsion, for approximately 30 minutes and sailing at seven knots, making the Atlantic Shrike capable of zero-emission transit for short periods of time,” Fisher expresses.
The division’s improvements have reduced the ship’s emissions by up to 800 tons (t) of CO2 per year. Meanwhile, the vessel’s existing dynamic positioning and automation systems, as well as ventilation and freshwater cooling, were modified to
accommodate the large-scale ESS, a containerized module measuring over 37 feet in length and weighing over 40 t.
Moreover, extensive research was completed to ensure optimization in terms of operation and safety, including a robust firefighting system of water mist protection and inert gas deployment.
This project represents a businesswide effort to make a change to the industry.
“More than ever, our stakeholders, customers, employees, and communities demand environmental accountability and responsibility.
“In the Transportation and Logistics Division, we are working to create a culture of sustainability around our climate, people, and innovation. By optimizing our fuel costs and expenditure, we can both reduce our carbon footprint and invest more in our people,” Fisher details.
The company and its team
are proud members of JDI, an organization that has planted one billion trees to date.
“Together, we strive to make a positive difference in our communities, prioritizing social, corporate, and environmental sustainability,” he concludes.
The last century has seen the aviation industry grow exponentially. Danny Sitnam, President and CEO of Helijet International, explains how investing in new technologies amidst a climate of modernization has kept the company at the top of its game
Year on year, North America’s aviation industry sees constant change to its regulations, economies, and environments, whilst the travel habits of the public cannot be predicted.
Nevertheless, Helijet International (Helijet) revels in the challenges and opportunities that an active
and exciting sector presents, and anticipates positive change as new developments emerge.
““In a nutshell, aviation is an exciting yet challenging sector. As aviators, we enjoy change and get very complacent being stagnant,” opens Danny Sitnam, President and CEO of Helijet.
As a solutions company for air transportation based in British Columbia (BC), Helijet is well known as North America’s largest and longest standing scheduled helicopter air service. Operating across the Pacific Northwest of the US, it offers a wide range of scheduled, scenic, and corporate charter flights.
Lesser known is the company’s engagement in air medical operations. Having operated its Sikorsky S-76 helicopter as a dedicated medical vehicle for over 25 years, Helijet offers considerable high acuity aid.
“We are BC’s largest dedicated air medical service provider,” Sitnam reveals.
As a result of its work with the British Columbia Air Ambulance Service (BCAS), Helijet has subsequently been tasked with overseeing 52 air ambulance heliports and landing zones across the nation. Therefore, the management and operation of heliports has evolved as a sizable subdivision of the company.
“By default, we’ve become an infrastructure organization. We consult international companies in developing heliports and vertiports, which is now a big part of our business,” he comments.
With a wide and varied range of products and services at its fingertips, a reputation for excellence, and having played a key role in the development of BC’s aviation industry over the past three decades, the Helijet name garners respect and recognition from across the globe.
ADVANCED AIR MOBILITY
In recent years, the evolution of advanced air mobility (AAM) has taken the aviation and aerospace industries by storm.
By creating innovative, quieter, and more cost-effective automated aircraft, with a significantly lower carbon footprint due to being powered by electricity or hydrogen, AAM poses major improvements to aviation as we know it.
“It’s exciting to see the direction AAM is moving in, as it will change the dynamics of how the industry will operate in the future,” Sitnam enthuses.
In 2019, Helijet became a founding member of Canadian Advanced Air Mobility (CAAM), and last year announced its plans to become the first Canadian air carrier to provide services using electric vertical takeoff and landing (eVTOL) aircraft – an adopter of AAM.
“Back in October, we made the significant announcement to provide passenger and cargo services using eVTOLs. We put firm orders in with BETA Technologies (BETA) for its ALIA 250 eVTOL model, which is estimated to be commercially certified in 2027.” Notably, eVTOL poses significant enhancements to Helijet’s emergency response capabilities, especially when serving remote areas.
As a leader in electric aerospace engineering and AAM, BETA emerges as a beneficial partner for Helijet.
“We’re excited to work with BETA, and it was important for us to put in a firm order with them, so regulators like Transport Canada can see how serious we are about AAM. We can’t do it by ourselves – we need a whole community of stakeholders to bring this to life,” Sitnam emphasizes.
Helijet’s decision to partner with BETA is also due, in part, to the latter’s intention to certify the ALIA eVTOL for instrument flight rules (IFR) operations.
“BETA was the only company we could identify that was serious about certifying AAM vehicles for IFR when we did the assessments on original equipment manufacturers (OEMs),” he explains.
Committed to introducing zeroemission vertical lift technologies
“I’M A BIG BELIEVER THAT PARTNERSHIPS ARE IMPORTANT, ESPECIALLY IN THIS EXPANDED AAM ENVIRONMENT WE’RE STEPPING INTO”
– DANNY SITNAM, PRESIDENT AND CEO, HELIJET INTERNATIONAL
to the communities it serves, Helijet looks forward to utilizing AAM to transform the aviation landscape in BC in coming years.
STEWARDS OF SOCIETY
As an environmentally conscious province, BC is committed to reducing its greenhouse gas (GHG) emissions to 80 percent below 2007 levels by 2050. Helijet plays its part in achieving this goal by actioning a range of sustainable practices.
“As a company, a lot of our carbon footprint is offset. We manage this
monthly, by reporting to and paying into the recognized Coastal First Nations carbon offset program,” Sitnam details.
Further to this, Helijet is in the process of converting its ground shuttle vans to electric vehicles (EVs) and installing electric charging stations within all its heliports.
“This means all our customers and employees can use EVs to travel to and from our facilities. We’re transitioning by funding around CAD$1.5 million into these,” he comments.
Helijet is also designing future plans to implement new infrastructure at its Vancouver International Airport for all its air operations, using sustainable, organic building materials.
In addition to Helijet’s focus on sustainability for the betterment of society, Sitnam himself has recently embarked on a charitable mission in co-founding Helicopters Without Borders.
“Helicopters Without Borders is a non-profit, Canadian and US registered charitable organization. My son and I started it because we want to use technology and aviation, especially new sustainable technologies, to help communities and people who don’t have access to aviation,” he divulges.
Helicopters Without Borders delivers goods and services to rural and Indigenous communities across BC, some of which are located up to 10 miles away from a town or city.
“We deliver to these communities via helicopter or plane at no cost to the end user, because we fundraise all the capital required to operate the aircraft and make that delivery air service,” he continues.
Having grown in recognition over recent months, the program has expanded to include the delivery of mobile dental clinics, dentists, and other clinicians to the most remote and rudimentary areas within the BC province.
“A lot of it is about respecting the community and its elders, who may be apprehensive to come into the city; we therefore bring that caring relationship to the community’s peoples so they’re a little more comfortable.”
Due to the opportunity to one day utilize new, sustainable aircraft, Helicopters Without Borders will be able to deliver goods and services in an environmentally-friendly way.
“Helicopters Without Borders is a strong and well-respected initiative,” Sitnam states confidently.
HOW DID YOU FIRST BECOME INTERESTED IN THE AVIATION INDUSTRY?
Danny Sitnam, President and CEO: “I never intended to get into aviation; I was destined to become a machinist, as I enjoy working with my hands.
“I began training as a machine engineer, and I enjoyed building things, but it took a left turn when someone took me out for a helicopter ride. At the early age of 17 years old, I became enamored with being in the air and was very interested in the technology of helicopters. So, I pursued my helicopter and pilot license, and immediately began flying.
“For many years, I operated in the Canadian High Arctic in some very rural and remote areas. I built an interest in establishing a commercial venture and bumped into a couple of partners.
“Fast-forward to 1986, we started planning a commuter service between downtown Vancouver and Victoria, which is separated by a body of water. In BC, the capital city is on Vancouver Island. We started a service between the two city centers, using a helicopter primarily to cater for the business travelers, who value the importance of time and convenience. That’s how we launched Helijet.”
Port of Nanaimo and Helijet: Sailing and Soaring Together Towards a Brighter Future.
At the Port of Nanaimo, we are thrilled to highlight our flourishing partnership with Helijet, a testament to innovative collaboration in transportation. We proudly recognize the extraordinary leadership of Danny Sitnam, whose vision and dedication have propelled Helijet to remarkable heights.
about connecting communities, fostering economic growth, and paving the way for sustainable and efficient transportation solutions. We are honoured to work alongside Danny Sitnam and Helijet, as we embark on new horizons, fuelled by innovation and shared values.
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PARTNERSHIPS AND FUTUREPROOFING
To Helijet, healthy cross-company relationships and partnerships are invaluable given the fast-paced and changeable nature of the aviation industry.
“I’m a big believer that partnerships are important, especially in this expanded AAM environment we’re stepping into,” Sitnam reveals.
Notably, Helijet’s relationship with BETA is its most recent and significant.
“The relationship with BETA is important because we needed a company that not only builds aircraft, but has also developed charging infrastructure. We can’t fly these aircraft without a charging station,” he explains.
The company hopes that, in the future, BETA’s advanced charging infrastructure can be implemented within its existing heliports and future vertiports.
Another long-standing partnership that is important to Helijet is the company’s relationship with Blade Urban Mobility (Blade), a New Yorkbased, technology-powered global air mobility platform.
STANDING OUT FROM THE CROWD
As a trusted supplier to the domestic, corporate, and commercial aviation industry, Helijet naturally maintains very high standards for its service and operations.
The company’s reputation for exceptional service, which frequently exceeds customer expectations, has become an integral part of the Helijet brand.
Helijet’s reputation, based on repeated historical success, awards
“AT HELIJET, WE’RE KNOWN FOR OUR EXCEPTIONAL SERVICE. EXCEEDING CUSTOMERS’ EXPECTATIONS IS OUR GOAL ACROSS ALL LEVELS OF THE COMPANY”
– DANNY SITNAM, PRESIDENT AND CEO, HELIJET INTERNATIONAL
Having established an operating partnership with Blade in 2021, including exclusive rights of sale of seats, Helijet hopes to position itself and Blade as leaders in the industry, especially as the dawn of AAM and eVTOL grows ever closer.
“Blade’s priorities align with ours insofar as wanting to bring the AAM community forward and introduce sustainable technologies to the aviation industry. We’ve joined forces to become corporate partners in developing our markets together.”
As 2024 unfolds, Helijet wishes to continue to engage with innovative
and forward-thinking partners such as BETA and Blade.
“We want to work with new and emerging AAM players,” Sitnam states.
In a post-COVID-19 climate, the company strives to maintain and nurture its existing partnerships, ensure that travelers continue to choose Helijet, and reinforce its strong position within the market.
“We’re focused on rebuilding our market position, as the pandemic took a big swipe at that. For 2024, it’s a question of economic sustainability,” he concludes.
TRANSIT TRANSFORMING
David Reage, Executive Director of Halifax Transit, outlines how the municipality is investing to meet the demands of a net zero future and increasing ridership
Writer: Jack Salter | Project Manager: Scarlett Burke
As one of the fastest growing municipalities in Canada, Halifax boasts a rich local history, a vibrant culinary scene, and exciting events.
Tasked with providing public bus, ferry, and paratransit services in this spectacular coastal setting is Halifax Transit, whose roots can be traced back almost two centuries to the city’s early streetcar operators and the oldest saltwater ferry service in North America, which has been running since 1752.
By 1981, Halifax’s three transit operators at the time had combined into one regional collective; today, the organization is coming full circle, according to Executive Director, David Reage.
“When you look back, we used to have a large, electrified fleet of streetcars and trolley buses. Now, electric buses are making a return, and we’re looking at some electric ferries as well,” he reveals.
Electric vehicle (EV) technology is a major shift for Halifax Transit, as it is embracing one of the biggest challenges in the history of its operations with significant investment.
“Electrifying the fleet is certainly a major investment, and we’ve been fortunate to receive significant funding to make that happen. Everything about electric buses is more expensive and more complicated, so we really couldn’t do it without that support from the senior orders of government,” Reage recognizes.
Hydrogen fuel cell technology, meanwhile, is emerging as the next big development in EVs and something that Halifax Transit envisages being a big part of its future fleet; however, work is still ongoing to understand the right mix of buses.
Although recognizing the importance of technological advancements such as EVs and hydrogen amid the transition to a net zero future, Reage acknowledges that diesel buses still remain a relatively clean environmental option in the meantime compared to other modes of transport, such as cars.
“It’s important to remember that many diesel bus passengers would otherwise be driving their own cars. Diesel buses have been painted in a bit of a negative light, but they are relatively low emission.”
INCREASING RIDERSHIP
Public transportation ridership may have plummeted in Canada and around the world during the COVID19 pandemic, however, it also proved
the core value of transit systems for essential workers.
Halifax Transit was there to transport frontline workers and other passengers to their places of work, critical medical appointments, and grocery stores.
The pandemic proved how crucial public transportation services are in society, and once restrictions on movement were lifted, passengers returned to transit systems for their transportation needs.
“Suddenly, everybody came back at once, and on the flip side, we quickly became overloaded,” states Reage.
In the near term, Halifax Transit is making the requisite adjustments to deal with this surge in ridership, adding services to existing routes.
Longer term, the city of Halifax is growing to the point where merely adding buses to existing routes is insufficient for dealing with rapidly increasing demand.
As a result, it is exploring ways to accommodate greater passenger loads, such as additional ferry and bus
rapid transit (BRT) routes.
“We have a Rapid Transit Strategy (RTS) that is the blueprint for everything. RTS proposes three new ferry services and a network of BRT routes, which are high-capacity, highfrequency, and a step above what we offer today,” Reage outlines.
The three new proposed ferry routes will provide direct connections between downtown Halifax and new terminals at Mill Cove, Larry Uteck, and Shannon Park. These routes would provide reliable service with travel times faster than the same route by bus or car.
The proposed BRT lines, meanwhile, will be within walking distance of approximately 120,000 residents, helping to create complete communities by orienting land use towards transit and reducing the need to invest in road expansions.
In turn, complete communities contribute to improved public health through higher rates of walking, rolling, and cycling in conjunction with transit use.
RTS therefore also sets a direction for land use policy, which is near and dear to Reage’s heart given he is a planner by profession with expertise in this area.
“As a municipality, it’s about working closely with our land use planning department to make sure that people moving here have the option to use transit rather than driving cars and causing congestion.”
UNPRECEDENTED INVESTMENT
Alongside RTS, Halifax Transit is also working to replace the Burnside Transit Center, which is the primary bus storage and maintenance facility for the transit system.
The center will be replaced with a larger net zero facility to support a faster and more reliable public transit experience.
When complete, the project will
provide increased capacity and better access to public transit in Halifax, including clean energy transportation.
“The new Burnside Transit Center will be almost double the capacity, setting us up for growth but also the greening of the fleet with chargers for electric buses and potentially fueling systems for hydrogen buses,” Reage details.
The total amount of proposed capital being put into these projects is approaching CAD$1 billion, which is by far the biggest investment that the municipality, along with the provincial and federal governments, has ever made into the Halifax transit system.
“It ties back to the environmental goals surrounding greenhouse gas (GHG) reduction, but also keeping up with our massive population growth,” states Reage, who having been in his current role for eight years has also
NORTH AMERICA OUTLOOK: HOW DO YOU MARKET YOUR SERVICES TO VISITORS LOOKING TO TRAVEL ON MORE SCENIC ROUTES?
David Reage, Executive Director: “Halifax is a really big tourist destination in the summer months. We have a direct service to Halifax Stanfield International Airport, so we work with our colleagues at the airport to make that option known to people as they arrive.
“The other big thing is our ferry service. We refer to it as the cheapest harbor cruise that can go from downtown Halifax to downtown Dartmouth, which is another area with lots of great shops and restaurants.
“Interestingly, we get a lot of cruise ships that come into Halifax, and despite the fact they have just been out at sea, the first thing people want to do is get on the ferry and travel across the harbor.
“It’s a short walk from the cruise ship terminal down to the ferries, and Halifax Harbor on a sunny day is just a beautiful place to be. Our ferries have open-top decks, so in the summer, they are packed with people. It’s a great way to see the city.”
www.vontas.com
“ELECTRIFYING THE FLEET IS CERTAINLY A MAJOR INVESTMENT, AND WE’VE BEEN FORTUNATE TO RECEIVE SIGNIFICANT FUNDING TO MAKE THAT HAPPEN”
– DAVID REAGE, EXECUTIVE DIRECTOR, HALIFAX TRANSIT
witnessed the implementation of digital technologies that benefit locals and tourists.
For example, Halifax Transit has integrated real-time data to provide accurate bus timings, as well as automated stop announcements for those who have visual impairments or aren’t familiar with the area.
In November, the municipality also launched HFXGO, a fare payment app that allows passengers to purchase tickets and passes directly from their smartphone or mobile device, eliminating the need for paper tickets and fumbling for loose change.
“These are the kind of things that
remove barriers and make it easier to use transit,” he affirms.
DIVERSE WORKFORCE
As Halifax has grown and become more diverse, it is highly important to the municipality that its workforce is reflective of the community it serves.
“I’m proud of the diversity of our workforce, and we’re making a lot of headway in that area,” acclaims Reage.
Halifax Transit equally ensures that its staff work in a safe environment and emphasizes the importance of their roles in allowing people to live their lives.
Indeed, people rely on the municipality to perform everyday tasks such as going to work, attending medical appointments, and visiting grocery stores.
“Teaching someone to drive a bus is the easy part; it’s about how you interact with people. In some cases, a bus operator will be the first person someone sees in the morning on their way to work or the last person they see at the end of the day,” Reage says.
With this positive mindset instilled throughout the entire workforce, Halifax Transit is poised for a transformational year.
As a global leader in aviation, MHI RJ Aviation Group’s world-class services are the building blocks of airline fleets worldwide. We find out more about the company’s driving principles and newest innovations with Vice President, Ross Mitchell
Writer: Ed Budds | Project Manager: Scarlett Burke
Reliability is the backbone of all aviation industry standards.
Passengers, airlines, manufacturers, and maintenance providers benefit from great teamwork and collaboration, leading to consistent and reliable aircraft service.
This kind of relentless excellence doesn’t go unnoticed, and MHI RJ
Aviation Group (MHIRJ) provides comprehensive and critical operational, engineering, and customer support solutions, including maintenance, refurbishment, technical publications, marketing, and sales activities for the global regional aircraft industry.
MHIRJ is a group of companies wholly owned by Mitsubishi Heavy Industries, Ltd. Headquartered in Montréal, Quebec, and bolstered by an Aerospace Engineering Center, MHIRJ’s network of service centers, support offices, and parts depots are positioned in important aviation hubs in the US and Canada.
MHIRJ is the merging of two crucial heritages – Mitsubishi Heavy Industry, Ltd. and the CRJ Series program, which revolutionized regional aviation with the launch of the 50-seat Canadair Regional Jet and was later expanded with the launch of the 70-seat CRJ700 in 1997, the 86-seat CRJ900 in 2000, and the 100-seat CRJ1000 in 2007.
A PLATFORM FOR GROWTH
The CRJ Series has been the world’s most successful regional aircraft family for the last three decades, having made its first flight in 1991.
The jets are known to be reliable, and the strong foundation of the world’s air fleets, connecting people and communities.
On June 1st 2020, MHI acquired the CRJ Series program, marking the opening chapter of MHIRJ’s story. Built on the solid foundations already in place and with the strong support of the MHI group of companies, MHIRJ remains committed to serving the regional aviation market and becoming a platform for growth in the industry.
“The origins of MHI can be traced all the way back to 1884. In that year, Yataro Iwasaki, Founder of Mitsubishi, took a lease out on the governmentowned Nagasaki Shipyard. He named it Nagasaki Shipyard & Machinery Works and started the shipbuilding business on a full scale,” explains Ross Mitchell, Vice President of MHIRJ.
“This shipbuilding business was later turned into Mitsubishi Shipbuilding Co., Ltd., and then launched as Mitsubishi Heavy Industries, Ltd. in 1934, establishing its position as the largest private firm in Japan, manufacturing ships, heavy machinery, airplanes, and railroad cars,” he recalls.
Integrating each company’s management and technical expertise and enhancing competitiveness in domestic and international markets, the group has come a long way.
Today, MHIRJ is the type certificate holder for the CRJ Series, meaning that it is responsible for supporting the fleet and can continue the development of the aircraft.
“We provide maintenance and engineering services that keep the fleet flying. If you fly on a CRJ Series aircraft, it is being supported by our team and has more than likely been in one of our maintenance centers.”
“WHEN WE FOCUS AND TARGET A MARKET WE WANT TO GO AFTER USING THE INFRASTRUCTURE WE HAVE, WE CAN DO A GOOD JOB AND QUICKLY GAIN MARKET SHARE”
– ROSS MITCHELL, VICE PRESIDENT, MHI RJ AVIATION GROUP
Given that the company is no longer manufacturing new aircraft, its focus concerning sustainable aviation is to ensure that the aircraft MHIRJ built continue to fly, thus removing the immediate need to replace them.
“We also work with our customers to ensure any changes that might reduce the fuel burn of the aircraft are considered and, if valuable, implemented. Over the life of the program, we have significantly reduced the fuel burn by making changes to the aircraft systems,” Mitchell divulges.
EVOLVING THE WORKFORCE
The US aviation industry is currently experiencing a period of rapid regrowth following the treacherous fallout of the COVID-19 pandemic.
Meanwhile, the biggest issue in aviation today is the workforce, which widely concerns recruiting pilots, technicians, or other service providers.
“The challenge will be for the industry to explain to younger generations why this is an exciting and dynamic sector to be a part of and why they should consider getting the necessary training,” Mitchell exudes.
Expanding the workforce will require hard work not only from industry but from government and educational institutions as well.
For example, the state of West Virginia recently provided $25 million to build Pierpont College’s new aviation maintenance training facility. Such ambitious and exciting partnerships will allow education institutions to train highly qualified technicians in the sector.
“I began my aviation career about 25 years ago, joining a manufacturer in the contracts department having previously practiced law, and since then, most of my time in aviation has been spent in sales and marketing. I joined MHIRJ almost four years ago and am responsible for strategy, business development, communications, and marketing,” he recollects.
Elsewhere, another challenge that must be tackled is the need for continued support of education and training in the aviation industry. In line with the needs of its sector, MHIRJ recently began offering scholarships to students at an aviation school in Tucson, Arizona (AZ), where one of its service centers is located.
“We’re extremely thankful for the scholarship opportunities that MHIRJ is creating for our students,” said Jason R. Bowersock, Director of Aviation at Pima Community College (PCC).
“For many of our full-time students, pursuing their mechanic’s certificate while working is difficult. Contributions from our generous industry partners help ensure our students’ academic success.”
MHIRJ FAST FACTS
• MHIRJ has one of the largest installed regional aircraft fleets in the world, with more than 1,000 planes flying with more than 125 operators.
• The company has been commended for 15 consecutive years by the Federal Aviation Administration (FAA) for outstanding customer support.
• MHIRJ currently holds a world-class safety record and possesses the most extensive regional aircraft maintenance network worldwide.
• The company serves customers worldwide, counting 25 support locations ranging from training centers to regional support offices, including the customer response center headquartered in Montréal, offering 24/7 customer support.
There is a shortage of talented individuals across all jobs within the sector, and this not only impacts companies like MHIRJ, but whole communities. When there is a shortage of talent, it is the smaller communities that subsequently lose service.
“Governments must work with the aviation industry to ensure that there is a strategy around workforce development to ensure that vulnerable communities are not negatively impacted by the current talent shortage,” states Mitchell.
As workforce recruitment and retention are vital, MHIRJ is currently running a campaign to increase its team to accommodate all the business that it is taking on. The
campaign, with the theme “Live your best life”, shows actual employees of MHIRJ to inspire and motivate aviation technicians to join MHIRJ service centers in Tucson, AZ, and Bridgeport, West Virginia (WV).
COMPONENT REPAIR AND OVERHAUL
Driven by an unwavering commitment to world-class customer support, MHIRJ offers a full range of maintenance services around the globe.
One of the greatest success stories for the business in recent years is the development and impressive evolution of its component repair and overhaul (CR&O) capabilities.
MHIRJ’S MISSION, VISION, AND VALUES
MISSION
• Enable, grow, and sustain powerful connections between customers, people, and communities to deliver the resources and insights they need to take flight.
VISION
• Deliver maximum value to all partners by connecting communities with a commitment to excellence and efficiency, helping move the world forward.
VALUES
• MHIRJ builds enduring partnerships with its customers, people, global network, and communities to enable powerful collaboration and make a sustainable impact.
• The company’s principles drive MHIRJ to operate with a relentless commitment to purpose, integrity, fairness, respect, and excellence.
• MHIRJ celebrates courage, creativity, and different perspectives to enable ingenuity and innovation, as the company challenges the status quo with big, bold ideas that deliver value to its partners and advance the industry.
• Remaining flexible and accountable, MHIRJ balances nimbleness with a dedication to delivering strong results to all its partners and global network.
“In just two years, we have more than tripled the revenue of that section of the business. That’s a massive expansion, and it shows that when we focus and target a market we want to go after using the infrastructure we have, we can do a good job and quickly gain market share,” Mitchell excites.
“We are now actively looking for ways to expand that business to other CRJ Series systems, and perhaps beyond.”
MHIRJ relies on over 50 years of
experience in complex composite and metallic aerostructures to do what is right for its customers. Today, the company offers a broad portfolio of services on engine nacelles, thrust reversers, flight controls, electrical wiring, inlets, exhausts, and door repairs for its supported aircraft types.
Furthermore, MHIRJ’s highly skilled technicians restore its clients’ components to a serviceable standard by providing component inspection, repair and refurbishment, component service bulletin incorporation,
non-destructive testing (NDT), warranty services, and full-paint refurbishment offerings.
“Most other companies in the field of maintenance, repair, and overhaul (MRO) or spares distribution do not have the experience level that we have with the fleet of aircraft we service. Our teams designed the aircraft, produced them, and continue to support them in service,” he expresses.
“No other MROs have the depth of experience and the team that we have available for CRJ Series customers.”
As a service company, employees are the key to the success of the business, responsible for MHIRJ’s customer interactions and ensuring its clients remain loyal.
In this way, the company is constantly working on initiatives with its employees to ensure satisfaction is high and that they remain with the business. Attracting new employees, especially now, is difficult and expensive; therefore, the best strategy is to retain valued team members.
This year, MHIRJ is focused on growing its employee population as it continues to experience a surge of business, which brings the need to ensure that the company has the people available and ready to meet demand.
“We will continue to grow and diversify our business, but first, we need to focus on ensuring that we can attract people to MHIRJ before moving too quickly onto our exciting future plans,” Mitchell concludes optimistically.
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WITH A COLLABORATIVE APPROACH TO PEDIATRIC MEDICINE AND HEALTHCARE, RADY CHILDREN’S HOSPITAL SEEKS TO SHARE ITS KNOWLEDGE WITH THE WORLD
HARING UCCESSS
With
a collaborative
approach to pediatric
medicine and healthcare, Rady Children’s Hospital seeks to share its knowledge with the world. Nicholas Holmes, M.D., Senior Vice President
and COO at Rady Children’s Hospital,
Writer:
Lily Sawyer | Project Manager: Ben Weaver
As the US healthcare industry continues to adapt and evolve amidst fluctuating economies and recent health crises, many institutions have faced challenges such as staffing shortages, funding and supply issues, and contract disputes to name but a few.
Despite recent destabilization, Rady Children’s Hospital (Rady Children’s), a tertiary and quaternary, acute care non-profit pediatric hospital in San Diego, California, remains optimistic in the face of change.
“As an organization, we haven’t lost our passion for doing the right thing and taking care of patients,” opens Dr. Nicholas Holmes, M.D., Senior Vice President, and COO at Rady Children’s.
Having been involved in the healthcare industry for almost three decades., Dr. Holmes has spent 17 years of his career at Rady Children’s.
“My life has always been about service, and my journey into healthcare has been about wanting to help people. At the age of five, I
tells us more
decided to cut my birthday cake with a plastic knife I got as part of a toy doctor kit, so I knew I was going to be a surgeon,” he recalls.
Over the past decade, which has seen Rady Children’s perform its first heart transplant and be ranked as one of the 10 best children’s hospitals in the nation, Holmes has been involved at a senior level.
“As an executive within the organization, I’m responsible for thousands of patients and the support of their families. Being able to influence that, and help them, brings me incredible gratification.”
Rady Children’s main campus boasts a 504-bed pediatric hospital that serves as the largest provider of comprehensive pediatric medical services in San Diego, Riverside, and Imperial County.
With more than 40 locations, Rady Children’s is the only medical institution in the San Diego area dedicated exclusively to pediatric healthcare and is the region’s only designated pediatric trauma center.
STANDING OUT FROM THE CROWD
Rady Children’s full services include almost every type of care delivery for its patients. From its outpatient and inpatient spaces to its high-level treatments, the hospital boasts a wide variety of surgical disciplines.
“As the only acute care provider for children in the region, if your child is sick anywhere within a 75-mile radius and you require high-level care, you’re going to end up coming to our facility in some capacity,” says Holmes.
“PEOPLE ARE OUR MOST VALUABLE RESOURCE, AND EVERYONE HERE IS COMMITTED TO PROVIDING HIGH-QUALITY CARE FOR OUR PATIENTS. THIS RUNS IN THE VEINS, THE DNA, AND THE CULTURE OF OUR INSTITUTION, AND IS WHAT MAKES RADY CHILDREN’S SO INCREDIBLY SPECIAL”
– NICHOLAS HOLMES, M.D., SENIOR VICE PRESIDENT AND COO, RADY CHILDREN’S HOSPITAL
As a result, Rady Children’s has been able to develop strong partnerships with many local adult healthcare institutions that don’t routinely provide pediatric acute care. A particular focus of the hospital is to share its unparalleled knowledge more widely.
“We consider ourselves experts in pediatrics for the region, so we make sure we have strong collaborations and associations, and that our expertise is readily available.”
Rady Children’s unique,
child-centered mission imbues the whole organization with an innate sense of altruism, tenderness, and goodwill.
“What makes us special is that every single person within the hospital knows that we’re here to take care of children. We have team members who never see patients at all, but it doesn’t matter what job people have because everyone knows they have a role to play,” explains Dr. Holmes.
“Our sense of unity towards a shared goal is palpable when you walk around and talk to people here, and that’s something that makes us incredibly unique. It sets us apart from any other children’s hospital in the country.”
Additionally, Rady Children’s aids local communities through its in-house Children’s Hospital Emergency Transport (CHET) team.
CHET’s pediatric and neonatal teams respond to medical emergencies and hospitals across the region to stabilize and transport seriously ill children to a Rady Children’s facility.
“Knowing what a profound impact you can have on a child’s life by doing a very small thing is really gratifying. The fact you can change the developmental potential of an individual and lead them onto a path of success is incredible,” reflects Dr. Holmes.
TRAINING THE LEADERS OF TOMORROW
Since Rady Children’s first opened its doors in 1954, its mission has been to restore, sustain, and enhance the health and developmental potential of children through excellence in care, education, research, and advocacy.
Therefore, the hospital cultivates a strong commitment and dedication to graduate medical education. In partnership with the University of California San Diego (UCSD) School of Medicine, trainees receive the utmost care and best-in-class training.
“Our faculty and physicians, the majority of whom are from UCSD, as well as our programs and subspecialty fellowship training, impart key knowledge that enables us to educate the next generation of leaders,” outlines Holmes.
With a focus on sharing knowledge, much like the hospital’s community partnerships with local adult healthcare institutions, Rady Children’s prioritizes a collaborative approach.
“We don’t want to keep secrets as all our work relates to the best way to take care of children. It’s important, especially when we have renowned expertise not just regionally but nationally, to make sure we don’t keep that education to ourselves.”
The hospital is considered a prominent pediatric academic medical center and has been published in many recognized academic journals. Its trainees are encouraged to go above and beyond to contribute to the medical community.
Additionally, the hospital showcases its leading-edge clinical work at pediatric medical specialty society meetings to ensure that this information is distributed widely.
“We have many partnerships with academic institutions, locally as well as nationally. Making sure we’re part of the process of sharing information is imperative, integral, and foundational.”
This applies to Rady Children’s
COMBATING A MENTAL HEALTH CRISIS
Rady Children’s educates its staff to recognize that mental and behavioral health issues are sometimes not visible externally. The hospital works to ensure that its staff are attuned to this and have the proper education to be able to take the appropriate action.
The hospital ensures that it always has the proper facilities to support children. An inpatient unit focuses on child and adolescent mental and behavioral health issues, whilst its psychiatric emergency department focuses exclusively on mental health treatment delivery.
In 2020, Rady Children’s signed a Memorandum of Understanding (MoU) with County Human Health Services to undertake the development of a new mental behavioral health campus. The campus’ overall goal is to expand services for the existing inpatient unit, and triple its size due to high demand.
“OUR TOP PRIORITY IS MAKING SURE WE TRAIN, RETAIN, AND RECRUIT THE BEST”
NICHOLAS
HOLMES, M.D., SENIOR VICE PRESIDENT AND COO, RADY CHILDREN’S HOSPITAL
specialist graduate medical education programs, including nursing and therapy courses, alongside the training of technicians, technologists, radiologists, and surgical technologists.
CARDIAC CARE PROGRAM
Rady Children’s superb cardiovascular surgery program, specializing in congenital heart disease, has boasted a state-of-the-art cardiothoracic
intensive care unit (CTICU) on its San Diego Campus since 2013.
Approximately four percent of the US population suffers from congenital heart disease. Parents are often relieved to discover that Rady Children’s offers surgical options to help their child.
However, prior to 2015, the hospital did not have the ability to carry out heart transplants. As an executive within the hospital, Dr. Holmes, alongside his colleagues, identified an opportunity for development.
“I remember the words of Dr. Gail Knight, our Chief Medical Officer and a neonatologist. It would cause her angst to need to transfer a neonate with a congenital heart defect to another institution for a cardiac transplant knowing it was a great burden for the families to leave the region, but it was the baby’s best chance,” reflects Dr. Holmes.
Fast-forward to today, and the cardiac transplant program at Rady Children’s is well-established and extremely successful. Thanks to a range of philanthropic and executive
Heart transplant
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North America Outlook: Could
you provide some insight into the hospital’s recent focus on mental and behavioral health, and what it hopes to achieve in expanding these services?
Dr. Nicholas Holmes, M.D., Senior Vice President and COO: “In the words of Dr. Ben Maxwell, our Chief of Child and Adolescent Psychiatry, there is no health without mental health, so we’ve always had a commitment to treating children holistically.
“If you look at traditional medicine, there has always been a separation between physical and mental wellbeing. We believe that if you don’t have good mental health, you have no health at all, so our commitment is to break down the barriers between physical and mental health. In our view, everything we do helps the developmental potential of the child.
“We have introduced the Transforming Mental Health Initiative, through which we seek to improve the emotional wellbeing of children and adolescents through early identification screenings, increased access to behavioral healthcare, implementing prevention programs, and providing evidencebased treatment.
“So far, the initiative has made a tremendous impact. We’ll soon be publishing more specific information about the outcomes, but right now, we know from discussions with families and pediatric partners that we’re making great strides.”
support, the Rady Children’s Heart Institute has been established across the organization within recent years.
“It was due to our covenant to the local community that we implemented the cardiac transplant program; it was the last piece of the puzzle. In terms of investment, the program is majorly serving the community and families.”
The Rady Children’s Heart Institute boasts myriad accolades, as the first in San Diego to have a 3D heartmodeling program, the first in the world to perform a nonsurgical,
catheter-only procedure for singleventricle congenital heart disease, and the designated Center of Excellence for California Children’s Services (CCS).
Heading up the cardiovascular surgery program within the Rady Children’s Heart Institute is Dr. John Nigro, a cardiothoracic and heart transplant surgeon with an interest in complex neonatal heart surgery.
“Dr. Nigro can do things that not many people can, and his outcomes are outstanding. He’s been pivotal in elevating our congenital heart
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program,” remarks Dr. Holmes.
Overall, Rady Children’s aims to cultivate a center of national excellence for cardiovascular surgery to support families within the region, and additionally provide excellent quality of care for those traveling from afar to utilize the hospital’s facilities.
EXPANDING EXCELLENCE
Rady Children’s is currently in the process of implementing a $1.2 billion
campus master plan, including a new, seven-story acute care tower where its intensive care units will relocate.
New and expanded neonatal, pediatric, and larger cardiothoracic intensive care units are being built, alongside a new emergency department.
“Primarily, we’re expanding to accommodate capacity. For instance, our present emergency department was built in the 1990s to cater for
“KNOWING WHAT A PROFOUND IMPACT YOU CAN HAVE ON A CHILD’S LIFE IS REALLY GRATIFYING. THE FACT YOU CAN CHANGE THE DEVELOPMENTAL POTENTIAL OF AN INDIVIDUAL AND LEAD THEM ONTO A PATH OF SUCCESS IS INCREDIBLE”
NICHOLAS HOLMES, M.D., SENIOR VICE PRESIDENT AND COO, RADY CHILDREN’S HOSPITAL
approximately 12,000 patients per year – in 2023, we saw over 100,000 patients in that exact same space,” says Dr. Holmes.
There are also other support services in the pipeline, such as two additional buildings, one to connect the acute care tower to the existing campus, and a new central utility plant to support the facility.
As the hospital’s largest expansion project in its 70-year history, the new care tower will be almost 500,000 square feet (sqft).
“We’re building the right size for our capacity, to allow for incremental growth over the years. We’re doubling the size of our emergency department, so it will allow us to make sure we see patients in a timely fashion.”
OUR CARES VALUES
COMPASSION: We model and promote kindness, empathy, and dignity in all interactions. We honor our differences, valuing diverse perspectives, ideas, backgrounds, and cultures. We believe in the positive intent of others and listen to understand and assist.
ACCOUNTABILITY: We honor our commitments, responsibilities, and relationships, always aligning our actions and decisions with our mission. We serve as thoughtful stewards of the lives, information, and resources entrusted to us. We dedicate ourselves to creating a work environment that promotes the highest standards of safety.
RESPECT: We communicate thoughtfully, effectively, and courageously. We create a positive, open environment where learning and communication are productive and participatory. We embrace change, new ideas, and new solutions to improve personal, team, and organizational performance.
EXCELLENCE: We commit to the highest of standards in everything we do, advancing the health and well-being of our patients, families, ourselves, and each other. We champion curiosity and innovation, and we work together, leveraging our unique and diverse strengths to approach challenges with optimism and creativity. We improve our processes consistently to achieve best practice.
SERVICE: We create extraordinary experiences through individual acts and acknowledgments of kindness. We collaborate across teams and facilities, combining effort and mutual regard to create our possibilities. We are mindful of the perception and impact of our attitude and actions on our patients, families, coworkers, and community.
The hospital’s expansion is currently underway and is expected to reach completion in late 2027 or early 2028.
Looking towards the future, Dr. Holmes wishes to prioritize the workforce at Rady Children’s.
“In recent years, we have seen droves of talented nurses, physicians, and therapists leaving the healthcare profession altogether. Our top priority is making sure we train, retain, and recruit the best,” he explains.
Following the recent COVID-19 pandemic, workforce shortages have
accelerated in the US, whilst the cost of drugs and supplies have increased. Therefore, a primary focus for executives within medical organizations has been to seek out cost-effective healthcare, whilst continuing to deliver high-quality treatment to patients.
“We really need to figure out what this model looks like. I think if you ask any executive, that’s something we’re all struggling with. We’re just trying to figure out what’s the best way to navigate the changing landscape,” Dr. Holmes concludes.
Tel: 858-576-1700
refsvc@rchsd.org rchsd.org
MAKING THE INVISIBLE
VISIBLE
As a leading innovator, developer, and manufacturer of X-ray imaging component solutions worldwide, Varex Imaging has an expansive history of pioneering technological innovation. We speak to Mark Jonaitis, Senior Vice President and General Manager of X-ray Sources, to learn more
Writer: Lauren Kania | Project Manager: Ben Weaver
Initially used in the late 19th century to help battlefield physicians locate bullets in wounded soldiers, radiology – specifically the discovery and usage of X-rays – has an extensive and engrossing history that continues with new developments and innovations to this day.
This forward-thinking is the lifeblood of Varex Imaging (Varex), a leading independent supplier of medical X-ray tubes and image processing solutions. With over 75 years of unparalleled
innovation and breakthrough technology in high-quality components for X-ray imaging systems, Varex’s story is one of dedication, determination, and a desire to create a positive impact in the lives of millions with its products.
“We’re the largest independent X-ray tube manufacturer on the planet, so much so that many of our customers are also our competition,” opens Mark Jonaitis, Senior Vice President and General Manager of X-ray Sources. Jonaitis has a background in
physics and began his career in process engineering at Varian Medical Systems (Varian) – the predecessor of Varex – learning to build X-ray tubes in the 1980s before progressing into management.
“We found so much growth as a company and our portfolio was expanding so rapidly that new opportunities were coming up on a regular basis and kept me constantly engaged until I eventually took up a management role,” he expands.
Headquartered in Salt Lake City, Utah, but boasting a worldwide presence, Varex has over 2,700 employees, 320 of which are engineers dedicated to the advancement of R&D. The company offers a range of products, including X-ray tubes, X-ray detectors, highvoltage connectors, X-ray collimators, ionization chambers, mammography paddles, solid-state automatic exposure control systems, buckies for digital imaging, X-ray acquisition software, and post-processing software.
With products designed to harness the power of X-ray energy to pioneer advances in many applications, Varex has a rich history of helping customers become world-class system suppliers by strengthening their competitiveness and enabling them to bring products to market at a faster pace.
TECHNOLOGY THAT COUNTS
From medical imaging to cargo screening and border security, Varex’s components are used by X-ray imaging systems manufacturers around the globe to detect, diagnose, and protect.
“We build both industrial
tubes as well as medical tubes for the two sectors; however, our biggest strengths are in computed tomography (CT) and mammography tubes,” insights Jonaitis.
“There’s a high probability that if you get a mammogram, it will be with one of our products, and our employees take a lot of pride in that because they know they are making a difference in the healthcare industry.”
Despite the company’s overarching prevalence in the medical industry, Varex has helped make waves within the industrial sector, specifically border security.
With the seemingly daunting task of combining X-ray sources and detectors to meet security image application needs, the company utilizes its extensive product knowledge and experience to accurately determine the energy needed to penetrate a material and match it with the best detector sensitivity and resolutions to produce a high-quality digital image.
“We pioneered anode grounded technology into CT 25 years ago, and since then, the entire industry has followed us. All high-power tubes on the planet are now anode end grounded,” Jonaitis further explains.
While Varex is a leader in industrial and security imaging components, supplying components for complex imaging systems is not the only service provided. Customers rely on the company’s knowledge of industrial requirements, component integration, conformity to industry standards, training, and overall 2D and 3D imaging experience to find the best technology for any application.
Additionally, the company has two smaller businesses in its portfolio: Mevis – a German software company whose primary product is artificial intelligence (AI), and C&C – a low-cost manufacturing site based out of the Philippines building high-voltage cables.
Combining the manufacturing scale and know-how with strong customer relationships and unparalleled
innovation, Varex is continually exploring the next generation of X-ray imaging products, technologies, and concepts.
PARTNER FOR SUCCESS
Committed to exceeding customer needs and expectations, Varex collaborates with its diverse range of clients to create new and exciting products that positively impact the lives of people around the globe.
These partnerships are crucial to the company’s long-lasting success and ability to stay on top of industry trends and new technologies.
“Many times, especially as new technologies roll out, significant original equipment manufacturers (OEMs) don’t want to be the ones on that leading edge as it can be expensive and a technological
VAREX’S VISION, MISSION, AND VALUES:
VISION: To be the preferred global partner for innovative X-ray imaging solutions.
MISSION: Through the talent of the Varex workforce and the vision of its customers, the company helps improve and save lives throughout the world by making the invisible visible.
VALUES:
E xecution
P eople
I ntegrity
C ollaboration
The company’s values support its mission and influence its behaviors as an organization. When seeking new talent to join the company’s team, it looks for those values as they are crucial to the success of the business, team, and customers.
burden,” comments Jonaitis.
“They’d rather have that hardship fall elsewhere until they can be positive about the results and volume. We have been able to come in and lead the way with cutting-edge technology and solutions.”
One way Varex is able to accomplish these technological endeavors is through building factories in different countries in order to make its supply chain operations more convenient for customers and streamline its operations.
“Besides the factories we already operate in the US, we have facilities in China and Germany. We are also in the process of building one in India so that we have a presence in every major population center in order to make doing business with us a seamless experience,” expands Jonaitis.
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“WE ARE THE LARGEST INDEPENDENT X-RAY AND DETECTOR MANUFACTURER ON THE PLANET. THE REASON PEOPLE PURCHASE FROM US IS BECAUSE OF OUR HIGH QUALITY AND INNOVATION. THEY EXPECT US TO KEEP THEM ON THE CUTTING EDGE OF TECHNOLOGY”
– MARK JONAITIS, SENIOR VICE PRESIDENT AND GENERAL MANAGER OF X-RAY SOURCES, VAREX IMAGING
VAREX’S HISTORY:
• Despite the company’s young age, Varex has a rich history dating all the way back to the 1930s when Jack McCullough and Bill Eitel created Eimac Products (Eimac).
• Eimac quickly became known for producing high-quality, high-power transmitter tubes and ended up relocating its operations to the state of Utah after a large military contract in 1941.
• Foreseeing the end of the second world war, Eimac began to expand its expertise to include new tube types and eventually merged with Varian in 1965.
• As Varian grew to become a global household name in X-ray imaging, it became apparent that another company would be needed to operate and hold its ever-expanding imaging components business.
• Varian then created Varex in 2017, and together, the two companies were able to concentrate their efforts on the unique needs of each business and pursue distinct opportunities for long-term growth and profitability in the imaging industry.
Alongside the investment into global factories, Varex has made several strategic acquisitions and built new relationships to continue to drive innovation and promote continued expansion.
This includes the 2019 acquisition of Direct Conversion (DC) in Stockholm, Sweden, who provides digital X-ray imaging for medical, dental, and industrial markets. DC also introduced the world’s first affordable plug-andplay photon counting detectors and changed the market with its groundbreaking hybrid sensors.
With a history that spans over seven decades, Varex is not only dedicated to the imaging industry but to its partners’ enduring success.
INVESTING IN THE FUTURE
With the motto ‘making the invisible visible’, Varex has undeniably become the leading innovator, developer, and manufacturer of X-ray imaging component solutions worldwide.
Looking towards the future, the company is excited to showcase new and advancing technologies, one of which includes tomosynthesis, an advanced form of mammography.
“This new imaging is becoming increasingly more popular because healthcare professionals are able to scan at a rapid rate with multiple exposures to make the procedure as minimally invasive as possible without compromising image quality,” explains Jonaitis.
Additionally, Varex is exploring the usage of cold cathode technology, which does not rely on the heating of a filament to provide thermionic emission of electrons.
“The advantage of cold cathode technology is that there’s no delay in the rise time for an exposure and that’s when you start to acquire the image,” divulges Jonaitis.
“Right now, our tubes are faster in their ability to make an exposure than the detectors can capture the image.”
Varex recognizes that all of this innovation and growth cannot be accomplished without the daily dedication of its workforce.
“We have a very well-educated and talented team, and ultimately, all of our employees want to make a difference. I fully believe that we give them a chance to see that and be a part of that success,” concludes Jonaitis.
With innovation at the heart of Varex’s vision to create a healthier, safer future, the company is proud to work hard to offer the most costeffective, high-quality diagnostics and imaging solutions.
Tel: 801-973-5000 vareximaging.com
LOCAL ENERGY AUTONOMY
Eavor-Loop™ is the world’s first scalable form of clean, baseload, dispatchable energy. Developed by Eavor Technologies Inc., we learn more about this innovative invention with Vice President of Business Development, Neil Ethier
Writer: Jack Salter | Project Manager: Kierron Rose
Different communities and levels of government are searching for new, sustainable, and secure energy solutions.
The Inflation Reduction Act (IRA) has amplified discussions and project advancements in renewables and, although interest rates and supply chain challenges have created some headwinds, the prospects remain promising.
North America has significant expertise in this space and, therefore, has the ability to dominate the market, as it is uniquely positioned to
be a world leader in next-generation geothermal technologies, creating enormous value for the continent.
“Different audiences are interested in various aspects of what our technology can do, such as energy security and autonomy, decarbonization, job creation, local labor, and minimal land and water use,” opens Neil Ethier, Vice President of Business Development at Eavor Technologies Inc. (Eavor).
Eavor is a geothermal technologybased energy company dedicated to delivering a clean, reliable, and affordable energy future.
The company was founded in 2017 by a group of experienced entrepreneurs, including Chief Business Development Officer, Paul Cairns, who was inspired to solve the orphan well problem in Alberta.
Cairns knew there was energy in the subsurface and was contemplating ways to connect these wellbores and economically harvest the heat to supply energy.
“While we are ultimately unable to use existing wellbores, it did bring together a group of incredibly talented men and women to start looking at this problem and build our product,” explains Ethier.
Today, Eavor has close to 100 people working across its headquarters in Calgary, Alberta, a rapidly growing office in Dusseldorf, Germany, and an international business development presence.
CLOSED-LOOP SYSTEM
Given that geothermal energy only accounts for roughly 0.4 percent of installed capacity for electricity generation in the US and 0.2 percent globally, Eavor believes that the only way to make it truly scalable is to create a closed-loop system.
Thus, the company has developed a novel solution to address this problem by utilizing a deep closedloop geothermal solution called Eavor-Loop™, enabling scalable, firm, emission-free energy to be generated anywhere on the planet.
“I believe we have an incredibly exciting technology that has the potential to be disruptive on a global scale,” Ethier tells us.
The critical technical differentiator relative to conventional geothermal is that Eavor constructs what is effectively a subsurface heat
“I BELIEVE WE HAVE AN INCREDIBLY EXCITING TECHNOLOGY THAT HAS
exchanger that relies only on conductive heat transfer, rather than convection or reservoir fluid flow.
This design removes the need for a rare hydrothermal source, requires no fracking, has minimal water use, and dramatically reduces the complex resource characterization cost, time, and risk associated with conventional geothermal reservoirs.
Additionally, the system has a highly predictable output and is truly dispatchable without a reduced capacity factor. These features allow Eavor-Loop™ technology to be financed and scaled with a standardized, repetitive manufacturing approach similar to wind or solar.
“Eavor’s technology allows for scale like no other geothermal option does,” acclaims Ethier.
The basic Eavor-Loop™ design consists of drilling open-hole
multilateral wellbores from a vertical cased wellbore, intersecting them at depth with magnetic ranging, and sealing the multilateral section with a chemical sealant known as Rock-Pipe™.
By removing geological risk and enabling a fast project cycle time, characterized by a repetitive, standardized system where gains via a learning curve can have a real impact, closed-loop geothermal can be scaled quickly.
“Eavor’s circulating fluid is not from a subsurface reservoir, but is made up primarily of water, or what’s known as a working fluid, added at the surface then circulated to harvest heat from deep in the earth,” Ethier informs us.
“This water is then used to generate electricity or for direct heating and/or cooling applications.”
The technology is location independent since the target is heat, which is always found in the subsurface. Therefore, there is no need for high-temperature volcanic rocks, permeable aquifers, or hydrothermal flow capacity. This simplification makes it possible to scale up using repeatable, standardized wells without being held back by a scarce resource and high-risk exploration.
FIRST COMMERCIAL PROJECT
In seven short years, the company has raised over CAD$315 million in equity, and is proud to have investors such as bp Ventures, OMV, Chubu Electric Power, Vickers Venture Partners, Temasek, Microsoft Climate Innovation Fund, Canada Growth Fund, BDC Capital, Kajima Corporation, BHP Ventures, Precision Drilling, and Helmerich & Payne, Inc.
“We are extremely proud of the investors who have entrusted us with their capital for our endeavor,” prides Ethier.
“The investors come from diverse backgrounds, but what they all have in common is an extremely impressive knowledge of the energy space.”
Drilling faster, cooler:
Geothermal technologies from NOV deliver improved efficiency and lower temperature at the bit while reducing overall well cost
To help with the strategic goal of driving toward a carbonfree electricity grid by 2050, advanced technologies for geothermal drilling play a key role in reducing upfront risks and cutting well construction costs.
As unconventional geothermal projects expand at a rapid pace within North America and around the globe, NOV is developing solutions for maximizing the longevity of the bottom hole assembly (BHA) components via temperature insulation while providing access to higher rates of penetration (ROP) and reliability in hot rock drilling.
Protecting downhole tools is a priority in this sort of drilling environment. With this in mind, NOV developed a novel temperature control solution that consists of an insulating drill pipe coating. TK-340TC includes components that minimize thermal conductivity, reducing heat transfer rates to keep drilling muds cool. Additionally, this technology retains the same features as other Tube-Kote™ products that enhance performance and extend tubular life in aggressive oil and gas environments: protection from corrosion, wear, and deposit buildup - while improving hydraulic efficiencies to reduce pumping horsepower.
NOV’s high-performance Phoenix™ geothermal drill bits are designed to withstand the harsh environments associated with high temperatures while drilling hard rocks with higher compressive strengths. Leveraging extensive product development expertise and rapid prototyping capabilities at its R&D facilities, the design teams test specific configurations that last longer, increase ROP, and lower overall drilling costs for a given geothermal application.
The power behind the bit is also critical for delivering robustness and efficiency in the system. NOV’s development
of tools for geothermal drilling features Vector™ Series 55 downhole motors that offer high weight on bit (WOB) capacity, high off and on bottom capabilities, a short bit to bend for better directional control, and high torque/high temp power sections. These features make them well-suited for drilling hard and hot rock formations commonly encountered in geothermal applications.
Additionally, NOV has introduced Drilling Agitator™ and PosiTrack™ technologies. The new AgitatorZP System helps reduce wellbore friction during directional drilling with zero pressure drop across the tool, leading to improved weight transfer to the bit, enhanced drilling efficiency, and increased ROP while significantly decreasing CO2 emissions through reduced rig diesel consumption. PosiTrack technology addresses torsional vibration across a wide range of frequencies, reducing downhole tool failures associated with vibration, keeping BHAs in the hole longer, extending intervals drilled, and resulting in improved overall drilling performance.
Furthermore, NOV’s Tundra™ Max closed-loop mud chiller reduces and stabilizes drilling fluid temperatures, increasing downhole tool life while minimizing costs and health, safety, and environmental risks. The fully automated system features twin-plate pack heat exchangers and air-blast and chiller technologies to cool drilling fluid continuously in a single pass. This system is fully automated and does not require a constant water source.
These advancements in drilling technologies enable geothermal companies to drill more efficiently in demanding hot rock drilling applications, particularly in unconventional projects where precise well placement and higher ROPs are crucial for reducing upfront risks.
2019 was an instrumental year for Eavor as the company utilized capital investment, as well as federal and provincial grants, to commence the construction of Eavor-Lite™.
This full-scale demonstration site has been operational for four years and allowed Eavor to move forward with other projects and investments.
Without Eavor-Lite™, the company would also not have been awarded a €91.6 million EU Innovation Fund grant for its first commercial project, Eavor-Europe™, which is currently being drilled south of Munich, Germany.
“We had an inaugural event in August 2023 and were fortunate to have German Chancellor Scholz as a keynote speaker, where he discussed the attributes of our solution and the potential in the German market to provide energy security and autonomy for both their heating and electrical needs,” Ethier shares.
The invasion of Ukraine amplified the need for energy security, as
Europe saw a massive increase in energy prices, which were subsidized by governments to ensure that local citizens could provide heat and electricity for their homes and businesses.
As a result, Eavor has seen a shift in focus from decarbonization to energy security.
“Our first project will not only feed electrons into the German grid, but also supply heat for the neighboring village’s district heating networks, which are soon to be built,” discloses Ethier.
As well as acting as a catalyst to continue to advance projects currently in the company’s pipeline, Eavor-Europe™ has caught the attention of counterparties looking for alternatives to their reliance on Russian gas.
“I believe this commercial project will increase inquiries dramatically, both in Europe and abroad,” he adds.
NORTH AMERICA OUTLOOK: WHAT BROUGHT YOU TO EAVOR?
NEIL ETHIER, VICE PRESIDENT OF BUSINESS DEVELOPMENT: “Eavor was hiring for a Business Analyst in mid-2020. I had never heard of the company before, so I started doing some research and became increasingly interested in what they were doing and the prospect of supplying energy for everyone, locally.
“This brought me back to my initial excitement for energy security and energy autonomy. Geoenergy is ubiquitous, and if we can just tap into it in an economic way, many global challenges can be addressed.
“I am proud of the 20 years I spent in the oil and gas industry and fortunate that it gave me the foundation to do what I am doing now. I am passionate about finding energy solutions for diverse needs around the world, and very excited about the prospect of enabling every jurisdiction the ability to have autonomous energy supply.”
DIVERSITY OF PROJECTS
The need for energy security and resiliency has been deemed a critical mission by the US Department of Defense (DOD) to ensure the nation’s security.
Recently, Eavor signed an Other Transaction for Prototype Agreement with the DOD for an evaluation of the geothermal potential at Joint Base San Antonio.
In partnership with Chesapeake Energy, Eavor will assume a leading role in the contract execution, guided by the oversight of the Air Force Office of Energy Assurance.
This prototype aims to fortify defense infrastructure and deliver reliable, clean energy, regardless of electrical grid disruptions.
As well as commercializing its proven technology components
through the execution of EavorEurope™, the capital that has been raised is being used to advance the company’s technology through continued R&D efforts and develop its global portfolio of projects.
“We are being very careful in the deployment of these funds to maximize value for shareholders and advance the technology to lead to widespread adoption,” assures Ethier.
Following on from Eavor-Europe™, one of Eavor’s next planned projects is to decarbonize the district heating network in Hanover, Germany.
The company has signed a heat supply contract with the regional utility, Enercity AG, to supply up to 30 megawatts (MW) of geothermal heat for the district heating grid of Hanover using the Eavor-Loop™ technology.
GEOZONE INITIATIVE
Eavor has also signed a cooperation agreement with Sonoma Clean Power (SCP) for the development
of up to 200 MW equivalent of new geothermal energy through the GeoZone initiative in Sonoma and Mendocino Counties, California, with unanimous SCP board approval in March 2023.
SCP established the GeoZone initiative with three main objectives, to develop: a geothermal resource with minimal water use, a geothermal
resource compatible with community values, including land use, and a solution that is scalable and cost-competitive.
“We have been evaluating the GeoZone opportunity over the last nine months and are excited about the opportunity to expand regional geothermal power sources in the region,” Ethier divulges.
German Chancellor and other politicians visiting Eavor site in Germany
German Chancellor and other politicians visiting Eavor site in Germany
Full Steam Ahead with Geothermal Energy
Geothermal is gaining steam as a cost-effective, reliable, renewable, and environmentally friendly resource offering a virtually endless supply of energy. Geothermal energy offers 24/7 baseload power in a much smaller footprint than other intermittent forms of renewable energy and is abundantly available around the world. Yet today, less than one percent of global electricity is generated from geothermal resources.
Halliburton‘s Low Carbons Solutions Vice President, Duane Sherritt, shares insight into this developing energy market.
What are the top barriers to entry for developing geothermal projects?
Geothermal resources come with a higher up-front cost and greater risk of exploration failure and have been slower to develop as a result. Even experienced developers find geothermal operations complex and challenging in areas with limited subsurface understanding. This makes site selection and well placement key for managing risk and start-up costs.
Additionally, due to specialized exploration techniques and harsh downhole drilling environments, quick success in new geothermal drilling investments can be difficult to achieve. As technologies, processes, and efficiencies improve, the economics will improve, which will ultimately make geothermal more attractive to investors.
Why are enhanced and advanced geothermal systems important?
Traditionally, geothermal energy could only be harnessed in geographic locations
with hot underground aquifers, but these areas are limited. Enhanced geothermal systems utilize technologies and processes pioneered during the shale revolution, such as horizontal drilling and hydraulic fracturing, to create or enhance the permeability of the reservoir. Advanced geothermal systems utilize horizontal drilling, in addition to ranging and multi-lateral completions, to create closed-loop radiators. Both systems greatly increase the geographic viability of geothermal by limiting the geologic conditions necessary to harvest geothermal energy.
How do energy services providers assist with geothermal projects?
High-temperature applications, such as geothermal reservoir development, often strain the portfolios of many energy services companies. However, new cementing solutions, Electric Submersible Pump (ESP) systems for geothermal applications, chemical treatments, and mechanical cleaning tools to remove scale are all relevant to high-temperature geothermal applications.
With 100 years of experience in the oil and gas industry and 70 years of experience in geothermal development, Halliburton has invested in the technologies to help our customers unlock opportunities in new geographical locations. As the industry pushes the boundaries with deeper, hotter, and more complex well designs, Halliburton is ready to collaborate and engineer the solutions necessary for the safe, efficient delivery of geothermal projects.
To learn more about Halliburton’s geothermal capabilities, scan here:
The company also signed a 20 MW power purchase agreement (PPA) with NV Energy in November 2022 and received approval from the Public Utilities Commission of Nevada (PUCN) in May 2023.
“We are currently progressing the project and are excited about delivering dispatchable power to this market.”
As well as evaluating electricity in North America, Eavor is looking at direct heating applications, which make the most efficient use of energy from the subsurface.
A feasibility study has been completed, together with Enwave, for Toronto’s district heating network, and the company is currently undertaking another feasibility study with Creative Energy in Vancouver.
GLOBAL EXPANSION
People are core to the innovation and execution of Eavor’s technology,
whilst the relationships it has built with partners and suppliers are also paramount to its success.
Developing these relationships with trust and transparency allows the company to move its technology
forward at a faster pace, and the project pipeline to be more robust as stakeholders can understand the value proposition and integrate it into their decarbonization and energy security plans.
Neil Ethier speaking at the Global Energy Show
Neil Ethier at Eavor booth at the Global Energy Show
Looking ahead, Eavor seeks to continue to expand globally.
Currently, the company’s two primary markets are direct heat applications in Europe and electricity in the Western US.
However, these are not the only areas it focuses on, as Eavor is also engaging with counterparties looking for solutions to their energy problems.
“Whether they are concerned with energy security, autonomy, resiliency, reliability, local employment, climate change, decarbonization, or affordability, Eavor’s technology can meet all of these challenges,” Ethier states proudly.
“We have resources everywhere with the ability to address the global energy security problem. The issue, up to this point, has been the lack of technology with the ability to tap into this energy in the subsurface in an economical way.
“The excitement of being able to talk to a government that historically
has had no hydrocarbons and explain to them that they could have energy security and independence is such an exciting conversation to have,” he adds.
Island markets with extremely high emissions intensity are another area of interest for Ethier, who would like to see the company’s Eavor-Loop™ technology in every country on the planet.
Indeed, Eavor’s goal is to have thousands of these systems built as quickly as possible to have a meaningful impact on the two existential threats facing the world today – climate change and energy security.
“There is currently a lot of inequity in access to energy, and this is one of the reasons that I come to work every day – to advance our technology and provide another solution for a local source of energy. We believe Eavor can change the world,” Ethier concludes.
Family Entertainment Group has been providing endless amounts of fun for over 20 years. President and CEO, George Smith, tells us about the company’s rapid geographical and operational expansion to bring forth a new generation of entertainment
Writer: Lucy Pilgrim | Project Manager:
Callam Waller
FACILITATING THE FUTURE OF FUN
Family Entertainment Group (FEG) has been providing fun, memories, and joy for thousands across the US since its inception in 2004 as a full-service entertainment company.
FEG excels in providing attractions in conjunction with entertainment and resort partners, as well as owning its own facilities, bringing to the forefront arcade games, escape rooms, mini golf courses, go-kart tracks, virtual reality (VR), laser tag, and more across a number of indoor and outdoor facilities that range from 17,000 to 40,000 square feet (sqft).
FEG also has its own entertainment brands, including In The Game which provides the latest games and attractions and a delicious chefinspired menu – all in an exciting atmosphere designed for guests of all ages to enjoy.
FEG also owns Bonkers fun centers, designed with children aged 12 and under in mind. Each facility has a brightly-colored design both inside and out to welcome guests to great food, big fun, and happy smiles. They also own the Max Action Arena brand which focuses on more extreme fun with an adult vibe, featuring axe throwing, VR, and more.
From the beginning, FEG has been a key partner to some of the country’s greatest family amusement parks and resorts.
“We opened our first location in November 2004 in the beautiful city of Sandusky, Ohio, known as Castaway Bay. This was in cooperation with Cedar Fair Corporation, who recently merged with Six Flags Corporation to become the third largest theme park operator in the world,” opens President and CEO, George Smith.
The company’s collaboration with industry-leading brands did not stop there, as it subsequently worked with Kalahari Resorts and Conventions, who represents some of the largest indoor water park resorts in the US. It also works closely with Great
Wolf Lodges, Cedar Fair Parks, and Universal Orlando Resort Properties.
FEG is particularly proud of its food and beverage facilities, as each location features high-quality, fresh food with either a sit-down restaurant or counter service providing a wide range of offerings.
In its totality, the company strives to curate a place where both families can have wholesome fun, and where adults can go out at the end of a long week.
“It is important for us to create memories that last a lifetime for tourists and locals alike. Whether it be a date night, a bachelorette party, escape room adventure, or a teambuilding axe throwing event, we want people to have fun,” emphasizes Smith.
BONKERS: THE BETTER CHUCK E. CHEESE
FEG’s widely loved and nationwide brand, Bonkers, was first created after the company acquired a facility with the name in Massachusetts.
After buying out the previous owner, FEG built a more youthful, vibrant location that included soft play, mini bowling, arcade games, and a café, amongst more. The most recent addition to the Bonkers facilities includes Build-a-Bear workshops.
Each Bonkers location caters to a young audience, primarily between four and 12 years old. Moreover, each facility is between 30,000 and 40,000 sqft, and contains a sitdown restaurant.
Each diner can enjoy food that is freshly prepared using fresh, locally sourced ingredients.
ENJOYMENT AND DURABILITY
Alongside its entertainment facilities and restaurants, FEG offers an added retail experience.
Approximately 80 percent of the company’s revenue is generated from retail, as a significant amount of its locations contain vibrant, wellstocked stores where people can win prizes by cashing in tickets they have won by playing arcade games and activities.
FEG’s Prize Stores offer a wide range of items from collectibles, games, novelties, and cookware to sports memorabilia and candy.
Its prize options include items that are not only trendy and current in the marketplace but also cater to all ages.
On an operational front, although many of its smaller projects go from
inception to reality in a short period of time, the company’s larger, multifaceted facilities can sometimes take years of planning as they are built from the ground up.
As such, FEG conducts in-house design, construction, marketing, and graphics, as well as serving customer requirements across many facets of the building process.
“We have the team to create the elements that attract people, catch their eye, and make it a place that always feels fun and inviting,” highlights Smith.
Furthermore, FEG strives to cultivate long-term game play across all its products. This is secured by acquiring only the highest quality games from manufacturers around the world.
“We want to deliver a reliable product for our customers with stateof-the-art equipment. From the claw on a crane game coming down to grab a prize to making a prize wheel spin, it is our goal that the game play is seamless, making our games durable and attractive.”
NORTH AMERICA OUTLOOK: WHAT ATTRIBUTES DOES FEG
LOOK FOR IN ITS
WORKFORCE?
George Smith, President and CEO:
“We are ideally looking for specialists in a vast range of areas.
“We also employ staff from around the world who work hard and remain loyal to the company, as well as younger people so that they can be trained to become key team members with a clear career trajectory.
“Every employee is also enrolled in a retirement program; even if you are 18 years of age and are not yet thinking about retirement, we are still going to invest in you. We also have an excellent healthcare scheme to ensure each team member gets the best medical treatment, as well as education benefits.”
A further differentiator of FEG can be found in its distribution capabilities, as the company possesses the workforce to not only produce and buy a product, but also distribute games to entertainment facilities across the world.
STAYING AHEAD OF THE CURVE
FEG has recently implemented an integrated system in the form of radio frequency identification (RFID) technology that streamlines the tracking and operation of the company’s facilities.
This technology spans the entirety of the business, from customers’ payment methods to the wristbands used to access rides and games.
“Each wristband contains an RFID chip that starts the equipment, including arcade games, laser tag, VR
experiences, and even bumper cars, which are all tied into and connected by a single system,” Smith explains.
As such, the integrated technology allows the company to maintain its operations at the most efficient level, as each facet is accounted for. For example, the merchandise team can track prize inventory, while the food and beverage team can track food deliveries.
“We can identify the status of thousands of pieces of equipment to address any issues instantaneously.”
Similarly, FEG can assess and make modifications to the food menu if need be, through the highly-precise monitoring of produce quantities to within half a percentage point, resulting in greater efficiency.
“By having better information input consistently, we’re able to refine that
“IT IS IMPORTANT FOR US TO CREATE MEMORIES THAT LAST A LIFETIME FOR TOURISTS AND LOCALS ALIKE. WHETHER IT BE A DATE NIGHT, A BACHELORETTE PARTY, ESCAPE ROOM ADVENTURE, OR A TEAMBUILDING AXE THROWING EVENT, WE WANT PEOPLE TO HAVE FUN”
– GEORGE SMITH, PRESIDENT AND CEO, FAMILY ENTERTAINMENT GROUP
BUILDING FUN THROUGH THE YEARS!
Toy Factory, LLC, founded in 1999, has over the past 25 years cemented its position as the premier supplier of Licensed Stuffed Toys to the Amusement Market, including Amusement Parks, Outdoor traveling venues, Skill Crane Vending companies and Family Fun Centers. It is in this last category that Family Entertainment Group, through its vast network of unique and diverse operations, have helped to foster that growth showcasing our wide variety of popular and iconic brands. Their merchandising acumen is recognized and respected as unparalleled in our industry! We are extremely proud of our relationship with a deeply respected industry veteran such as Mr. George Smith, and his accomplished team.
Best of luck as always George, and congratulations on this well-deserved recognition of your many years of dedication to, and success in our beloved industry!
Providing Quality, Excellence and Service
Smart Industries is a privately owned manufacturer of coin operated amusement games. In 1963 Smart Industries started as a traveling amusement operating company, which consisted of 500 games and a 200 piece traveling arcade. In 1985 Smart Industries began developing and manufacturing their own crane games.
Since then Smart Industries has created a wide variety of great new games that have revolutionized the industry. The largest development that Smart has given the industry is the joystick crane, which is seen on virtually every crane on the market today.
data by utilizing staff expertise and their extensive experience. Overall, we can have a greater understanding of what’s going on in any given moment,” surmises Smith.
Seamless integration extends to the training of its staff, as all the company’s training systems can be found online via an internal FEG website. A single interactive data program provides guidance on a wide range of topics including HR, medical enrollment, and even providing access to information for fixing equipment.
The company has placed significant investment and effort into building the system from its foundations to create the most efficient platforms to prepare for ongoing growth. All the modules are interactive, allowing employees to add to the database to build a greater bank of knowledge and expertise.
GLOBAL INFLUENCE
FEG has a solid pipeline for expansion going forward. Plans include the addition of nine to 12 locations in
2024, alongside other acquisitions which could potentially double the size of the company.
It is particularly focusing on areas of greater population density and abundance of resources to draw upon, specifically in tourist hotspots like Florida, Texas, California, and Hawaii. FEG also has an eye on international markets, such as the UK.
“London is a great place for social entertainment, and we want to incorporate some of those elements in select US locations to cultivate more
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unique experiences for FEG guests.
“Although some of the entertainment itself differs, London provides some unique places for people who want to go out and have fun; we would like to offer that here,” Smith comments.
Elsewhere, the company also strives to replicate facilities in the Middle East, which has some of the most advanced family entertainment centers.
“They are often built well; due to the wealth in the region and the abundance of high-end malls. Therefore, adopting the look, feel, and finish of these facilities could be advantageous,” he adds.
By taking this approach, FEG is creating new experiences for families and fun-seekers across North America by adopting the aesthetics, functionality, and attractions of centers across the world to create the most enjoyable facility possible.
The business’ unmatched success
in the sector stems from its ability to cater for a vast customer base, and its uniqueness in doing so.
“No other industry players have the geographical scope or customizable capacity that we do, thanks to the breadth of expertise and diversity found on our team,” states Smith.
For example, the company has the comprehensive capabilities to customize each location depending on geographical trends and tailor to various customer requirements.
“We’re currently building a location in downtown Las Vegas on Fremont Street, which differs from our typical facilities. We expect our audience to be happy-go-lucky people and party goers, so we’re customizing our environments and offerings to suit this new influx of people.”
Going forward, the organization is looking to refine each department in preparation for the anticipated expansion of the company, as it hopes to double in size over the next
Phone: 386-677-0761
Sales email: sales@bsrgames.com
Parts Department Email: parts@bsrgames.com
Tech Department Email: techsupport@bsrgames.com Website: www.bobsspaceracers.com
18 months. This involves laying the groundwork so that it has the right people in the right place, at the right time.
“I’m optimistic that we are going to have a strong sales year, which will result in even more opportunities.
“The goal is also to not only maintain our quality standards, but continue to improve them and grow as the business evolves,” concludes Smith.
Ryan Bruno, President and CEO of CSN Collision, gives his insights into the current challenges and future outlook for the collision repair industry
Writer: Jack Salter | Project Manager: Callam Waller
The collision repair industry has a rich history marked by significant developments.
Initially, in the early 1920s, general repair shops or blacksmiths often carried out vehicle maintenance. The industry lacked standardized practices at the time, and as expected, repairs varied widely in quality as a result.
Insurance companies began playing a more involved role in the industry in the 1960s with the emergence of Direct Repair Programs (DRPs), where insurers partnered with preferred auto body shops to streamline the claims process. This shift brought about more standardized repair practices and increased accountability in the industry.
As with the rest of the world, collision repair entered the digital age of the 1980s by embracing computerized systems. Digitization of the industry helped improve accuracy in estimating repair costs, subsequently improving customer relationships.
Moving into the 21st century, the industry began to head in the direction of technological progress such as advanced driver assistance systems (ADAS) and hybrid-electric vehicles, all of which presented new challenges.
As vehicle manufacturers released new models and parts, technician training and original equipment manufacturer (OEM) certification acquisition have had to keep up in tandem to demonstrate knowledge and skill in collision repair over time. 2019 cannot be glossed over, as the ripple effects of COVID-19 are still felt today and continue to influence the industry.
The pandemic highlighted the importance of safety measures and accelerated the adoption of digital tools for remote communication, estimating, and workflow management, which has had a progressive impact on how business is conducted in repair facilities.
INDUSTRY CHALLENGES TODAY
Much like with other industries, there has been an ebb and flow of rising concerns within collision repair.
Of utmost importance is the skilled labor shortage; however, other areas of note include advancements in automated technology, managing and demystifying insurance, the production and supply of parts, and finally, environmental and social responsibility.
Skilled labor shortage – Finding and retaining skilled technicians is a persistent challenge. The aging workforce, and a lack of interest in this industry from younger generations, contributes to a need for more qualified professionals.
CSN Collision has begun exploring recruitment opportunities with trade schools. Additionally, the company offers its network recruitment support packages, allowing them to focus on delivering timely, quality service.
Furthermore, CSN Collision has created a learning management system (LMS) populated with courses that equip the company’s network with the skills required to deliver the best possible experience to customers.
Courses vary from personal development to managing relationships with insurers. LMS is vital to CSN Collision’s success; therefore, the company commits to upgrading and keeping the content fresh.
“WE ARE CONTINUOUSLY INVESTING IN OUR STORES THROUGH TRAINING, EQUIPMENT, OEM CERTIFICATIONS, OPENING NEW LOCATIONS, AND INVESTING IN CALIBRATION TECHNOLOGY. THESE ARE THE KEY WAYS WE REMAIN FUTURE-READY WHILE CONTINUING TO PROVIDE EXCELLENT CUSTOMER SERVICE”
–
RYAN BRUNO, PRESIDENT AND CEO, CSN COLLISION
Added to that is CSN Collision’s expanded concentration on shop success, focusing on productivity through training sessions and individual coaching programs.
“There are a lot more opportunities in the collision repair industry now than there has ever been,” states Ryan Bruno, President and CEO of CSN Collision.
“With new and upcoming technologies, such as artificial intelligence (AI), I think that we will see a continued shift as the
industry increasingly becomes more tech-forward. This will create more opportunities to attract diversified talent to the industry.”
Technological advancements – The collision repair industry is grappling with the rapid evolution of automotive technologies. Keeping technicians updated on new repair methods and investing in advanced equipment are ongoing challenges.
CSN Collision is always on the lookout for new training opportunities offered by its OEM and vendor partners.
“We provide our network with the channels to acquire certifications and other training through mutually beneficial relationships,” Bruno tells us.
Insurance complexity – Dealing with insurance companies and navigating complex claims processes can be arduous for the customer.
Insurance policy and procedure changes could add layers of complexity for collision repair businesses, especially when navigating these changes with the customers.
“At CSN Collision, our established relationships with insurance providers enable us to facilitate mutually beneficial agreements between the stores in our network and the insurers. We also provide administrative services that lighten the shops’ workload,” assures Bruno.
Supply chain disruptions – The industry is susceptible to supply chain disruptions, affecting the availability of replacement parts. Global events, as evidenced by the COVID-19 pandemic, can also impact the timely procurement of essential components.
At CSN Collision, transparent communication is vital to customer satisfaction. Additionally, external factors that could account for delays are built into the company’s repair timelines.
Environmental regulations –Stringent environmental regulations pose challenges as the industry adapts to eco-friendly practices. Implementing sustainable processes and disposal methods may be seen as costly and complex, but they are worthwhile.
CSN Collision has consistently demonstrated its pledge to be socially conscious by contributing to local communities and lowering its carbon footprint.
The company has raised over $600,000 for the Make-A-Wish
Foundation in support of granting wishes for children living with critical illnesses, and is involved in several local support programs, such as refinishing vehicles for families in need.
“We have also partnered with the Science Based Targets initiative (SBTi), and although in the initial stages, we have already made impactful changes within our corporate office, such as replacing all lighting with high-efficiency bulbs that will reduce the use of electricity by approximately 30 percent,” informs Bruno.
“In addition, CSN Collision participates in automotive parts recycling; we have two bumper recycling programs in place, with a view to expanding them. We remain committed to identifying and implementing other improvements in the areas of environmental, social, and governance (ESG).”
THE INDUSTRY TOMORROW
The future of the collision repair sector will include even more change. Closing the labor gap is at the forefront of every business, and this industry is no different.
Continued advancements in the way that vehicles are manufactured, combined with strong population growth in Canada, will lead to a surge in demand for technicians capable of repairing the vehicles of tomorrow.
“WHAT DIFFERENTIATES US IS THE CAPABILITIES OF THE OPERATORS AND REPAIR FACILITIES IN OUR NETWORK. WE EXECUTE THE MOST COMPLEX REPAIRS ON THE NEWEST AND WIDEST RANGE OF VEHICLES, LEADING TO THE HIGHEST CUSTOMER SATISFACTION LEVELS”
– RYAN BRUNO, PRESIDENT AND CEO, CSN COLLISION
ABOUT RYAN BRUNO
Throughout his career, Bruno has held progressively senior roles at a number of leading organizations, including the Bank of Canada, TD Securities, Bell Canada, and Definity Insurance. His areas of expertise include economic analysis, mergers and acquisitions, financial analysis, and business strategy.
Bruno has a strong understanding of and passion for the collision repair industry, having worked in a management capacity at his family’s collision repair business throughout high school and university. This passion led him to join CSN Collision as Chief Financial Officer in 2018, before he later became President and CEO in 2020.
A Chartered Financial Analyst (CFA®) Charterholder, Bruno also has a Bachelor of Arts in Economics from Brock University and a Master of Business Administration (MBA) from the Rotman School of Management at the University of Toronto.
We strive for unparalleled efficiency to deliver exceptional service in the markets we serve. Our team is dedicated to creating value throughout our ever-growing network and becoming our customer’s most trusted partner.
Whether it’s paint, tools or supplies, we make sure we have the proper inventory to meet your needs, day after day.
ABOUT CSN COLLISION
Founded in 2002, CSN Collision was created to help independent body shops improve their operations through performance reviews, ongoing training, and marketing support.
A collision repair network that operates in Canada, the US, and Europe, the company offers a wide variety of services. In addition to collision repair, several shops within the CSN network also provide windshield repairs and replacements, wheel alignments, hail repair, paintless dent removal, detailing, and some minor mechanical operations.
The company prides itself on having standards that ensure a consistent experience of quality, integrity, and commitment to daily improvement across its network. These standards are achieved using advanced repair techniques, employing skilled technicians, and utilizing industry-leading equipment and materials.
Through a combined approach of following OEM procedures for safe repairs and maintaining positive industry relationships, CSN Collision also prioritizes making the collision repair experience better today than it was yesterday.
Cooperation with network members, insurance partners, automotive manufacturers, and other industry stakeholders sets CSN Collision apart. The company has developed strong relationships that contribute to it being the primary network of independent auto body shops. CSN Collision’s relationship with shops, partners, suppliers, and staff is collaborative and critical to its overall success.
The company currently has over 375 locations across North America and Europe, and would like to have 425 by the end of 2025. With an eye on growth, CSN Collision’s key focus remains maintaining superior customer satisfaction and a positive brand reputation, which will encourage success for the stores in its network.
Technicians joining the industry will have the opportunity to work with very interesting technology, such as ADAS systems, electric vehicles (EVs), autonomous vehicles, and specialized materials such as carbon fiber and aluminum.
“AI will have an immeasurable impact in collision repair as it relates to administration, claims management, and repair processes, bringing about cost reductions, an uptick in efficiency, and a better experience for customers, repair facilities, insurers, and all industry stakeholders,” Bruno notes.
Additionally, ever-changing consumer expectations will push the industry towards enhanced customer experiences, digital solutions, and streamlined services.
Collaboration with insurance providers and continued investment in training programs will be essential for adapting to changing customer
expectations and ensuring a skilled workforce. Overall, with the right strategies in place, the collision repair industry will successfully transition to a sustainable and digitally integrated future.
“Sustainability will also play a transformative role in the industry, forcing a re-evaluation of some business models,” insights Bruno.
“Changes in vehicle construction will inform the upgrading of repair equipment, which will prompt investment in training and draw in the younger generation.
“Even as we do our best for the environment, we recognize that there is always room for improvement. Therefore, we aim to lead by example from within our corporate office and provide resources to the stores so they can improve as well,” he adds.
Regardless of the drive towards a more technologically adaptive future, skilled labor remains at the helm of
the industry’s future.
CSN Collision values the expertise of the shops and affiliates within its network, as well as its corporate team. An engaged team, including dedicated partners, is what makes businesses scalable.
“Through a focus on the growth and performance of our shops, our goal is to scale up our network to all markets and solidify mutually beneficial industry partnerships while maintaining premium service to our customers,” Bruno outlines.
“Businesses that integrate various demographics will be successful, while others might find the future more challenging.
“Equity, diversity, and inclusion are integral to the growth of any industry, especially one experiencing a severe shortage of skilled labor. We must prioritize making the collision repair industry more appealing to demographic groups that traditionally may
not have considered it a viable option.” Collaborating with other industry players is an excellent opportunity to overcome some of the sector’s challenges.
“The future is bright for the industry as long as we work together to make our vision tangible,” concludes Bruno.
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GOING FURTHER SO YOU CAN GO FARTHER
On a mission to make quality car care simple, convenient, and accessible for everyone, we dive into Pep Boys Auto Services & Tires to learn more about the company’s extensive history and equally ambitious future
This is the principle that has been ingrained into the DNA of Pep Boys Auto Services & Tires (Pep Boys) since it was founded in 1921 by a handful of naval friends who all shared a passion for cars.
In over a century of auto maintenance and repair, the company has helped shape the modern automotive aftermarket, with generations of drivers having counted on the business to care for their cars.
With a national network of service and tire centers, millions of vehicles and fleets pass through Pep Boys’ bays
each year across the US and Puerto Rico.
Providing a variety of services, including name-brand tires, automotive maintenance and repair, and fleet maintenance and repair, the company has a vision of being who communities depend on to keep them moving safely, comfortably, and in style.
As of 2016, Pep Boys is operating more than 9,000 service bays across 35 states and Puerto Rico, as well as offering automotive maintenance on location via its Pep Boys Mobile Crew service trailer, cementing its title as the leading US automotive service provider.
100+ YEARS OF QUALITY AUTO CARE
In 1921, Maurice (Moe) Strauss was looking to get his auto parts supply shop off the ground but quickly realized he couldn’t do it alone. Despite having a sharp mind for business, he needed people who could focus on the numbers and with more naturally affable dispositions.
That’s where his friends from the Navy came in. Emanuel (Manny) Rosenfield, W. Graham (Jack) Jackson, and Moe Radavitz all chipped in $200 apiece and subsequently opened the first store on North 63rd Street in West Philadelphia.
The storefront’s original name was Pep Auto Supply after observing a shipment of pep valve grinding compound on the shelves. However, much like the nature of business itself, this moniker evolved, shifting due to the influence of a single police officer who, after stopping cars without
headlights during the evening, would tell the drivers to go see the boys at Pep. Thus, those at the shop became fondly referred to as Pep Boys.
Business continued to grow remarkably as automobiles came to represent freedom, adventure, and status. People wanted these new symbols of rank to look stylish, and while service wasn’t yet widely available, parts and accessories were.
While Manny, Moe, and Jack are a significant part of Pep Boys’ story, thousands of people across the company’s history have gone further for the customers and communities in which the many Pep Boys stores reside and are to thank for the brand’s success lasting over a century.
EXPERTS IN AUTO SERVICES AND TIRES
As US culture has continued to change over time, Pep Boys has kept its ear to the ground in an effort to
remain innovative and at the forefront of the automotive supply market.
Notably, despite the hardships of the Great Depression in the 1930s, the company was one of the few businesses across the country that did not lay off any employees or cut salaries, even opening new stores across the East Coast and California. Pep Boys was focused on ensuring its customers always received the best possible value, no matter the situation – a mindset that continues to this day.
This innovation and ability to remain ahead of market change also played a major role when the Second World War began. Being the son of two Russian immigrants, Moe felt the tides of war picking up before most and knew that rubber would soon become hard to source, meaning customers were going to lose access to necessary replacement parts.
In a defining decision, he began stocking warehouses with any and
“OUR MISSION IS TO MAKE QUALITY CAR CARE SIMPLE, CONVENIENT, AND ACCESSIBLE FOR EVERYONE”
– PEP BOYS
all tires he could buy. When the war began to have a noticeable impact on the US economy, Pep Boys was the only store that carried and sold rubber tires, further establishing its dominance as a reliable, forwardthinking company.
PEP BOYS –AT A GLANCE
900+ locations in the US and Puerto Rico
8,000 service bays
8,000+ team members
5,000+ technicians
7 MILLION+ vehicles serviced
14,000 technician certifications
100+ years in the industry
Pep Boys’ growth did not slow down; as its shops and market expanded, the company realized that it was missing out on a significant customer base – the Spanishspeaking community. Subsequently, in 1992, the first bilingual catalog was published for millions across the country, and before the decade was through, Pep Boys went a step further and opened its first store in Puerto Rico, expanding its presence across the Caribbean Sea.
In 2016, after being pursued by several suitors due to its popularity, the company was acquired by Icahn Enterprises as part of its larger automotive group. The organization then went private as it started to transform its business and reinvent itself as a service-focused provider that only retailed parts in the locations where its customers needed it most.
Pep Boys was founded to fill a consumer need. As a result of
the passion and hard work of the many employees who make up the company, it has never stopped evolving. New lessons are always learned, and adaptions are proactively made to every market swing and new technology.
DRIVING TOWARDS THE FUTURE
Currently, Pep Boys offers a variety of services at its storefronts for its many customers, including auto repair, maintenance, performance, towing, auto parts, and batteries. Additionally, the company offers a mobile crew that works directly on site. With fully equipped mobile service vans and expert technicians who provide routine maintenance and safety-related services, it is the fastest, easiest way to obtain routine auto maintenance and repair services at workplaces or residential complexes.
CBRE’s commitment to client’s success runs deep. We are not just a service provider: we are partners in their journey...
Erin Pilvelich, Executive Director On Demand, CBRE’s Global Workplace Solutions “
PEP BOYS’ VALUES:
ACCOUNTABILITY: Taking responsibility, delivering on what’s promised, and honoring commitments to peers, partners, and customers. When a mistake is made, the company owns it and finds a way to make things right.
INTEGRITY: Doing the right thing for each customer and each other, and listening openly and answering honestly. Pep Boys doesn’t wait to be told the right thing to do; it does it.
PASSION: Bringing its best to everything the company does and taking pride in its successes. The passion is infectious; it encourages and energizes everyone.
ENTREPRENEURIAL SPIRIT: Pep Boys consists of doers and problemsolvers. It thinks beyond the service bay, always looking for innovative ways to elevate customer service. The company thinks bigger and challenges others to do the same.
EXPERTISE: It is a trusted source of knowledge for customers and continuously builds and invests in expertise, skills, and technology.
TRANSPARENCY: Communicating honestly, openly, and proactively with peers, partners, and customers alike. The company builds trust by ensuring there is timely information to make good decisions and using technology to make it accessible.
For the past 25 years, Pep Boys has also been a preferred partner with some of the US’ largest national fleet companies. Whether that number is five vehicles or 50,000, the company consists of a team of experts who are prepared to get vehicles back on the road, operating efficiently, and driving businesses forward.
Pep Boys’ fleet is backed by national, regional, local, and storelevel support, providing each
partnering company with a personal Fleet Team Representative. Through these dedicated actions, the company showcases on a daily basis why it’s a preferred partner to some of the largest national fleet companies and a trusted service provider to small and mid-sized businesses all over the US and Puerto Rico.
As Pep Boys looks towards the future, dramatic change is already in action. With more vehicles on the
road than ever, especially electric vehicles (EVs) and self-driving cars, technology is of the utmost importance as digital investments are fundamentally changing how businesses connect with customers.
In order to stay on top of all these rapidly changing advancements, Pep Boys has adopted a new motto – ‘We go further to help you go farther’ –fully recognizing where the company has been and how much more there is to do.
The organization is consistently expanding its service footprint with strategic acquisitions in key markets alongside supporting both local and national charities, such as the Robert W. Woodruff Foundation and Marine Toys for Tots.
Ultimately, Pep Boys goes the extra step to get you where you want to go. From simply making quality automotive replacement parts available at a fair price, its mission has grown to make expert car care simple, accessible, and convenient for all.
The company has always strived to go further, making Pep Boys the household name and iconic brand it is proud to be today.
With Zeta behind the wheel, Pep Boys’ marketing program entered the fast lane.
While Pep Boys seeks to make car care simple, Zeta aims to do the same with sophisticated marketing. So when Pep Boys needed help with personalizing their marketing communications to customers, they trusted us with the keys to their CRM program. The insights we pulled from Zeta data suggested that with the right message at the right time, they would surely see both an increase in repeat customers and higher ROI.
And our data was spot-on. Now Pep Boys is going even further with its marcomms, delighting customers on a whole new level, and accelerating brand growth like never before.
TOWING AND RECOVERY TITANS
With the largest portfolio of towing, recovery, and transport vehicles in the world, Miller Industries is triumphant in spearheading the global towing and recovery sector. President, Will Miller, tells us more
Miller Industries’ resounding success in the North American manufacturing industry stems from a founding mission of perseverance and dedication to being first in class.
The company was first founded in 1990 by current Chairman, William Miller, who had the ardent belief that to be successful, a business must
have the best people, products, and distribution network.
William’s philosophy was vital for the consolidation of the towing and recovery industry in North America, dictated by abundant distribution.
This is evidenced by the swift expansion of the company’s network, as within the first year of business, William streamlined the number of
North American distributors from over 450 to 125.
“My father’s belief was that distributors are the key to our success; having the best and most profitable, solid distributors for our products makes Miller Industries successful as a whole,” opens Will Miller, son of William and President of the business.
Following the completion of
distributor consolidation in 1994, Will has gone one step further in reducing the number of Miller Industries’ distributor locations to approximately 225 worldwide, harnessing the capabilities to export to 67 different countries.
THE BIGGEST AND THE BEST
The company is proud to manufacture the largest portfolio of towing,
recovery, and transport vehicles in the world. This includes anything from 8,000 pounds (lbs) of lightduty wreckers up to 100,000 and 200,000 lbs of its largest trucks.
Its diverse network is invaluable for facilitating the company’s enviable global reach. Miller Industries boasts six world-class manufacturing facilities across three countries, with
four facilities in the US and one a piece in the UK and France.
The organization is positioned at the forefront of innovation in the towing and recovery industry, thanks to its vast product range and services that consistently break the boundaries of manufacturing.
As part of its portfolio, the company produces light, medium,
and heavy-duty wreckers, as well as rotators.
Its light-duty wreckers, known as the Vulcan 812 and the Century Express 312, are utilized throughout the industry for private property, repossession, and cater to commercial towers.
Despite the products’ trusted use throughout the field, Miller Industries is consistently improving its product designs to achieve maximum efficiency for its customers. This can be seen in its light duty lineup where it increased the rear visibility between the boom and the tailboard
that facilitates greater hook-up ability, the recently introduced hose tracking system for longer life and easier maintenance, along with giving customers more choices with several hand-held controllers and other options available.
Also notable is the Century 5130, Miller Industries’ best-performing heavy-duty wrecker with 128 inches of underlift reach. This gives users of the wrecker the ability to tow the majority of vehicles without sacrificing the maneuverability of a single axle or tandem axle unit. The product also affords customers a
highly advantageous 25-ton recovery boom and 25,000 lbs winches for a vast range of recovery and lifting applications.
Another highly significant component of Miller Industries is its rotator product, Century 1150. Seen as an industry staple, the 50-ton rotator is ideal for daily recovery tasks or more complex needs, with 360-degree continuous boom rotation.
The company is the only manufacturer of recovery equipment capable of meeting tower needs and safety, making it a highly sought-after resource in the towing and recovery sector. The rotator is also ideal for the quick clearance of congested railways, ensuring the swift recovery of vehicles.
NORTH AMERICA OUTLOOK: CAN YOU TELL US MORE ABOUT THE IMPORTANCE OF A STABLE SUPPLY CHAIN TO THE BUSINESS?
Will Miller, President: “As most manufacturers have learned over the last two to three years, relationships are super important to ensure that your company isn’t just a sales order number.
“Since we are operating within a relatively small global industry, building generational relationships with our distribution and retail customers is essential.
“Our customers, distributors, and even our employees are in their second or third generation, and we want to ensure that these relationships are passed down.
“By maintaining these relationships over the years, Miller Industries has more than doubled our number of key suppliers for key components, particularly in the hydraulic and electrical space.”
Thirdly, Miller Industries is also an industry leader in the production of light, medium, and heavy-duty carriers.
To date, it operates the largest dedicated carrier platform, comprising over 200,000 square feet (sqft), solely committed to building carriers that keep up with the demands of the industry.
One example is the 12 Series LCG™ (low center of gravity) carrier. Through a specialized patented design, it lowers by a much greater degree than conventional carriers used by competitors, whilst also offering greater stability in the transportation of taller loads.
LEADERS IN INDUSTRY INNOVATION
Whilst Miller Industries thrives with the largest and most successful distribution network in North America, what differentiates the
company globally is its unmatched product quality, reputable aftersales service, and history of recordbreaking vehicles.
The notion of continuous tradition is ingrained in the company, as Miller Industries is the product of a diverse and forward-thinking sector that has cultivated some of the most wellknown machinery and vehicles of the modern era, such as the Model T Ford.
Following this, the car manufacturing sector progressed from body-on-frame construction to unibody construction in the 1960s, which can still be seen in many passenger vehicles today.
Also known as chassis frames, bodyon-frame construction is used primarily in commercial vehicles, pick-up trucks, and sports utility vehicles (SUVs), whilst most other vehicles are transferred to unibody construction.
“OUR MOTTO IS TO THINK LIKE THE CUSTOMER, TO PROVIDE A QUALITY PRODUCT THAT CAN WORK EFFICIENTLY EVERY DAY FOR THE GENERAL MOTORING PUBLIC IN A TIME OF NEED”
– WILL MILLER, PRESIDENT, MILLER INDUSTRIES
When it matters, choose
At Collins, our philosophies and priorities revolve around adding value to our customers, the industry, and our team.
M.M Hassell -- 1930’s on Route 66
We seek to enrich the communities around us through safety, quality, advanced designs, personal customer service, and doing what’s right. In our nearly 40-year association with Miller Industries, we have sought to support the towing industry by providing state-of-the-art towing equipment like the Hi-Speed®Dolly, the Carrier Dolly System, truck organization and towing accessories. The history of Collins commenced with M.M. Hassell, the
father of Collins Hassell, who settled his family of eight in the small village of Bluewater, New Mexico. As a certified mechanic in the early 1930’s, Hassell senior was sought after to work on the famous Route 66 that ran 2,448 miles through eight states, (including New Mexico), from Santa Monica, California to Chicago, Illinois. Throughout his career, he was always involved in heavy equipment, logging, or trucking--in one form or another--from repairing them, to operating them, to driving them. As was customary of the time, fathers typically passed their vocation onto their sons. All four of Hassell’s sons eventually centered their livelihoods around heavy equipment, logging, manufacturing, and long-haul trucking. Collins Hassell was extensively involved in all of these. Having logged with their father for many years in Colorado,
New Mexico, Arizona, and Oregon, Collins and his younger brother Ray Hassell identified a need for improved logging equipment. The humble beginnings of Hassell Fabrication started in 1954, in a barn behind Collins’ Ashland residence. The fledgling operation was later moved across from Ashland’s airport in Oregon, where it continues to operate today. Throughout the 1950s and 60’s, the two brothers produced advanced stakes and log bunks for the Northwest timber
industry. It was during this time that Collins left the company to his brother Ray to start another manufacturing business. Collins Manufacturing was founded in August of 1972 when Charlie Nowell partnered with Collins Hassell to develop the world’s first articulating tow-truck dolly. It had four 8” pneumatic Goodyear tires on 5” wheels, which lifted each vehicle tire off the ground. The Collins Dolly acted as both jack and dolly by means of simple leverage. By adjusting the dolly to fit around the vehicle tire with the telescopic dolly frame, a person could then use their own weight as leverage on the end of a 5’ pry bar to quickly lift a vehicle with the dolly itself. A dolly tow could be ready to go in less than a minute. In the early 1970’s, all of this was quite revolutionary. By introducing an articulating dolly that both lifted and hauled vehicles, Collins changed the towing industry forever.
1952 Collins’ First tandem-axle Truck
Hi-Speed Dollies staged for shipping
Tunnel Tool Boxes
That first-generation dolly set the stage that would see the design, development, and manufacturing of the first SelfLoading (SL) dollies just three years later, after which Charlie would leave for other ventures. Collins Hassell continued innovating. His years of experience in trucking, designing, and manufacturing equipment that required the hauling of tens of thousands of pounds long distances, from forest-to-mill, across rough logging roads -- was the same DNA for creating the future Collins Hi-Speed®Dolly.
Now, towed vehicles could be moved safer, easier and further with the Collins Hi-Speed®Dolly, which in the 50-plus years since, has been the preferred choice of towing professionals. As vehicles today advance in design and technology, (EVs, hybrids, all-wheel drive, electronic parking brake systems), Collins Dollies are still a critical tool that helps support and enhance the essential work that professional towing and recovery operators do to safely and effectively tow or recover vehicles. Collins Dollies support and honor these professional operators who, because of the nature of the job, often do what others can’t and go where others won’t.
“The goal is to have all our products at the highest level, in terms of safety, quality, functionality, and aesthetics. Safety truly is first and foremost ahead of everything else we do in our product designs.”
Curtis Collins Hassell, CEO & President.
Hi-Speed®Dolly - The Collins Hi-Speed®Dolly has evolved significantly from the first generation in 1972 to it’s seventh generation 50 years later in 2022. Distinct features of the Collins Hi-Speed®Dolly: 1) Secondary Safety features; 2) Freeway approved--rated for both long distance and freeway/highway speeds; 3) Requires only one truck and driver to safely transport the vehicle; 4) Lightest in weight with the greatest load capacity; 5) Quickest and easiest to use with automatic locking features; 6) Widest cross rail span for larger vehicles up to 104” and a true, positivecamber center; 7) Two-Tone zinc-plated finish as standard for additional corrosion protection. The new 7th-generation G7 Hi-Speed®Dolly adds 36 advancements.
Carrier Dolly - The Collins Carrier Dolly, (though similar in appearance to the 1st-generation highway dolly), serves a slightly different purpose. It is used on carrier or flatbed tow trucks to load and unload vehicles without risking damage by allowing the vehicle to roll on and off the deck. Prior to this, vehicles would have to be skated or dragged up onto the truck by the winch hook connected somewhere on the vehicle with a greater potential for damage, difficulty and concerned customers. In contrast, the winch hook connects to the Collins Carrier Dolly and the vehicle rides on the dollies. This also simplifies and standardizes the loading and unloading procedure no matter the vehicle—especially EVs, hybrids, vehicles with all wheel drive, and those locked up with the electronic parking brakes. The same Carrier Dolly unit, set up in a different configuration, can also be used for quickly loading and unloading motorcycles by a single operator and again, with less risk of damage to the motorcycle.
Truck Boxes - For over 30 years, Collins has designed and built an array of truck boxes: Tunnel boxes, to expand the available storage on a wrecker body, and Underbody boxes for
Loaded Log Truck outfitted with Hassell Stakes and Bunks
Collins G7 Hi-Speed®Dolly
Collins Hassell -- Final Dolly Build March 1984
essential storage on a flatbed/carrier tow truck. These boxes have ranged in size, door styles, and materials (steel or aluminum). In each case, careful attention is given to create a robust box that holds up to the rigors of towing while refined in style to compliment the truck and body itself. The latest box project is a joint development with Jeff Cross to revamp his Streamliner Box — first made popular over 10 years ago — and is quickly recognized as the best underbody box ever built. As a manufacturer and supply partner with Miller Industries for over 40 years, Collins is committed to continuing to improve, develop, and advance our products, enhance the user experience, and keep pace with growing demand. Today, Collins Manufacturing utilizes state-of the-art equipment and cutting-edge techniques, including CNC Fiber Laser cutting, CNC tube cutting, CNC high-precision press brakes, CNC multi-axis milling, CNC multi-axis lathe turning, automatic drilling, and machining. Our skilled craftsman in manual welding take pride in ensuring quality, while our precise repeatability in robotic welding, in-house powder coating, and world-class designs are unrivaled.
We have participated in historical and industry-recognized testing to ensure the efficacy of our products, such as the HORIBA MIRA proving grounds in the UK, the GM proving grounds in the US, as well as decades of successful in-house, and grueling real-world field testing. Collins’ partnership with Miller Industries continues across a global market with Collins supplying dealers on almost every continent, with self-loading dollies found on Miller Industries light-duty wrecker and car-carrier trucks.
“We appreciate our partners and customers and wouldn’t be around for this long without them. With our excellent team at Collins Manufacturing, who are also putting their names into a great product, we plan to be here many more decades serving our customers.”
Chris Usher, General Manager.
Collins Tunnel Boxes--Designed and Custom Built Since 1992
Collins Carrier Dollies for both Vehicles and Motorcycles
Over the years, the company has proactively reacted to changes and innovations in the sector, as it had to alter the way in which it recovers and tows a vehicle in order to stay on top of industry changes and to ensure the safety of products.
For example, Miller Industries navigated the shift in the 1990s from lightduty recovery vehicles and wreckers to car carriers and platforms by building its first dedicated carrier manufacturing facility in 1994 in Hermitage, Pennsylvania, making multiple additions to the factory over time.
Furthermore, there was a noticeable shift in light-duty wreckers from conventional wreckers of the early 2000s to auto loads – low profile crossbars that go under a vehicle to grab it by its front tires rather than using a chassis frame.
“These wreckers have hydraulic claws that reach around the tires so you can pick up half the vehicle singularly by the front or back wheels, showing a serious evolution,” Will explains.
Regarding heavy-duty products, large over-road-chassis have gotten lower to the ground and more aerodynamic as the industry has progressed, resulting in better fuel economy. Consequently, the company reduced the height of the crossbar device that comes into contact with the vehicle.
“We’ve had to make it increasingly thinner whilst retaining its strength. The crossbar is now down to five inches in height so they can
MILLER INDUSTRIESIN NUMBERS
75 distributor locations in the US
225 distributor locations worldwide
1,600 employees globally
45 innovative engineers
fit underneath the bumpers of commercial vehicles easily.
“This also means that we can still tow vehicles without damaging their dynamic fairings and underbody,” he adds.
Another aspect Miller Industries pays close attention to is weight. It wants to ensure that its vehicles comply with all road safety standards and do not exceed the maximum weight allowance of public roads, whilst still being strong enough to efficiently tow the desired vehicle.
ACHIEVING VERTICAL INTEGRATION
With continuous improvement as a hallmark of the business, the company has invested over $100 million in its manufacturing facilities globally in just over a decade, particularly in its paint capabilities and robotics, as well as developing a dedicated R&D center.
Miller Industries specifically focused on vertical integration during the COVID-19 pandemic in 2020, at a time when a lot of its competitors were slowing down production and letting staff go.
During this period, the company invested in a state-of-the-art fabrication equipment facility to begin the production of its own steel parts, growing its in-house capabilities.
Meanwhile, staff whose work had stagnated due to the decreased demand were given the opportunity to go to training centers to learn how to operate computer numerical control (CNC) machines, as well as control lasers, press brakes, plasmas, and lay mills. This contributed to the wider goal of having a functioning workforce that can efficiently operate new, highly automated, world-class fabrication equipment.
The company’s vertical integration process also included the introduction of an enterprise resource planning (ERP) system in 2019, which allowed Miller Industries to succinctly run all its worldwide facilities, streamlining
“MY FATHER’S BELIEF WAS THAT DISTRIBUTORS ARE THE KEY TO OUR SUCCESS; HAVING THE BEST AND MOST PROFITABLE, SOLID DISTRIBUTORS FOR OUR PRODUCTS MAKES MILLER INDUSTRIES SUCCESSFUL AS A WHOLE”
– WILL MILLER, PRESIDENT, MILLER INDUSTRIES
operations in manufacturing, human resources (HR), accounting, and engineering.
The ERP system comprises a cloud-based piece of software called CloudSuite Automotive, created by Infor, which enabled the company to handle over a billion dollars of revenue in preparation for 2024.
“As a manufacturing organization, a solid software system allows us to expand organically and harness additional acquisitions and the future growth of Miller Industries,” Will highlights.
The company’s second phase of vertical integration in Q2 2023 witnessed the acquisition of Southern Hydraulics Cylinder (SHC). The entity had previously been a supplier; therefore, the acquisition was a natural step to progress Miller Industries into the wider manufacturing space, having more control over certain supply chain issues.
DIVERSE, FAIR, AND ENGAGED
At the heart of the company lies Miller Industries’ staff base, who are continuously valued across the organization. Considered a profitsharing company, it has a strict bonus structure applicable to all employees so that each team member can take home a percentage of net profit.
Alongside company-wide financial incentivization, Miller Industries also invests in human capital and the health and safety of its employees. These standards include
climate-controlled facilities, LED lighting, and overall enhancement in the work environment.
As of last year, the company also introduced an employee family scholarship fund, into which each of the executives commits to putting $5,000 per year, a figure that the wider company then matches.
This generosity is used to facilitate 14 higher education scholarships for either the children or grandchildren of employees.
This is compounded further by the Frontline Leadership Academy, which provides tuition reimbursement to further the education of its employees. Additionally, Miller Industries also possesses an in-house welding academy where high school students and former military personnel can become skilled welders to further the productivity of its facilities.
In accordance with its commitment to employee well-being and personal development, the business strives to create an environment that is inclusive, diverse, fair, and engaged.
To meet these high standards, the company has implemented a specific diversity, equality, and inclusion (DEI) program that is consistently monitored to see how it could be improved. For example, in 2022, Miller Industries introduced an antiharassment and anti-discrimination policy as part of the program.
On top of this, the company also regularly monitors DEI metrics to
develop its minority representation, as well as having a proactive hiring process that welcomes veterans, women, and underrepresented minority groups.
BREAKING BARRIERS
At the forefront of the towing and recovery sector’s innovation, Miller Industries is immensely proud to have developed and created the Century M100 100-ton rotator. The product came into ideation in 2017 after the company identified a greater market demand for a higher capacity product.
Consequently, Miller Industries proactively created a dedicated team of engineers to develop the world’s largest rotator, setting a precedent in size and capability. Following years of testing, working to strict deadlines, and intricate efficiency and detail, the team combined all the best aspects of its most successful products, with cutting and production completed in-house.
Eventually, testing proved that the product could pick up over 200,000 lbs, marking a major turning point in the industry and cementing Miller Industries as a towing and recovery titan.
With innovation at the core of the company’s resilience, Will cites Miller Industries’ success as a simple formula.
“Our motto is to think like the customer, to provide a quality product that can work efficiently every day for the general motoring public in a time of need. This also applies to our employees, who are to focus from the top down, helping them realize they have a critical part to play in the success of the company,” he closes.
GROWTH AND SUSTAINABILITY
Bhavjit Thandi, Chief Financial Officer of Richmond Plywood Corporation Limited, tells us the company’s story of perseverance and adaptability to become a highly successful plywood co-operative that places quality at the heart of its operations
Founded in 1956 and born from a dream of self-sufficiency through hard work, Richmond Plywood Corporation Limited (Richply®) emphasizes a can-do attitude in its origin, having been established by 300 investors who strived to transform the Canadian plywood industry.
“Collectively, the investors purchased a large tract of farmland on the banks of British Columbia’s (BC) Fraser River, where logs from one of the world’s most prolific coniferous areas could arrive by tow and be lifted onshore to a massive manufacturing plant,” introduces Chief Financial Officer, Bhavjit Thandi.
From here, the dream came true, and Richply® was established. The company’s initial success took careful planning from a group of industry experts at the helm, as well as a carefully elected Board of Directors.
The result of this management team was a winning combination that steered Richply® into its position as one of the only surviving coastal plywood mills.
Today, the company is not only surviving but thriving and has become a leading manufacturer of high-quality plywood products for customers worldwide, with over 400 employees – 250 of which are shareholders.
Operating in Richmond, BC, the business operates a 26-acre facility
along the banks of the Fraser River. Its products range from plywood to high-end specialty panels.
“At Richply®, we stand at the forefront of the industry and take pride in turning BC wood into highquality, world-renowned Canadian plywood,” emphasizes Thandi.
In the manufacturing of plywood, the company ensures the highest standards of sustainability and environmental stewardship.
As such, Richply® operates a new, state-of-the-art log processing facility equipped with the latest environmentally-friendly technology in efforts to minimize natural gas consumption and reduce the mill’s carbon footprint.
The company in the past 10 years, has invested in many different
projects, such as a new debarker, log conditioning chests, and lathe line in response to government policies, as well as a new backup boiler system.
As a result of these investments, Richply® has been able to use fiber more efficiently, increase production speed, and reduce waste.
“We’re bringing forth new machinery to reduce our carbon footprint, increase efficiencies, and modernize our workplace,” Thandi adds.
DRIVING INDUSTRY INNOVATION
The Plywood manufacturing market is a high-value, high-growth space and is expected to experience significant growth between now and 2027.
RICHPLY® PRODUCTS AND SERVICES
The company is an industry leader in producing a full range of plywood, from sheathing to high-end specialty panels.
Sanded and industrial: Sanded plywood panels for applications where surfaces are smooth, and beauty and appearance are important.
Concrete form: Constructed using Douglas Fir species for their predictability, performance, and superior strength and rigidity under challenging conditions. Predominantly used for concrete forming.
Specialty overlay: General-purpose paint-grade plywood overlaid with kraft paper that is permanently bonded to panels.
Construction sheathing: Plywood structural panels are used primarily as load-based bearing components for roofs, walls, and floor assemblies in construction.
To take hold of this progression and drive industry innovation, the company’s most recent projects are the implementation of a new patch line, lay-up line, and composer to enhance its value-added manufacturing process and improve the quality and efficiency of its plywood.
Moreover, these projects will contribute to the forestry industry by offering sustainable solutions as a key driver for economic growth.
However, high-quality fiber, known as old-growth fiber, is becoming increasingly sparse due to recent BC government policies surrounding forestry, which prohibit manufacturers from using old growth fibers. As such, this scarcity is expected to continue to impact businesses’ ability to rely on high-quality fiber for production.
Recent government legislation
has also led to Canadian products and labor being significantly more expensive on the world stage, specifically compared to competitors in South America, China, and Vietnam.
In light of this, the projects and innovative technology of the company’s manufacturing
line become highly relevant and advantageous as it offers a solution to the changing availability of fiber sources.
“We’re enhancing the value and usability of second-growth fiber by streamlining the repair and upgrading processes, reducing wastage, and
improving overall productivity.
“The new machines will also allow us to produce high-quality, valueadded products using second-growth fiber,” expands Thandi.
Therefore, by embracing the projects and aligning its production processes with BC government policies, Richply® can ensure the sustainability of all its jobs, drive operational efficiency, and promote eco-friendly practices.
In recognition of its efforts, the company is receiving CAD$2.3 million towards its patch line, lay-up line, and composer from the BC government in the form of the Manufacturing Job Fund, providing ample support.
Grounded in the context of the plywood sector, the project will also drive innovation within the wider forestry industry, as it aptly demonstrates sustainability practices
RICHPLY® CORE VALUES
Safety: The company believes that its people are its most valuable asset and that all accidents are preventable. It does everything safely and responsibly, or not at all.
Community: Richply® recognizes that one is part of a greater whole, therefore, it supports and values its staff, which facilitates an open and honest commitment to each other as well as a mutual concern for each other’s well-being.
Integrity: The company takes ownership and responsibility for its decisions, keeps its promises, and holds each other accountable to the highest standards of performance.
Strategy: Richply® ensures its strategy is consistently focused on directional choices that will best progress the company to its new future, with the least risk and most orderly fashion.
Excellence: Richply® strives to get better, smarter, and more innovative. It keeps things simple and does the work that adds value to avoid wasting money, material, time, and energy.
and encourages the adoption of similar technologies across the industry.
ACHIEVING HIGH STANDARDS
The Canadian plywood industry’s main competition is uncertified and unregulated wood from South America, China, and Vietnam. Unlike the US administration, the Canadian government has not placed tariffs on international wood supply, meaning that the US protects its domestic supply.
In contrast, Canada doesn’t have this form of legislation and still imports from abroad, so Richply® is consistently competing with less expensive, international products.
“Global plywood producers can be cheaper because they do not follow the same rigorous standards that we do in Canada, therefore, they are able to acquire and produce products that are less expensive and less reliable,” explains Thandi.
However, Richply® remains successful thanks to its commitment to quality, as well as its long-standing relationship with Indigenous-owned and operated forestry and logging companies.
Richply® proactively fosters economic empowerment with various Indigenous communities as direct log suppliers for organizations, which mutually benefit from the company’s increased product and output.
“By aligning projects and objectives with Indigenous values and sustainable forest management, there will be a higher demand for eco-friendly forest management and a mutually beneficial partnership between the industry and Indigenous communities,” expresses Thandi.
EMPOWERING EMPLOYEES
As a collaborative mill, the company’s staff have the chance to buy a share of the business and work in the mill, and with that share, employees can
obtain a higher salary, pension plan, and profit sharing, amongst other benefits.
“Our people are the key to our success. The workforce is highly motivated since most of them are shareholders, so they understand it is in their best interest to focus on producing quality, value-added products.”
Moreover, because Richply® is 100 percent employee-owned, staff turnover is low. This allows it to maintain a stable workforce, which fosters reliability and consistency for its customers and markets.
Evidently, the longest-serving employee has been at the company for 52 years, whilst many others have celebrated their 30th and 40th anniversaries.
“A lot of people have been here since they were 16 years of age, and never left because they enjoyed the company so much,” emphasizes Thandi.
“WE HAVE A STRONG COMMITMENT TO OUR WORKERS’ SAFETY, COMMUNITY INTEGRITY, STRATEGIC DEVELOPMENT, AND EXCELLENCE, AND THESE VALUES GUIDE THE COMPANY’S OPERATIONS”
The Willame�e Valley Company LLC 19081 27 AVENUE SURREY, BC V3Z 5T1 1-604-536-9826 | INFO@WILVACO.COM www.wilvaco.com
In aid of its employee retention, Richply® is committed to fostering a workforce that is empowered and prosperous, as it provides longlasting, well-paying jobs by investing in its team through extensive, on-the-job training and skills development.
Meanwhile, over 80 percent of the company’s staff base comprises visible minorities, and it is actively working towards increasing representation in this area. As part of its nurturing of local talent, Richply® creates significant opportunities for Indigenous and First Nations businesses.
“We have a strong commitment to our workers’ safety, community integrity, strategic development, and excellence, and these values guide the company’s operations and underpin our commitment to providing top-quality products for our customers across North America and beyond,” asserts Thandi.
TRUSTED MARINE TRANSPORT
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MAINTAINING SUSTAINABILITY
Richply® is acutely aware of the increasingly significant influence of environmental policies and regulations on wood manufacturing and the impacts they are having on the sustainability of wood.
This has led to the development of international regulations like the Lacey Act in the US and the European Union Timber Regulation (EUTR), which requires operators placing wood products into the market to perform due diligence in regard to their legal origin. This is in response to the rising global demand for sustainably sourced wood products.
Richply® has pledged to comply with these laws and regulations by engaging in monitoring and enforcement activities within the legislative framework of BC to achieve sustainable forest management.
“We strive to follow strict forest governance, complemented by forest certifications such as PEFC and FSC.
“This ensures that Richply® products originate from well-managed, non-controversial sources that are harvested responsibly, sustainably, and in accordance with applicable legal requirements,” concludes Thandi.
At Hodder Tugboat Co. Ltd., we take immense pride in our diverse and modern fleet of vessels, including both conventional single and twin-engine tugboats, ranging from 400 to 2,000hp.
Hodder Tugboat specializes in the transportation of logs, lumber, and related products. Moreover, our versatile services also support diversified sectors such as short-sea shipping, aggregate, and general bulk cargo.
EVOLVING THE STABLE
Through reliability, capability, and sustainability, Workhorse is creating game-changing electric vehicles, as well as adding to an array of electric solutions designed for people who love nothing more than getting things done
Writer: Ed Budds | Project Manager: Kieron Harvey
The shift to electrification in the automotive industry is nothing short of a generational change.
Workhorse is excited to be one of the pioneers on the commercial side of this innovative new equation and is committed to making sure that it has the best, safest electric vehicles (EVs) in the marketplace for last-mile delivery.
This refers to the very last step of the delivery process when a parcel is moved from a transportation hub to its final destination, which is usually a personal residence or retail store.
Last-mile delivery is widely considered the most critical stage in the delivery process, and the one that businesses such as Workhorse want to ensure is as quick and efficient as possible. This is also a top priority in order to keep up with the continually increasing consumer demand for speedy shipping, especially in the e-commerce, food, and retail industries.
On the other hand, it is also normally the most expensive leg of the journey that items take to reach their final destination.
DURABLE AND INTUITIVE
As an American original equipment manufacturer (OEM), Workhorse designs and builds high-performance battery electric vehicles (BEVs), including trucks and aircraft.
The company also develops cloud-based, real-time telematics performance monitoring systems that are fully integrated with its vehicles and enable fleet operators to optimize energy and route efficiency. All Workhorse vehicles are designed to make the movement of people and goods more efficient and less harmful to the environment.
With more than 150 years of combined automotive experience, it is the company’s vision to pioneer the transition to zero-emission
commercial vehicles as the culmination of over a century of expertise and innovation.
In the last 15 years, the business has begun its journey in experimenting with battery powered roadsters. After the success of the Saturn Sky model, it began creating electrification packages for SUVs with brands like Chevrolet, Jeep, and Mercedes. Then, it went even bigger.
Workhorse’s first ever 100 percent electric-powered delivery van arrived in August 2012, and the company hasn’t looked back since, remaining fully focused on creating electric solutions for trucks, drones, infrastructure, software, and more, changing the way the world gets to work.
Made with durable EV components and intuitive technical features, Workhorse’s trucks and drones are engineered to make every job smarter, safer, and more productive.
Whether by road or air, the company’s fleet can help handle today’s needs with an eye on tomorrow’s demands.
TAKING TO THE SKIES
The company’s drone division, Workhorse Aero, is a major investment focus and growth opportunity.
With the overarching goal of going above and beyond, Workhorse is galloping into the future of drone delivery with its unmanned aerial systems. Strong, rugged, reliable, and safe, the entire range of electric drones can be fully integrated with the company’s fleet of vehicles.
Designed for automatic flight, these delivery drones feature lowimpact profiles and a proprietary universal mounting plate. Along with convenient winch delivery and retrieval, Workhorse’s drones provide impressive payload capacities and flight ranges, making them the ideal tools for last-mile delivery from the skies.
With high-tech HD cameras and built-in light detection and ranging (LiDAR) sensors, the company’s drones allow for the capture of high-quality video and images to support intelligence, surveillance, and reconnaissance missions. Paired with Workhorse’s proprietary software, its drone solutions provide clients with the data to take their business even higher.
Workhorse Aero believes that flight is the future. Tasked with answering the question of how companies can improve efficiency and save costs in the face of a growing delivery industry, it believes that the answer lies overhead.
Furthermore, commercial delivery drones allow businesses to expand their fleets to the skies while simultaneously optimizing their logistics operations.
These innovative creations allow the delivery of a 10 pound (lb) package from point A to point B while spending 95 percent less on fuel than a medium-duty diesel truck, meaning Workhorse’s clients can also cut greenhouse gas (GHG) emissions by 84 percent when choosing to embrace this new, environmentally-friendly delivery method.
WORKHORSE’S PROMISE TO CUSTOMERS
RELIABILITY – Workhorse can be counted on to provide enhanced safety features, durable components, and dedicated service for the life of every vehicle.
CAPABILITY – The company is continuously innovating with new technical features and functions that allow its vehicles to do more.
SUSTAINABILITY – By reducing its environmental impact and reducing physical wear and tear on the driver, Workhorse’s vehicles are engineered to last for the long haul.
WORKHORSE VALUES
TRANSPARENCY – Building trust through open and timely communication, as well as creating a culture of fairness and respect for both colleagues and business partners.
TEAMWORK – Working collaboratively with all stakeholders in an effective and efficient manner to achieve common goals.
EXCELLENCE – Maintaining the highest standards across its operations, while designing, building, and delivering industryleading products and services alongside achieving superior financial results.
INTEGRITY – Consistently choosing the ‘harder right’ by being honest and demonstrating an uncompromising adherence to strong moral principles and ethical values.
ACCOUNTABILITY – Accepting responsibility for the company’s actions and delivering on its commitments.
Now boasting world-class manufacturing capabilities, the division’s new aero facility in Mason, Ohio (OH), hosts an amazing team of aerospace professionals building quality commercial drones to elevate any fleet. R&D, operations, and manufacturing for Workhorse Aero are all housed in this state-of-the-art, 75,000 square foot (sqft) facility.
Workhorse Aero’s multiaircraft capabilities rise above the competition by allowing the coordination and operation of multiple drones from one hub to many destinations.
FUTURISTIC FACILITIES
Workhorse has also grown to accommodate three other major facilities, starting with the company’s headquarters in Sharonville, OH, which is home to its hard-working corporate, engineering, and software development teams.
Elsewhere, in Union City, Indiana, the Workhorse Ranch is a 410,000 sqft facility where every vehicle in the company’s all-electric fleet is assembled and quality-tested.
Finally, in Wixom, Michigan, the company’s engineering and technical design center is the birthplace of breakthroughs and innovations for Workhorse’s automotive powertrains.
As well as its engineering and manufacturing facilities, the company has developed Stables by Workhorse, an all-in-one, turnkey EV maintenance hub and fleet charging infrastructure solution.
Stables by Workhorse provides independent fleet owners who want to electrify their vehicles with access to charging stations during the day or overnight at a competitive price, without the need for capital investment in charging infrastructure.
Stables by Workhorse also offers worry-free maintenance with dedicated EV service experts available for clients’ fleets. As experts in electrification, the initiative also provides support and guidance for fleet transition, including how to optimize infrastructure to take advantage of the benefits of electrification immediately.
Every Stables by Workhorse location also features meeting rooms, free Wi-Fi, and amenities such as fully functioning kitchens to act as a satellite location for client operations.
To date, the company’s innovative and advanced technology, including its Stables by Workhorse locations and drone delivery, continues to position the company at the forefront of the electric solutions spectrum.
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STARTTO-FINISH SOLUTIONS
Industry leader, Jim Dent Construction, provides innovative solutions for complex builds in the most challenging conditions across British Columbia. The company’s executive team outlines its recent achievements and hopes for the future amidst a changing industry
Writer: Lily Sawyer | Project Manager: Michael Sommerfield
As a heavy civil construction company historically specializing in hydroelectric power generation projects, Jim Dent Construction (DENT) is no stranger to success.
Working in often challenging terrains across British Columbia (BC), DENT has recently utilized its unrivaled expertise and years of experience to diversify - expanding its suite of capabilities to include mining, oil and gas, clearing and logging, power, traffic control, and infrastructure.
“We’ve been able to diversify our services by expanding and have, in turn, diversified our client base,” opens Jeremy Knoke, CFO at DENT.
Since 2019, four major energy megaprojects – the Site C dam, the Trans Mountain pipeline expansion, LNG Canada, and the Coastal GasLink pipeline – have been under construction, boosting BC’s economy with thousands of jobs and billions spent on procurement and wages.
DENT’s involvement in these projects is notable, and as they draw to a close five years on, the company’s provision of equipment, labor, expertise, and forward-thinking solutions has not gone unnoticed.
“There was a period of time when DENT was working on all four megaprojects simultaneously which, for a small, local construction company, is really quite remarkable,” enthuses President, Sandy Dent.
Within an increasingly competitive construction market, and having faced industry-wide labor shortages of late, DENT’s unwavering commitment to onboarding quality personnel and securing a high turnover of projects has worked to ensure its continued success.
“Our home is BC and the Yukon. Due to the megaprojects winding down BC, there appears to be an abundance of available labor and lots of work in the pipeline, which we readily anticipate,” he adds.
A CHANGING INDUSTRY
In recent years, as BC continues to reel from a recent boom in the construction industry, DENT understands what that means for its projects and the path ahead.
“Having been fortunate to be a part of
the ongoing megaprojects over the past five years, they are now nearing completion,” Jeremy outlines.
“What we see in the next five years is a shift from a handful of major projects into having a higher volume of smaller jobs as we witness changes
in the industry,” Jared Neumann, COO, elaborates.
As DENT’s involvement in BC’s megaprojects inevitably comes to an end, project variation is important for the company. A historical interest in a wide and varied range of industries will aid DENT’s diversification efforts.
“We’re going to ramp up our activities in mining, oil and gas, forestry, and BC Hydro. Resilience will be key going forward,” Jared adds.
Assisted by an influx of modern technologies, the company has benefited from a recent push towards increased electrification within the sector.
“Having an ongoing involvement in electricity generation and hydroelectric power - which has been a niche of ours historically - puts DENT in a strong position to take advantage of opportunities arising from an increasingly electrified world,” Jeremy comments.
As a company with instinctive industry knowledge, guided by advantageous business opportunities and developments, DENT is wellplaced to adapt to widespread industry change.
“We embrace change and adapt alongside people, markets, and the industry as a whole. We’re not stuck in our old-school construction ways – we’re changing with today’s technologies,” Sandy shares.
STANDING OUT FROM THE CROWD
In a saturated industry, businesses often struggle to stand out. The same cannot be said for DENT, however, whose robust stakeholders, rights, and titleholder relationships set it apart from the competition.
“Our strong focus on building longterm relationships with everybody we do business with – not just our clients, but our subcontractors, suppliers, and
employees – really helps us stand out,” Jeremy outlines.
Additionally, a strong company culture and an underlying sense of ‘family’ have helped DENT cultivate a reputation for excellence and inclusivity over the years.
“As a second-generation business owner, and with potential for a third generation through my two sons, we run the business as a family in partnership with our long-term employees,” Sandy comments.
“DENT’s long-term, loyal, and dedicated workforce makes our success possible. We would be nothing without them,” Ryan McDougall, Vice President of Operations, adds.
As the years roll by and it anticipates an evolving workforce, DENT is confident that its deeprooted cultural values of ‘family’ and ‘team’ will remain within the company for years to come.
“OUR STRONG FOCUS ON BUILDING LONGTERM RELATIONSHIPS WITH EVERYBODY WE DO BUSINESS WITH - NOT JUST OUR CLIENTS, BUT OUR SUBCONTRACTORS, SUPPLIERS, AND EMPLOYEES - REALLY HELPS US STAND OUT”
– JEREMY KNOKE, CFO, JIM DENT CONSTRUCTION
CUSTOMER SERVICE AND SAFETY IS OUR #1 FOCUS
Across every facet of the company, Domcor Health, Safety & Security Inc. (Domcor) is all about service, a quality that can only be built on a foundation of experience, knowledge, and practice.
Domcor’s roots are in security and, as leading security experts, the company saw a need for a quality, comprehensive training program for security, rescue, and traffic control personnel. By utilising its own in-house experts, all leaders in their fields, to develop and offer one of the most relevant, consistently exceptional training companies in the industry, Domcor is now one of the recognized leaders in security and offers comprehensive expertise.
A HISTORY OF EXCELENCE
Domcor was founded in 1999, by Peter Corrado to meet the needs of a diverse client base. At present, the company focuses its attention on two separate but related areas of business: providing high quality and dependable services and training.
Furthermore, Domcor develops client and industry-specific training programs for its clients and offers unrivalled, trustworthy traffic control services and first aid services. Domcor also provides dependable security services to businesses in the private and public sector including its government contracts. Since its inception, Domcor has built a team
of professionally trained personnel, supported by state-of-the-art equipment. The company’s ability to zero in on its clients’ needs, then deliver meaningful, effective training programs is what sets it apart.
Because Domcor uses the best trainers who are backed with industry experience, clients can be assured that the company’s own health, safety and security staff is well-trained, effective, and knowledgeable in each of their respective positions.
Today, Domcor provides a broad range of services which include health and safety professionals; security guards; first aid and ambulance services (including patient transfers); private investigators; surveillance; asset management; alarm, CCTV and access design; installation, service and monitoring; and traffic
control services.
Domcor also provides a wide range of industrial training ranging from confined space rescue to fall arrest. The company also takes immense pride in working in harmony with other agencies such as the RCMP, fire departments, BC Hydro, B.C. Forestry, Department of Fisheries, and Environment Canada.
As such, Domcor’s reputation is proven over and over by its successful participation in high profile, sensitive projects involving integrated management systems. These projects are large in scope and require considerable preplanning before implementation. Additionally, clients appreciate Domcor’s emphasis in providing timely and accurate information through briefing presentations and regularly scheduled written reports.
Elsewhere, Domcor’s management systems, standards, and guidelines provide its clients with first-class service that respects safety, quality, scheduling demands, and budgets.
Determined to do things differently, through solid leadership, experience gained from working with clients in long-term partnerships, industry experience, and fiscal responsibility, the company has amassed a proven track record of providing outstanding service to its many clients.
DOMCOR MISSION, VISION, AND VALUES MISSION
As a premier private security provider, Domcor will develop and implement innovative and cost-effective client specific solutions to address the needs of a diverse customer base across Canada, in an effective, professional and responsible manner.
Domcor proudly provides exceptional traffic control services across British Columbia, with the capability to provide expertise across Canada, offering a full range of traffic control services. The company’s traffic control specialists are trained in multi-faceted flagging requirements, to meet customized client needs, and all supervisors have completed specialized Supervisor Responsibility for Safety training which is focused on the responsibilities surrounding traffic control.
DOMCOR VISION
• A security provider that has a level of customer satisfaction unmatched by any of its competitors.
• A company that utilizes “best in class” practices and procedures.
• An employer that recognizes the
contributions of all of its employees as critical to its success.
• An organization built on trust, integrity, and long-term relationships.
• A workplace that is a source of pride for employees.
• A responsible member of the community.
• A profitable organization providing long term, secure employment opportunities for a stable workforce.
DOMCOR VALUES
• The company is committed to continually exceed its customer expectations in everything it does.
• The personal health and safety of all employees is Domcor’s first priority.
• The commitment and knowledge of Domcor’s employees is key to the success
of its business and the company will provide opportunities for continuous learning and personal development.
• To remain a company that operates on the basis of honesty, integrity, and protects the individual dignity of its employees.
• Teamwork is a basic tenet of all aspects of the business.
• Domcor values, respects and protects the environment in which it operates.
• Positive long-term relationships with customers, suppliers, communities, and government institutions play a key role in Domcor’s ultimate success.
INDIGENOUS COLLABORATION
For more than 40 years, DENT has actively engaged with Indigenous groups, resulting in a celebrated history of collaboration, partnership, and inclusion. The company’s leadership team continues to demonstrate a desire to progress reconciliation in action. DENT recognizes the diversity of the Indigenous people who live in the areas it works and acknowledges the importance of truth and reconciliation between Indigenous communities and broader society.
Committed to respectful engagement with Indigenous communities, the company endeavors to build long-term, impactful relationships. DENT has proudly partnered with several Indigenous communities throughout BC to cultivate relationships, share information, and build capacity.
Relationships are fostered with Indigenous people and communities based on transparency, honesty, and integrity. The company pursues sustainable and valuable ways to contribute to the well-being of the communities in proximity to its project areas.
Four key areas of focus guide DENT’s collaboration with Indigenous communities:
• Relationships
• Accountability
• Transparency
• Partnering
“We pride ourselves on the culture at our job sites. We have long-serving employees who have been with DENT for between 10 and 30 years that are steering the ship for future workers and handing down a culture of inclusivity,” Jared surmises.
A SIGNIFICANT MILESTONE
On 28th November 2024, DENT will celebrate its 50th year of success, innovation, and strong working partnerships.
Having commenced its operations as a small building contractor in 1974, DENT’s early days of construction laid the groundwork for the company to become a household name within the industry, supported by a strong workforce.
“Since my father started the company all those years ago, we’ve grown exponentially, and it’s the people, our workforce, who have made DENT a success. We are not just one individual; we’re a team, a family,”
Sandy emphasizes.
Today, the company’s staff remain resilient problem solvers, and thrive on projects that take the company further afield and present unique and exciting challenges.
“At DENT, we do very technical work in remote locations and rough terrain. Our successful navigation of high-risk projects in harsh environments over the past half a century is certainly something to celebrate,” exemplifies Jeremy.
Further to this, in a fast-paced and competitive industry that is subject to constant change, 50 years of successful operation can be considered a milestone achievement.
“We’ve faced challenges since we were founded, and the construction industry is constantly evolving. The future may look a lot different to years past, so this is an opportunity for us to reflect on the good, learn from the bad, and make a plan going forward,” he adds.
“IT’S THE PEOPLE, OUR WORKFORCE, WHO HAVE MADE DENT A SUCCESS. WE ARE NOT JUST ONE INDIVIDUAL; WE’RE A TEAM, A FAMILY”
– SANDY DENT, PRESIDENT, JIM DENT CONSTRUCTION
DENT – AT A GLANCE
• Environment – DENT follows an environmentally conscious approach to its projects to ensure that it is compliant and operates well within environmental laws. To achieve this, the company uses environmental monitors and subject matter experts in the preparation and execution of its work. DENT also works to minimize its impact on the planet through the implementation of environmental protection plans, which are updated as conditions change. DENT’s team of experts work together with local communities to ensure its projects consider environmental and social impacts and lower their effects.
• Health and safety – As a BC Construction Safety Alliance (BCCSA) COR® certified company, DENT has demonstrated safe working practices and systems that meet industry standards to reduce risk. In addition, DENT’s safety programs are designed to identify the requirements of each worker and support their ongoing training and development to keep them safe whilst working on-site. To supplement this, ongoing training and development keep DENT’s crews up-to-date with current industry standards, whilst the use of online platforms deliver and monitor training, and capture statistics for reporting and meeting regulatory requirements.
• Quality – DENT is committed to providing quality services that meet or exceed the requirements of the owners and those of other project rights and stakeholders. It is also committed to remaining compliant with applicable legal and statutory requirements. The company continually reviews and improves its quality processes to address ongoing changes within the business.
“To have 50 successful years in this industry demonstrates DENT’s adaptability, resilience, and dedication,” Ryan summarizes.
LOOKING AHEAD
Following two consecutive years of record revenue growth, the company certainly has a bright future ahead.
However, the team is putting effort into consciously controlling business growth, especially as the construction environment changes and major projects draw to a close.
“Our general goal is steady, controlled growth. We’re focusing on strengthening our business processes and our teams to allow us to achieve that growth sustainably, whilst continuously updating our management style,” comments Jeremy.
In addition, DENT’s progressive take on company growth and expansion has historically allowed it to be guided by advantageous trends in the wider construction market.
“As a general rule, we try to avoid traditional growth targets. Instead, we expand when the opportunities are there and for the right projects with a view that it needs to be measured and mindful growth,” explains Sandy.
In terms of expansion, DENT is constantly on the lookout for development and diversification opportunities to safeguard the company’s continued relevance within a growing industry.
“We’re always looking to diversify to ensure we can traverse the ebbs and flows within the industry. Diversifying allows us to maintain our competitive edge,” concludes Ryan.
GOING BEYOND SUSTAINABILITY
With an unmatched tenacity and passion for the sustainability of Canadian architecture, Moriyama Teshima Architects is continuing a legacy of environmental resilience and regenerative design. Phil Silverstein, Principal, enlightens us on the story
Writer:
Lucy Pilgrim | Project Manager: Michael Sommerfield
Based in Canada, Moriyama Teshima Architects (MTA) is a forward-thinker in sustainable architecture and is leading the industry into a new era of construction and design.
The notion of environmental awareness is fundamental to the company’s inception, having been founded in 1958 by Raymond Moriyama, who placed the health and well-being of the planet and human relationships as the ideological cornerstones of MTA.
Raymond set principles which sought to foster resilience, both in an environmental and cultural sense, across every project by developing unique, contextually appropriate solutions whilst prioritizing a holistic approach to sustainability.
“He relentlessly changed industry norms by looking for ways to improve building programs and redefine building typologies,” introduces Phil Silverstein, Principal of MTA.
“This is evidenced by the Metro Toronto Reference Library, the world’s first open stack atrium concept library, and the opening of the Ontario Science Centre, the world’s first interactive science museum,” he adds.
Such an innovative and environmentally-focused sentiment is echoed throughout the company’s decades-long portfolio of work, ranging from the 1963 Japanese Canadian Cultural Centre, designed to support and honor the place of Japanese-Canadians in Canada, to the soon-to-be-completed Limberlost Place (Limberlost), a tall mass timber, net zero, carbon emissions project for George Brown College (GBC), Toronto.
THE POWER OF REGENERATIVE DESIGN
At the core of MTA and Raymond’s everlasting legacy is the process of regenerative design that drives the industry to leave the planet in a better state than it was found. This means going beyond sustainability and adopting an environmental, social, and governance (ESG) approach in decision-making.
“In terms of the environment, the construction industry in North America is typically degenerative, meaning buildings are constructed and operated in a way that puts more carbon into the atmosphere than is taken out,” Silverstein explains.
“Regenerative design finds ways to mimic natural ecosystems and ensure that the amount of CO2 we put into the atmosphere is smaller than what we take out.”
To achieve this, the company
adopts a ‘mass timber structural approach’ in many of its designs that involves using engineered timber - a renewable resource harvested from sustainably managed forests - to help reduce the amount of high-carbon steel and concrete used in traditional buildings.
MTA also believes that the adaptive reuse and reconstruction of existing buildings by adding to them rather than tearing them down is a principal goal. This approach is also used when sourcing materials, as the company endeavors to use local and renewable resources that have a low carbon output. Beyond the mass timber approach, this involves analyzing the embodied carbon of all materials used in its buildings and making material selection choices based on these metrics.
Silverstein further believes that the industry is beginning to pivot towards
a sustainable future.
“We’re finding that clients are becoming more conscious of the impact their building projects are having on the environment, and as such, are mandating higher levels of sustainability in design,” he emphasizes.
This is evidenced in the major uptake of Canadian architects developing their practice and adopting mass timber as a structural solution. This is particularly pertinent considering that the construction industry accounts for 30 percent of
the world’s greenhouse gas (GHG) emissions, which gives architects the agency and responsibility to adopt a low-carbon approach to their design.
In parallel, building codes and municipal standards are being rewritten with higher environmental and social standards being required to attain a permit.
“We’re going to continue to build, but we must do it smarter and better, and I’m starting to see a big change in how the architectural community is adapting to that,” observes Silverstein.
“REGENERATIVE DESIGN FINDS WAYS TO ENSURE THAT THE AMOUNT OF CO 2 WE PUT INTO THE ATMOSPHERE IS SMALLER THAN WHAT WE TAKE OUT”
– PHIL SILVERSTEIN, PRINCIPAL, MORIYAMA TESHIMA ARCHITECTS
REACHING NEW HEIGHTS OF ARCHITECTURE
MTA’s practice spans its two offices in Toronto and Ottawa, Ontario, which house a team of architects, planners, and designers who collaborate with visionary clients to build inspiring and enduring spaces, which transform communities and reinforce civic identity.
The company proactively offers services in architecture, master planning, urban and interior design, feasibility studies, and program development.
Its extensive portfolio of both Canadian and international projects comprises museums, art galleries, university buildings, schools, faith-based spaces, corporate and government headquarters, recreational facilities, and more.
MORIYAMA TESHIMA
MTA’S DEVOTED STAFF BASE
With a talented, hard-working, and inspired workforce of over 70 employees, MTA has cultivated a dynamic team of young, diverse, and innovative designers who continue to define the company’s practice.
“Our studio comprises a group of individuals who reflect the cultural diversity that represents our global presence and work together to design and deliver exceptional projects,” Silverstein comments.
In order to recognize the significant contributions of its staff, the company has implemented an open design studio and knowledge sharing sessions so that every team member has the opportunity to expand their knowledge.
Furthermore, in 2022, MTA developed an internal think tank which sets office sustainability targets regardless of client requirements. These targets include minimizing GHG emissions, total energy use intensity (TEUI), thermal energy demand intensity (TEDI), and lifecycle assessment (LCA) targets.
Regarding the latter, the adoption of One Click LCA calculates the embodied carbon in selected materials for a project. This has led to major changes in the company’s specifications, eventually having a significant effect on how it designs a project.
On top of this, MTA has a key focus on employee education by offering opportunities for continuing education through workshops, courses, seminars, and conferences. The office regularly brings in outside consultants, technical representatives, and industry professionals to ensure staff stay up to date with industry trends. The office allows staff to teach at local universities and colleges which creates a two-way learning opportunity between office and academic studios.
However, MTA specializes specifically in post-secondary education buildings and has contributed to over 70 projects for major Canadian colleges and universities.
Most recently, the company had the privilege to carry out work on Limberlost for GBC, which was awarded to MTA in joint venture with Acton Ostry Architects in Vancouver via an international design competition.
“When complete, Limberlost will be the tallest assembly occupancy, exposed mass timber, net zero emissions building in North America,” Silverstein proudly tells us.
The building will house over 3,400 students across 10 floors in the School of Architectural Technology and Computer Science. GBC mandated the company to design a low-carbon, future-proof smart building from mass timber, which meets the stringent municipal sustainability codes of
Toronto Green Standard (TGS) Tier 3.
“What is TGS Tier 3 today will be TGS Tier 1 in 2030, meaning that what we are doing for Limberlost, as extraordinary as it is, should become ordinary in 2030,” he states.
The project is widely considered across the industry as a demonstration building with its firstof-its-kind systems and innovations that pave the way for architects, developers, and clients.
In order to meet the TGS Tier 3 standards, the design team had to analyze every conceivable measure to reduce operation energy. They leveraged prefabricated, exterior mega wall panels with built-in operable windows designed according to passive house insulation standards.
These mega wall panels work in tandem with the building’s natural ventilation system. When the weather is more temperate during spring and fall, the operable windows work
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in conjunction with the east and west solar chimneys, which use a stack effect to pull air from the outer façade of the building and pump it through the roof with no mechanical assistance.
This process is known as passive ventilation, which supplements the building’s heating, ventilation, and air conditioning (HVAC) system during the shoulder seasons. This, in turn, lowers the amount of energy used in the lifecycle of the building and greatly reduces the carbon output.
Furthermore, Limberlost is connected to Toronto’s district energy system, known as Enwave, which during the summer and winter allows for the zero-carbon heating and cooling of the building from nearby Lake Ontario.
An additional passive measure is the use of daylight harvesting which strikes a balance between window to wall ratio. Too much daylight through the windows increases heating and
cooling loads, whilst too little natural light increases the need for interior lighting.
Limberlost utilized a 40/60 window to wall ratio, which combined with dimmable lighting controls, provided a significant reduction in lighting electrical loads. Solar harvesting is also achieved in the form of solar photovoltaics (PV), mounted directly to the roofing of the dramatic angled roofline.
As proud as Silverstein is of the sustainability measures of Limberlost, the potential for a social impact of the project has been even greater.
“We’ve created a series of public spaces throughout the entire height of the building, ranging from large, wide-open communal spaces to intimate, contemplative spots. These spaces are open to the public, accessible from nearby walking and cycling trails, and help connect the general public with the student population.
“Universities and colleges are places of innovation, so if we want to engage and enhance our community, we have to build spaces that attract the public to engage with these institutions on a more personal level.”
ON THE RIGHT SIDE OF HISTORY
As MTA navigates a turning point in the industry, its main challenge is to dispel the misunderstandings, myths, and misinformation surrounding sustainable design, mass timber construction, and greenwashing.
“Many believe that mass timber comes at the expense of forests and trees. In reality, it can have the opposite effect by extracting wood from sustainably-managed forests,” asserts Silverstein.
In these cases, trees cannot be cut down without government
approval, which is backed by a decade of research that analyzes the existing wildlife habitats and natural ecosystems. It also dictates that for every tree cut down, a native species is replanted.
As it stands, sustainable forest management is not widely understood by the public. Thus, the company is working towards educating people through participating in outreach with forestry institutes, podcasts with educators, lectures, website case studies, and more.
An additional myth surrounding sustainable architecture is that it is more expensive than traditional construction projects.
“Although environmental construction may have greater capital costs, the building itself operates at a fraction of the price of traditional
buildings, which means they are more cost-effective in the long-term,” affirms Silverstein.
Despite facing challenges in previous years, MTA heralds the benefit of being on the right side of history, as the investment in eco-friendly construction has an immediate and generational positive impact.
Not only are sustainable buildings less expensive to operate, but they are also more enjoyable and liveable, offering cost-effective solutions for housing, which is exemplified by the company’s design for Atria Development’s proposed rental housing project in Oshawa.
When mass timber enters the equation, it results in a building system that’s faster and less expensive to erect.
NORTH AMERICA OUTLOOK: COULD YOU TELL US MORE ABOUT MTA’S CORPORATE SOCIAL RESPONSIBILITY PRACTICES?
PHIL SILVERSTEIN, PRINCIPAL: “The way we’re giving back socially is by breaking down the silos. We are strong believers that the research, trials, and tribulations that got us here cannot be siloed. Since 2016 we’ve been educating ourselves on mass timber and regenerative design and putting that into practice with our many state-of-the-art projects.
“We don’t have decades for other firms to catch up, so we are actively educating others in the architecture, engineering, and construction (AEC) community by conducting regular bi-weekly tours of our high-performance buildings, inviting architects, engineers, developers, contractors, building officials, students, and other interested groups.”
“In the case of Limberlost, if the structure were concrete it would require the manpower of up to 40 people, alongside multiple trucks delivering and removing materials, which generates a significant carbon footprint,” highlights Silverstein.
On the other hand, Limberlost only utilized six people to install the timber and significantly reduced the amount of trucks.
A further benefit to sustainable developments can be found in the fact that carbon sequestering has a biophilic impact that heightens both the joy and health of the builder and customer.
“I am profoundly conscious of the impact architectural design and construction has on the environmental and social fabric of society. Therefore, when you design sustainably, you can go home at the end of the day and feel hopeful for the future,” reveals Silverstein.
EXPANDING ITS IMPACT
The company has a plethora of projects that it greatly anticipates will expand its product portfolio, ranging
from elementary schools to science centers.
However, MTA’s design for the Atria Developments rental housing project in Oshawa, Ontario is particularly special in its innovative approach towards the adaptive reuse of a twostory heritage post office by adding a nine-story lightweight mass timber structure on top.
The use of lighter timber elements allowed the designers to add three additional floors, which is more than a concrete structure would allow with minimal change to the existing structure.
“We are hoping this becomes an industry case study on how to densify our urban cores with cost-effective, low-carbon homes when the world is facing a housing crisis,” urges Silverstein.
From a broader perspective, MTA endeavors to expand the use of mass timber and sustainable design into building sectors and businesses that wouldn’t usually incorporate environmental practices, such as warehouses.
On top of this, the company wishes to extend its positive expertise across the pond.
“We work best when the project goals match our guiding principles. Therefore, we’re looking for ways to expand into other markets such as the US, UK, and Europe where we can reach a broader group of bold clients willing to take this journey with us,” Silverstein closes.
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PROTECTION ENABLED BY SMALL-SCALE MINING
CARVING OUT A LEGACY
We unearth what it takes to be an industry leader in cutting-edge mining techniques with Katie Simoneau, Vice President of Manroc Developments
Northern Ontario is home to a wealth of natural resources, world-class deposits, and unexplored remote regions of high mineral potential.
Headquartered in Manitouwadge, Ontario is Manroc Developments (Manroc), a mining contractor specializing in underground operations.
With offices, Alimak, mobile shops, and a welding facility in Manitouwadge, alongside a satellite office in Thunder Bay, Manroc offers unique services, and innovative techniques, methods, and equipment.
“We provide lateral development,
Alimak development and stoping services, underground construction, and labor rental, which has become a large part of our business with the industry boom in the last five years,” opens Katie Simoneau, Vice President of Manroc.
“With the rental labor, we hire the employees, but they go to work for our clients,” she continues.
As a unique mining company, Manroc has developed areas of expertise, offering Alimak specialties while ensuring the miner’s safety when operating equipment underground.
“We are one of the only few contractors in the world who works with the Alimak stoping method, with 80 percent of Alimak equipment either fabricated in-house or modified. Therefore, it is very specialized, and Manroc’s Alimak and stoping equipment is one-of-a-kind; over the years, we have completed lots of R&D to find out what works best for this mining method,” highlights Simoneau.
The Alimak stoping system is truly unique, and unfortunately, the specialized equipment is not available for purchase. Manroc is revolutionizing the mining process with game-changing technologies and innovative methods that enable the extraction of previously uneconomic or inaccessible ore reserves, consistently resulting
in lowered production costs and increased productivity.
The company also specializes in Alimak raise development, long-hole stope production drilling, blasting, equipment rental, and workforce development, alongside occasionally undertaking international projects.
Working on home soil in Canada takes up a significant portion of Manroc’s time. Although there are no overseas projects at present, the company has worked all over the world, including in Africa, Uruguay, Honduras, and Kazakhstan, to name a few.
“It has been very interesting to have the opportunity to teach a new mining method and safety mindset in other countries. Those projects can be an extremely rewarding experience as you immerse yourself in different cultures,” acknowledges Simoneau.
SUCCESS IS STRUCTURED IN THE DNA
A few factors have contributed to Manroc becoming a global leader in the mining industry. One of them is the company’s reputation, which has helped it grow from a team of nine to its current size of 250, which Manroc is content to preserve.
“It is a happy medium for us; we choose to maintain our modest size because it allows us to continue to provide a family culture and nurture one-to-one relationships with our clients,” Simoneau discusses.
Manroc prides itself on building personal relationships with both suppliers and clients to maintain a personal touch.
“My business partner and I prioritize sustaining a family-oriented company culture. We have had established
“WE CHOOSE TO MAINTAIN OUR MODEST SIZE BECAUSE IT ALLOWS US TO CONTINUE TO PROVIDE A FAMILY CULTURE AND NURTURE ONE-TO-ONE RELATIONSHIPS WITH OUR CLIENTS”
relationships with our suppliers for over 35 years, and they provide us with essential equipment, parts, benefits, and insurance. Moreover, we have built long-standing partnerships with our banking team that we value greatly,” she divulges.
Simoneau’s father bought Manroc in 1989 and was the owner until 2014, when she and her business partner,
Chris
Sproule, took over the company.
“Although my father has retired, he still wants to know what is going on at Manroc and attends mining shows; it’s in his blood. He also returns for our fun company events, which are on-brand for our family culture.
“Everyone flocks to him – he garners a lot of respect, and they love sharing ideas and family updates and
getting personal and business advice from him. He is happy that we have been able to carry on the company and culture he started, which makes us proud.”
As this year marks a decade since Simoneau and Sproule took ownership, it is also Manroc’s 35th anniversary, a milestone that the company looks forward to celebrating.
When Simoneau joined the company full-time in 2010, she accumulated experience in payroll, accounts payable, HR, warehousing, and traveling to mine sites on clerical duties before undertaking contract administration, contract negotiations, getting involved in the bidding process, and handling the financial aspects of the company.
“It all just evolved, which was my father’s goal, getting me into each department and setting me up for success. Chris and I were afforded the opportunity of a lifetime, and now we have a great partnership, team, and 10 years of prosperity; we are looking forward to many more,” emphasizes Simoneau.
COMMITTING TO COMMUNITIES
As a family-based company, every employee is more than just a number; Manroc’s management team prides itself on knowing them all personally.
“It has fared well for us to cultivate those values as we haven’t experienced any huge difficulties filling our roles and meeting our clients’
needs. Safety is always at the forefront of what we do so our people can go home safely at the end of the day.
“We also have good benefits packages, including Registered Retirement Savings Plan (RRSP) matching, excellent safety and attendance award programs, and a fair pay structure,” Simoneau notes.
NORTH AMERICA OUTLOOK: HOW AND WHY HAS THE ROLE OF WOMEN PROGRESSED IN THE INDUSTRY?
KATIE SIMONEAU, VICE PRESIDENT: “I am proud to state that around eight percent of our workforce is female, and I look forward to seeing that number grow in the months and years ahead.
“However, when I first entered the industry 17 years ago, it was significantly male-dominated. In fact, it was an alien concept for women to be on a mine site; today, it has become more normalized, and I am very proud of that. There is still progress and changes to be made, but it is heading in the right direction.
“It is a very welcoming and fun industry, which women can be part of and succeed in. I think female roles, particularly at high levels, will continue to grow as more women realize they can be a part of the mining industry and people see the value women can bring to the table.”
As a smaller mining contractor, Manroc is able to take care of and retain its employees. Moreover, the company also believes in supporting the communities both in and around where it operates.
“We are invested in the community’s success, as it means a favorable outcome for us if we can attract local talent.”
Manroc’s involvement in events, such as the Christmas parade and Frosty Days, as well as sponsoring public activities also strengthens the sense of community. Indeed, the company is pivotal in bringing people together.
“One of my father’s sayings is that we work together and play together. Although we separate work issues and friendships, as we are in a small town, we respect and help each other while getting work done,” outlines Simoneau.
Furthermore, the communities know they can rely on Manroc for any needs that may arise – from sports teams needing funding for new equipment to provide high school co-ops to lending a hand with volunteer groups.
“If people want to make an event happen, we try to support them as much as possible. We take great pride
in helping out whenever we can,” she enthuses.
CONSISTENCY IS KEY
Already recognized as a world leader in the application of Alimak stope mining, which solves complex narrow vein issues, Manroc will continue to work hand-in-hand with clients and invest in employees and communities.
“Their success is our success; therefore, keeping people happy is definitely a key investment and essential for a positive result,” Simoneau observes.
With the industry in a boom period, it would be easy for Manroc to carry
“OUR COMMITMENT TO MAINTAINING SAFETY STANDARDS AND OUR ABILITY TO CONSISTENTLY PROVIDE EFFICIENT SERVICES TO OUR CLIENTS IS A TESTAMENT TO THE COHESIVENESS OF OUR TEAM”
out expansion plans, but it is essential for the company to retain its core values and stay on the same path.
“I am lucky because my business partner and I have the same views regarding family culture, looking after our clients, and safety. This means repeat business for us as we often work with clients who have been with us throughout our 35-year history, which is uncommon in the mining industry as contractors get changed out,” she observes.
Furthermore, Manroc is renowned for its unwavering dedication to providing high-quality and dependable services. The company firmly believes in staying ahead of the curve by continuously upgrading its equipment with cutting-edge technologies. This approach guarantees that product efficiency levels are maintained at optimal levels.
“Our commitment to maintaining safety standards and our ability to consistently provide efficient services
to our clients is a testament to the cohesiveness of our team. It is always beneficial for a company to foster long-term relationships within the team as it encourages members to exceed expectations and go the extra mile. These values are what Manroc represents,” concludes Simoneau.
RESPONSIBLY GROWTH DELIVERING
As the mining industry pivots toward more sustainable practices, Richard Thomas, COO of Aris Mining, speaks to us about the company’s formalization of smallscale mining, enabling protection for both miners and the beautiful South American ecosystem
Writer: Lauren Kania Project Manager: Eddie Clinton
South America is a region rich in biodiversity and natural resources. Although it may be considered an emerging economy across many sectors, its relevance has been long established within the mining industry.
The mineral resources found across the continent have continually been accelerants of economic growth, delivering benefits to people both locally and abroad since the first records of commercial mineral resources, dating back to the early 16th century.
At a time when a global energy transition is underway, these minerals, also known as future-facing commodities, are crucial.
RESPONSIBLY
Aris Mining (Aris), a junior gold company with current operations in Colombia, Guyana, and Canada, was established in 2020 by CEO Neil Woodyer.
Prior to Aris, Woodyer founded Endeavour Mining (Endeavour) with what was initially a single mine in Burkina Faso, West Africa. Endeavour used a buy-and-build strategy to grow its market capitalization to several billion dollars, expanding into Ivory Coast and Senegal.
In 2017, the company went on to build Leagold Mining with Los Filos in Mexico as the catalyst acquisition, which later merged with Equinox Gold, leaving Aris to start ‘again’ in 2021 with the purchase of the Marmato Mine (Marmato) in Colombia.
“Aris, meaning ‘again’ in Celtic, is a part of our founding story,” opens Richard Thomas, COO.
“Marmato was an excellent start for
us at Aris, with a producing mine and funded project waiting to be built,” he expands.
By 2022, in a joint venture with Mubadala, Aris acquired a 20 percent managing partner in the Proyecto Soto Norte (PSN) in Colombia, eventually serving as the incentive to merge with GCM Mining who added a high-grade and profitable Colombian operation.
“As you can see, Aris is a company led by a management team that focuses on identifying key assets globally for growth,” states Thomas.
A DIVERSIFIED PORTFOLIO
Aris currently produces 220,000 to 240,000 ounces (oz) of gold per annum from the Segovia Operations (Segovia) located in Antioquia and Marmato in the Caldas Department, with approximately 3,050 employees and 2,100 contractors.
Additionally, the company
produces zinc and lead concentrates at Segovia from a polymetallic plant that treats the gold tailings.
“This is a shared value success story, as the project was envisioned as a mechanism to reduce environmental pollution and has added an additional revenue stream,” explains Thomas.
Environmental sustainability is a primary focus for Aris, having become one of the few companies in recent years to have been granted an environmental license in Colombia.
“This is one aspect that we have studied intensively, and we have formulated a strategy for success. How we approach our communities, regulatory authorities, and government is key to this triumph,” insights Thomas.
In parallel to the company’s sustainability initiatives, Aris is passionate about the artisanal and small-miner (ASM) partnership programs it implements in Segovia,
Marmato, and PSN, which are part of a new mining model combining the traditional expertise of ASM units with the technology, safety standards, and capital of industrial miners.
“By joining forces, we can create partnerships and value for the regions where we operate while protecting the environment and strengthening the local social fabrics,” expands Thomas.
Aris has seen numerous formalization success stories with these ASM units. Once the company legalizes a unit, it has immediate access to labor contracts, social security, banking, international trading, operational and technical expertise, industrial mining safety standards, and access to developmental capital.
After treating the produced ore, Aris pays the ASM units on a formula accounting for the international price of gold. In doing this, the company removes a significant amount of
“ARIS IS A COMPANY LED BY A MANAGEMENT TEAM THAT FOCUSES ON IDENTIFYING KEY ASSETS GLOBALLY FOR GROWTH. OUR STYLE IS ENTREPRENEURIAL, AGILE, FOCUSED ON STABLE, OPTIMIZED OPERATIONS, AND COGNIZANT OF THE ESG PRINCIPLES THAT SHAPE A RESPONSIBLE BUSINESS”
– RICHARD THOMAS, COO, ARIS MINING
mercury from the environment and incentivizes both royalty and tax payments.
COLOMBIA’S NEXT MAJOR GOLD MINE
Currently, the Marmato Lower Mine Project is a key focus for Aris, as it is the first major development it has undertaken. The company is keen to
demonstrate how it is able to successfully develop such projects in a modern world where stakeholder engagement and community acceptance are crucial aspects of growth.
“The Marmato Lower Mine Project will be technologically advanced, but we face the challenge of finding, training, and retaining underground mining operators from local areas.
Richard Thomas, COO, Aris Mining
Years of Innovation, Partnership, and Collaboration
Orica is an Australian global company and the largest provider of explosives, blasting systems, mining chemicals, geotechnical monitoring and digital solutions to the mining, quarries, and infrastructure industries. Orica has established a presence in over 100 countries, support by a workforce of more than 12,000 employees and maintaining proud traditions enshrined in safety, respect, teamwork, integrity and excellence.
This year marks 150 years of innovation, research, and technology at Orica, working collaboratively with many world-leading researching and industry partners and our customers to find solutions to everyday challenges.
Our purpose is to sustainably mobilize the earth’s resources, through transformational change along the entire value chain to unlock value, utilizing digital and automated technologies to create safer and more productive outcomes for our customers. Understanding the challenges and sharing the goals and aspirations of our customers is at the heart of what we do.
The industry faces significant global challenges including environmental sustainability safety, efficiency, resource depletion, and social responsibility, and innovation is essential for the sustainable growth and development of the industry.
Evolution of Initiation Systems
Since, the 1830´s when safety fuse was developed, initiating systems has undergone significant innovations, from non-electric detonators, to electronic and now to wireless detonation improving safety and efficiency of blasts. Orica has lead this innovation in this area, developing the greatest range with the highest levels of safety, reliability and ease of use and backed by our unrivaled global manufacturing network. Accurate control of energy during blast initiation is a critical component for good blasting outcomes.
Exel™ Minidet™ non-electric Detonators
Edev™ II Electronic Detonators
Orica Edev™ is a specialized product tailored for tunneling operations, forming part of Orica’s innovative blasting solutions widely used in major tunnel constructions in Colombia. It employs advanced electronic detonators to streamline operations, reduce costs, and boost tunneling rates. Together with Orica`s customizable technical support options, the precise electronic timing system with customizable wire suitable for different rock types offers several key features and benefits:
• Enhanced Efficiency: Achieve up to a 25% increase in tunnel advance rates compared to non-electric detonators. Minimize tunnel overbreak by up to 5%.
• Precision Timing: Programmable detonators with one-millisecond intervals allows control of rock fragmentation during excavation and eliminates the need to carry a wide range of delay options.
• Safety and Productivity: Edev™ prevents unplanned initiations, even in environments with external electrical devices and the remote initiation capabilities reduce personnel proximity to blast sites. Additionally, optimized blasting patterns and fragmentation reduce the environmental impact of tunneling operations.
WebGen Wireless Electronic Blasting Systems
Colombia’s gold mining industry, largely composed of small artisanal companies, historically relied on low-cost safety fuse and common detonators for initiation, posing safety risks due to manual methods and imprecision. The non-electric Exel™ Minidet™ initiation system, developed locally in Colombia, has enhanced safety and efficiency by improving fragmentation, reducing oversize, and minimizing removal times and secondary blasting. It has also led to a 50% reduction in overbreak, optimized drilling length, decreased personnel required for initiation, and achieved significant reductions in over excavation, enhancing safety and fortification of tunnel walls. Additionally, it offers savings of up to 40% per meter of advance and improves traceability of explosives, reducing product loss.
The WebGen™ system revolutionizes blasting by eliminating down-lines and wires, ensuring safe detonation through rock, air, and water. It boosts mining productivity and lowers blasting costs with innovative techniques. With its SIL 3 rating, it’s the only explosives product of its kind. Widely adopted in underground mining globally, it enhances various methods including sub level caving and open stope mining. In sub level open stoping, WebGen™ consolidates charging events, reducing re-entry, dilution, and maximizing ore extraction. It also optimizes draw point availability and enhances safety by eliminating the need for proximity to open stopes.
Orica aims to be the supplier of choice for our customers, by bringing together the best people, highest quality products and services, safe, secure, and reliable supply, and unmatched technology that creates value for our customer, today and tomorrow.
“We are exploring ways of providing training with virtual reality (VR) and simulators as a safe and effective way of upskilling the regional workforce,” informs Thomas.
Having recently received its environmental license, construction began on the project in Q3 2023 with the intent to begin producing gold by the end of 2025.
The mine will be a mechanized bulk mining operation predicted to mill up to two million tons per annum (Mtpa) and produce 160 oz of gold annually.
This large-scale project highlights the importance of supply chain operations for any company.
“Supply chains are crucial for our operations. We push to use local and regional suppliers as much as possible, thereby increasing the indirect revenue for the areas we operate in,” notes Thomas.
ARIS VISION AND VALUES
VISION – To build Aris into the next globally relevant gold producer, with management having already successfully created Endeavour and Leagold Mining, and board members having created Wheaton River Minerals, Goldcorp, and Yamana Gold. The company will continue to pursue a strategy of acquiring operating gold mines and projects nearing construction with the aim of creating value through diversification, mine and corporate-level optimization, investing in expansions and near-mine exploration, and active portfolio management.
VALUES – Aris believes that transparency, sustainable business practices, and good corporate citizenship are critical to the long-term success of the company.
To create lasting socioeconomic benefits in local communities, Aris commits to integrating these factors into its decision-making processes and is guided by the following principles:
• Health and safety
• Prioritizing environmental stewardship
• Active community engagement and support
• Ongoing transparency and social accountability
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“OUR CEO, NEIL WOODYER, HAS OFTEN REMARKED THAT WE ARE A SOCIAL AND ENVIRONMENTAL COMPANY WITH A MINING COMPONENT, AND THIS IS BORNE FROM THE EXTENSIVE SOCIAL PROGRAMS WE ENGAGE IN”
– RICHARD THOMAS, COO, ARIS MINING
With the Marmato Lower Mine Project, Aris will utilize international suppliers for the major equipment, which will be a component of the new metallurgical plant and underground mine, alongside local suppliers for as many aspects as realistically possible.
The second project Aris is working toward is PSN, which is currently in the licensing phase.
“We expect a long-life asset with a low all-in sustaining cost (AISC) and significant cash flow,” provides Thomas.
The operation is expected to produce a gold, copper, and silver concentrate that aligns with the Colombian government’s transition metals initiatives. Aris is looking to work with local communities
and regulators to build the project to ensure lasting benefits for all stakeholders.
As the project progresses toward construction, Aris plans to provide employment and skills training for up to 1,800 construction contractors and 940 full-time operations employees, alongside procuring goods and services from the regional community.
MODERN SUSTAINABILITY IN MINING
“Our CEO, Neil Woodyer, has often remarked that we are a social and environmental company with a mining component, and this is borne from the extensive social programs we engage in,” comments Thomas.
ARIS’ MINING ASSETS
SEGOVIA – Antioquia, Colombia. A multi-million oz high-grade gold operation that has been producing for more than 150 years.
PROYECTO SOTO NORTE –Santander, Colombia. A Tier 1 advanced development stage gold project undergoing permission to construct a mine.
MARMATO MINE – Marmato, Colombia. Following the discovery of a large porphyry mineralized zone, Aris aims to build a modern, long-life, low-cost, 175,000 oz per year gold operation.
TOROPARU PROJECT – Upper Puruni River Region, Guyana. Situated in the highly prospective region of Western Guyana, the project likely contains one of the largest undeveloped gold and copper projects in the Americas.
JUBY PROJECT – Ontario, Canada. A gold exploration project in the prolific gold-producing Abitibi Greenstone belt.
Aris employees at Segovia
Aris maintains this mindset in its day-to-day actions, having committed to spending a minimum of $25 per oz on social investment in the areas in which it operates.
In addition to this, the company has a well-established social investment system that uses a committee to identify projects in conjunction with the local municipalities and is guided by materiality analysis.
These funds are then administered by a foundation with rigorous controls, and regional contractors are used to execute the projects, further enhancing the local benefits.
The company’s social investment is focused on five key areas: education, culture, and sport; socioeconomic development; infrastructure for a better life; environmental stewardship; and gender equity and inclusion.
ARIS’ KEY ACHIEVEMENTS:
NOVEMBER 2020 – A new management team led by Neil Woodyer assumes leadership and operatorship of the Caldas Department.
FEBRUARY 2021 – Aris graduates to the Toronto Stock Exchange (TSX) senior board in Canada.
MARCH 2022 – Aris negotiates a deal to acquire a 50 percent interest in the world-class Soto Norte deposit.
SEPTEMBER 2022 – GCM Mining and Aris combine to create a new mid-tier producer with a robust balance sheet while eliminating cross-ownership.
JULY 2023 – Aris receives approval of the environmental management plan, allowing the company to begin construction on the Marmato Lower Mine Project.
SEPTEMBER 2023 – Aris starts trading on the New York Stock Exchange (NYSE) under the ARMN ticker.
Geologist analyzes vein, Providencia Mine
Protection – Security – Trust
We are an expert company in Surveillance and Private Security Services, specialized in the hydrocarbon, energy and mining sectors (Gold Code) for surface and underground operations; we have an interdisciplinary team specialized in security, quality, QHSE, Voluntary Principles and Human Rights, with a high level of expertise in the areas of and human rights, with a high degree of experience and national recognition, which provides a timely analysis of threats, risks and vulnerabilities, oriented to the prevention and mitigation of risks through the design of safe and reliable protection schemes that generate the full satisfaction of our clients and guarantee their satisfaction of our clients and guarantee the continuity of their businesses.
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Polymetallic Plant Workers at the Polymetallic Plant
Equally important to the longevity and expansion of any business is the manner in which it recognizes its staff and contributors.
“In any operation, the staff will define if you are successful or not,” insights Thomas.
To ensure continued employee satisfaction and growth, Aris has developed a program over the past year to train and retain its staff at all levels and produced a four-month training program to gradually teach necessary skills to ensure safety and high-quality work.
This focus on both the internal and external ethos of the company showcases the desire Aris has to flourish alongside the community and its members.
A GOLDEN FUTURE
It is undeniable that the mining industry, like that of so many other global sectors, is facing a variety of changes as the future is shifting
With productivity expertise, tire management innovation, and highly trained people executing to standard,
toward a more mindful and longlasting form of production.
“We can see that the industry is pivoting towards transitional metals as the world is trying to understand what the future will look like without fossil fuels,” notes Thomas.
Aris is already ahead of the pack when it comes to meeting these sustainability efforts head-on, having become a part of the UN Global Compact and Women’s Empowerment Principles (WEP), along with reporting its sustainability achievements under the Sustainability Accounting Standards Board (SASB) standards on a yearly basis.
In addition to its many environmentally-friendly efforts, the company is looking ahead with goals of improved safety, efficiency, and project management for the upcoming year.
“We will continue to optimize and stabilize both Marmato and Segovia, looking to improve efficiency
and production from the existing operations by identifying production improvements and managing the projects through to completion,” expands Thomas.
Two more projects will take priority as Marmato and Segovia reach completion in 2024 and 2025, including PSN, an important part of Aris’ growth strategy for the future.
As an established company that has proven its innovation and dedication to leading such a volatile industry, Aris has become the mining business of choice for those looking to protect their miners, the environment, and find unfettered growth.
ARIS MINING info@aris-mining.com
www.aris-mining.com
Whatever your goals – reducing costs, improving uptime, or fulfilling sustainability commitments – Kal Tire’s Mining Tire Group has proven solutions.
at Kal Tire, we believe you can expect more.
THE FINAL WORD
To round off each issue, we ask our contributing business leaders for their views on the same question
What new ideas in your industry excite you?
Nathan Storey CEO and President, Storage Solutions
“All of the new innovative automation technology and how it can help our clients. IT, specifically, offers an opportunity for us to grow and understand what is available to our customers, as we are always trying to do what is best for them. Ultimately, the new possibilities are what excite me the most.”
Scott Willert President, America's Service Line
“I love technology that provides reporting and
insight to information that impacts our business. We work in a lower margin industry, and every area that we can reduce costs, increase revenue, or improve service in is helpful and appreciated.”
George Smith President and CEO, Family Entertainment Group
“We have seen in the last few years an intersection between common forms of social entertainment, and the importance of having a good environment with a range of food and beverage options. I think there are ways that this can be done so that you can have a great time out.
“This intersection between good
entertainment and a comfortable place to eat is still in its infancy, but we are seeing a rise in Americans who want food that is consistent with a great environment, offering them something different than what they can do at home.”
Phil Silverstein
Principal, Moriyama Teshima Architects
“The concept of beyond wood is exciting. There is still a lot of waste or down-cycled products created by the lumber and mass timber industry. So, architects and scientists around the world are looking into the use of the wood byproducts such as twigs, leaves, and bark to create adhesives from the resins or insulation from the wood waste fibre.
“There are also advancements in the decarbonization efforts of the steel and concrete industries. There are new, green concrete companies that have found ways to replace the high-carbon cement with low carbon options.”
Neil Ethier
Vice President of Business Development, Eavor Technologies Inc.
“I am excited by the interest that geothermal is getting. R&D investments will only help the entire industry as advancements are made. I am also extremely excited about all of the potential use cases for the energy being brought up from the subsurface. Electricity makes up about 20 percent of final energy consumption globally, so the opportunity to decarbonize the heating and cooling sectors is tremendous."
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