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Welcome to the September issue of Business Pursuit, where we delve into the dynamic world of business and explore the latest trends shaping industries across the globe.
This month, we’re shining a spotlight on three organizations that are making significant strides in their respective fields.
Our cover story explores the innovative strategies and sustainable practices adopted by Sibanye Stillwater to position itself as a global leader in the mining industry. We delve into their commitment to responsible mining and their contributions to local communities.
In addition, we examine the challenges and opportunities facing the healthcare sector with an in-depth analysis of the Bermuda Hospital Board. Our feature explores their efforts to improve patient care, enhance operational efficiency, and navigate the complexities of the healthcare landscape.
Finally, we turn our attention to the Mount Sinai South Nassau healthcare system and their dedication to providing world-class medical care. Our article highlights their recent expansions, technological advancements, and commitment to patient satisfaction.
As we navigate a rapidly changing business environment, it’s essential to stay informed and inspired by the successes of organizations like these. We hope this issue of Business Pursuit provides valuable insights and sparks new ideas for your business endeavors.
Donnie Rust
Global Business Pursuit – Editor
Diversity in Competence, Range and People
Daemon Sands
Sibanye Stillwater
Even though the people most likely to complain about worker conditions in the African mining industry do so on devices that only work thanks to the produce of those same mines, there are companies like Sibanye Stillwater who have committed themselves to doing something about the situation. Despite the irony of the modern mining/device paradox, these businesses have realised that it is their responsibility to make improvements to the industry and to raise the standards while meeting the bottom line.
For the past ten years, SibanyeStillwater has consistently created value for its stakeholders by diversifying its portfolio across various commodities and geographies. The company has diligently transformed from a South African gold mining firm into a multinational, diversified mining and metals processing group, with operations, projects, and investments spanning five continents and a market capitalization of R61.4 billion (US$3.3 billion). Additionally, the company has returned over R46 billion (US$3 billion) to investors through dividends and share buybacks, more than quadrupling its initial market capitalization of R10 billion (US$1.2 billion). Business Pursuit delves into this remarkable enterprise in detail.
The Business
Not only is Sibanye Stillwater a multinational mining and metals processing company, it is also one of the foremost global recyclers of PGM autocatalysts with controlling interests in leading mine tailings retreatment operations.
As of this writing, the company portfolio consists of platinum group metal operations in the United States, South Africa and Zimbabwe; gold operations and projects in South Africa, copper, gold and PGM exploration properties in North and South America and a zinc retreatment facility and copper property in Australia. Since 2021, the company has diversified their portfolio, both geographically and through commodity, by making several significant acquisitions of interests in green metal projects and operations.
These acquisitions include two European entities, namely, a majority stake in the Keliber lithium project in Finland and complete ownership of the Sandouville nickel processing facility in France. Across the Atlantic, a 50:50 joint venture, depending on specific permitting conditions being met, with US-based Rhyolite Ridge lithium-boron project ioneer, has been established. Further East, a 95.5% stake in Australian company, New Century Resources, which owns a zinc
tailings retreatment operation in Queensland and an additional investment in the Mt Lyell copper mine in Tasmania. In March this year, the acquisition of Reldan, a recycling group that reprocesses various electronic waste to recycle precious metals, was also completed.
People
Despite very impressive production figures, Sibanye Stillwater considers itself a people company with 82,788 employees and contractors under their mantle. The responsibility for providing a safe and supported environment for staff to work is high and health and well-being is a priority. As a people-centric organisation they offer a compelling employee value proposition to current and potential employees.
For Sibanye-Stillwater, working with top talent is crucial due to the laborintensive nature of their industry. The company employs and contracts nearly 83,000 people across multiple continents, encompassing a wide range of trades and professions, from miners and mechanics to accountants, geologists, IT specialists, and more. These employees are essential to meeting operational targets and successfully delivering on the company’s strategy to create superior shared value for all stakeholders.
“Our aim is to enrich every employee with the essential competencies and tools necessary for optimal performance and productivity,”
Quality Of Life
Sibanye Stillwater prioritizes local recruitment, offering salaries that support employees’ families and contribute to the broader community’s economy. Their human resources model aligns with their business strategy and promotes an iCARES valuesbased organization. Additionally, their people strategy includes leadership development and training programs, as well as executive development initiatives. These initiatives aim to cultivate a pool of effective, aligned leaders through coaching, impactful leadership, strategy, transformation, and stakeholder engagement.
“Our aim is to enrich every employee with the essential competencies and tools necessary for optimal performance and productivity,” says Dr. Thabane Vincent Maphai, independent non-executive chairman, “Culture and values are material focus areas and we strive to instil a values-based culture where the foundation of decisionmaking and behaviour is their iCARES values: namely, commitment, accountability, respect, enabling and safety.”
Success Is A Journey
There are always issues along the way and often the most problematic don’t even come from your actual industry. This was the case in early July 2024, when Sibanye Stillwater was hit by a cyberattack that disrupted its IT systems globally. Although, as of this writing, the situation has been rectified, it is an example of how all businesses are a
living organism that are constantly fighting off dangers.
When the attack occurred, immediate steps were taken by Sibanye to proactively isolate IT systems and safeguard data as soon as it became aware of the incident. In addition to the containment measures implemented, Sibanye said it has also hired external experts to help identify the breach and restore the system.
While the investigation into the incident was ongoing, there was limited disruption to the group’s core mining and processing operations. The cyberattack reportedly brought down the company’s servers, causing disruptions to certain areas of its global operations. On Wednesday, officials from its Montana operations told local media that the smelter operations in Columbus were impacted after its automated systems all crashed.
Sibanye stressed that it took the incident seriously, saying in a statement:
“Our efforts remain focused on working towards the full remediation of the effects of this attack. We are voluntarily reporting this incident to the appropriate regulators and will provide further updates as necessary.”
Sustainability
The vision at Sibanye-Stillwater is to be a leader in superior shared value for all stakeholders. The sustainable management of their operations is integral to their ability to obtain and maintain their social licence to operate and generate longterm value for all their stakeholders, including employees, the communities where they operate, governments and shareholders.
The Sibanye-Stillwater Umdoni tree symbolises their approach to stakeholder capitalism. The roots of the tree hold their values, signifying that below the surface of success and competition, Sibanye-Stillwater iCARES.
Technology
Staying ahead of technological advancements is crucial for capitalizing on markets, and digital evolution and innovation are central to the company’s strategy. Innovation is fundamental to their operations and one of their core iCARES values. As a digitalfirst organization, Sibanye-Stillwater strives to uphold global best practices in digital technology adoption while mitigating ICT risks. This priority reflects the necessity to remain competitive and, if needed, reshape their work processes, aligning with their strategic differentiator: Inclusive, diverse, and bionic.
Hospitals Board
The Bermuda standard of healthcare
Daemon Sands
Bermuda
The Bermuda Hospitals Board, which includes King Edward VII Memorial Hospital (KEMH), the Mid-Atlantic Wellness Institute (MWI), and the Lamb Foggo Urgent Care Centre, provide a full range of diagnostic, treatment, and rehabilitative services to address Bermuda’s diverse medical and mental health needs.
Business Pursuit investigated and revealed that BHB are mandated to deliver high-quality mental health and acute medical care and operate as a quasigovernmental organization managed by an Executive Team under the supervision of a Government-appointed Board. The Board serves Bermuda’s resident population of about 64,000, along with numerous visitors each year. Given Bermuda’s unique geographic location, comprising over one hundred islands with a land area of approximately twenty-one square miles, the community requires a broader range of services than typically expected for a similar-sized population.
Access to specialized medical care can otherwise be difficult, often requiring patients to travel significant distances or rely on limited local facilities. The island’s small size and high cost of living contribute to financial pressures on healthcare services, impacting the availability and affordability
of advanced treatments. Additionally, Bermuda’s remote location means that the healthcare system must manage with fewer international partnerships and limited access to innovative technology, creating obstacles in delivering comprehensive care. This is why BHB’s involvement in the situation is so prominent, having such an impact on the lives of residents to the islands.
King Edward VII Memorial Hospital and the Mid-Atlantic Wellness Institute offer comprehensive services, ranging from basic health care and community activities to specialized programmes for severe injuries and illnesses. Their specialized services include cardiology, oncology, orthopaedics, psychiatry, and surgery. Blood testing, bone density testing, surgery, X-rays, and speech and language pathology are also covered at these larger institutes.
The Mid-Atlantic Wellness Institute manages acute patient services, asthma education, physiotherapy, and endocrinology. The Lamb Foggo Urgent Care Centre addresses minor illnesses and injuries, while Craig Appin House manages accounts, human resources, and medical concierge services.
Patients
and Visitors
At BHB, whether you are a patient or visiting a
loved one, your safety, comfort, and care are our top priorities. King Edward VII Memorial Hospital, Mid-Atlantic Wellness Institute, and Lamb Foggo Urgent Care Centre are all accredited by Accreditation Canada, which helps us meet the highest standards in patient care. We are dedicated to delivering exceptional care in an environment centred on quality, respect, and compassion.
Supporting the Next Generation BHB Awards $190,000 in Scholarships
In July, Bermuda Hospitals Board announced the awarding of $190,000 in scholarships to twelve local students. These students received their certificates in a ceremony attended by their families and BHB leaders. Ryan Topple, a medical student, received the top award which is the GlaxoSmithKline Scholarship of $20,000 for two years. The remaining eleven students were each granted a BHB general scholarship in their specialty area, valued up to $15,000 for one year. Eligible applicants must be enrolled in an accredited institution approved by a relevant licensing body and maintain at least a 3.0 GPA or its equivalent.
Six of the general scholarship recipients, studying medicine, were awarded BHB Medicine Scholarships. Nia Dailey, Storm
The health sector offers tremendous opportunities for job growth, both now and in the future
Gibbons, Keesha Roberts, and Veronica Swan-DeGraff each received $15,000, while Jahmir Celestine and J’hordon Emery received $10,000 each.
Tre Outerbridge, pursuing physiotherapy, received the 2024 BHB Allied Health Scholarship of $15,000. Kyra Butterfield was granted a $15,000 BHB Psychology Scholarship. BHB Nursing Scholarships of $15,000 went to Alaiyah Hayward and Izeya Wainwright, with nursing student Sarae Botelho receiving $10,000.
BHB Vice President of People Angela Fraser-Pitcher commented, “We had outstanding submissions from each of our twelve recipients in their applications for these scholarships. As the head of human resources, I encourage our students to gain as much knowledge as possible and return to BHB to share their expertise. We wish them all the best.”
BHB CEO and President Scott Pearman added that BHB was proud to support the twelves deserving students.
“The health sector offers tremendous opportunities for job growth, both now and in the future,” he said, “We are pleased to assist these scholarship recipients in realizing their dreams of becoming healthcare professionals.”
For these students and others, BHB can offer immediate and guaranteed employment over the next five years to newly qualified registered nurses who demonstrate the necessary competencies. Few employers can provide such job security. The growing demand for healthcare professionals, driven by an aging population and high chronic disease rates, ensures that dedicated students can build a career in health.
“Health sector careers are accessible to both traditional students and mature individuals seeking a new career path,” President Pearman said, “With local educational options available at Bermuda College and opportunities for those studying abroad, we look forward to welcoming these students back to contribute to our community.”
Health sector careers are accessible to both traditional students and mature individuals seeking a new career path
A Different Level of Care
Baby Sarai Born Amidst Hurricane Ernesto
As an example of the unusual care that is often demanded in this area, recently in August, Hurricane Ernesto brought more than just wind and rain. On Saturday the 17th of August, at 8 a.m., Stephanie and Keenan Bailey welcomed their baby girl, Sarai Bailey, who arrived four days before her due date.
Sarai, who is the new sister to 18-monthold Kaden, was determined to make sure that her birthday was a memorable had decided to arrive early.
Stephanie explained, “Thankfully, the contractions began just as the eye of Hurricane Ernesto was passing, so the winds had eased up. Although we live close to the hospital, we had to navigate roads blocked by fallen trees to get there. I was amazed at how quickly Sarai arrived—just four hours after contractions started.”
Mr. Bailey added, “Sarai was born before I could get back from dropping Kaden off at my mother’s. When I returned, there she was.”
Due to the hospital’s lockdown and the approaching second half of the storm, Mr. Bailey could only stay briefly, but he managed to return later that evening. BHB report that the family are safe and now have a story that will get shared a lot.
Award winning services in South Nassau.
Foylan Rhodes
Mount Sinai South Nassau
For the people in South Nassau, it is good to know that for every accident or illness faced, that there is an organisation dedicated to serving you. A group with an impressive range of services both at their hospital and their many community locations with staff and physicians who have made it their life’s work to improve the quality of their patients. And yet, who consider themselves to just be their neighbours on the South Shore. This is the award-winning approach of Mount Sinai South Nassau.
The Hospital
As the flagship hospital of the Mount Sinai Health System on Long Island, they are recognized as a Magnet® hospital by the American Nurses Credentialing Centre (ANCC) for excellence in nursing care.
And being one of the largest hospitals in the region, they boast 455 beds, a medical staff of over 900 physicians, and a workforce of 3,500 employees. Situated in Oceanside, New York, their acute-care and not-for-profit teaching hospital offers advanced medical services in areas such as cardiology, oncology, orthopaedics, bariatrics, pain management, mental health, and emergency care. They are home to the only Trauma Centre on Nassau County’s South Shore and operates Long Island’s sole
free-standing Emergency Department. But to get deeper into the detail, we’ll have to look at their comprehensive outpatient specialty centres, Mount Sinai South Nassau provides both emergency and elective angioplasty and utilizes innovative technologies like Novalis Tx™ and Gamma Knife® for radiosurgery. Their Trauma Centre, verified by the American College of Surgeons, is unique to Nassau County’s South Shore and also features Long Island’s only free-standing 9-1-1 receiving Emergency Department in Long Beach.
Moreover, Mount Sinai South Nassau is designated as a Stroke Centre by the New York State Department of Health and recognized as a comprehensive community cancer centre by the American College of Surgeons. They are also accredited by the Metabolic and Bariatric Surgery Accreditation and Quality Improvement Programme and have been honoured as an Antimicrobial Stewardship Centre of Excellence by the Infectious Diseases Society of America.
Ongoing Collaboration Against Disease
In August, Mount Sinai South Nassau received a $1 million donation from The Betty Ajces Trust to help the hospital expand access to cancer clinical trials and research on Long Island. This was the second major gift the
hospital has received from the Trust, which donated $200,000 last August to establish the Leon and Betty Ajces Memorial Fund at Mount Sinai South Nassau as well as to further grow the hospital’s cancer research and prevention efforts.
“This generous gift will help us give patients with a cancer diagnosis the opportunity to enrol in clinical trials for the latest innovations in therapies, technologies, and treatment protocols,” said Adhi Sharma, MD, President of Mount Sinai South Nassau, “Instead of having to travel to New York City, this gift will allow us to enrol patients in cutting-edge trials right here on Long Island.”
Further Developments
The Fennessy Family Emergency Department is nearing the completion of a $60 million expansion and renovation, set to finish in August. Once completed, the Emergency Department will nearly double in size to 33,000 square feet, increasing its capacity to accommodate approximately 80,000 patients annually. The updated facility will feature centralized nursing stations for enhanced monitoring of private patient rooms, bedside triage, a decontamination room, and dedicated areas for paediatric, geriatric, and behavioural health emergencies. A state-ofthe-art Trauma Unit, which opened in January
2023, is also part of the expansion.
As the only Level II Trauma Centre on Nassau County’s South Shore, the Emergency Department is also designated as a regional Stroke Centre by the New York State Department of Health and ranks among the busiest hospital emergency rooms in
“This award is confirmation of what we already know: Mount Sinai South Nassau nurses work very hard to put the hospital’s patients first,
Nassau County, serving a population of over 900,000 residents from eastern Queens to western Suffolk County. The department’s medical team includes board-certified, residency-trained emergency medicine physicians, along with nurses and physician assistants who have specialized training in emergency care.
Care Is Personal
Anyone who has been in care at a hospital will attest that it is the nurses who make all of the difference after the specialists and doctors have come and gone. Care is a personal thing and recently a light was shone on Mount Sinai South Nassau’s Emergency Nurses as the department earned the Emergency Nurses Association’s prestigious Lantern Award, one of only 94 in the country to receive the honour.
Presented in late July this year, the award was a well-deserved result of the department successfully reducing wait times and demonstrating commitment to exceptional and innovative performance in leadership, practice, education, advocacy, and research.
Mount Sinai South Nassau’s Fennessy Family Emergency Department, which handles some 70,000 patient visits annually, along with the emergency departments at Mount Sinai Morningside and Mount Sinai West, are three of only 94 emergency departments across the United States that met the Lantern Award criteria this year. In addition to The Mount Sinai Hospital, which received the award in 2023, four Mount Sinai Health System Emergency Departments now hold the award. The award is named in honour of Florence Nightingale, a trailblazing nurse and founder of modern nursing who was known by the nickname “Lady with the Lamp.”
“This award is confirmation of what we already know: Mount Sinai South Nassau nurses work very hard to put the hospital’s patients first, from the moment they are admitted to the Emergency Department to the moment they are discharged,” said Stacey Conklin, Chief Nursing Officer and Senior Vice President of Patient Care Services, “The nurses achieve this every day through teamwork and their natural passion to care for people.”
The Emergency Nurses Association is the premier professional nursing association dedicated to defining the future of emergency nursing. Founded in 1970, the organization advocates for patient safety, develops industry-leading practice standards and guidelines, and guides emergency health care public policy.
To earn Lantern Award designation, Mount Sinai South Nassau completed a rigorous application process that included indepth quantitative measurements focused on patient outcomes as well as comprehensive documented examples that prove its commitment to both patient care and the staff’s well-being. The award will be displayed in the Emergency Department as a symbol of the staff’s commitment to quality, safety, and a healthy work environment.
A series of innovations involving a collaboration between the Emergency Department nurses and Jay Itzkowitz, MD, Chair of the Department of Emergency Medicine, took place where they aimed helped to improve a key measurement of Emergency Department patient satisfaction and performance. This was done while experiencing a significant increase in postpandemic patient volume, the Emergency Department simultaneously reduced the “left without being seen” patient rate to below two percent. Two years ago, that rate was nearly seven.
The Emergency Department also focused on staff development and nurse retention, with more than 40 nurses graduating from an intensive Nurse Residency Program that helped bring nursing vacancies to zero and the turnover rate to one percent which ensured patients received care from a dedicated and fully staffed team.
The Lantern Award also recognizes the effort of ongoing education and training of the nursing staff, providing the necessary skills and knowledge to adapt while fostering an environment of learning and progressive growth.
“Mount Sinai South Nassau’s Emergency Department has been transformed in recent years to better serve the hospital’s patients,” says Sharma, “The Lantern Award is an objective, third-party validation of everything the Emergency Department team has been doing, especially the nursing staff, which is on the front line of around-theclock patient care every day. I congratulate the Emergency Department nursing leadership, nurses, physicians, and staff for this significant achievement.”
The innovation and Service Hub of Eastern North Carolina
Foylan Rhodes Rocky Mount-Wilson Regional Airport
Standing out for its dedication to providing standard-defining aviation services, Rocky Mount-Wilson Regional Airport applies its strategic location with its unmatched expertise in the aviation industry for the benefit of their customers. Nestled in the heart of Eastern North Carolina, the Rocky Mount-Wilson Regional Airport (KRWI) acts as a premier general aviation facility serving the Coastal Plains region with distinction. Just twelve miles from Rocky Mount and ten from Wilson, it is an essential asset for the region and a vital hub supporting the local economy.
Highest Aviation Services
Meticulous management is what it takes to run a successful airport. Underscoring their adherence to the necessary stringent FAA safety and operational standards, Rocky Mountain is fully certified under Title 14 CFR part 139 as an Index A/Class 4 airport which keeps all of their services not only above board but actively monitored. These services include but are not limited to, aircraft towing, ground power units, and aircraft portable airconditioning.
“KRWI exclusively operates the Fixed Base Operations (FBO) and Fuel Sales,” explains FBO Manager Brian Helms, “We are a Titan Aviation Fuels Branded Partner,
and our staff strive to give the finest in customer service and ensure that our customers have an excellent experience when visiting us.”
Aircraft overnight hangar storage and tie downs are available through the FBO front desk or the line service. Other line services available include aircraft towing, ground power units, aircraft portable airconditioning, catering, crew cars, rental cars and freight ground handling.
“This level of service also ensures that pilots and operators have a seamless and safe experience at KRWI,” says Brian.
The Team Behind the Success
The success of Rocky Mount-Wilson Regional Airport is driven by a dedicated team of professionals who are committed to excellence. The team includes Line Service Technicians, Maintenance Technicians, a Finance Manager, a Front Desk Clerk, and an Executive Director. Under the leadership of FBO Manager Brian Helms and Executive Director Dion Viventi, the team work tirelessly to maintain the high standards that KRWI have become known for.
Brian adds, “This team-centric approach ensures that every aspect of the airport’s operations runs smoothly, from day-to-day logistics to long-term strategic planning.”
Expanding Horizons – The New Airport Layout Plan
In recent years, Rocky Mount-Wilson Regional Airport has embarked on an ambitious expansion plan to better serve the growing needs of the region. In collaboration with W.K. Dickson consultants, the airport has updated its Airport Layout Plan (ALP) to include future developments to enhance its capacity and capabilities. This new plan outlines the construction of additional T-hangars, box hangars, and a new terminal building, along with a partial-parallel taxiway with ramp space designed to support new economic development initiatives.
Brian explains that this forward-thinking expansion plan is not just about increasing capacity; it’s about positioning KRWI as a central player in the region’s economic growth for the next 5, 10, and 20 years. The development is expected to attract new business opportunities and facilitate greater connectivity, making the airport an even more critical asset for Eastern North Carolina.
The T-Hangar Phase II Project
One of the key components of KRWI’s expansion is the T-Hangar Phase II project, which represents the continuation of an earlier initiative completed in 2020. With the design phase now completed, this
we are hiring pilots for the long game.
Metro offers more family time, opportunies to build wealth, and a great health package to ensure you’re still around to enjoy it all.
project includes the construction of 22 new T-hangars and 4 new box hangars. These hangars are strategically located on the southwest side of the terminal area, adjacent to existing facilities, and will be connected by a new taxi lane system.
Set to go out for bid in early 2024, the T-Hangar Phase II project is a testament to KRWI’s commitment to meeting the evolving needs of its users. By providing additional hangar space and improved infrastructure, the airport is ensuring that it remains a preferred destination for general aviation in the region.
Innovations in Fuel and Freight Services
KRWI is committed to real innovation, particularly in its fuel and freight services. As Brian reveals, in September 2021, the airport opened a new self-serve fuel farm equipped with the latest technology, including the QTPod 4000 kiosk system. This facility provides both 100LL and Jet A fuels and is equipped with advanced safety features such as doublewalled fuel tanks, redundant overfill protection systems, and an environmental spill kit.
“Over and above our fuel services, we also resumed air freight and cargo handling operations which has further enhanced our service offerings,” Brian adds. Added to this, since taking over FBO operations in 2019, KRWI have made significant investments in equipment and training, including the acquisition of a state-of-the-art Unicarrier forklift. “This enables the airport to efficiently manage the shipping and receiving needs of its customers, making KRWI a versatile hub for both passenger and cargo services,” he says.
Preserving Heritage Through Renovation
While the airport is focused on future
growth, it also remains committed to preserving its rich history. In July 2021, the airport authority initiated a series of building renovation projects aimed at restoring legacy hangars and facilities. The first project targeted Hangar #1, part of the original airport construction dating back to 1969. This renovation, along with upgrades to the maintenance building, firehouse, and electrical vault, reflects KRWI’s dedication to maintaining its historical infrastructure while modernizing its operations.
“These renovations are not just about aesthetics,” Ben asserts, “They are part of a broader strategy to enhance the functionality and safety of the airport’s facilities. The aim is that, by investing in these improvements, KRWI is ensuring that it can continue to serve the aviation community with excellence for many years to come.”
Recognizing Excellence – The FAA Safety Award
In 2019, KRWI received a significant accolade that underscored its fastidious commitment to safety and operational excellence. Honoured with the FAA Southern Region General Aviation Airport Safety Award, a recognition that highlighted the hard work and dedication of the entire KRWI team. This award remains as a testament to the airport’s adherence to best practices in aviation safety and the team’s proactive approach to managing risks.
One should also consider that the award is not just a recognition of past achievements; it serves as a motivation for the airport to continue its focus on safety and excellence. In an industry where safety is paramount, KRWI’s commitment to maintaining the highest standards is a key factor in its ongoing success.
Chemgas Shipping
The Most Modern and Innovative Ships on the Market.
Daemon Sands
In challenging industries, businesses that are masters of their trade can always bring extra value when it is needed to a project, case in point, when it comes to transporting petrochemical gasses over water Chemgas Shipping, based out of Netherlands, is who market leaders reach out to. They have flourished in their niche and are the market leaders in the transport of pressurised liquified gasses, which with global need for energy resources continuing to grow and water transportation continuing to be the safest means, puts them in a position to capitalise further as their niche broadens.
Chemgas
Boasting a fleet consisting of inland and seagoing vessels, semi-ref vessels and coasters, which are seaworthy vessels that can also take on inland waterways, Chemgas is an example of the successes that can come from organic growth, market research and the combination of well-trained employees and high-quality top of the line technology.
As part of their ongoing aim to remain a market leader in the energy industry, Chemgas also aim to offer logistical added value as a reliable partner in gas transport over water. Due to the diversity of ships, the company can offer customized solutions to their customers and together they seek out practical and safe
solutions for logistical issues.
“By continuously improving our performance in the field of safety, environment and technology,” they say, “We keep ourselves a safe, efficient and reliable partner for our customers.”
When Progress Is A Priority
The transport shipping market is challenging and specialist and standing still (or is floating more appropriate) is not an option. Not even for a company like Chemgas whose legacy stretches back to the 1960s. Progression through renewal and innovation is the common thread throughout their history and characterises them to this day. In the 60s they were the first company to transport LPGs over inland waterways as a response to the growing needs and challenges of the rapidly developing petrochemical industry at the time.
Chemgas has grown from a pioneer in gas tanker shipping on the Rhine to the most important provider of liquid gas transports over European inland waterways. With the unique crawler coasters, the sailing area to sea has also been further expanded since 1985.
Primary Areas Inland Shipping
The inland shipping fleet consists of various gas tankers, push boats and gas tank
push barges and is active from VlissingenRotterdam-Antwerp to Basel. With a fleet consisting of twenty-one motor vessels, seven push boats and seven gas tank barges the vessels sail under the Luxembourg flag. Recently they have focussed on the creation of three new motor vessels specifically for the inland waterway fleet.
Maritime Shipping
Their maritime branch consists of coasters, crawler coasters and semi-ref ships and the sailing area mainly extends over NorthWestern to Southern Europe. For seagoing vessels, they make use of a modern fleet consisting of four crawler coasters, seven coasters and since 2023 four semi-ref vessels. In addition, they have one gas tanker in charter. Their seagoing vessels have a size up to 3000 GT and a power up to 3000 kW and sail under the Dutch flag.
The Flags Of Success
According to their website, safety is the topmost priority and adhering to the strictest safety and environmental standards is directly linked to their business operations. In their industry, quality contributes to safety and Chemgas is always exploring new possibilities and equipping the ships according to the latest technological developments. As a
"Chemgas has proven to be a reliable partner that shares our values on an equal level We have manufactured numerous tanks for inland water vessels and are continuously enhancing our expertise "
André Schöning General Manager
Barlage GmbH
These challenges and projects make me go to work with great pleasure every time.
company they are actively involved in new construction and conversion projects which they do under their own management and inhouse expertise. This way they know that they can get the desired quality.
Innovation
According to Chemgas, innovation to them can be defined as “Moving forward at a brisk pace”. The company are (and remain) at the forefront of the latest techniques and innovations in the field of gas transport on sea and inland waterways. Technological innovation ensures that their ships are not only increasingly safer, but also more efficient. At the same time, their innovative ships have less draught so more cargo can be transported at low river levels.
As they say, “We build our ships in-house and are actively involved in the design and the construction. In doing so, we make use of the extensive knowledge and experience that has been built up over the course of Chemgas’ existence. Our active involvement in the projects ensures that we can maintain our level of knowledge. All acquired experiences and innovations are brought together. The result: the most modern and efficient ships on the market.”
Staff
Little identifies a company’s worth as much as what their staff have to say about it. The way a business treats the people working for them directly reflects the quality of service they’ll be able to offer their clients. Chemgas invests a lot in its employees, and this ensures that their colleagues stay with them for a long time.
As Rene Kneepkens, captain ship manager for inland shipping says, “I have been working for the shipping company for thirty-five years now. I started as an apprentice sailor and have since grown into captain-ship manager. Due to the pleasant atmosphere within Chemgas, both in fleet and with colleagues in the office, there is always a challenge in which we can put our energy. These challenges and projects make me go to work with great pleasure every time.”
Whats On The Horizon
Chemgas reveal that in the coming years the plan is to invest further into tailoring the fleet to the needs of customers, to innovate transport solutions over water and continuously train and develop their employees and crews.
Since 2023 the company has been focused on innovation and creativity with a desire to impact on the build process of its new ships. Having invested heavily in the New Building Programme, the reason behind this is due to the specialist nature of the gas shipping trade, according to the manager of New Building and Projects Taco Terpstra who in 2023 said, “Diversifying into this side of the business allows us to keep our knowledge within the company and gives us an opportunity to implement this expertise into our ships. Our cargo handling systems are also unique to us and by providing this in-house department we can ensure our products retain the Chemgas standard of excellence.”
Conagra Brands
Over a century of quality food
Daemon Sands
Conagra Brands, Inc., one of North America’s leading branded food companies, combines a centurylong tradition of producing quality food with agility and a commitment to collaboration and innovation. Boasting an ever-evolving portfolio of products designed to meet the everchanging food preferences of their customers, Conagra’s brands include famous shelfwinners such as Birds Eye, Duncan Hines, Healthy Choice, Marie Callender’s, Reddiwip, Slim Jim, Angie’s BOOMCHICKAPOP, to name a few.
The company is more than just a provider of bestselling brands, but as a responsible corporate citizen, Conagra strives to act in the best interests of its business, employees, communities, and the world. A philosophy that has paid dividends as in fiscal 2024, the company, which is headquartered in Chicago, generated net sales exceeding $12 billion.
Growth
In August this year, Conagra Brands announced that they had acquired Sweetwood Smoke & Co., the maker of FATTY Smoked Meat Sticks. A popular brand, Fatty’s are protein-packed, better-for-you snacks for people on the go, made with high-quality pork and beef smoked with real hickory wood. As Sean Connolly, president and CEO of Conagra
Brands explains, the acquisition is another step towards reshaping their portfolio to allow faster growth and expansion.
“Adding a premium brand such as FATTY to our growing, better-for-you snack portfolio is consistent with our strategic focus on the snacking and frozen categories,” he adds.
The founder of Sweetwood Smoke & Co, Ryan Wood, who is a lifelong athlete and adventure enthusiast tells us that he has always valued convenient, high protein snacks that were made of quality ingredients, and this was why he set up the business in the first place. This combination of quality and convenience is also part of the reason why the company has been acquired. He adds, “I’m looking forward to working with Conagra to make FATTY products available to more people with big appetites for meat sticks.”
Quality products and people is what has made the business what it is today, according to Connolly. And, while the company is pursuing growth, he believes they cannot achieve this without supporting the wide range of people that made the company what it is. This is highlighted in the fact that this year the company was recognized as one of the “Best Places to Work for Disability Inclusion” by The Disability Equality Index, which is the world’s most comprehensive benchmarking tool for Fortune 1000 scope companies to measure
disability workplace inclusion inside their organizations and to assess performance across industry sectors.
Brenna McCauley, the leader of the Conagra Brands Disability+ Ally Employee Resource Group, explains that the Disability Equality Index was established in 2015 as a joint initiative of Disability:IN and The American Association of People with Disabilities. Today it is acknowledged as the most robust disability inclusion assessment tool in business. Those businesses scoring 80 or higher are recognized as a “Best Place to Work for Disability Inclusion.
“When employees experience inclusion, we all perform better,” she says, “At Conagra Brands, we’re committed to providing all employees with safe, accessible spaces across our organization. It’s an honour to be recognized by Disability:IN and the AAPD for doing just that.”
Several categories were measured in 2024 including, Culture and Leadership, EnterpriseWide Access, Employment Practices (Benefits; Recruitment, Employment, Education, Retention & Advancement, Accommodations), Community Engagement, Supplier Diversity, and Responsible Procurement.
As of 2024, according to Jill Houghton, President and CEO of Disability:IN, there are over five hundred global companies
We care deeply about our employees and the communities where we live and work, investing in their growth, success and well-being
taking a proactive role in leading progress towards disability inclusion and setting a benchmark for others to follow. It is predicted that their dedication to fostering inclusive workplaces not only attracts top talent but also drives innovation and creates sustainable performance in today’s global market. Working together with forward thinking, inclusive companies like Conagra Brands, they aim to create a future where everyone can contribute and thrive.
Being A Good Company
With their broad range of products and international product reach, Connolly explains that Conagra Brands have made the decision to do more good than harm and to take active steps to do their part in each of their service categories. Starting with what they immediately are able to affect, they strive to make safe, delicious, and nutritious foods, while providing the information that consumers need to make educated food choices. Have become increasingly focused on reducing their impact on climate change by minimizing packaging waste, supporting responsible agriculture practices, preserving water resources and eliminating waste throughout their operations.
On the people front, beyond what we’ve already covered, the company approaches diversity and inclusion by nourishing an inclusive culture that encourages openness, acceptance and individual authenticity. And this extends into their employee’s wellbeing as Connolly says, “We care deeply about our employees and the communities where we live
and work, investing in their growth, success and well-being.”
Beyond their inhouse approaches, they also take care to extend this positive influence as far into the supply chain as they can through responsible sourcing and approach the sourcing of ingredients and packaging materials with care and consideration, considering their impact, not only on environment in terms of carbon footprint and sustainability but also people and communities.
Connolly believes that lip service is not enough and that there are too many companies that are happy with simply greenwashing themselves without actually taking any steps. Conagra Brands, on every turn, put their money where their mouth is and are willing to hold themselves to a higher standard.
As such 100% of their production facilities have a Global Food Safety Initiative (GFSA)recognized certification and they address food quality and safety at every step of the value chain. Utilizing rigorous policies and procedures to ensure that every consumer has the confidence to enjoy the food they make without questioning its safety of quality. It isn’t enough to simply say your food is good, it has to pass the bar.
“We understand that many consumers are seeking more foods they trust to help them achieve their health and wellness goals,” Connolly says, “We are proud to provide convenient choices that contribute positively to healthier eating patterns and believe that a sustainable food system supports both human and planetary health.”
Heléns Rör
This is Heléns Rör
Cassidy Banks
Heléns stocks, processes, and delivers Scandinavia’s widest range of steel tube solutions to the industrial sector.
In close collaboration with its customers, the company develops optimal and cost-efficient setups, offering solutions that encompass construction, production, logistics, and business operations across their corner of Northern Europe and beyond. Cassidy Banks explores for Business Pursuit.
The company
The company’s backstory reads much like a Scandinavian thriller, filled with style, texture and integrity. It started in 1927, in Halmstad.
Although he didn’t know it, Paul Helén, the man who founded the company that bears his namesake, had just founded the enterprise that was destined to be the Nordic region’s leading steel tube wholesaler, Heléns Rör. Today, the head office is still located in the same west coast town, with sales offices in Karlstad, Västerås and Örnsköldsvik. The company’s other operations are conducted through wholly owned subsidiaries in Denmark and Lithuania, and an associated company in Finland.
The people at Heléns remain largely the same, although their numbers have grown.
Nearly 300 dedicated employees are now part of the team, and in line with the values of
integrity and a family-oriented culture, many have been with the company for an extended period—up to 15 years in some cases. Heléns is a business that not only retains its employees but also fosters an environment where experience and satisfaction go hand in hand.
Business Focusses
With specialized expertise spanning mechanical engineering, automotive, civil engineering and construction, hydraulics, and the process industry, Helena offers clients a comprehensive range of services. Mechanical engineering constitutes the largest portion of their work, representing just over a third of their focus. Automotive and civil engineering and construction each account for roughly a quarter, with the remainder dedicated to process and power pipelines, as well as hydraulics.
As managing director Eva Täljegård explains, “Our business concept is not focused on the tubes. Nor is it about bars or sections, because we offer significantly more than that, namely what we offer is an extraordinarily solution focused approach.”
She explains that, leveraging a broad product range and comprehensive service portfolio, along with expertise as their primary tool, they develop customized solutions,
always aiming to enhance the customer’s business. She adds, “With a diverse product lineup, focusing on tubes and bars, we are a trusted knowledge partner, delivering valuable solutions and driving continuous improvements for our customers.”
A Spirit Of Integrity
What truly sets the company apart, she explains, is the Heléns Spirit—the foundation upon which the company’s vision and business concept are built. It’s a blend of the values the leadership holds most dear and continually seeks to enhance. Expertise and research are central to their offerings, enabling them to create remarkable outcomes from something as simple as a steel tube. Curiosity drives them to constantly explore new solutions and uncover valuable improvements, fuelling their proactive approach. However, it’s their commitment that makes them a trusted partner, supplier, and colleague.
“This is a genuine drive that inspires performance and nurtures strong relationships,” she says, “We actually care.”
A significant aspect of the company’s success lies in its continuous focus on sustainability and quality. Deeply embedded in their business ethos is a strong commitment to environmental responsibility, with a keen
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Chrome plated bars are primarily used as piston rod in hydraulic cylinders. URANIE INTERNATIONAL and HELENS ROR have the same focus on quality that is established since many years on the market. Uranie producing chrome bars ensuring high levels of quality, “the choice of excellence” and Helens Ror building a high value market according to the highest industry standards. Our customers recognize us as “best in class” supplier.
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awareness of the industry’s environmental impact. Through the ISO 14001 environmental management system, they’ve identified numerous opportunities to enhance their operations. Their active environmental efforts provide both the company and its partners with a lasting competitive edge.
This dedication is also reflected in their commitment to quality, certified under the ISO 9001 standard for business process management. By using this system as a foundation, they ensure quality at every stage through controlled, seamless processes.
Recent Industry Developments
In 2019, with the acquisition of Benteler Distribution, Heléns Rör became part of Van Leeuwen. Joining an international corporate network and adding their number to the 2500 people employed by the company.
“Heléns and Van Leeuwen share many similarities,” says Eva, “Like them, we are a company with a long history and extensive expertise in both products and logistics. We are also recognized for our perseverance and entrepreneurial spirit. With 32 cutting lines and three laser machines, we cut approximately 34 million components to size each year. Additionally, we possess significant inhouse technical knowledge and offer valueadded services in collaboration with external partners, such as welding, drilling, protective coating, and assembling. Our comprehensive product range, which includes both standard and custom products for the Nordic market, allows us to deliver full-service solutions to our customers.”
She explains that like Van Leeuwen, they service customers throughout the world, such as Volvo, Sandvik (mining technology) and
Thule (roof boxes and other accessories). Joining Van Leeuwen strengthens our already strong international network in our efforts to create optimal and efficient solutions for all our customers. Furthermore, Van Leeuwen is very strong in managing international projects. In turn, they have a great deal of knowledge and experience concerning the pulp and paper industry.
“B combining our knowledge and strengths,” she says, “We will be able to do more projects together.’
An excellent example of collaboration at Heléns is their longstanding partnership with Volvo. Over the past 25 years, the two companies have worked closely together, with Heléns involved from the early stages of the design process. Heléns supplies Volvo with approximately 250 components and modules, each supported by a customized plan that outlines processes, tolerances, and material specifications. Operating through serial production, Heléns delivers globally to Volvo, with shipments reaching Sweden, the U.S., Brazil, and Belgium, while also providing aftermarket support. This partnership results in around 4,000 deliveries annually. Given that each component is custom-made, seamless collaboration with suppliers is essential, and Heléns has made significant investments in this area.
Another notable project is Better Shelter, a social enterprise initiated by IKEA to develop building kits for temporary housing in refugee camps. Heléns takes pride in contributing to this initiative. Eva explains, “We provided product and material ideas for the construction and supplied tubes for the 20,000 homes built in 2019, with additional homes constructed in 2020.”
Roger & Sons Concrete Inc.
Out of the shadow of their own success
Foylan Rhodes
As a leading provider of commercial construction and industrial maintenance services, Roger & Sons Concrete Inc have forged a reputation for understanding the multiple sides of a construction project. Having mastered the components of planning, drawing, constructing and maintaining, the key to their success thus far has been their working relationships with individual people. Be it clients or suppliers, they work with people, not businesses.
Quality Inside First
Construction has the potential to create unparalleled chaos considering the multiple variables present on the ground and this is why Roger & Sons Concrete put great effort into ensuring and developing their officeside quality. Their highly qualified team of construction specialists and experienced office management, oversee all aspects of a client’s project from start to finish, including managing the peripheries such as fiscal control, to make sure that projects are completed on time and within budget.
Understanding that a strong team form the bedrock of any operation, the company focuses on developing rocksolid relationships with clients, technology and equipment providers, suppliers and
sub-contractors with each being carefully selected for their value, experience and ability to innovate.
“Innovative management of projects allows us to provide clients with unique approaches to problem solving,” says Peter Rodrigues, Executive Project Manager, “Which ensure a project’s success and a client’s satisfaction.”
Location
Based in New York, Roger & Sons Concrete Inc. boasts a long and distinguished history of delivering quality work. Renowned in the field of concrete superstructure construction, the company has played a key role in creating several iconic buildings on the Manhattan skyline. Their impressive portfolio includes projects such as Tower Four of the World Trade Center, JP Morgan’s new headquarters, a two-million-squarefoot development north of Grand Central Station, and the stunning retrofit and tower rebuild at 425 Park Avenue. However, these projects only scratch the surface of their extensive ability.
Continuous Growth And Evolution
Over the course of more than four decades, Roger & Sons has experienced substantial growth, transforming from handling small
projects such as house foundations, minor commercial jobs, and curb and sidewalk work to the large-scale projects the company is now selected for. As Peter relates, “We’ve come a long way since those days and this is thanks to the way that the company has developed the technical skill and experience to take on the most challenging projects.”
Their success has cost them though, and on multiple occasions the demonstrative ability in very niche sectors has resulted in them being assigned projects that do not make use of the full range of their diverse construction and engineering skills. Peter explains that, as such, as the market changes so too must the company’s approach to business.
Peter explains that while the current superstructure market in New York, which once seemed to have no ceiling, has slowed, Roger& Sons are taking the opportunity to extend their expertise to other parts of the Tri-State area. Reaching as far south as South Florida which is currently one of the hottest markets in the U.S where they have already completed several successful projects.
Maintaining Quality
A reputation for excellence will never outlast the need for excellent work and to ensure that the company maintains the same level
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of quality and service outside of New York, New Jersey, and Connecticut, Peter explains that they have instigated a system to secure high-calibre talent to deliver projects with the standards of quality, safety, and performance that their clients have come to expect.
A Legacy
Originally founded by Ocacio “Roger” Rodrigues, the company Roger & Sons, which has kept its name, offers clients over forty years of experience spanning generations. Roger operated the company with his three sons Manny, Tony, and Joe, and today, it remains in the hands of the Rodrigues family under the leadership of Roger’s grandchildren.
“The three sons took it over first and now
“They know that they are part of something bigger and that everything is leading toward the same goal.”
there are three cousins that are involved, one from each father, and we’re in effect running the business,” Peter reveals, adding that, the family values that formed the foundation of the business continue to this day.
Few businesses survive the progression of multiple generations and when asked how Roger & Sons have managed it, Peter suggests that the secret lies in their integrity and focus on relationship building. Business approach and method can easily shift and change if your core values are strong, and your attitude is focussed on delivery.
“We’re well known for high quality and on-time services,” he elaborates, “But I’d like to think that part of it is because we’re client-friendly, treating them like family and understand that the value of the projects we undertake is greater than just the bottom line.”
Futureproofing
Committed to investing in the future, the contractor has embraced innovative technology both in-house and on-site to foster internal growth and support its expanding projects. Additionally, the company is mindful of the environmental impact of large-scale construction projects,
especially in a densely populated area like Manhattan. Roger & Sons has implemented proprietary concrete washout procedures to prevent construction waste from entering drainage systems and to recycle a significant portion of the waste generated on its sites.
Safety
Ensuring quality and safety is integral to every project at Roger & Sons. Though statutory and in-house training occur, the approach to safety and quality is more flexible than expected, producing measurable results. Evident is the quiet pride in both a job well done, and a culture committed to collective success. This fosters a personal sense of safety that helps everyone at Roger & Sons.
“It’s more about an installation of pride in their own work, so making sure that workers take pride in what they are doing,” Peter says, “They know that they are part of something bigger and that everything is leading toward the same goal.”
“You could read a guy a checklist a thousand times on how to do something, but if he doesn’t care about what he’s doing it won’t matter. So, it’s about making sure the guy’s care about what they are doing and understanding that there’s a bigger picture and a goal that the entire company is heading toward.”
Building The Future
Diversity is crucial to the future of Roger & Sons, both from a market perspective— proved by its wide-ranging capabilities and impressive portfolio—and as a minority business enterprise. To keep the family business’s strength and demand, every aspect must be used fully and wisely.
“The short-term goal is ensuring there is a long-term,” Peter says, “The market is challenging right now, especially for union concrete contractors based in Manhattan, so long-term we aim to broaden our market base into different market segments outside Manhattan.”
One of the main challenges, he reflects, is changing the perspective people see you with when you’ve excelled in niche markets, to appreciate the scope of work you’ve done. Some clients are surprised with what they consider a high-standard of work when we complete a project, not realising thatfirstly, we’ve just completed it to our normal standard and secondly, it’s taken time to reach that standard in the first place.
Peter’s resolve is to lead clients to take advantage of the company’s broad capabilities across its expanded footprint, and beyond just the superstructures it’s been doing for most of the last fifteen years. The markets in their area are changing, the sun is shifting, and so the work that has been overshadowed by successes in superstructures is coming out of the shade.
Casing Specialties
Digging Deep For Their Industry
Cassidy Banks
As part of our ongoing focus on the energy sector, Business Pursuit sought the pioneers of the industry, those few companies that continue to shape the industry at the boundaries of possibility. Cassidy Banks explores the story of Casing Specialties.
This company produces the kind of machinery that, although shiny and new on the showroom floor, is destined to be buried under the muck and grime of the drilling industry. This is the kind of hardy, no-room-for-error environment that Casing Specialties has flourished in for over forty years and continues to do so to this day. And, after expanding extensively from their Midland Texas base, President and CEO Russel Davis, who took over the reins of the company from his father in 2006, reveals there is no secret to their success. The philosophy of the company today that has operations around the world is the same as the company that started four decades earlier with a single truck, “One rig at a time.”
Duality
A perfect example of organic growth, while Casing Specialties refers to itself as a casing company, they provide two separate services to the industry. Providing drilling equipment and operation crews that can run
specialised drilling equipment is one of their services, and certainly one of the main ones that brings in the contracts from enterprises seeking not only equipment but ability. The other area, which their namesake refer, is the production of specialty casings. Irrespective of whether onshore or offshore, when a hole is drilled into the ground, the high velocity moving parts of the drill are protected in a casing or pipe.
The casing forms an essential part of the rig as it increases the efficiency of the drilling process and protects the equipment, and this ultimately protects the people involved. Ability in this field, combined with the highest standard of equipment and an altogether “can do” attitude from the team at Casing Specialties has given the company the advantage of being able to take on new challenges, giving them the reputation for getting the work done.
Growth
Businesses grow for several reasons and over the last eighteen years Casing Specialties has significantly broadened its scope. Initially, it set up a corporate office in California, followed by the addition of two operational sites dedicated to geothermal projects in the southern and northern regions of the state. This expansion enabled the
company to undertake geothermal projects globally, including in Honduras, Guatemala, and the Guadalupe Islands in the Caribbean. Locally, the company has also extended its operations to Wyoming, North Dakota, Texas, Hawaii and Canada.
On his company’s approach to expansion, Davis explains, “We network extensively and make a point of building new relationships and have followed the people,” he says, “We approach things one project at a time and are selective on our projects.”
By being selective he means that the company doesn’t overreach, and do not take on projects that they know they cannot deliver on, emphasizing that their clients are not looking to “take a chance” on a company, they want to work with a partner that can produce results and more importantly are willing to put their money where their mouth is.
Casing Specialties do not insist on contracts. If a client is unsatisfied with their work Casing Specialties can be asked to leave. This serves multiple purposes. Firstly, it separates the company at once from the legion of hack-companies in the industry looking to take advantage of clients who may lack specific technical understanding. With no contract in place, it means that Casing Specialties must deliver on their promises. Secondly, it also gives them autonomy and the freedom to protect their staff, their equipment and their reputation. It is very much a two-way street.
Approach
And Reputation
Davis reveals that reputation in the drilling industry is the most important thing to protect and that it depends on many important factors working in concert. Not unlike a drilling rig. Reputation is built on the interactions you have with clients and the interactions with your staff. To quote a business leader from a completely different industry Warren Buffet, “It takes twenty years to build a reputation and five minutes to ruin it,” . The Davis family have had twice that amount of time to build theirs and they’ve managed it by following the simple, repeatable approaches.
There is a benefit to being predictable, and their “One rig at a time” approach means that clients know that they’re getting the company’s full attention. To further enhance this aspect, they have implemented technologies, policies, and procedures to assist this. It hasn’t been an easy thing to get right and has taken decades to perfect, it has meant that the company has stumbled occasionally as they found and solved problems.
Being the undisputed leader of their industry is a moniker that is earned, and their single-minded focus to complete one job at a time begins long before they even get onto the rig. Again, thanks to the lack of contracts, the company has the freedom to be prudent and to do their research and eliminate any setbacks before they happen. As Davis reveals, when operations can exceed $3000 an hour, setbacks are not good business.
A Literal Change In Direction
In 2019, Casing Specialties were running fifty rigs, and today that number is thirtyfive producing the same volume. The drilling industry is constantly shifting with entire industries flourishing with competing businesses as innovative as the next looking to revolutionise every single part involved in a drilling operation. Active research and development are as much an integral part of the company as human resources and factory operations.
The company has invested in technology and programs to streamline installations, enhance workforce efficiency, and improve workflow. Additionally, advancements in the sector have needed upgrades to manufacturing processes and machinery.
Davis states, “Much of the equipment we used six or seven years ago is now obsolete, as it no longer meets the required standards. These new machines feature higher torque connections and more premium connections, capable of handling greater pressure.”
The company’s emphasis on their niche sectors has made its prominence in the energy industry particularly thrilling and Davis reveals that a major advancement came in 2008 with the introduction of horizontal and directional drilling, which has significantly boosted growth in the domestic oil industry.
“Everyone has heard about fracking, and it has been around forever but with new developments in directional drilling, we can accurately control where the hole goes. And the operators of these drills are only improving their skills. We’ve gone from needing twenty boreholes to one for the same production capacity,” says Davis.
Casing Specialties recognizes that advancements in horizontal and directional drilling, as well as innovations in fracking technologies and materials, have increased the demand for tubular running services. Although part of the broader drilling process, Casing Specialties views their role in successfully casing the wellbore as paramount. A flawless casing run is critical, as any issues cannot be rectified once the casing is in place. The efficiency and functionality of the well depend heavily on the quality of the first casing installation.
Better Accuracy
In 2022, the company had the opportunity to be involved in and complete several jobs involving the precise installation and operation of fibre optics monitoring systems. This proved so promising that Davis reveals it is set to be a major focus for the company in the future.
The fibre optic is installed on the outside of the casing where it measures the oil’s temperatures, pressures, and possible strains being experience in and out of the ground. It also helps with monitoring zones and the fracture efficiency of the well, which is crucial to safely managing the drill function. Installed on permanent wells and accessed remotely, Casing Specialties is one of the only companies that can install them to the
high degree of precision needed to ensure the casing doesn’t compromise the cable.
Staffing
Davis is acutely aware that in this demanding industry, even the most advanced technology would be ineffective without the dedicated team members that form the backbone of the company. The staff’s commitment is influenced by the company’s efforts to ensure their safety and support. Over the past 25 years, safety equipment has significantly advanced, and in the energy sector, keeping high safety standards is paramount. The work performed by Casing Specialties is inherently hazardous, involving multiple risks. Consequently, the company has continually updated its processes to meet the industry’s stringent safety standards.
Currently, the company employs four safety personnel responsible for ensuring compliance with all regulations, correct
“...These new machines feature higher torque connections and more premium connections...”
documentation, and completion of new training procedures. These training programs are conducted online through ISNetWorld, which provides both the training platforms and accreditation for the oil industry. Additionally, Casing Specialties uses KPA, an online safety protocol system, to track staff training progress, certification courses, and tool operations.
Technology has reduced the company’s need for a larger safety department. From a safety perspective, training new employees at the shop, even those without prior oil industry knowledge, ensures they gain experience before working in the field. Given the company’s 24/7, year-round operations, with some staff needing to be onsite for as long as 72 hours, it is crucial to properly train staff to understand their roles comprehensively. Long shifts can be demanding, so to keep a low turnover rate and develop highly trained specialists, the company emphasizes thorough training.
As Davis concludes, “Everything we do must consider the human element. We need our employees to be happy, safe and focussed. It’s not enough for them to just have a positive attitude, they need to be supported and looked after.”
Ok Tedi Mining Limited
Some of the oldest mines in Papua New Guinea
Foylan Rhodes
For over three decades, Ok Tedi Mining Limited has played a significant role in Papua New Guinea’s economy by mining copper, gold, and silver at Mt. Fubilan in the Western Province. Its success is measured not only by financial performance but also by its commitment to safety, social development programs, and the management and mitigation of environmental impacts, making it one of the most impactful community mining projects in the country.
Ok Tedi Mining Limited, a fully Papua New Guinea-owned company, operates the Ok Tedi Mine, the country’s longestrunning open-pit copper, gold, and silver mine. The company’s registered office is located in Tabubil, Western Province, with a representative office in Port Moresby and a logistics facility in Brisbane, Australia.
Background
The company’s history dates back to 1963 when copper mineralization was first identified near the current mine site during a government patrol’s contact with the Min people of Star Mountain. In 1968, the Fubilan Copper-Gold deposit was discovered, leading to exploratory drilling by the Kennecott Copper Corporation. After Kennecott’s withdrawal in 1975, BHP secured a mining lease for the area and, as
part of an international consortium, began mining feasibility studies, culminating in a detailed report to the PNG Government in 1979.
Ok Tedi Mining Limited was incorporated in 1981 to operate the project, formed through a partnership that included BHP as the majority shareholder, the Papua New Guinea government, Amoco Corporation, and Inmet Mining Corporation.
The Ok Tedi mine was a greenfield operation in a rugged area of the PNG Western Province, necessitating the development of extensive infrastructure, including roads, housing, airstrips, power supply, and a port at Kiunga on the Fly River for importing supplies and exporting copper-gold concentrate to the market.
80s To Now
It wasn’t until 1984 that Ok Tedi Mining Limited commenced mining operations, initially as a gold mine to exploit the goldrich cap on the Mt. Fubilan deposit, and then as a copper-gold mine in 1987 for the bulk of the ore body. BHP exited OTML in 2002, vesting its interest to the Papua New Guinea Sustainable Development Programme.
In 2012, OTML became a fully owned Papua New Guinea company when Inmet
Mining Corporation shares were bought out by OTML. In 2013, OTML became a state-owned enterprise when the Papua New Guinea Sustainable Development Programme shares were cancelled, and the Government of PNG increased its direct ownership to 87.8 percent.
Originally the mine was planned to close in 2010. However, following an extensive community consultation process and revised mine plans, the mine life was extended to 2025. Again in 2021, the life of mine was further extended to 2032.
Looking After Workers
The company recently announced the extension of its contract with landowner company Fubilan Catering Services (FCS) for an additional five years, valued at US$116 million (K420 million). This extension allows FCS to continue to provide catering services to the mine operations and FIFO camp in Tabubil. Under the renewed contract FCS will continue to provide OTML and its Business Partners workforce with meals at the mess facility in Tabubil, and to operational areas at the Mine, Mill, and Ok Menga Hydro Power Station.
“We are thrilled to extend our partnership with FCS,” said OTML Managing Director and Chief Executive Officer, Kedi Ilimbit, “Under
the new agreement, FCS is expected to deliver quality daily meals, which includes special dietary accommodations and healthy meal options, which are vital for the wellbeing of our workforce and the overall success of our operations.”
FCS also provides catering services to the University of Papua New Guinea (UPNG) under an agreement for the 2023–2025 academic years. FCS is a subsidiary of Mineral Resources Star Mountain and began providing its catering services to OTML in 1999. The company has performed exceptionally well over the years and has been recognised through several awards. These include:
Helping When Needed
In response to the Jet A1 fuel shortages caused by Puma, Ok Tedi Mining Limited (OTML) has proactively taken over the procurement and distribution of Jet A1 fuel. This initiative reflects OTML’s commitment to supporting both the nation and its own operational needs during these challenging times. With Puma unable to consistently supply the required quantities of Jet A1 to keep the nation’s aviation sector operational, OTML has established a reliable supply chain to ensure the fuel is delivered efficiently and without interruption.
Ok Tedi Mining Limited has structured these supply agreements on a cost-recovery basis, meaning the company is not seeking profit from these transactions. Instead, the focus is on ensuring the availability of Jet A1 fuel for the major airlines on which OTML depends for the safe transportation of its FIFO (fly-in, flyout) workforce. This is essential to maintaining uninterrupted production at its mine site.
There are several key aspects of the agreement worth noting. All Jet A1 payments are made in advance in Kina by the contracted parties before the fuel is loaded overseas. This measure ensures that OTML does not face any financial burden, allowing the company to maintain steady cash flow and mitigate risk. While OTML
FCS is expected to deliver quality daily meals, which includes special dietary accommodations and healthy meal options...
makes its payments in currencies other than Kina, the Bank of Papua New Guinea has been informed and has approved this arrangement, ensuring compliance with national regulations.
To guarantee a stable supply, minimum order quantities have been established, helping to manage logistics efficiently and ensure there is sufficient fuel to meet demand. Additionally, a 24-month agreement has been implemented to amortize fixed costs over a longer period, providing continuity and stability in the fuel supply chain.
Ok Tedi Mining Limited remains committed to supporting the nation through this period of fuel scarcity. The company’s swift actions to secure and distribute Jet A1 fuel demonstrate its dedication to national welfare and economic stability.
“We will continue to collaborate closely with all stakeholders to ensure a reliable and steady fuel supply, supporting the nation’s infrastructure and economy,” says Kedi Ilimbit.
Pentagon Freight Services
Fifty years and still going strong
Daemon Sands
For nearly 50 years, Pentagon Freight Services have worked alongside the critical industries they serve by providing best-in-class freight forwarding and logistics. Their aim is simple, their purpose clear, they are determined to deliver certainty for a world that never stops. Daemon Sands explores.
Fifty years old this year
As group CEO Ashley Taylor explains, this year is a very special year for Pentagon, as they celebrate half a century in business. From their humble beginnings in 1974 to operating in over 32 countries, across 72 strategic locations around the world in 2024, the story of Pentagon Freight Services is a story of success.
He reveals that to mark their 50th Anniversary they have modified their logo, the changes of which represent their brand on social media and is reflective of their devotion to The Logistics of Certainty. It symbolizes the excellence their clients have come to expect from them over the last halfcentury, as well as the devotion and passion of the global Pentagon team. Taylor says that he couldn’t be prouder of this incredible milestone and acknowledges the support and loyalty of their valued customers, but especially the dedicated and fastidious
approach to work that their team provide.
“We are proud of our growth over the years,” he explains, “As we have expanded and proven our worth as a best-in-class freight forwarding to the specialist industries of oil and gas, mining, renewables, marine, construction, and aerospace.”
Specialist Industries
Pentagon cover all areas of global oil and gas operations where global forwarding, project logistics, material management, consultancy services and technology are all offered in their one-stop shop. This is incredibly useful for clients because, with every angle covered, they benefit from a complete package that radiates confidence and assurance. Taylor explains that they place a premium on exceptional levels of performance and deliver services developed specifically to support the complexities of the international oil and gas industry. For over fifty years, Pentagon have moved freight for this industry which has given them an unmatched breadth of experience and an implicit understanding of what is needed.
“We understand the market, the objectives of our clients and their priorities,” he says, “Which helps us put our experience to use to create the right solution, every time.”
Same Day Transport Services Light Haulage
Same day services • Air Freight for unknown cargo • Express light haulage • dedicated vehicles • Local delivery and collection service • Storage long and short term • SEPA Registered
He also highlights the importance of having a competitive edge through the best toolage and augmenting their smarts with sophisticated technological systems to make them more than just a common service provider, but rather, a valued energy logistics partner capable of firstly foreseeing the problems and secondly solving them.
One Stop Shop
Pentagon’s dedicated team cover everything from day-to-day consumables, to setting up projects to manage all aspects of a specialized movement including tasks such as customs, lifting, chartering, submission of single movement road and airport plans. Their end-to-end service allow customers to relax as they manage all the details to ensure their freight arrives on time, especially for critical industrial components. Thanks to a global network they can cover important shipments from start to finish, adding additional services such as expediting, customs consulting, dangerous goods training, ships agency, materials management, and more.
Renewable Energy And Marine
The renewable energy sector has experienced exponential growth over the past decade in both installed capacity and geographic reach, and this trend is expected to accelerate.
“As we have expanded and proven our worth as a bestin-class freight forwarding to the specialist industries of oil and gas, mining, renewables, marine, construction, and aerospace.”
Much like the oil and gas industry, Ashley notes that the team leverages their extensive experience to support the renewables sector, both onshore and offshore.
“Our global team possesses the skills and expertise needed to support all forms of renewable energy, from offshore and onshore wind to tidal and solar,” he explains. With their global sites and on-the-ground presence, they have the depth and reach to back major projects in this vital sector. “We serve a wide range of customers, from operators of wind turbine installation vessels and SOVs to subsea service providers and Tier 1 manufacturers.”
Renewable energy projects face numerous challenges, from the Installation Phase to the OMS (Operations, Maintenance, and Service) Phase, many of which are located in hostile environments. This is where Pentagon Freight excels.
Their detailed knowledge of subsea operations, marine spares, and consumables sets them apart from competitors. Additionally, their extensive network of locations allows them to offer seamless doorto-door service within and between countries of operation. Supported by their expertise in customs and certification documentation across different countries, they can avoid unnecessary delays and customs holds.
The Marine Sector is inherently dynamic, constantly evolving, and always on the move. For clients, having reliable partners is crucial to meeting the tight delivery windows of vessels in port. Pentagon specializes in providing handling services that allow vessels to dock, unload and load, undergo inspections, and resupply efficiently before setting sail. This process demands precision and close coordination among multiple parties. Marine clients, who typically service numerous ports worldwide, rely on Pentagon’s global network and team of experts to deliver comprehensive, end-toend solutions.
Mining And Construction
Taylor explains that Pentagon is widely recognized as a specialist in mining industry services, offering comprehensive support that includes consultation on operational scheme design, material management and scheduling, specialized freight forwarding and transportation solutions, as well as conducting road surveys with detailed solutions and cost analysis.
They apply their expert knowledge to ensure the highest standards in Quality, Health, and Safety, while also upholding strict Ethics and Compliance controls across their global network, all with a strong emphasis on budget and schedule adherence. Their deep understanding of the industry covers the entire spectrum, from spare parts and mining equipment to the transportation of final products and large bulk consignments, including full vessel charters.
In the construction industry, Pentagon supplies a wide range of equipment, managing everything from components for residential and commercial building projects to EPC and major industrial job sites. Their capabilities ensure the precise coordination of critical item deliveries, minimizing standby time for on-site construction teams.
To further enhance their service offering for construction industry clients, Pentagon Transport was established, facilitating the movement of building components across borders to various sites. Over the years, Pentagon has played a key role in transporting major components for car plants in China, military projects in the Middle East, and even stables for jockey clubs in Asia.
“We have been involved in significant civil construction projects, including bridges, convention centers, and airports, and have maintained long-standing relationships with mechanical and electrical companies that support these ventures,” Taylor adds.
Aerospace
Let’s not overlook the work Pentagon does in the air. The aerospace sector demands some of the most urgent and specialized supply chains. Whether handling an AOG (Aircraft on Ground) situation or transporting a multimillion-dollar plane engine, Pentagon has the industry expertise, specialized equipment, and advanced digital technology to ensure deliveries are made on time and within budget.
For many years, Pentagon has provided top-tier freight forwarding and logistics solutions to the aerospace industry. Handling high-value, critical freight, Pentagon’s clients trust the company’s ability to provide 24/7 support through a global team of experts, overcoming logistical challenges with guaranteed on-time delivery. Pentagon’s global network supports these critical supply chains by ensuring access to specialized equipment and necessary insurance, enabling deliveries to be made directly to aircraft. Whenever possible, Pentagon enhances efficiency by removing defective parts and delivering critical spares.
Award-Winning Customer Service
In 2023, Pentagon Freight Services’ exceptional client management earned them the Project Cargo Award from Silkway Airlines, recognizing their outstanding dedication to excellence and commitment to delivering exceptional service. As Base Manager Ali Mohsin and Regional Commercial Manager Amrit Raj noted, “The 2023 Project Cargo Award recognized Pentagon’s outstanding achievements in the transportation of largescale and high-value cargo. With a proven record of reliability, efficiency, and safety, Pentagon remains a trusted partner for clients seeking bespoke logistics solutions tailored to their unique requirements.”
Spartanburg Meat Processing Company
Pigging out on the best ribs
Cassidy Banks
Spartanburg Meat Processing Company has been in business for almost twenty five years, they are a USDA inspected meat processing plant based in South Carolina who have expanded from being a local enterprise to an internationally recognized player, thanks to providing the best fall-off-the-bone ready-to-eat baby back ribs anywhere in the world. Their unique story is of particular interest because, despite pork being a male dominated industry, Spartanburg Meat Processing is a wholly woman owned company headed by the indomitable JoAnne LaBounty.
How It Started
JoAnne explains that she originally worked for a company in Vermont, which at the time was not pork territory, 25 years ago the company decided to relocate to the South as they were getting their supply from Georgia and South Carolina which is the pork area in the USA. After due diligence, they found a vacant plant in Spartanburg that took about a year and a half to renovate to standard.
This move represented a complete departure from the company in Vermont as they rebranded and renamed themselves as Spartanburg Meat Processing Company and South Carolina proved to be a great state to work in and they thrived. Until ‘9/11’ happened.
“We were doing great, the company had five partners and dedicated staff and a thriving market but when 9/11 happened many restaurants that we were serving went under,” she recalls, “New York was a big market for us at the time and we were faced with a serious issue and the potential of having to lay off staff. But we chose another route.”
Instead of firing staff and throwing in the towel and downsizing, the company decided to shift focus to the retail side of baby back ribs and applied for an SBA loan. When faced with the need to back the loan personally three of the partners resigned their shares and JoAnne made the decision to buy out the remaining partner which turned Spartanburg Meat Processing Company into a wholly woman owned business.
“I started working for my dad when I was fifteen,” she relates, “He’s one of the smartest business people I know and I worked for him for fifteen years. During that time I witnessed that through challenges and diversity he figured out immediately what are the most important products that can and should be focussed on.”
She adds that he was always changing it up to make sure that he was relevant and offering new things, so she took the same approach, “Our market research showed that there was a need out there as restaurants
were not doing so well but home eating was and that’s the direction that we took.”
The shift in focus required a change of equipment to go from bulk packaging to individual packaging and it was a challenge because the company is not Smithfield or Tyson, they’re not the big players and when you have to be competitive with a new product it can be an uphill struggle. Nevertheless, there was a need and they made sure that for the first line of customers that they represented their company in person.
She recalls one of the first retailers they sold to was Safeway, who at the time had 1700 stores across the USA. They went to their offices with a batch of ribs and within half an hour of starting their presentation to the meat team they had a new business partner and a line of staff who had smelt their proprietary recipe for their ribs sauce.
Being A Woman Owned Company
According to JoAnne the decision to buy out the last partner was purely business based and not an intention to gain the mantle of a ‘wholly owned woman business’. However, only a fool neglects opportunities. The Greater Women’s Business Council (GWBC) is a nonprofit dedicated to women owned businesses and is home to the most respected certification from the Women’s Business Enterprise National
It also means that you really need to be able to bring the goods because a ticket through the door doesn’t guarantee you a seat at the table.
Council (WBENC) and GWBC exists to provide education, resources, funding and innovative networking opportunities to accelerate business.
“It was the fact that we were certified that landed our Alberton Safeway contract,” she reveals, “We may not have gotten the chance to present our product if not for the certification and it has become an essential tool in finding new retail partners.”
To an extent, she adds though, “It also means that you really need to be able to bring the goods because a ticket through the door doesn’t guarantee you a seat at the table.”
Bringing The Goods
Beyond the baby back ribs which are considered to be the best in the world, there are other advantages that Spartanburg Meat Processing can offer partners. There is the value of working with a supplier that is GWBC certified for sure, but also, they are a smaller player with a smaller team of a couple of hundred people so their overheads are lower, hence they can offer a higher quality of product at a lower price. Reluctantly, JoAnne also adds that there is the representative strength of having a supplier that is a woman owned business in a very male dominated industry which appeals to the consumer buying the goods. Many of them being women juggling career success with raising a family.
“Ideally it shouldn’t matter,” she said, “But being realistic has always been an important part of business success.”
The products at the consumer end are only one part of the job of course. There have been a lot of hurdles since they began, the last two- and a-bit decades have not been smooth sailing and the company has learnt to pivot quickly with the time, shift when needed and overcome obstacles. Be it the recession in 2008, the swine and bird flu epidemics of the tweens and Covid in 2020, JoAnne says that it’s all been overcome because they never expect it to be ‘business as usual’.
“There is no such thing,” she says, “You are always predicting, planning, acting
It was one of those good problems to have
instead of reacting, pre-empting and pivoting. When Covid hit we introduced a chicken line to our business which was very welcomed and opened up a new revenue and brand development stream.”
Covid was an interesting problem though because people were staying home and looking for something tasty and so the demand for their products reached a point that was higher than their sales team could rightly handle!
“It was one of those good problems to have,” she says, “However it was hard work keeping up with the demand because if you can’t keep up when the masses are buying your product you can lose customers to someone who can.”
This period did help the company grow and expand, if forcibly so, which put Spartanburg Meat Processing into the position to be able to fill the voids left by other suppliers who unfortunately weren’t able to keep up or were too top heavy to survive. JoAnne is a person who counts her blessings and says that she’s proud that her brand, and everything it represents, has hit this important step of a quarter of a century.
“Food is not just about survival,” she says, “It can be a reward, an escape, a time to lose ourselves in taste, texture and pleasing our senses.”
A Legacy of Innovation and Employee Ownership
Donnie Rust
Scott Bader
Abusiness’ value is often reflected in its reputation and Scott Bader, a global manufacturer with a history dating back to 1921, has earned its through embodying the values of innovation, sustainability, and employee ownership.
From humble beginnings in London to its current position as a £300 million enterprise with over 800 employees worldwide, Scott Bader has consistently pushed the boundaries of what a manufacturing company can achieve. Business Pursuit explores the history, unique business model, leadership, and recent achievements of Scott Bader, highlighting their commitment to both business excellence and social responsibility.
A Century of Innovation and Counting
Scott Bader’s journey began in 1921 when Ernest Bader, the company’s founder, started developing and selling celluloid products in Finsbury Square, London. One of his early breakthroughs was the development of the first low viscosity nitrocellulose in England which revolutionized the automotive industry by drastically reducing the time required to paint a car. It was an innovation that set the tone for Scott Bader’s future, and over the last century and a bit, the company has continued leading the way in chemical manufacturing.
By 1923, the company had grown significantly and was incorporated as Scott Bader & Co Ltd. Over the following decades, the expansion of their product range has seen them build a geographical footprint, establishing itself as a key player in the global chemical industry. Today, the company operates in every continent, with eighteen offices and seven manufacturing sites, providing innovative composite, structural adhesive, and functional polymer products to a wide range of industries.
The Scott Bader Commonwealth
One of the most distinctive aspects of Scott Bader’s appeal and success is their unique ownership structure. In 1951, Ernest Bader and his family made the groundbreaking decision to transfer ownership of the company to their employees by forming the Scott Bader Commonwealth, a charitable trust that holds the company’s shares. Driven by Bader’s belief in equality, fairness, and respect, the commonwealth is upheld today and continues to underpin the company’s operations today.
To elaborate, the employee ownership model has several key benefits. First, it ensures the company’s independence, as it cannot be taken over or sold, providing long-term stability and security. Second,
it empowers employees by giving them a significant role in running the business, encouraging personal and professional growth. Finally, the charitable status of the Scott Bader Commonwealth reflects the company’s commitment to social responsibility, with a portion of its profits reinvested into community initiatives.
Strong Leadership and Vision
Under the leadership of CEO Kevin Matthews, Scott Bader has continued to thrive in an increasingly competitive global market. With twenty years of experience in the chemical and biotechnology industries, his appointment brought with him a strong focus on sustainability and strategic development. His diverse background, including roles at multinational companies like Rhodia SA, Albright & Wilson plc, and ICI plc, equipped him with the kind of skills and knowledge needed to drive Scott Bader’s growth while maintaining their commitment to ethical business practices.
Matthews’ leadership methodology and his career thus far, have been characterized by a deep understanding of the importance of sustainability and he continues to prioritize environmental responsibility in Scott Bader’s operations. His involvement in various industry organizations, including the Royal
“The company’s independence allows it to build more secure and sustainable business relationships, free from the pressures of external shareholders,”
Scott Bader
Society of Chemistry and the Society of the Chemical Industry, underscores his commitment to advancing the chemical industry as a whole.
Unique Selling Points
According to Matthews, what truly sets Scott Bader apart from other manufacturers is its dedication to ethical business practices and its innovative approach to employee ownership.
“The company’s independence allows it to build more secure and sustainable business relationships, free from the pressures of external shareholders,” he explains, “This, in turn, fosters a culture of empowerment and collaboration, where employees are encouraged to contribute to the company’s success in meaningful ways.”
Additionally, Scott Bader’s commitment to diversity and inclusion is another key differentiator. The company was one of the first manufacturers in the world to achieve the ISO 30415 Diversity & Inclusion (D&I) standard, a testament to its efforts to create a workplace where all employees feel psychologically safe and empowered to reach their full potential. This recognition highlights Scott Bader’s dedication to fostering an inclusive and supportive work environment, which is integral to its long-term success.
Acting Beyond Compliance
As Michael explains, for Scott Bader, simply meeting regulatory requirements is not enough. There has to be a company-wide commitment to going beyond compliance. According to him, this is demonstrated by their strategic initiatives aimed at achieving growth while making a positive impact on the world. These initiatives include a comprehensive health and safety program designed to achieve zero harm, as well as an integrated compliance platform that ensures rapid adaptation to regulatory changes.
“Our sourcing strategy aligns with its sustainability ambitions, with a focus on ethical supplier performance metrics,” says Michael.
In June of this year, Spatial Composite Solutions, which provides airlines and training centres with the most dependable and high-fidelity cabin crew training simulators available, were selected by Emirates Airline to build their cutting edge A350 cabin service trainer. Incredible projects require incredible partnerships, and the full cabin mock-up was produced using Scott Bader’s composites and adhesive products, encompassing business class, premium economy and
economy cabins, which elevated Emirate’s world-class-in-flight service training.
In light of their ongoing partnership, Henry Robertson, the managing director of Spatial Composite Solutions, said, “Scott Bader’s composite and adhesive materials are market leading. With their team of technical experts, they are a fantastic support for our business. We look forward to continuing our partnership in the years to come.”
According to Matthews the project
“Our technical specialists have collaborated with Spatial for years, assisting with production and addressing any issues that arise.”
required a comprehensive array of fireretardant resins, gelcoats, and structural adhesives and it was crucial that these materials were not only consistent and high-quality but also came with substantial technical support.
“Scott Bader is the preferred partner for Spatial, thanks to its local manufacturing in Dubai, leading fire-retardant Crystic composites, Crestabond adhesives, and exceptional technical support,” Matthews explains, “Our technical specialists have collaborated with Spatial for years, assisting with production and addressing any issues that arise.”
A Testiment To Good Business
Scott Bader’s century-long journey is a testament to the power of innovation, ethical business practices and employee ownership. From its early days as a pioneer in the chemical industry to its current status as a global leader, Scott Bader has remained true to its founding principles while continuously adapting to the changing needs of the market. Under the leadership of Kevin Matthews, the company is well-positioned to continue its legacy of excellence, driving growth and making a positive impact on the world for years to come.
CDS Mestel Construction Corp.
The go-to builders for airports
Daemon Sands
CDS Mestel Construction offers expertise in construction management, general contracting, and design-build services across the New York Tri-State area and nationwide. With over a century of experience, the team excels in handling commercial projects, including corporate interiors, restaurants, banks, food and beverage venues, as well as high-end retail spaces in shopping centres and airports.
According to Vice President of CDS Mestel Construction Justin Rothberg, it is especially through their airport projects, where the standard of work is guaranteed intense scrutiny, that has made their company. He says, “Completing hundreds of projects at all three New York Tri-State Area airports has been the cornerstone of our success.”
People Orientation
To ensure the highest standards, CDS Mestel Construction relies on its dedicated in-house carpentry team, including millwork installers, carpenters, and field supervisors. This hands-on approach allows the team to maintain exceptional control over each project, consistently delivering top-quality work across various industries.
CDS Mestel is also committed to nurturing the next generation of professionals. They offer internship opportunities to local
high school seniors interested in general construction, as well as those planning to study business, finance, engineering, or architecture in college. Through the CDS Mestel Mentors Program, these students gain valuable real-world career experience, develop essential time management skills for college and beyond, and learn the importance of teamwork by collaborating with members of the CDS Mestel team.
A True American Story
Justin explains that they believe in partnering with their clients to become trusted extensions of their teams. This is achieved through creating long-term relationships and strategically collaborating to meet and exceed their goals.
“We have been trusted by iconic brands to build their visions,” he says, adding, “Our clients provide us with the inspiration that enables us to tell their story through building their spaces.”
And what a story. Founded in 1916 by Nathan Mestel, CDS Mestel Construction Corp. is celebrating over 100 years in the business with third and fourth generations of the Mestel family continuing to build their reputation as a high-quality commercial contractor. From there the story reads exactly like the grand American dream, of
& Advisory Services
arriving to the country, founding a business and growing it through hard work.
Nathan Mestel and Joseph Berman, immigrants with aspirations of success, founded Mestel Bros Co. in 1916, specializing in storefronts and custom millwork display fixtures. Their pioneering contributions to the millwork industry were recognized in 1929 when they patented a display fixture bracket, leading to the invention of the coat closet rod that accommodates clothing on hangers.
By 1940, the company experienced significant growth, resulting in the formation of CDS Mestel Construction Corp, which combined millwork and general contracting services. This expansion included moving into a 17,500 square foot facility in Brooklyn, allowing them to undertake nationwide projects for blue-chip clients.
In the 1940s, new partners, including Nathan’s sons-in-law Irving Zimmerman and Sid Rothberg, joined the company. They played crucial roles in expanding the business across the tri-state area, with Sid gaining hands-on millwork experience. In the 1950s, Leonard Hoffman, another son-in-law, joined the team and introduced the company to aviation work, establishing them as pioneers in building retail spaces in airport terminals.
In 1984, Ned Rothberg, representing the third generation, joined the family business.
have been trusted by iconic brands to build their visions
He advanced from labourer to business development, eventually relocating the company headquarters to Long Island in 2000. Ned became the majority shareholder and President in 2007, where he continued to build new relationships and collaborate with new partners.
In 2016, the fourth generation, Justin Rothberg, joined the company after graduating from college. Starting as an assistant project manager, Justin quickly progressed to project managing, working alongside Ned to expand CDS Mestel’s market reach while maintaining their commitment to excellent customer service. Together, they continue to build on the company’s legacy, entering new sectors and sustaining the family tradition.
Client Proof
Of course, the proof of value is always in the work completed and the kind of clients that call looking for solutions to difficult problems. As an example, in November 2022, the company completed a major restoration of American Airlines Hangars 3 and 5 at LaGuardia Airport (LGA).
CDS Mestel was hired as the general contractor and construction manager for work on the historic structures originally built in 1935. The scope of work for the restoration of the existing 86-year-old operational hangars included: installation of new masonry, grout, painting, signage, roofing and HVAC unit installations, as well as new window work.
For the project, CDS Mestel managed trades involved scaffolding, abatement, demolition, roofing, electrical, carpentry, masonry, glass and metal, signage, and painting. Largely performed during the pandemic, CDS Mestel succeeded during very trying times, under challenging circumstances, and in a highly secure, active airport environment. Upon completion of the project, CDS Mestel Construction was awarded the prestigious ‘2021 Building Recognition Award’ by the Queens Chamber of Commerce.
“Working with AECOM and the team at American Airlines on the restoration of Hangars 3 and 5 at LGA,” Justin says, “Was truly a highlight in our long history thus far. ”
Further to this, Asmita Gharat, Corporate Real Estate Project Manager for American Airlines added, “Working with Ned, Justin and the entire CDS Mestel team was an
incredible experience. CDS Mestel exceeded our expectation on every aspect of this important project.”
Extreme Standards In All Areas
Justin emphasizes that regardless of the type of project, CDS Mestel Construction is committed to delivering not just top-tier
Working with AECOM and the team at American Airlines on the restoration of Hangars 3 and 5 at LGA,
construction but also impeccable aesthetics. They pride themselves on being both engineers and artists. Recently, one of their projects in New York City was praised as the best of its kind and considered a contender for the title of ‘beauty queen of bathrooms.’
A single NYC destination has made it into the Top 10 finalists of the America’s Best Restroom contest, a national award presented annually by Cintas. Surprisingly, outclassing luxury boutique hotels and fine dining establishments, JFK Airport’s Terminal 4 in Queens boasts the plush bathrooms that secured this spot.
While airport restrooms are typically associated with being dingy, drab, or worse, these ‘easy to find, easy to clean’ facilities offer ample space — at 900 square feet, they’re even larger than some West Village studio apartments.
‘Providing and improving worldclass amenities across our airports and transportation facilities is critical to customer experience — from free and fast Wi-Fi to family-friendly accommodations to clean and spacious restrooms designed for the modern traveller,’ a Port Authority of New York and New Jersey spokesperson noted.
‘CDS Mestel Construction clearly exceeded expectations on this project.’”
Harrison Castings
150 years and going strong
Cassidy Banks
As one of the largest aluminium sand casting foundries in the United Kingdom, Harrison Castings boasts a team of dedicated engineers who have set a new standard for quality commitment and won the business a global catalogue of satisfied customers. With a well-earned reputation in the casting industry, the company is frequently chosen for numerous tier one and OEM manufacturing supply chain lists. Business Pursuit investigates.
A Home Base
From their expansive, modern manufacturing facilities in Leicester, UK, Harrisons Castings supply both raw and fully machined aluminium castings for a wide range of applications. As well as for a diverse range of industries including but not limited to high horsepower diesel engines and gas turbines, machine tools, compressors and pumps, medical equipment, light construction equipment, articulated trucks, valves and photo imaging and printing components. According to their website, it really is down to the customer to get in touch with them and discuss what they need.
Strengths
This flexibility for the customer is one of Harrison Castings key strengths but is hardly
the only one. According to Mick Jenney who is the current managing director and co-owner of Harrison Castings Limited who started his apprenticeship at the company thirty-five years ago, they are one of the strongest aluminium foundries in the market due to a number of key business principles. Firstly, they regularly invest in equipment and machinery as well as personnel training and development and they keep much of their procedures inhouse at their 90,000-squarefoot facility.
Jenney, who led a management buyout of the company in 2020 along with directors Lee Webster and Adrian Burton, explains further that the company has seen significant growth in recent years, largely due to its success in the export market.
“The company’s investments in capital equipment, such as dust extraction equipment, have allowed us to focus on tier one customers and bring more processes inhouse,” he says.
Secondly, there is the expertise. Harrison Castings Limited is not a revolving door company when it comes to staff, as Jenney is an example of. Long term expertise is nurtured in the company, allowing the business to capitalise on the considerable strength that such loyalty and knowledge offers. Allowing them to tackle things that
Space Seal (Midlands) Ltd is a family business which has been established since 1979.
The services we provide include impregnation of all porous metals and plastics, pressure testing, Surtec 650 & 680, cleaning, rust removal, and shotblasting.
Our customers are based all over the UK from international blue-chip companies to the single restorer. It’s been a pleasure providing services to Harrisons for over 20 years and wish them the very best for their future developments!
other businesses in their field may not.
“We have over 100 years of experience in the manufacture of high-quality aluminium castings up to 350kg in weight,” he explains, “Which separates us from many in our industry.”
The company boasts advanced technological resources, including four production cells, efficient finishing facilities, shot blasting, heat treatment, a fully equipped laboratory, and comprehensive metal control capabilities such as rotary degassing. Customers also benefit from complete project support, with extensive development, tool-making, and prototyping facilities readily available.
“Technology is good but our business prides itself in its experienced, technically capable and customer focused team,” Jenney says, “We work to strict international standards, and are fully accredited. We pride ourselves on being one of the world’s leading sand-casting companies and this is down to our people.”
The Importance Of Investment
Ongoing investment is the foundational principle driving Harrison Castings’ growth and success as the largest aluminium sand foundry in the UK. The company’s continuous upgrades to in-house casting
“Technology is good but our business prides itself in its experienced, technically capable and customer focused team,”
Harrison Castings
capabilities, adoption of new technology, and enhancement of workforce skills have allowed it to maintain a strong competitive edge. In recent years, their business improvement program, involving over £2 million in investments, has further expanded their heat treatment and shot blasting capabilities.
“Our investment led to increased knock-out and mould handling capabilities, increasing flexibility between production cells,” Jenney explains, “We have made improvements to laboratory facilities including new spectrograph and new additional processing equipment. Upgrades have been made to all our gas fired melting furnaces and we have increased warehouse capacity for casting storage.”
Their client’s industries may be extensive but the needs for accuracy, reliability and precision remain the same and Harrison Castings understand how to satisfy the exacting and specific demands of their clients.
“We’ve been in business for 109 years, and we’re still learning,” says Jenney. It’s not just about continuous learning; it’s about the company’s commitment to pushing boundaries and delivering exceptional aluminium casting solutions, whether for raw castings, fully machined components, development prototypes, small and medium batch sizes, or series production. One of their latest investments is the advanced Magmasoft simulation package, which enhances preplanning and ensures a more robust service for customers. Their proven track record in export sales has led to an increasing number of Tier 1 companies and OEMs worldwide taking advantage of their services.
Having witnessed some of the company’s most pivotal modern milestones firsthand—such as Harrison’s transformation from a conventional foundry to an advanced chemically bonded system—Mick is uniquely equipped to discuss the current state of the business.
He explains that the strategic shift initiated by the third generation of the Harrison family around 20 years ago was crucial to their current success. “The adoption of the chemically bonded system gave us a competitive edge in the UK, allowing us to produce large aluminium sand castings, which the owners believed would be among the last components to be sourced offshore. This realignment streamlined our operations and positioned us to collaborate with major OEMs seeking high-volume, large-product
“Our investment led to increased knock-out and mould handling capabilities, increasing flexibility between production cells,”
sand castings. Today, key accounts with industry leaders like Cummins, Caterpillar, and Siemens remain central to our business.”
Harrison Castings primarily serves global power generation companies but also caters to high-end medical clients and provides commercial castings for various engineering applications. Recently, the company has expanded into producing components for automated warehouses, drawing interest from clients, including a leading retail warehouse company. Although Harrison typically avoids the high-volume mainstream automotive sector, the growing electric vehicle market is presenting an increasingly attractive opportunity.
“What sets Harrison apart is our flexibility in manufacturing and our ability to meet diverse customer demands,” Mick notes. “We’re quite unique in the UK for our capacity to produce large parts in high volumes—something most other foundries aren’t equipped to handle.
“Entering new markets is crucial for us, and the most significant recent development has been our move into fully machined parts for the automated warehousing sector. These castings are used in robotic systems for order picking and sorting, a completely new area for us, but our expertise is highly valued throughout the process.
“Most recently, we’ve begun producing castings for a company specializing in large ground-based satellite systems. These are complex parts that other foundries have struggled with, but we often secure projects like this because we can deliver accurate results from the outset, providing clients with a fast and reliable solution.”
A beverage for every need. Every time.
Donnie Rust
Keurig Dr Pepper Canada is a leading beverage company, with a portfolio consisting of over seventy owned, licensed, and partner brands supported by powerful distribution capabilities that connects these brands to the consumer, providing a beverage for every need, anytime.
A subsidiary of Keurig Dr Pepper, a leading beverage company in North America. Originally known for its innovative single-serve coffee brewing systems, Keurig revolutionized home and office coffee consumption with its convenient, pod-based technology. Established in the early 2000s, the company quickly became a household name in Canada, offering a wide range of coffee, tea, and specialty beverages. Over the years, Keurig Canada expanded its product offerings and distribution network, becoming a significant player in the Canadian beverage market, committed to sustainability and customer satisfaction.
Recently, to keep up with the demands of an ever-thirsty consumer base, they’ve expanded their distribution and selected Calgary as their new centre in Western Canada. Business Pursuit investigates.
Through an agreement with XTL Group or the lease of a 100,000 square foot space in their new warehouse in Balzac, just outside of Calgary. This strategic expansion is designed to significantly enhance the Company’s ability to
service its growing customer base in Western Canada and, in part, supports the creation of 50 new jobs for Albertans. By strengthening its supply chain network and improving operational productivity, KDP Canada aims to support the increasing demand for its diverse product range and its ongoing growth.
Covering an impressive 474,000 square feet, this state-of-the-art facility, managed and operated by XTL Group, includes 40foot clearance, 16,000 racking positions, over 400,000 sq. ft of bulk storage, 112 loading dock doors, 120 trailer parking spots and is C-TPAT certified, making it the ideal choice for preserving bottled beverages, coffee products, and small appliances. Operations from the new locations were set to begin in July this year.
Why Alberta?
Moving to Alberta, Canada, is a strategic decision for any business with a substantial client base. The province offers a highly competitive business environment, characterized by its low corporate tax rates, which are among the lowest in Canada, and its pro-business regulatory framework. Alberta’s economy is diverse and robust, with strong sectors in energy, agriculture, technology, and manufacturing, making it an ideal location for businesses across various industries. Additionally, their infrastructure is well-
developed, providing excellent connectivity through major highways, railways, and airports, facilitating efficient supply chain management and distribution. The proximity to key markets in North America, including the United States, enhances the potential for cross-border trade and expansion.
The province is also home to a skilled and educated workforce, supported by world-class educational institutions and training programs. This access to talent is crucial for businesses looking to maintain high standards of service and innovation. Moreover, Alberta’s quality of life is exceptional, with a relatively low cost of living, vibrant cities, and stunning natural landscapes, making it an attractive destination for both employees and their families.
And as Vice President of supply chain and operations ay KDP Canada, Carl Saba reveals, coming to Calgary was a careful decision, ““In addition to expanding our already significant distribution footprint in Canada, the decision to establish our operations in this new distribution centre in the Calgary region marks a major milestone in our growth and innovation journey,” he says, “This multi-milliondollar investment over the next five years underscores our unwavering commitment to providing exceptional service to our customers in Western Canada. Furthermore, this new collaboration with the XTL team will also enable
us to improve the flexibility and responsiveness of our operations from the Port of Vancouver.”
A Warm Canadian Welcome
As one may expect, by all accounts the arrival has been warmly received. The Premier of Alberta, Danielle Smith said that they were thrilled that Keurig Dr Pepper chose to invest in Alberta, making them a part of their Western Canada expansion. Stating that, this is one more proof point that Alberta is the best place to do business and highlighting that their ongoing work to build Alberta’s economy means more jobs for Albertans in more industries.
The decision to expand their distribution capabilities in Rocky View County represents a significant vote of confidence in Alberta’s economic resilience and strategic advantages. Underscoring the local ministry’s commitment to fostering job creation and economic growth in Western Canada and KDP Canada’s dedication to partnering with new businesses and encouraging growth. In Balzac there is already a growing and varied list of companies that have chosen to open factories, warehouses and distribution centres in the area.
Working with the XTL Group, who for almost forty years have provided customers in Northern America progressive and customised end-to-ed supply chain solutions, provides KDP Canada the opportunity to benefit from their key strengths of their assetbased transport, logistics and distribution.
A useful and insightful partner XTL offer a fleet of 500 trucks, 1300 dry, temperature controlled and specialized trailers with multiaxle configurations, 2.5 million square feet of warehousing space and an extensive network of partner carriers supported by an integrated supply chain solution support.
Vice president of sales for XTL Group, Luc Francoeur said revealed that they have made a significant investment in Alberta’s economic sector with the creation of over 200 jobs since they first began operating here in 2008.
“The construction of this infrastructure will lead to an additional 50 jobs in handling, logistics management, and delivery services to serve tenant businesses,” he says, “Our team is proud to provide world-class infrastructure to support the operations and initiatives of companies like Keurig Dr Pepper
The construction of this infrastructure will lead to an additional 50 jobs in handling, logistics management, and delivery services to serve tenant businesses,
Canada that wish to establish a foothold in the Calgary region.”
Other New Developments
With the strength of their new distribution arm in Calgary, Canada Dry, Canada’s top ginger ale brand and part of KDP Canada, is turning up the heat with their latest campaign, “The Right Amount of Spicy.” This innovative initiative blends out-of-home and digital elements, showcasing how Canada Dry Ginger Beer adds a bold twist to any experience. The campaign highlights relatable scenarios and pop culture references, capturing the essence of balanced spiciness.
To elevate the experience, Canada Dry launched “Spice Breakers,” a social game inspired by their Ginger Beer’s nuanced heat. This interactive challenge invites participants to either heat things up or cool down with a refreshing drink. Partnering with Canadian content creators, the brand created engaging tutorial videos and a game giveaway. The digital version is available via a custom Snapchat AR filter and Canada Dry’s Instagram and Facebook stories.
Canada Dry’s campaign disrupts the ginger beer category, appealing to Gen Z’s love of social engagement and offering a fun, authentic way to connect, perfectly capturing the bold flavour of Canada Dry Ginger Beer.
Castle
& Cooke Hawai‘i
As strong as a castle, as flexible as a cook
Daemon Sands
For a company with such humble beginnings Castle & Cooke Hawai’i have outgrown the original merchantry store that co-founders Samuel Northrup Castle and Amos Starr Cooke established in 1851. Although there is no doubt that the pair of them had bigger plans for their enterprise than just selling department store goods, their ambitions may not have stretched to such a range as residential and commercial real estate management and development, agritourism, retail, food and beverage and aviation services.
Business Approach
Opportunism and community focus, the keystones of this business, work alongside a flexible approach to development and an ongoing search for growth that keeps the company’s face constantly changing. At one point, thanks to a successful merger with Dole Food Company, Castle and Cooke were one of the world’s largest producers of fruits and vegetables. The news of the time reported on these and the general public thought of Castle and Cookes as an agricultural business.
Today, depending on the perspective, the company could be many things. To many Castle and Cooke Aviation’s FBO is the premier general aviation facility in Honolulu
where their development and operation of corporate hangars, aviation offices and shop spaces are the pride of the sector. For others, they are the owners and managers of the Dole Plantation, an agritourism experience serving over one million visitors annually. Originally operated as a fruit stand beginning in 1950, Dole Plantation opened to the public as Hawa iʻ i’s “Pineapple Experience” in 1989. Today, Dole Plantation is one of O ʻ ahu’s most popular visitor attractions where guests can enjoy and learn about Hawai ʻ i’s agricultural activities.
It must be said though, from their headquarters in Los Angeles, most of the news about the company’s current activities are focussed on commercial and residential real estate and retail development which has only deepened their community roots.
Dole Cannery
Dole Cannery, which is deeply ingrained in the history of Hawai‘I, once played an integral role in the success of Dole Pineapple Company as it gave them the ability to pack and ship pineapple to broad overseas markets, making Hawai‘i synonymous with the golden fruit.
Beautifully renovated and located minutes from downtown Honolulu and the airport, the yellow buildings of Dole Cannery
today serve as a 700,000+ square foot office and retail complex that includes a broad mix of tenants, including retail stores and restaurants, government and medical services, and big-box stores such as Best Buy.
Residential Boom
With local community planning excellence spanning several decades, Castle & Cooke has delivered more than 24,000 homes in Hawai‘i, including over 16,000 homes in their flagship master-planned community of Mililani, which was named an All-America City in 1986 by the National Civic League. Today in 2024, their aptitude for building impressive projects is exemplified by their work at Koa Ridge.
Building Community At Koa Ridge
Hawaii’s First “Surban” planned development, Koa Ridge, has created an irreplaceable in Central O ʻ ahu. Emphasizing the philosophy “Where We Live, Inspires How We Live,” Koa Ridge integrates art, music, culture, and events into every aspect of the community.
Here, neighbours become family, creating a vibrant and connected atmosphere. Koa Ridge is Hawaii’s first “Surban” planned community, combining suburban charm with urban conveniences. Darrell Tamaru, realtor
Castle & Cooke
Hawai‘i
at Castle and Cooke Homes Hawai’i explains, “It promotes a healthy, active lifestyle and is conveniently located near Waipi’o Costco, fifteen minutes from the airport, and fifteen miles from downtown.”
A central feature of Koa Ridge is the 7.5-mile Ho ʻ āla Trail, a shared-use path connecting residents to parks, open spaces, boutique shops, restaurants, and future amenities like an elementary school, healthcare campus, and community centre. This design encourages residents to walk or bike, fostering a wellness-focused environment.
Malu Koa West, the new mid-rise condominium home series at Koa Ridge, offers 114 residences ranging from studios to three-bedroom units, with prices starting at $547,650. Located near The Village and The Gateway, residents have easy access to shops, restaurants, and services, all within walking distance. The Village Green will be a hub for farmer’s markets, cultural performances, and art exhibits
Gateway
If Koa Ridge is an ideal example of the residential capability of Castle and Cooke, then Gateway is an example of their commercial property expertise. Leasing is underway for The Gateway, a retail component within the 576-acre Koa Ridge development.
“Castle & Cooke is excited to be bringing The Gateway at Koa Ridge to market,” says Christopher Lovvorn, vice president of commercial development for Castle & Cooke Properties, Inc., “The Gateway is expected to be approximately 300,000 square feet of prime Central Oahu retail space integrated over approximately twenty five acres.”
According to Lovvorn, The Gateway at Koa Ridge will feature sidewalk cafes, unique retail shops, well-known large format stores, a major grocery store, office and flex space, and restaurants, where residents can gather to connect, and refuel.
Construction is expected to begin soon with a projected grand opening in the fall of 2027 and leasing efforts have only recently started. It may be early in the game, but the company is incredibly encouraged with the feedback so far.
People Count
Marketing the property is a CBRE team led by Wendell Brooks III and James “Kimo” Greenwell. Brooks was asked about how the
tenants will be selected and explained that the Gateway will be both a community and a regional draw, but that the tenants need to be able to maintain the standards of the location.
The Gateway is situated right off of the freeway, in between Mililani and Waikele and Pearl Ridge, Pearl City, so it will service residents who are buying into Koa Ridge
“Castle & Cooke is excited to be bringing The Gateway at Koa Ridge to market,”
and the greater region, he elaborates, “So community-type tenants, including a grocery store, probably a gas station, definitely restaurants, small shops, drugstore, kind of traditional community and regional draws.”
Another key advantage is that the three major shopping centres in nearby Mililani are already nearly at full capacity, leaving very limited space available in an already saturated market. Similarly, in Pearl City, Pearl Ridge, and the Aiea area, available retail space is scarce, making these markets equally competitive. This situation enhances the appeal of the Gateway for both franchisers and independent businesses. According to marketing materials provided by Brooks, available units include retail spaces starting at 800 square feet, restaurant spaces beginning at 3,000 square feet, various sized pads, large stores from 20,000 square feet, and flexible spaces from 1,200 square feet.
Starting with their first real estate development in 1963, followed by the flagship Mililani community in 1968, and continuing with the new Koa Ridge masterplanned community today, Castle & Cooke Hawai’i take pride in their unmatched legacy of building communities in Hawai ʻ i and helping local families achieve their dream of homeownership.
Ingerman
The Builders of Mid-Atlantic Communities
Cassidy Banks
Responsible for the development of more than one hundred sites, representing nine thousand units and development costs over $1.5 billion, Ingerman has firmly established itself as a leading developer, builder, and manager of award-winning multifamily communities throughout the MidAtlantic region. So far their successes have been founded on bringing together talented and motivated real estate professionals to create quality and strategically financed residential communities.
As Brad Ingerman, founder and CEO says, “That mission continues today as we drive our unwavering focus on delivering high-quality housing and superior services to all of our stakeholders, investors, community partners, and residents.”
Brad began his career in 1979 at Price Waterhouse & Co.’s Philadelphia office, where he worked on the firm’s tax staff. His responsibilities included reviewing, structuring, and preparing projections for real estate limited partnerships, as well as handling both individual and corporate tax planning and tax return preparation.
He graduated cum laude from Villanova University in 1975 with a Bachelor of Science in Accounting. He later earned a J.D. from Widener School of Law in 1979 and pursued a Master’s in Taxation at New York University’s
School of Law. Brad also contributed to the Delaware Law Review as a member of its editorial board and is licensed to practice law in Pennsylvania and the U.S. District Court for the Eastern District of Pennsylvania.
In 1988, Brad founded Ingerman, a vertically integrated real estate company focused on the development, construction, and management of market-rate and affordable for-sale and rental housing across the Mid-Atlantic region. Under his leadership, Ingerman has grown to become one of the most active multi-family developers in the region, having developed over 7,000 residences with total development costs exceeding $1.4 billion.
Before establishing Ingerman, Brad was a principal at Ascott Investment Corporation, an asset management firm with a diverse portfolio that included conventional and government-subsidized apartments, shopping centres, office buildings, waterfront developments, and raw land. A seasoned entrepreneur, Brad also served as the director of marketing for National Property Analysts, Inc., a real estate firm based in Philadelphia. In 1982, he founded MBI Management Corp. and provided independent marketing consulting services, while also serving as the director of national marketing for The Patrician Group, a New
York-based real estate organization.
Property Management
Ingerman Management Company oversees 88 residential properties across the Mid-Atlantic region. The company is staffed with a team of highly skilled on-site property management and maintenance professionals, supported by a home office team specializing in finance, accounting, marketing, leasing, compliance, IT, and human resources. This team’s expertise covers every aspect of property management, from initial lease-up to ongoing resident and property services.
The company’s portfolio includes properties in both suburban and urban settings, catering to families and seniors alike. IMC has extensive experience managing market-rate, affordable, and HUD communities. Additionally, third-party management services are a key component of the company’s offerings.
“Our mission is straightforward,” says Brad, “to deliver exceptional customer service to our residents while achieving the financial outcomes promised to our clients and partners.”
The Willows
In June this year Ingerman joined Housing Initiative Partnership, Inc. (HIP), project
“Our mission is straightforward, to deliver exceptional customer service to our residents while achieving the financial outcomes promised to our clients and partners.”
partners, state and local officials to celebrate the groundbreaking of The Willows at Forest Drive, an affordable housing community located in Annapolis, Maryland.
Housing Initiative Partnership, Inc. is an innovative, green nonprofit housing developer and counselling agency based in Hyattsville, Maryland, dedicated to revitalizing neighbourhoods. HIP creates housing and economic opportunities for persons of low- and moderate-income and provides services that improve the quality of life in the communities we serve across Maryland. For additional info about HIP’s services and programs, please visit us at www.HIPhomes. org. www.HIPhomes.org
Once complete, The Willows at Forest Drive will be a 58-unit family residential development. The community will consist of 12 one-bedroom units, 28 two-bedroom units, and 18 three-bedroom units. Apartments will be affordable at 20%, 30%, 40%, and 50% of Area Median Income (AMI). Twelve units will be reserved for persons with disabilities earning less than 30% AMI. Eleven of the project’s units will benefit from project-based vouchers (PBVs) and five units will be set aside as HOME assisted units in conjunction with Arundel County Development Services.
“We are pleased we could help bring critical gap financing in the form of a $1.2 million loan and a County PILOT subsidy for a project that is creating deeply affordable units for those who need them most,“ said Anne Arundel County Executive Steuart Pittman.
The community is comprised of three residential buildings: all 3-story, walk-up garden-style designs. Exterior features include walkways, seating areas, a playground, and parking, which will create a functional and attractive curb appeal to enhance the area. The community will be designed and certified to LEED, Energy Star Multifamily NC, and Zero Energy Ready Homes specifications. The units contain spacious bedrooms with significant storage, a kitchen package including a stove, refrigerator, microwave, dishwasher, and garbage disposal, and inunit washers and dryers. Three handicapped accessible UFAS units will be provided, which will be outfitted with roll-in showers, and two hearing and vision impaired (HVI) units will also be available within the community.
“Ingerman is proud to bring high-quality affordable housing to the people of Annapolis. We could not have reached this important milestone without the community’s support and our collaboration with HIP. We aim to meet the City’s growing demand for affordable
homes, it is our goal to create growth and opportunity for the area’s residents,” said David Holden, Development Principal at Ingerman.
The community will feature a number of amenities including a resident lounge, management and supportive services offices, and a fitness room. Ingerman Management
“Neighbourhood Revitalization and affordable housing development has always been a big part of HIP’s mission the past 35 years,”
Company (IMC) will have a full-time property manager and maintenance staff onsite. In addition, HIP will be providing onsite Resident Services programming and will facilitate linkages with the local community to connect residents with area resources. The development’s location puts future households in close proximity to amenities including grocery stores, schools, and parks. This location is well-connected to bus routes, giving future residents access to jobs, education, and services throughout Annapolis.
The Willows at Forest Drive will be constructed on a 3.595-acres assemblage located at 1701 Forest Drive, Annapolis, Anne Arundel County. The property is bordered by an American Legion post and an existing residential community.
“Neighbourhood Revitalization and affordable housing development has always been a big part of HIP’s mission the past 35 years,” said Stephanie Prange Proestel, Executive Director of Housing Initiative Partnership, “The Willows at Forest Drive is the fifth community in the state of Maryland that HIP and Ingerman have partnered on. Our values are aligned to provide high-quality, resident-focused rental housing to established neighbourhoods that can benefit the most.”
Quality Counts
Donnie Rust
Maxol Oil
Established by William McMullan in 1920, Maxol has been at the heart of Irish communities for over 102 years. Proud to be the largest family-owned convenience forecourt retailer in Ireland they operate a network of 242 branded service stations making them one of the most recognised fuel brands in Ireland. Business Pursuit investigates.
Maxol Oil
As a family business driven by putting people first, innovating and making full use of modern technology, Maxol offers a range of products and services across their businesses which include retail and wholesale fuels, retail convenience, fuel cards and lubricants.
Through the sale of these essential everyday items, they have managed to become vanguards of community and sustainability.
Their CEO Brian Donaldson says, “Our stores are run by local people, for local people, offering convenience, value, and a wide range of grocery products to our customers every day. From quality fuel and car services to perfectly roasted coffee and daily cupboard essentials, you’ll find bags more at your local Maxol.”
While Brian currently holds the captain’s chair position, he joined Maxol Oil Limited in 1986 as a graduate trainee and has been actively involved in the development of their retail network in Northern Ireland ever since. In his own words he represents the
opportunities that this company offers and details how, during his career he progressed to area manager and then retail management, then general sales manager in Northern Island in 1995, only nine years after joining the company. A year later he was promoted to Group Marketing Manager for the region and then, commencing in 2002 he served as General Manager of Marketing and Retail and played a hands on role in expanding their extensive retail network, maximizing non-fuel income streams such as food and product sales. Between 2004 and today he has served as managing director, founding director, ops director and now CEO.
“For more than a century, Maxol has been built with integrity and a commitment to valuing everyone involved in the business which includes more than 1,000 staff employed directly and indirectly across the island of Ireland as well as our retailers, suppliers and business partners,” he says, “I am simply a product of that system.”
Important Developments
Sustainability is a key topic for Brian, as Maxol, Ireland’s leading fuel-stop brand, has a significant influence on public attitudes and behaviours. He explains that Maxol is committed to advancing the necessary infrastructure across its service stations to facilitate the transition to electric vehicles. The new EV hub at Maxol Kinnegar builds on the existing charging points at Townparks in Antrim, Mallusk in Belfast, and Edenderry. This facility integrates various technologies, from design and construction to fuel, grocery, and convenience services, creating a distinctive forecourt that positively impacts customers, the environment, and the industry. It aims to cut the site’s carbon footprint by up to 40%.
This flagship development sets a new standard for future forecourt projects within Maxol’s network. Maxol Kinnegar hosts Northern Ireland’s first dedicated Ultra-Rapid EV charging hub, featuring four high-powered chargers. This includes a 200kW charge point, capable of charging a vehicle in as little as 15 minutes—the highest public charging rate available in Northern Ireland. Additionally, there are two 150kW charge points for four vehicles simultaneously and a 50kW rapid charge point, allowing up to six vehicles to charge at once, all powered by renewable electricity.
Continued Growth
In August this year, the Maxol Group confirmed CCPC1 approval for the acquisition of seven
forecourt and convenience retail stores, bringing to 252 Maxol’s nationwide network of sites across the island of Ireland. The multimillion Euro investment announced by Brian is part of Maxol’s €100m 2023-2027 investment strategy for growth and will expand the retailer’s portfolio in the Leinster region.
Having acquired the forecourt sites from Naas Fuels Limited who were trading under the Circle K brand, and include the convenience retail stores which were operated under the Gala brand, Maxol’s customer reach has increased to include the new locations in Ballylinan in Laois, Gorey in Wexford, Kiltale and Ratoath Meath, Maganey in Carlow, Prosperous in Kildare and Wicklow Town. Extending their coverage not only expands their network of retailers but allows each one to support sister sites as Maxol continues to introduce new technologies to support their brands.
Brian reveals that the seven sites are being supported by a €3m retrofitting programme that will include Maxol branding and signage, the introduction of the Maxol store concept and will feature the Maxol Deli, ROSA Coffee stations and Maxol car wash facilities.
“This acquisition is central to our longterm strategic plan to invest in retail sites that offer the potential for growth in the core areas of neighbourhood food convenience and top up shopping,” said Brian Donaldson. “Today’s announcement is a statement of our intent for the business. In the last ten years we have
“All current staff will be retained, and the new sites will be run by independent retailers under license from Maxol,”
invested over €225m in our retail network, comprising expenditure programmes and initiatives designed to future proof the business and to meet the changing demands of our growing customer base.”
Maxol’s recent site acquisitions align with its long-standing commitment to engaging with and supporting local communities and the domestic economy. “All current staff will be retained, and the new sites will be run by independent retailers under license from Maxol,” stated Brian Donaldson.
Currently, over half of Maxol’s revenue comes from non-fuel sales, reflecting the company’s shift towards becoming a leading convenience retailer as fuel sales diminish and income from new mobility solutions increases. Earlier this year, Maxol introduced its first rapid EV hub in the Republic of Ireland at Maxol Newbridge, equipped with six highspeed 200kW chargers.
With two EV hubs already operational in Northern Ireland, a new hub is planned for Maxol Ballycoolin in the Republic of Ireland within the next year. Following an initial €1.2 million investment in the ROI hub, Brian revealed that Maxol is exploring the addition of 20 more sites across Ireland, with planning permission applications for similar EV charging hubs anticipated in 2024 and 2025.
Premium Quality Sun Energy
Donnie Rust
Founded in Canada in 2001, Canadian Solar Inc. has grown to be one of the world’s leading solar technology and renewable energy companies. Specializing in the manufacture of solar photovoltaic modules, the company also offers solar energy and battery storage solutions while developing large-scale solar power and battery storage projects. Recognized for its strong financial stability, Canadian Solar has been publicly traded on NASDAQ since 2006. In 2022, the company reported revenues exceeding $7.4 billion and employed over 13,478 people in 2020, all while advancing efforts to harness the power of the sun for a brighter future. Business Pursuit explores.
Let’s Get Into It
Over the past 23 years, Canadian Solar has delivered more than 125 GW of high-quality solar photovoltaic modules to its customers. Since expanding into project development in 2010, the company has developed, constructed, and connected over 10 GWp of solar power projects and 3.3 GWh of battery energy storage projects globally. These achievements have been realized through its two primary business segments: CSI Solar and Recurrent Energy.
CSI Solar
Consisting of solar module and battery energy storage manufacturing CSI Solar delivers total system solutions to their varied clientele, including inverters, solar system kits, and EPC (engineering, procurement, and construction) services. By the end of December 2024, CSI Solar’s production capacity for ingots, wafers, cells, and modules reached 50.4GW, 50.0GW, 55.7GW, and 61.0GW, respectively.
Providing a product and full service, CSI Solar’s branded battery energy storage business e-Storage, includes not only the utility-scale turnkey battery energy system solutions but are additionally complemented by long-term service agreements that include future battery capacity augmentation services. Ie, if they find a new way to make the battery better, the contract includes the upgrade,
Research And Development
Despite Canadian Solar’s successes, they still work in one of the fastest developing markets driven by a global obsession with green and renewable energy. Now, they do enjoy a significant lead on their competitors, and this is largely thanks to a dedication to R&D. Research and development play a
critical role in driving reductions in resource usage across manufacturing, transportation, and utilization of their many module products, thereby lowering the environmental impact of solar power projects using Canadian Solar’s modules.
To achieve this, the company has developed and deployed inhouse testing standards that are two to three times more rigorous than those prescribed by IEC, which serves as the benchmark for the solar industry.
As if to drive home this point, their TOPCon bifacial modules demonstrated less than 1% power degradation after undergoing a damp heat test lasting 2,000 hours, well below the 5% threshold required by the IEC for a 1,000-hour test. Therefore, given their products’ reliability, their regular TOPCon modules come with a 30-year power warranty and low power degradation guarantee.
Recurrent Energy
Recurrent Energy has emerged as one of the world’s largest and most geographically diverse platforms for developing, owning, and operating utility-scale solar and energy storage projects, backed by a top-tier team of in-house energy experts. The company has successfully developed around 10 GWp
“This brings our total commitment to providing Aypa with over 1.3
of solar and over 3 GWh of battery storage projects across six continents. Globally, Recurrent Energy has a development pipeline of 27 GWp in solar and 55 GWh in battery storage. As renewable energy rapidly expands and becomes a more significant part of the energy mix, Recurrent Energy provides solutions that support the transition to a low-carbon grid while enhancing grid reliability.
Energy storage provides a carbon-free alternative to traditional power sources, offering more cost certainty and flexibility to tap into different value streams. In this area, Recurrent Energy is a clear market leader, having pioneered one of the world’s first largescale solar-plus-storage tolling agreements. To accomplish this, the company worked closely with local communities, labour forces, and reliable technology providers to develop and build solar and energy storage solutions that benefit local areas rather than detract from them.
Leading The Energy Transition
Renewable energy technologies have come a long way, becoming much more efficient and affordable. As a result, electricity markets are evolving with the addition of more renewable energy sources to the grid. With the growing adoption of renewable energy and the decreasing costs of storage technology, more energy buyers are enjoying the numerous benefits of combining solar power with energy storage.
While it’s unlikely that anyone reading this will be unaware of the paradox, in modern times we are aware of the abundant energy provided by the sun but are unable to fully tap it due to energy storage issues. Finding solutions to this has been challenging but is also the reason why Canadian Solar are such a successful company, able to meet the electricity needs of their customers across the globe. There are still more solutions to be found which will open up brand new areas of resource that cannot be imagined at the moment and Canadian Solar aims to be at the cutting edge.
Recent Projects
In 2023, Canadian Solar announced that e-STORAGE, which has become part CSI Solar secured a contract from Aypa Power to deliver a 498 MWh DC standalone battery energy storage system for Aypa’s Bypass Project which is scheduled for completion in the third quarter of 2025.
Strategically located in Fort Bend County near Thompsons, Texas, the Bypass Project will support the growing energy demand of the greater Houston area.
It utilizes 106 units of e-STORAGE’s latest battery energy storage solution, SolBank 3.0. The batteries will be paired with 65 power conversion systems and controllers. Each SolBank battery delivers 5 MWh of energy capacity in a 20-foot standardized container, featuring high-density lithium-iron-phosphate chemistry battery cells, an active balancing battery management system, and an
“Utilizing their SolBank 3.0 technology, this project will enhance grid resiliency and support Houston’s growing energy needs.
innovative liquid cooling thermal management system to enhance operational efficiency, safety, and reliability. After integrating and commissioning the project to commercial operation, e-STORAGE will provide ongoing operational support for the project under a Long-Term Service Agreement.
Speaking on behalf of Aypa Power, Chief Exec Moe Hajabed, commented that they were pleased to continue their partnership with e-STORAGE on the Bypass Project, adding, “Utilizing their SolBank 3.0 technology, this project will enhance grid resiliency and support Houston’s growing energy needs. This collaboration underscores Aypa’s commitment to deploying efficient and dependable energy solutions. We look forward to the Bypass Project’s successful delivery and the positive impact it will have on strengthening the Texas grid.”
As this is the third time the two companies have worked together, Colin Parkin, President of e-STORAGE, added, “This brings our total commitment to providing Aypa with over 1.3 GWh of integrated energy storage capacity,” he said, “Our ongoing collaboration with Aypa highlights our commitment to delivering innovative and sustainable energy storage solutions, meeting the diverse needs of our partners’ projects and communities.”
Sonic Manufacturing Technologies
Digital revolution and human integrity
Foylan Rhodes
Sonic Manufacturing Technologies was established in 1996 by Ken Raab, Robert Pereyda, and Henry Woo. Based in Fremont, California, Sonic specializes in in-house board layout, prototyping, and New Product Introduction (NPI), delivering full production in just five to ten days. The company is dedicated to building customized solutions tailored to each customer’s unique needs, embodying a “can do” attitude and a “customers first” approach. This commitment enables Sonic’s industry-leading operations to deliver innovative solutions while maintaining strong vendor partnerships and a robust supply chain.
Sonic Manufacturing Technologies is highly trusted by clients, thanks to its founders—successful engineers with a talent for problem-solving and technological innovation. As one of the largest contract electronics factories in the western U.S., Sonic is equipped to manage everything from small 10-piece engineering builds to largescale industrial and consumer volumes.
With over three decades of success in electronics manufacturing, a foundation of data accuracy, and an autonomous digital supply chain, the company currently procures over 66 million parts annually. More than 100 Silicon Valley original equipment manufacturers, from startups to industry giants, regard Sonic as a crucial supply chain partner. Business Pursuit recently sat down with Robert Pereyda to discuss this further.
Robert brings over 35 years of experience in printed circuit board design and manufacturing, metal fabrication operations, and electronics design and production. He has a particular expertise in new product design, leading numerous projects ranging from innovative biomedical devices to space flight experiments. In recent years, he has bridged the technological gap for Sonic by spearheading various IoT developments and
top-secret projects.
At the forefront of technological advancements, Robert is often credited with enhancing Sonic’s capabilities, ensuring the company remains a leader in cutting-edge processes. Previously the Director of Technical Services at Stanford Telecom, he also holds mechanical design patents from his work at Autek Systems.
Facility And Equipment
A proponent of the saying, “The right tool for the job,” Robert highlights the incredible advances that have been made inhouse to allow them to better support their clients. Utilizing 85,000Sq footage of manufacturing space, Sonic has ESD-controlled manufacturing facilities in Fremont, California, “Our facilities are custom engineered to meet New Product Introduction requirements and low-volume and high-volume world-class manufacturing standards,” he explains, “And production bottlenecks are minimized due to high-speed flexible lines that maximize flexibility and maintain the highest product quality.”
Additionally, In-house “Passive Stores” optimize materials logistics, shortens response times, and improves inventory management while automated stockroom materials flow which speeds up receipts and improves the quality of materials released to production. This is backed by customized IT infrastructure designed to support real-time transaction processing and on-line data management giving customers total visibility and tracking. This is supported by dedicated functional test suites that help Sonic enhance the customer productivity to the highest levels.
Engineering Mindset Leads To Solid Business Performance
Sonic Manufacturing Technologies has faced numerous challenges over the past five years, but as Robert emphasizes, their engineering
mindset has provided the flexibility needed to overcome these obstacles. This adaptive approach, combined with advancements in their supply chain and ongoing technological integration, has propelled the company to the forefront of Silicon Valley manufacturing.
“2020 was particularly difficult,” he acknowledges. “But we were fortunate to be classified as an essential service because we supply equipment to hospitals and medical labs. Additionally, the pandemic shifted a lot of work and opportunities that were headed offshore back to local manufacturing, so we took on new customers and products.”
While navigating the ever-changing COVID-19 landscape, Sonic became the first company to implement a fully digital supply chain in the electronics industry. Robert explains that this system successfully automates the supply chain from start to finish from front-end data cleansing and accurate material requirements planning to calculating and processing supply availability against demand and managing and validating shipping dates and invoices. “It’s now a complete digital cycle and handles up to 75 percent of the one million parts per week coming into the factory,” he says.
While this innovation boosts efficiency, agility, and responsiveness, Robert notes that digital transformation can be counterintuitive. It’s less about inundating people with more data and analytics and more about shifting decision-making capacity to the computer. With digital systems, planning and ordering can be completed in seconds or minutes, rather than over a one- or two-week procurement cycle. “If 75 percent of the parts are ordered within a minute or two after the MRP, then it’s really only the exceptions that move into purchasing,” he explains.
Robert further notes that humans simply can’t operate at this speed. However, by focusing on managing exceptions, employees now have more time to apply their ability to solving unique issues.
“They’re dedicating their talents to problem-solving, rather than simply calling up suppliers and placing repeat orders, which the computer handles very well,” he says. “Job satisfaction goes up, and boredom from repetition goes down. Honestly, having this much of the organization focused on exception management and problem-solving has been transformational for us.”
The Human Element
As discussions around digital technology become increasingly prominent in the industry, concerns about its impact on human jobs are growing. However, Robert highlights that the digital supply chain is fundamentally designed to necessitate human involvement. Establishing trust in relationships where computers are “hard-wired” for data-sharing is crucial. “Any time you do integrations like this, there’s a degree of stickiness between both parties, which means that the company and personal relationships tend to be long-term; while for
exceptions and problem-solving, knowing your partner is equally important,” Robert explains. He emphasizes the importance of demonstrating to suppliers that strengthening digital relationships is as financially advantageous for them as it is for buyers.
Sonic’s integrated partners, using application programming interfaces, have seen their share of Sonic’s business increase, processing orders to invoices at progressively lower costs. “Digi-Key was our first partner, and we now have about 12 live connections to most of the major US electronics distributors.”
Within the company, digital advancement is not coming at the expense of its employees.
“Going digital has not cost anybody their job, and that result is deliberate. Learning to
last parts to arrive before it could be built and shipped. The faster you move the supply chain, the more exceptions there are to manage and therefore the need for more exception managers, not less. There will never be a time when automation replaces 100 percent of the parts coming into the building; so, relationships matter.” This clearly shows that, contrary to popular belief, skilled problem-solvers remain essential to the digital supply chain.
Leading From The Front
Although Sonic has reaped significant benefits from digital advancements in the electronics industry, the company remains committed to leading in digital supply chain innovation. As Sonic navigates the rest of 2024, its objectives
The second priority addresses the challenges of the past 12 months, where the electronics market has faced surging prices and scarce parts, complicating both procurement and overall business operations. “My dilemma in this constrained market is deciding how much leeway to give the computer for purchasing higherpriced parts versus relying on human expertise. If you give the computer too much authority, you risk going out of business, but overburdening staff limits their ability to effectively address individual issues,” Robert explains. “The lower cost of digital can offset the higher cost of materials. Beyond speed, accuracy, and volume, we can often acquire constrained parts before
Urchin Property Management Inc. (UPMI)
Extensive Experience. Local Roots.
Daemon Sands
Located in downtown Dartmouth, Nova Scotia, Urchin Property Management Inc, an affiliate of Urchin Holdings Ltd, is a prominent property management company with a diverse portfolio of residential and commercial properties. For over forty years they have served the Halifax Regional Municipality with commitment and style, establishing themselves as the trusted partner for property investments in the region.
Strong Roots
Forty plus years ago, the company founder Roger established a vision to manage and grow his property investments in the Maritimes. The name “Urchin” holds special significance, symbolizing his connection to coastal living near the Atlantic Ocean. Additionally, it cleverly incorporates an acronym derived from the initials of his three children, reflecting the importance of family which has always been connected to the business. Today, UPMI is led by Ursula Prossegger, Roger’s daughter, who continues the family legacy by managing and expanding the company’s diverse operations.
A Huge Footprint
UPMI offers a wide range of property management services designed to meet the diverse needs of property owners. These services include financial management, leasing, tenant relations, and property maintenance. By providing a holistic approach to their industry they ensure property owners are in a position to maximize investment returns while maintaining high levels of tenant satisfaction. The company’s focus on financial results, cost-saving strategies, risk management, and excellent resident service has been instrumental in fostering growth and operational efficiency which is crucial given the size of their business. With over one thousand apartments in the Halifax Metro Area, UPMI’s portfolio is impressive but this only covers one small part of the whole. In addition to residential properties, the company oversees 66,000 square feet of office and retail space in downtown Dartmouth and Cole Harbour and 150 parking spaces in
downtown Dartmouth, catering to the needs of both residential and commercial clients.
Upmi’s Community Positions
Ensuring that their community presence is felt appropriately and can make a positive impact, Urchin Property Management INC has ensured that it has membership partnerships with the most in touch organisations in their sector, including property ownership and affordable housing associations.
As an active member of the Investment Property Owners of Nova Scotia (IPOANS), UPMI plays a significant role in the local property management community. According to online research, IPOANS is a respected industry body representing the interests of property owners across Nova Scotia. Through its membership, UPMI contributes to the advocacy efforts of IPOANS, ensuring that the voices of property owners are heard in discussions on housing policy and regulations.
Housing affordability is a pressing issue in Canada, and UPMI, along with other IPOANS members, are actively involved in addressing this challenge. The rapid growth of Halifax and the surrounding communities has led to increased demand for housing, outpacing supply and driving up costs. UPMI advocates for a cooperative approach between the government, property owners, and other stakeholders to address the housing crisis.
“We believe that increasing the supply of housing, rather than imposing rent caps, is essential to solving the problem,” Ursula reveals, adding, “What is needed is a clear approach based on facts and rational planning.”
Challenges and Advocacy
In recent years, UPMI and its peers in the property management industry have faced significant challenges, including rising costs of energy, building materials, and labour. Further compounding these issues is inflation, altogether making it difficult for property owners to maintain their properties while keeping rents affordable.
Ursula has argued repeatedly that
property owners are not to blame for rising rents, as many of the costs associated with property management are externally controlled. She tells us that her company is committed to navigating these challenges while advocating for fair treatment of property owners who are often shouldered aside in the media attention.
An advocate for rational thinking and a reliance on principles and facts Ursula has also been involved in fighting the negative public perception that UPMI found itself facing during the COVID-19 pandemic, when property owners were often labelled as “slumlords.”
She spoke out against these unfair characterizations, “There are a number of responsibilities that come with managing rental properties,” she says, “As the role of a property owner is that of a parent, responsible for the welfare of tenants and the integrity of the property but there are realities, especially during the pandemic, where these were seldom considered.”
She adds that UPMI is working with IPOANS to educate the public and stakeholders about the full scope of realities involved in property management with the aim of promoting a more balanced and informed understanding of their important industry.
UPMI’s Vision for the Future
As UPMI looks to the future, the company is focused on continuing its growth and embracing innovation in property management. According to Ursula, this includes exploring new technologies and practices to enhance efficiency and improve tenant experiences. Ursula says that while they are committed to expanding their portfolio and exploring new opportunities in the HRM and beyond, they can only achieve this by staying true to their core values and leveraging their local knowledge which has so far brought them to the lead of the property management industry.
UPMI’s future vision also includes strengthening its ties to the local community as they recognize the importance of being an active and engaged member of it, contributing to its growth and development. To achieve this, they will continue working with local stakeholders, including the government, nonprofit organizations, and tenant associations, to create a more equitable and sustainable housing market in Nova Scotia.
Integrity, Responsibility and Community
“With our rich history, diverse portfolio, and a commitment to excellence, we plan to continue leading the property management industry in Halifax.”
“We have always aimed to be a testament to the strength of family-owned businesses and the impact they can have on their communities,” says Ursula, “With our rich history, diverse portfolio, and a commitment to excellence, we plan to continue leading the property management industry in Halifax.”
And, as the company navigates the challenges of a rapidly changing market, they will face it with a dedication to its core values of integrity, responsibility, and community engagement.
K2 Data Centres
Bringing the hyper to hyper-scale
Cassidy Banks
With offices in Dublin, Singapore, and Hong Kong, K2 seamlessly connects East and West as a prominent international developer, owner, and operator of hyper-scale digital infrastructure assets. As experts in delivering essential digital infrastructure, particularly Data Centre environments, to leading technology companies, they establish the physical backbone of the internet, cloud services, and the digital solutions of tomorrow, today.
Providing these solutions to millions of users around the world every day, K2 Data Centres have a proven track record for operating an industry-leading service, K2 Data Centres understands what is at stake and how important their customer’s fealty is. Trust is certainly earned and their investments in significant physical networks, storage and computer resources go a long way to put their customer’s minds at ease.
A wholly owned subsidiary of the Kuok Group, a giant of a business today that began in 1949 as Kuok Brothers in Johor Bahru, Malaysia. At their start they were a small family business trading in rice, sugar and wheat flour and K2 Data Centres comes from this legacy of building something important one step at a time.
Over more than 70 years, the Kuok Group has grown into one of Asia’s most dynamic multinational conglomerates, with diverse operations in all six continents including Real Estate, Hotels & Resorts, Logistics, Maritime, Digital Infrastructure, Media, Commodities and Philanthropy. Guided by the values of Robert Kuok, the Group’s founder, their corporate culture is built on perseverance, loyalty, and integrity.
This last foundation was prominently seen in two projects over the last handful
of years in two separate projects. Firstly, when K2 Data Centres and Sinarmas Land Limited entered into a joint venture in 2022 to develop a number of hyperscale data centres in Jakarta Indonesia to meet the demand for data centre capacity in the country. And secondly, in 2023, when they partnered with the Tenaga Nasional Berhad to forge an agreement to supply stable electricity for K2’s inaugural data centre campus in Malaysia’s Sedenak Tech Park in Johor Darul Ta’zim.
In the first project, K2 as a firmly established developer, owner, and operator of hyperscale digital infrastructure manages the digital aspect and Sinarmas Land Limited handles the bricks and mortar side. Together they intent to build Indonesia’s digital infrastructure talent and capabilities.
Michael Widjaja, CEO of SML Indonesia says that they were excited to welcome and work closely with K2 Data Centres and this has continued, “We are witnessing firsthand the rapid growth of Indonesia’s digital economy and are deeply committed to supporting the transformation into a digital and economic powerhouse. We believe this joint venture will contribute meaningfully to the digital infrastructure required to enable Indonesia to realize the full potential of its digital opportunities.”
What Is The Development Like
The JV’s first development, K2 Data Centre Jakarta 1 Campus comprises four data centre facilities in Bekasi Regency, Greater Jakarta. This area is strategically situated in close proximity to international cloud service providers’ data infrastructure and the campus delivers a reliable 58.8MW of IT capacity.
The first phase was ready for service early this year and is Uptime Institute Tier
III (TCDD & TCCF) and LEED Gold certified. In addition, the JV has a second availability zone with a campus development of similar scale in the pipeline located in Karawang Regency, Greater Jakarta.
Leveraging Talent
An outstanding example of how companies in different industry sectors can work together, the partnership has been able to leverage the depth and strength of K2’s and SML’s expertise. Supported by SML’s extensive capabilities in facilities and infrastructure management, the K2 JKT 1 Campus project has extended K2’s track record of delivery and operating at worldleading service levels to Indonesia.
Kuok Meng Wei, the managing director
and CEO of K2 Data Centres, told us that partnering with SML allowed them to provide critical infrastructure for the fast growing digital economy in Jakarta, “After several years developing and operating DCs for our hyperscale customers in Europe, K2 JKT 1 Campus marks our debut in APAC, where we continue to bring our leading technical and operational service experience to our customers in this exciting region.”
Collaboration As A Mainstay
The second project we mentioned, which took place the following year in 2023, saw K2 joining forces with Tenaga Nasional Berhad (TNB) to forge an electricity supply agreement (ESA) aimed at securing a stable power supply for K2’s inaugural
hyperscale data centre campus situated within Malaysia’s Sedenak Tech Park (“STEP”) in Johor Darul Ta’zim.
This development stemmed from a collaboration earlier that year between K2 and TNB on multiple initiatives, leading to the submission of three separate ESA applications. The upcoming JHR1 Data Centre Campus now features an impressive future gross power capacity of 300MW, provided by TNB. With operations beginning in the first quarter of 2024, the interim 275kV power supply has already energized the state-of-theart data centre campus. Committed to a long-term strategic partnership, K2 and TNB are focused on building world-class digital infrastructure, supporting the rapid expansion of Malaysia’s digital economy.
Collaboration between businesses is a powerful strategy that drives innovation, efficiency, and growth. When companies join forces, they pool resources, expertise, and networks, leading to the creation of new products, services, and solutions that may not have been possible independently. This synergy allows businesses to tackle complex challenges more effectively, benefiting from diverse perspectives and specialized knowledge.
“It fosters a culture of shared learning and continuous improvement,” says Kuok Meng Wei, “By working together, businesses can identify best practices, streamline processes, and adopt new technologies more rapidly. This collective approach reduces costs, mitigates risks, and enhances competitiveness in an increasingly globalized market.”
Moreover, partnerships between businesses can open up new markets and customer bases. By leveraging each other’s strengths, companies like K2 Data Centres expand their reach and tap into previously inaccessible opportunities. This not only drives revenue growth but also builds stronger, more resilient businesses capable of adapting to changing market dynamics.
“By working together, our businesses can address societal and environmental challenges, creating shared value for all stakeholders,” he adds, “In an era where consumers increasingly value ethical practices, collaboration can enhance a company’s reputation and long-term success, making it a win-win strategy for all involved.”
Swedish Plastic Recycling
Well packaged circular economy
Foylan Rhodes
When packaging wrapping from China is washing up in surfing communities in Kwa-Zulu Natal, and plastic car components from Germany are being found in the deepest corners of the mid Pacific oceans, it is clear to everyone that plastic waste is a pressing global issue. While some countries seem happy to waste time blaming each other about this growing environmental crisis, Sweden has taken a significant stride towards addressing it.
A country known for its innovative and proactive approach to conducting itself, Sweden has firmly committed to recycling all plastic packaging, and in doing so, aim to transform plastic waste into new, useful products. This ambitious goal is supported by the establishment of Europe’s largest and most efficient plastic recycling plant, representing a major advancement in waste management technology.
The state-of-the-art facility Site Zero, is equipped with fully automated systems and sorts various plastic types with remarkable precision. The plant’s capability to handle and process plastic packaging from every household in Sweden is a result of the investment put into the project and the country’s commitment to a circular economy.
However, owning the most advanced recycling plant in Europe is not enough to bring the significant change that is required. The scope of the operation involves a massive collective effort from multiple stakeholders, including producers, consumers, and waste
management systems.
The producers of products have to be trusted to select recyclable plastic packaging at the source while consumers have to properly sort their plastic waste prior to collection. Furthermore, optimizing waste collection systems is required to ensure that all recyclable materials are effectively processed. Every link in the recycling chain plays a crucial role in making plastic circular and minimizing waste.
The Company
Swedish Plastic Recycling is at the forefront of this transformative effort, managing a comprehensive system for collecting and recycling plastic packaging across Sweden, adhering to extended producer responsibility principles.
The plant in Motala, known as Site Zero, stands as a testament to the country’s commitment, being the largest and most efficient recycling facility in Europe. One of those technologically astounding locations demonstrating what can happen when great engineering minds come together with ambitious-long-term thinking. Yet again, Sweden has shown a completely different standard of futureproofing and sustainable thinking.
Owned by a coalition including Plastinformationsrådet, Dagligvaruleverantörerna DLF, Svensk Handel, and Svensk Dagligvaruhandel, Swedish Plastic Recycling operates with a dedicated team of around 100 employees. This multi-company
collaboration ensures that the organization remains closely aligned with industry standards and environmental goals.
What is the Waste Hierarchy
Proof that plans do not have to be complicated, Sweden’s approach to waste management is guided by a well-defined and easy to follow hierarchy that prioritizes environmental sustainability. Five steps are involved with each aimed at incrementally reducing waste and enhancing recycling efficiency and involving everyone.
The first step is prevention, which focuses on minimizing the use of plastic packaging to avoid generating waste in the first place. Re-use is the second step, encouraging the purchase of second-hand plastic products to extend their life cycle. Recycling, the third step, involves converting plastic waste into raw materials for new products. Energy recovery, the fourth step, is about extracting energy from non-recyclable plastics. Finally, disposal is the least favourable option, involving burying waste in landfills, a practice that is almost non-existent in Sweden due to the country’s effective recycling systems.
The Plastic Recycling Process
The recycling process at Swedish Plastic Recycling begins with the collection of plastic packaging, which is supplied by producers to the Swedish market at a rate of approximately
200,000 tons annually. Designated recycling sites, located near households, facilitate the collection of both soft and rigid plastics.
Once collected, plastic packaging is compressed into bales for efficient transport to the recycling plant. At Site Zero, the plastic is sorted by type and colour using advanced technologies. Plastics that cannot be sorted are directed towards energy recovery. The sorted plastics are then washed and granulated into raw materials, ready to be used in the production of new plastic products. This process ensures that the majority of plastic waste is recycled, while non-recyclable materials are used for energy recovery, reducing the overall waste.
The Miracle site: Site Zero
Site Zero represents a significant leap in recycling technology. Doubling the plant’s previous capacity, Site Zero can now process up to 200,000 tonnes of plastic packaging per year. The facility is designed to handle a diverse range of plastic types, with future plans to expand its sorting capabilities to twelve different types. This includes rigid and flexible plastics, various grades of PET, and even metal and nonplastic rejects.
The plant boasts cutting-edge technology, including 60 Near-Infrared (NIR) sensors for sorting—far more than comparable facilities.
MAXIMUM COMPACTION OF ALL KIND OF RECYCLABLE MATERIALS
UNOTECH ® BALING PRESSES
. Robust machine technologies
. Maximum material compaction
. High material throughput
. Volume reduction up to 95%
. Pressing forces per segment from 400 to 2,300 kN
The advanced control system, incorporating real-time optimization and artificial intelligence, ensures that the sorting process is highly efficient and accurate. Site Zero aims for zero incineration of packaging, with any remaining plastic being directed towards chemical recycling or new composite products. The total investment in Site Zero is approximately SEK 1 billion, supported by a significant contribution from the Swedish Environmental Protection Agency through the Klimatklivet climate investment aid programme.
Sweden’s commitment to plastic recycling is exemplified by its advanced recycling facility and its adherence to a comprehensive waste management hierarchy. By fostering collaboration among producers, consumers, and waste management systems, the country is setting a global standard for sustainable plastic use and recycling.
The innovations at Site Zero reflect a forward-thinking approach that aims to make plastic circular, reducing environmental impact and conserving resources. As other nations look to Sweden’s example, the journey towards a more sustainable future becomes clearer, demonstrating the vital role of advanced recycling technologies and cooperative efforts in addressing the global plastic waste challenge.
Five steps are involved with each aimed at incrementally reducing waste and enhancing recycling efficiency and involving everyone.
BECKER UK Ltd
The Pumping Heart of an Industry
Foylan Rhodes
BECKER UK Ltd are a wholly owned subsidiary of BECKER GmbH and the only distributor of Becker vacuum pumps and compressors. Masters of their trade they form the beating heart of the vacuum pump industry and what they don’t offer, isn’t worth having. Foylan Rhodes investigates.
At their UK head office, based in Hull, East Yorkshire, the company carries and stores extensive stocks across the manufacturing range of new pumps, accessories, spare parts and service kits. From here as well they offer a fully equipped service and repair centre and an in-house team wholly focused on developing their bespoke centralised systems.
BECKER offers a comprehensive range of products, including vacuum pumps, central vacuum systems, compressors, accessories, spare parts, and tailored vacuum solutions for diverse applications across various global industries. Leveraging innovative solutions, extensive services, and decades of experience, BECKER’s offerings improve plant efficiency, ensure high reliability, and lower maintenance costs. With over 135 years in the industry, BECKER not only provides the products clients need but also assists in locating alternative sources if a specific item is unavailable.
Now, distributors are the beating heart of industry and BECKER UK Ltd, as the primary source of their branded pumps on the island take this very seriously. It’s not enough to exclusively offer the best vacuum pumps and compressors in the world, you must be able to provide remedies for any maintenance or
repair issues. Customers are met with friendly, knowledgeable staff who have access to a full inventory in stock that is ready to ship. The importance of using genuine parts is obvious as it ensures optimal pump performance for an extended lifespan, maintains warranty coverage and increases efficiency.
Some of the above may seem rhetorically obvious, however there is always a percentage of users who have a “that’ll do mentality” and it’s these same users who are inevitably linked to calamity. Instead, BECKER, as a group, would prefer if all their customers would simply listen to their expertise and trust that the scope of their product range reflects their understanding of the role their technology plays.
“Our vacuum knowledge is unmatched in shipbuilding, maintenance, cargo management, and fuel transfer,” says Lawrence Huxley, technical market specialist at BECKER who is exhibiting in September at IMPA (International Marine Purchasing Association) 2024. He adds, “Air technology is also integral in vacuum bagging and resin infusion of ship hulls, decks, and superstructures. BECKER systems cater to the precision required for vacuum-forming plastic parts, which include a wide range of products and services, such as onboard wastewater treatment, even powering efficient vacuum toilets.”
With a bustling exhibition area, a jampacked specialist conference programme and a selection of parallel networking events and seminars, this is the prime calendar event for anyone interested in the nuts-and-bolts behind the marine industry. And it’s a place
where BECKER shines. Endorsed by the International Marine Purchasing Association (IMPA) and accredited as the official vacuum supplier for the INEOS Britannia boat, BECKER’s dedication to marine excellence is evident through their quality manufacturing and tailored vacuum solutions for various applications.
Although, there are many significant case studies that can be brought to the conversation, there is one case study that demonstrates the lengths BECKER are prepared to go to help customers.
The Case Of Basler AG. Basler AG offer a broad, coordinated product portfolio of image-processing hardware and software, they also work with customers to solve their vision application issues and develop customized products and solutions. As a business that works in precision equipment and are intently focussed on customer benefits, Basler AG has taken on a leading role in the fields of factory automation, medicine, transport, traffic, logistics and retail. They currently employ approximately 1,000 people at their headquarters in Ahrensburg in Germany as well as at other locations covering Europe, Asia and North America. Just like BECKER, they operate on a global scale, but understand the importance
of local-solutions and service excellence. Decisive factors for Basler’s impressive 30year success story are the courage to take risks, the willingness to see constant change as normal, and the passion to drive customeroriented innovation.
So, it was important for BECKER to listen to the key pain-points faced by Basler and recommend a timely solution to keep operations smooth, whilst also recommending suggestions to improve overall plant performance in the long-term.
The Challenge
Basler AG had been relying on a 17-year-old BECKER side channel blower for its stencil washing systems, used in the production of industrial cameras. This blower powered two rotors that utilized warm, compressed air to dry the stencils after cleaning. A malfunction arose when the compressor’s frequency converter failed, and finding spare parts proved to be more costly through the supplier than directly from BECKER, the manufacturer. Additionally, if the machine failed completely, stencils would need to be cleaned by hand, which would not meet the high standards required by Basler.
The Solution
After the prompt installation of the optimised
BECKER side channel blower, the machine was running smoothly again within a very short time. The new blower showed improved performance and was quieter in operation compared to the old blower from 2005. The new product helped increase the efficiency of the stencil washer and the benefits were immediately clear, including a 20% increase in volume flow with the BECKER SV201/1, a quiet operation that required low service, improved ergonomics and savings of over 50% thanks to energy-optimized system operations.
“Working closely with Marc Oliver Hempel, Sales Manager North, made the entire process smooth and efficient,” says Felix Rogalski of Basler AG, adding, “The new side channel blower was delivered just a few weeks after placing the order, and it was an excellent investment as it remains quieter than our old blower and easy to install, requiring minimal adjustments to the machine.”
As Huxley says, effective manufacturing of vacuum pump machinery requires a strong customer focus and the integration of updated technology, “By prioritizing customer needs and leveraging advanced technology, we can enhance product quality, improve efficiency, and stay competitive, ensuring reliable performance and satisfaction in a dynamic market.”
“Our vacuum knowledge is unmatched in shipbuilding, maintenance, cargo management, and fuel transfer,”
The Redland Company Inc.
Florida’s problem-solving construction company
Cassidy Banks
Working out of Homestead, Florida, The Redland Company’s presence on the roads and on construction sites have become part of the identity of the local area. Tracing their roots back to a road contracting company founded by Charlie Munz over fifty year ago, the company has seen the landscape and business environment change drastically around the area and over the intervening half century the company has obligingly adapted to meet the needs of their customers, clients and community.
Although their base is in the southern part of Miami-Dade County, they manage full site development and infrastructure contracting services throughout Florida. While much may have changed, the important things still are the same.
The company’s crews and equipment are still visible on the road as a transportation contractor, but this is just one aspect of its fullservice engineering contracting capabilities. The Redland Company offers comprehensive site development and infrastructure contracting services throughout Florida and Georgia. One constant is the Munz family’s involvement, now in its third generation, keeping a strong commitment to clients and the projects they undertake.
Setting Their Own Redland Standard
With a comprehensive site contracting team that includes experienced project managers, an in-house safety department, and its own equipment fleet and maintenance staff, The Redland Company takes punctual completion of work seriously.
Importantly, this work is carried out by problem solvers—experienced professionals who understand what it takes to get the job done, no matter how challenging, right where it matters. The outcome is value. By employing a meticulous costing approach for every project, asking numerous questions, and actively seeking answers, the company clearly outlines their proposals for prospective clients. This results in more precisely defined projects, leading to fewer change orders and consequently reducing the risk of delays and
cost overruns.
Thanks to the combined experience, expertise, and skills of their principals, project managers, and field employees, The Redland Company can offer innovative ideas and solutions that yield significant time and cost savings on any project. Notably, The Redland Company has never incurred “liquidated damages” and has consistently earned early completion bonuses. This track record underscores their capability to deliver exceptional results.
Commitment
In an industry where capability is crucial and demonstrated through tangible results, The Redland Company stands out as both visible and viable. Their completed projects span a wide range of government and private sector facilities and infrastructure with active crews on sites across various industries, including entertainment, public utilities, and more. Whether working on big-box stores for Wal-Mart and Home Depot, townhouse subdivisions, hospitals, educational institutions, mining operations, transportation structures, defense projects, or utility infrastructure, The Redland Company has consistently applied its unique resources and approach to ensure prompt and efficient project completion. From preconstruction services such as conceptual pricing and value engineering to survey, layout, erosion control, clearing, grubbing, drainage, and water and sewage construction, The Redland Company’s claim of full construction capabilities is not just a promise but a verifiable fact.
Speciality Equipment
The tools often make the trade and in the case of Redland Company they certainly put them on a different competitive level. There are four main types of equipment used:
Trimmer
Their Trimmer fleet is employed to enhance the production and quality of finished base courses and subgrade surfaces for highway, roadway, airport, seaport, and other large
pavement projects. Due to the important nature of such projects and the need to repave, these machines have completed millions of square yards of base and subgrade work.
Reclaimer-Stabilizer
The RS-650 is used for stabilizing subgrade by mixing existing soils and incorporating additives to further enhance their stabilization. For instance, when increasing the Limerock Bearing Ratio (LBR) value of the subgrade, if the existing soils do not meet the required LBR value, additives like limerock can be imported and placed over the existing soils. The RS650 then blends these amendments with the existing soils, thereby improving the LBR value.
The RS-650 can also be used to pulverize material, be it existing limerock, asphalt or concrete to create suitably workable subgrade. This is both a useful and environmentally friendly advantage as it saves time compared with standard demolition, eliminates haul off and disposal costs of the materials and recycles existing product onsite without the need to import stabilizer materials.
Agriculture also benefits from the pulveriser’s applications although the CMI 650 is best suited for pulverizing existing rock land.
The results can be added soil depth for row crops and tree nurseries and tree stumps can be pulverized and mulched in place, cutting costly offsite disposal.
Chipper
The Redland Company’s specialized tree chipping equipment delivers exceptional performance for both large and challenging jobs. Mounted on a track excavator, the chipping head can reach areas and handle ground conditions that standard chipping crews may struggle with. Furthermore, the chipping head’s design is engineered for minimal maintenance, resulting in increased operational efficiency and “up time” compared to other chipping heads. This advanced design accelerates the clearing and chipping process by eliminating several steps typical of standard chipping operations: no need for separate topping, limb cutting, re-handling of cut limbs and trunks to the chipper, chip pile relocation, or grinder relocation. Stumps and root balls can also be extracted and chipped in place, avoiding the need for separate stump grinding. This specialty equipment integrates all these steps into one streamlined process, saving time and reducing costs. The resulting product leaves chipped vegetation on the ground to decompose naturally. If chip removal is required, the chips can be stripped and loaded with the underlying topsoil for onsite stockpiling or offsite hauling.
Vermeer Trenchers
Redland possesses one of the largest fleets of chain-type, track-mounted trenchers in South Florida. These specialized trenchers
are uniquely capable of excavating the local limerock strata for utility work. This method proves particularly advantageous in the Florida Keys, where the extremely hard coral rock and limerock pose significant challenges for standard excavators.
Redland’s entire fleet consists of Vermeer trenchers, which are globally recognized for their high quality and robustness in large trenching operations. Redland maintains these trenchers within its in-house equipment fleet and is supported by Vermeer’s parts supply when necessary. Additionally, Redland can access other types of trenchers to supplement its fleet as needed. The real advantage of Redland’s rental access lies in the expertise of its operators, who possess both local knowledge and the skills required to handle the challenging rock conditions in South Florida
and the Keys.
These trenchers have been effectively utilized on major utility projects, including the Village of Islamorada Wastewater project—a nearly $100 million Design-Build-OperateFinance (DBOF) endeavor. This project involved creating over 15 miles of new utility trenches through diverse soil conditions, primarily consisting of extremely hard coral and limerock. For a visual demonstration, see the video of a 955-trencher in action on the Islamorada job. By leveraging advanced technology and maintaining a commitment to quality, the Redland Company not only meets but often exceeds the demands of modern construction and industrial applications. Their diverse fleet of specialized equipment, backed by robust support services and a skilled workforce, ensures optimal efficiency and effectiveness on every project. As the industry continues to evolve, the manufacturer’s focus on cuttingedge solutions and customer satisfaction positions it as a leader, driving progress and setting new standards in machinery excellence.
Cambridge Investment Group Inc.
Commitment And Culture
Daemon Sands
Founded in 1981, Cambridge Investment Research, Inc. is an internally controlled financial solutions firm dedicated to serving independent financial advisors and their clients. Offering a flexible range of solutions in the areas of advice, growth, technology, independence, and more, Cambridge is guided by its core values of integrity, commitment, flexibility, and kindness. Considered by many to be innovators, they are characterised by being problem solving game changers, independent and definitely “Cambridge”.
For over 40 years, the company, led by Cambridge Executive Chairman Eric Schwartz and Chief Executive Officer Amy Webber, have provided financial advisors with the freedom to thrive. Growing a foundation of independence, culture, and values that has helped Cambridge become one of the largest internally controlled financial services firms in the country. Total revenue of $1.65 billion with $172 billion of assets under advisement and 3,800 producing financial advisors and over 900 associates.
Recently named one of the Most Giving Companies in Iowa by the Grateful Giving Foundation, it is clear that this company is not simply about making money. The award highlights businesses leading the state in charitable giving, celebrating small, medium, and large organizations in Iowa that demonstrate an unwavering commitment to community service and philanthropy. Cambridge, which serves 900 associates and 3,800 financial professionals across the country, was included among organizations in the “large companies” category.
“We are pleased to include Cambridge in this inaugural list of Iowa’s philanthropic leaders,” said Grateful Giving Foundation CEO, Matt Ostanik, adding, “The company and the Cambridge Foundation have demonstrated a deep commitment to making a positive difference in their local community and across the state. Cambridge is part of a prestigious group of companies that make it a priority to give back and help others.”
Community service and giving back have been integral components of Cambridge’s mission for nearly 45 years. The firm’s Giving
Back program, in conjunction with its annual conference, has raised nearly $1 million for charities and nonprofit organizations across the country, including over $70,000 in 2023 to the Center for Independent Living (CIL).
The Cambridge Foundation, established as a community outreach initiative by Founder Eric Schwartz, has donated to more than 100 charitable organizations over the past two years.
Cambridge has also been a key contributor to several notable projects in the Fairfield, Iowa, community such as the opening of the Cambridge Little Achievers Center, a 14,000-square-foot facility; the renovation of the Roosevelt Recreation Center, now the Cambridge SportsPlex; and the development of the Cambridge Learning Center at the Jefferson County Fairgrounds. Cambridge’s Spirit of Cambridge Awards, Matching Gifts, and Dollars for Volunteers programs further illustrate the firm’s dedication to enhancing the communities it serves.
It may seem odd to begin an article about an investment group with a fanfare about their charitable giving, but it is worth looking at because it defines Cambridge Investment Group in the crowded financial securities market. And it is not the only distinguished aspect of the company. 2024 has proved to be a busy year, in April, Amy Webber was named finalist for InvestmentNews CEO of the Year Award at the same time as the company was named finalist for InvestmentNews Broker-Dealer of the Year Employer of Choice Award. Eric Schwartz won the Fairfield Chamber “Legacy” Award and Erica Voreis was promoted to Vice President of Transition and Acquisition Operations.
It may be grandstanding on the part of Cambridge to be so media transparent, or perhaps they just have something worthwhile to announce. On all accounts it seems to be the latter. Their culture is one built on perspectives, education, culture and strong leadership, four essential pillars that drives their commitment. As Eric Schwartz says, “We’re connected in purpose and values and strengthened by our differences.”
It should come as no surprise that the company was named a Top Workplace USA for the fourth consecutive year. Organizations named to this annual list are recognized for building a positive and productive work environment and are selected purely based on employee feedback gathered through an engagement survey conducted by Energage, an independent research company. Over the span of nearly two decades, the Top Workplaces program has surveyed more than 23 million employees at 70,000 organizations around the country.
The Top Workplaces awards program honours companies that are making the world a better place to work by prioritizing a people-centred culture and giving associates a voice. The complete program includes three pillars, National (USA), Regional (e.g. Iowa), and Industry (e.g. Financial Services), and works with Energage to survey employees around the nation. The survey focuses on three components of the workplace.
These being:
• Engagement: An assessment of how associates feel about working at the company overall.
• Organizational Health: An assessment of the fundamentals of the company.
• Satisfaction: An assessment of the day-to-day job.
In addition to its four Top Workplace USA awards, Cambridge has earned two Top Workplace Industry awards and 13 Top
Workplace Iowa honours.
Dedicated
Cambridge is constantly pushing to expand their reach and make clever use of digital technology to educate and inform the financial sector. These include numerous whitepapers available on their websites and a booming podcast “Cambridge Stronger Podcast”.
The company is also dedicated to Diversity, Equity and Inclusion and have published several articles showcasing how across the business landscape, companies and organizations in every industry (including financial services, technology, retail, education, and more) are changing the way they approach diversity and inclusion. According to a Glassdoor report, 57 percent of employees think their organization should be more active in promoting DEI in the workplace.
The advantages of a company culture that prioritizes inclusion are well documented. Several studies have shown that organizations that adopt and implement focused, inclusiondriven initiatives benefit from a few key outcomes. Although these advantages are clear, the actual process of building a truly diverse and inclusive environment isn’t and this is one of the areas where Cambridge are helping businesses persevere and change. This starts from the top, to create a more inclusive culture, it’s not enough for firms to simply establish procedures and hope for the best. For maximum cooperation throughout the entire organization, the bold actions required to establish an environment of inclusion should be embraced and promoted by leaders of the firm.
“We’re connected in purpose and values and strengthened by our differences.”
A study conducted by Quantum Workplace found that 26 percent of employees either think their managers are opposed, unaware, or undecided about diversity and inclusion. Leaders set the tone and expectations for the firm in this area.
Technology
Cambridge specializes in supporting financial advisors in growing their businesses and establishing themselves as trusted industry professionals. The company provides a range of unique and invaluable resources not available elsewhere, including products, practice management solutions, marketing tools, sourcing assistance, success strategies, acquisition support, transition services, compliance guidance, networking opportunities, and even turnkey office spaces.
CLIC® is Cambridge’s allencompassing online business platform designed to address the diverse business models of independent financial advisors, offering both choice and flexibility. CLIC provides a customizable suite of integrated technologies that are regularly updated. It enables advisors to manage their business from any location, at any time, and in any manner they prefer.
As Schwartz says, “Clarity on elements such as DEI and procedure are crucial in the financial sector for fostering transparent communication and fair practices. By prioritizing DEI we ensure a more inclusive environment, leading to better outcomes and a stronger, more resilient industry.”
SICHENZIA ROSS FERENCE CARMELLLP
Sharp minds, Creative Solutions
Sichenzia Ross Ference Carmel LLP is a full service corporate and securities law firm.
Our litigation department specializes in defending clients in arbitrations, court actions, and regulartory matters throughout the U.S.
Our corporate and securities department specializes in representing public and private companies go public, raise capital, merge and acquire other entities, and otherwise meet their corporate and securities needs.
Marc. J. Ross, Esq., Founding Partner E: mross@srfc.law P: (212) 398-5541 1185 Avenue of the Americas, 31st Floor New York, NY 10036
mross@srfc.law
Atlantic Towage & Marine
A Family Legacy in Ireland. Towage and Salvage
Donnie Rust
When it comes to navigating the tricky waters of the Atlantic, it pays to collaborate with specialists. Those people who have grown up on the water and intuitively understand the sea and her various moods and tempers. Business Pursuit looked at Atlantic Towage and Marine, Ireland’s premier towage and salvage company.
Operating out of the southwest coast of Ireland, Atlantic Towage and Marine are passionate about what they do and specialise in harbour towage in the ports of Bantry, Fenit, Castletownbere, Dingle, Killybegs, Cork and Foynes and also provide marine services such as coastal and International towage, salvage and emergency response, dive support services, crew transfer vessels, pilot vessels, survey and guard vessels. marine consultancy and crewing.
If you noticed that they seem to offer customers everything they need before embarking upon the waters you’d be right, and it is standard for businesses working on the open seas. This is an environment best suited for those with sea legs. What actually makes Atlantic Towage and Marine stand out from the crowd of their competitors is their history and reputation for Irish pride.
Managing director Seth Harrington explains that their company is built on Irish pride and many generations of experience in this field. A history of making full use of the most innovative technology and techniques, seeing the importance of paying attention to every detail and the value of honouring their word.
“If we say we will do it we’ll do it,” he explains, “It’s not just about being true to our word but taking responsibility of every job we take on to see it through to completion.”
The Company
A forward-looking organisation Seth explains that they continue to invest heavily in fleet development, with vessels, equipment and personnel in an effort to continue offering their clients an unreasonably high quality of service. This is even seen in their strategic
location at Bere Island County Cork, at the entrance to Bantry Bay on the Southwest of Ireland, which puts them in a perfect location for emergency response and jobs in Ireland or further afield.
Atlantic Towage and Marine operates a fleet of fourteen vessels, including tugs, dive support vessels, and multipurpose workboats, allowing them to provide a broad array of services such as salvage, ship handling and berthing, towage, surveys, buoy and mooring operations, and pollution response. They also undertake various contracts for construction and insurance companies. Much of the company’s ongoing work is linked to Zenith Energy’s oil storage facility at Whiddy Island, County Cork.
Operations
To elaborate on their operations, the company is involved in manoeuvring oil tankers as large as 300,000 tons and offers specialized services for rig support, guard vessel duties, pilot and line boats, jetty services, and inshore and shallow water work. More recently, their investment in new vessels and equipment, such as the MultiCat 2309, has positioned Atlantic Towage to take on increasing contract work from the offshore renewables sector in European waters. Seth notes, “In the last 12-18 months, we’ve seen an uptick in work within the renewable sector. We support surveying activities that precede the laying of cables for wind farms. The new MultiCat will be a valuable addition, enhancing our ability to meet our clients’ future needs.”
Recently, Seth has further optimised their vessels, namely the MultiCat 2309 which is a recent acquisition, with a large forward deck crane, AKC 185 HE4, and an aft deck crane, HS AK34 HE4 and HS Marine, a DP1 system from Kongsberg. He reveals that this will be the first vessel in its range to feature a Dynamic Positioning System, with additional customizations designed to enhance its operational capabilities and improve client service. Although the Multicat 2309 meets
IMO Tier II compliance, Atlantic Towage has opted to prepare the engineering space for the future installation of the Damen Marine NOx Reduction System. This system utilizes selective catalytic reduction technology to achieve Tier III compliance, and with the space already allocated, it can be installed as needed.
“We chose Damen based on its strong market reputation, and we already have a Damen vessel in our fleet that has performed exceptionally well. We’re eager to take delivery next year and put the MultiCat to work right away.”
The superstructure has been completed at Damen Shipyards Kozle, and the Multicat is now in the Netherlands for outfitting.
Where Their Sea Legs Came From It has taken less than a decade for Seth’s fleet and workforce to double in numbers.
That reflects the demand for Atlantic Towage’s multidisciplinary services across different marine sectors and his unyielding passion for working at sea. He tells us that he mastered his trade working with his father’s ferry business, “I used to work on the ferries going out to the island. My father owns the ferry services, so I worked there when I was on summer holidays from school and on weekends for years,” he reflects.
We’re eager to take delivery next year and put the MultiCat to work right away.”
According to him, this inherited desire to work on the sea is one of the reasons why Atlantic Towage and Marine has continued to expand, “I was brought up on boats, it’s what
I’ve always done from a young age and what I will always do. I enjoy my job.”
This passion is the primary driving force that has motored Atlantic Towage into its position as one of the leading companies in its sector. Crews are highly experienced and trained in the towage and salvage industry. And while they are away from land, a professional onshore management team backs them to ensure customer needs are met with the highest standards.
Another example of this is in late 2021 when they completed a major refurbishment on their MV Trojan Vessel. Which was brought up to Killybegs in early December 2012 where she was dry docked in Mooney Boats Ltd, and had an extensive refit, which included renewing the entire deck area above the engine room, fitting a new deck crane and a hydraulic A Frame. The Trojan was completely sandblasted and the whole boat metalized. The vessel was then painted from top to bottom. The wheelhouse and accommodation areas were also completely refurbished in Castletownbere.
“The twin engine Trojanw as and is an important asset to the continued success of our Atlantic Towage and Marine,” Seth says, “It’s size and manoeuvrability, coupled with its deck crane and hydraulic A frame makes it a very versatile vessel.”
Water, water everywhere, ah, here’s a drop to drink
Donnie Rust
Northumbrian Water
Both supplying potable water to households and businesses across the northeast of England and collecting, treating and disposing of sewerage and sewerage sludge, Northumbrian Water Limited plays a pivotal role in the welfare and living conditions of over two and half million people in the area.
Urban populations in Tyneside, Wearside, Teesside and rural areas in Northumberland and County Durham, as well as the Hartlepool area rely on the company for their water and wastewater services. In total this area includes most of the northeast of England and makes Northumbrian Water the main supplier.
Meanwhile, their connected subsidiary, Essex & Suffolk Water provides water services to two separate supply areas. Their Essex area, with a population of 1.5 million, is part rural and part urban and includes Chelmsford, Southend and the London Boroughs of Barking and Dagenham, and Havering and Redbridge. In their Suffolk area, which is mainly rural, they serve a population of 300,000.
Total Services
Northumbrian Water offers a full scope of technical and consultancy services focused on the water supply industry and environmental issues through its divisions: NWG Property Solutions (www.nwpropertysolutions.co.uk),
NWG Scientific Services (www.nwss-labs. co.uk), and NWG Total Water Solutions (www.totalwatersolutions.co.uk). The group also operates three financing subsidiaries: Northumbrian Water Finance plc, Reiver Holdings Limited, and Reiver Finance Limited.
Additionally, NWGL has a direct subsidiary, NWG Commercial Solutions Limited, which serves as a holding company for non-regulated trading entities. NWGL also holds a 50% stake in Wave Ltd., a joint venture engaged in non-household water and wastewater retail activities in England and Scotland. The company is dedicated to providing high-quality water and sewerage services in their respective regions and strives to be a leader in their industry. A commitment to excellence that reflects their core purpose and mission.
Sustainability
Sustainability is central to their mission, guiding their efforts to protect and improve the environment in all their activities. They strive to excel in meeting customer needs while making a positive impact on the communities they serve.
Water is abundant but the privilege of having clean water available for cooking, drinking and sanitation comes at a high cost. For countries like the UK the water
demand is always high and the upkeep of the infrastructure supporting it is subject to an onslaught of problems. For example, many areas of England from Newcastle to Norwich have what is called hard water; the main cause of limescale. This is where, due to high mineral content, mainly calcium and magnesium carbonate, at the source of the water, the liquid that comes out of the pipes has a high mineral content which not only affects the taste and boiling point, but also causes limescale to build up in appliances. While not hazardous to people’s health this high mineral content can wreak havoc at the water filtration plants and along the pipelines delivering water to homes and businesses.
“If you have hard water, you might notice white scale build up in your appliances and taps, or a sheen on the surface of hot drinks,” says CEO Heidi Mottram, “It is more of a nuisance than harmful, but customers can reduce the effects of water hardness on their appliances by using a softener which swaps calcium and magnesium with sodium. It can also be reduced by boiling the water once in a kettle and replacing it with fresh water each time.”
Focus
As a water company Northumbrian Water understands that they have a certain level of responsibility and a duty of care to their
customers. Clean, delivered water being a hallmark of a sustainable civilisation. So, there is a short but essential focus-list that they follow. Namely, reliable and resilient service delivery to the public, sustainability of the natural capital and ecosystems that everyone depends on, unrivalled customer experience, the demonstration of adding value to society and empowering their staff.
Upkeep is crucial and ongoing
NWL supplies water and sewerage services to just under 4.4 million people. That includes over 794,000 properties in Essex and Suffolk, with water and sewerage services provided to 1.3 million properties in the northeast of England.
“We are caring for the essential needs of our communities and environment, now and for generations to come,” says Mottram, “It’s a serious undertaking that we manage by providing reliable and affordable water and wastewater services for our customers.”
She adds that they strive to make a positive difference by operating efficiently and investing prudently, to maintain a sustainable and resilient business. Purpose is designed to convey why a business exists and guide strategy and behaviours; considering the role business can play to improve society and applying this to services and customer experience. First and foremost, their core role is as a provider of water and wastewater services, which places them at the heart of their communities and their natural environment.
Throughout Northumbrian Water all their three thousand staff members are committed to delivering what matters for their customers, communities and environment, and everything they do is focused on achieving the best possible outcomes for them. The company deliver services that are vital to public health and take their responsibility as the provider of the customer’s water and sewerage services very seriously.
Self-enforced quality assurance is important, and management have tough measures in place to show how the company is run and how they police themselves. This means their employees, customers
and stakeholders can trust that they are responsible, the way they behave is ethical, and the way they report on their finances and company information is clear. Northumbrian Water Limited generated revenue of almost £850 million for the financial year ending March 31, 2023. This was a year-on-year increase of 8.9 percent, and while some of their customers have a certain feeling of impertinence that the company makes such revenue based on providing what many consider a human right, the company’s investments into development, technology and customer support mitigates much of this. The annual report for year ending 2023, showed Capital Investment was £319million reflecting a £213 million investment into maintenance of the water infrastructure.
“Upkeep is crucial and ongoing,” says Mottram, “The water industry is definitely one where you have to keep treading or you sink like a stone.”
Recent Investments
A recent investment worth noting is the £5.8m project to increase capacity at Aldin Grange Sewage Treatment Works (STW) at Bearpark, near Durham City. As well as increasing the site’s capacity with the installation of new treatment plant and settlement tanks, the upgrades include additional equipment to support improvements to the final treated water being returned to the environment via the River Browney.
This will help protect water quality by reducing the amount of phosphorous in the Browney and watercourses downstream. Colin Burdon, Northumbrian Water’s Project Manager at Aldin Grange, explains, “Here at Aldin Grange, we have expanded the STW to cater for recent population growth in the Bearpark area, and also enhanced our treatment processes, so the site is fit to serve customers and protect the environment now and for the future.”
Aldin Grange is one of seven sites Northumbrian Water is currently investing in as part of a £28m catchment-wide approach to protecting the Browney, which also includes working closely with landowners and other stakeholders to look at a wide range of impacts on the river’s water. This involves a greater focus on natural solutions that deliver better outcomes to water quality, while also improving biodiversity for the benefit of nature and local communities.
Wrapping up, Mottram explains that investing in infrastructure is crucial for maintenance and longevity. Continuous upgrades ensure operational efficiency, safety, and compliance with evolving industry standards.
“Proper investment supports advanced technology, enhances workforce training, and minimizes risks, ultimately leading to sustained growth and productivity,” she says, “Giving us a competitive edge in the market.”
Taking the struggle out of switching
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Switching your business is one of the most important decisions you’ll ever make. This is why we proactively manage the transition for you, to ensure minimal disruption to your business. We take end-to-end accountability until your business is fully banked, and a Business Banker is in play to look after the day-to-day relationship. It takes a bank that does more to help you start, run and grow your business.
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Email: frahman@fnb.co.za I Call: 087 328 0280
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