GREATER TORONTO
AREA AIRPORTS: pioneering technology & customer experience
HENNIGES
AUTOMOTIVE: driving industry innovations
GOLD FIELDS
GHANA: revolutionary
HOUSTON
AIRPORT SYSTEM: transforming air travel
CYCLECT GROUP: engineering excellence
STARLINK: shaking up competition
MALVERN KANDEMWA Director of Strategic Partnerships
HOWARD BARCLAY Chief Project Director
EMILY SMITH Senior Project Director
EDWARD KAYS Project Director
JAMES HENNESSEY Project Director
SAMUEL JOHNSON Social Media Manager
MIKE ASHLEY Head of Finance & Accounts
ANN QUINN Head of Production
MICHELLE DUNCAN Editor in Chief
TOM JENKINS Graphic Design
Welcome to the October issue of Business Times Magazine!
As the vibrant colours of October unfold, we find ourselves not only immersed in the beauty of the changing seasons but also reflecting on the transformative shifts happening in the world of business. In this month’s issue, we delve into the themes of innovation, adaptation, and resilience that are so crucial in today’s dynamic landscape.
October marks a time of reflection and growth, and this publication embraces that spirit by highlighting organisations and leaders who are pushing the boundaries of what is possible. Our feature articles showcase groundbreaking advancements in technology, sustainable practices, and market strategies that are redefining industries and setting new standards for success.
One of the highlights of this issue is our in-depth exploration of how businesses across various sectors are integrating sustainability into their core operations. As we continue to face global challenges related to climate change and social responsibility, it is inspiring to see companies rise to the occasion, pioneering initiatives that balance profitability with purpose.
We’re also excited to introduce exclusive interviews with thought leaders and industry pioneers who share their insights on navigating challenges while fostering innovation. Their experiences underscore the importance of adaptability and forward-thinking in maintaining a competitive advantage.
This October, as we embrace the spirit of change, we encourage you, our valued readers, to explore new ideas, challenge the status quo, and invest in solutions that drive both growth and positive impact.
Thank you for being part of our community. We hope you find inspiration and valuable insights in this month’s pages.
Enjoy the issue!
If you have a business story you wish to share in Business Times Magazine, please contact our Head of Production via production@ business-timesmedia.com
DAIMLER TRUCK SA
THE GLASS CEILING: MARETHA GERBER
EXCELLENCE AND INNOVATION FOR A SUSTAINABLE FUTURE
Project by: Malvern Kandemwa Words by: Michelle Duncan
Maretha Gerber made history as the first female President and Group CEO of Daimler Truck Southern Africa (DTSA), a milestone that marks a significant shift in the leadership landscape of the automotive industry in South Africa. Her ascent to this pivotal role is a testament to her exceptional leadership abilities, deep industry knowledge, and unwavering commitment to driving both business success and employee development.
Maretha Gerber’s career in the automotive industry spans over two decades, characterised by a steady rise through the ranks, driven by her dedication, strategic thinking, and a profound understanding of the market. She began her career in the automotive sector at a time when the industry was heavily male dominated. However, her perseverance, coupled with her ability to adapt and excel in various roles, set her apart as a leader to watch.
Gerber started her journey at Mercedes-Benz South Africa (MBSA), a division of Daimler AG, where she held various positions in sales, marketing, and business development. Her early roles allowed her to gain extensive experience in understanding customer needs, market dynamics, and the operational challenges of the automotive industry. Over the years, she proved a consistent ability to deliver results, whether it was increasing sales, improving customer satisfaction, or driving innovation within the company.
Her leadership qualities became increasingly clear as she took on more significant responsibilities within the organisation. Prior to her appointment as President and Group CEO of DTSA, Gerber served as the Vice President of Sales and Marketing for Mercedes-Benz Trucks, a role in which she was instrumental in expanding the brand’s market share and solidifying its reputation for quality and reliability.
As the President and Group CEO of DTSA, Maretha Gerber holds the critical responsibility of defining and implementing the overall strategy for the organisation. DTSA operates in a highly com-
petitive and evolving market, and Gerber’s role involves steering the company through these challenges while positioning it for sustainable growth and success.
MARETHA GERBER PASSIONATELY BELIEVES THAT A COMPANY’S MOST VALUABLE ASSET IS ITS PEOPLE.
the needs of DTSA’s diverse customer base. Under her leadership, the company has focused on enhancing customer experiences by offering innovative products and services tailored to the specific requirements of the Southern African market. Recognizing the growing importance of sustainability in the automotive industry, Gerber is also committed to driving DTSA’s transition towards more environmentally friendly technologies. This includes exploring alternative fuels, improving fuel efficiency, and reducing the carbon footprint of the company’s operations.
In today’s rapidly evolving technological landscape, Gerber understands the importance of leveraging digital tools and data analytics to improve operational efficiency, customer engagement, and product innovation. She has been a strong advocate for DTSA’s digital transformation, ensuring that the company stays at the forefront of industry trends. She is also focused on improving DTSA’s operations to improve efficiency, reduce costs, and enhance overall productivity. This involves streamlining processes, adopting best practices from across the Daimler Truck global network, and fostering a culture of continuous improvement within the organisation.
Her strategic vision for DTSA is built on several key pillars such as customer centric approach. Gerber places a strong emphasis on understanding and anticipating
Maretha Gerber passionately believes that a company’s most valuable asset is its people. As such, one of her primary responsibilities as President and Group CEO is to lead, motivate, and develop DTSA’s employees to ensure the company’s long-term success. Gerber is dedicated to creating a
work environment that encourages collaboration, innovation, and personal growth. She believes that when employees feel valued and supported, they are more likely to contribute to the company’s success. Under her leadership, DTSA has implemented various initiatives aimed at improving employee satisfaction and engagement. As the first female leader of DTSA, Gerber is acutely aware of the importance of diversity and inclusion in the workplace. She is a strong advocate for gender equality and has taken steps to ensure that DTSA gives equal opportunities to all employees, regardless of gender, race, or background. Her leadership has been instrumental in promoting a more inclusive culture within the organisation.
Gerber is committed to investing in the professional development of DTSA’s employees. She understands that the success of the company depends on the skills and capabilities of its workforce. To this end, she has championed various training and development programs aimed at equipping employees with the knowledge and skills they need to excel in their roles and advance their careers. She strongly advocates the importance of employee well-being, especially in the challenging context of the global pandemic, Gerber has prioritised initiatives that support the physical and mental health of DTSA’s workforce. This includes flexible work arrangements, health and wellness programs, and resources to help employees manage stress and keep a healthy work-life balance.
Maretha Gerber’s leadership at Daimler Truck Southern Africa is marked by her strategic vision, her commitment to sustainability, and her focus on employee development. Her tenure as President and Group CEO has seen DTSA not only navigate the challenges of a competitive market but also appear as a leader in the industry, known for its customer-centric approach, operational excellence, and innovative solutions.
Gerber’s impact extends beyond the company’s financial performance. She has set a new standard for leadership in the automotive industry, particularly in Southern Africa, where her success as the first female leader of DTSA serves as an inspiration to other women in the industry. Her commitment to diversity, inclusion, and employee well-being has helped create a more positive and supportive work environment at DTSA, laying the foundation for the company’s continued success in the years to come. As DTSA looks to the future, Maretha Gerber’s leadership will undoubtedly continue to play a crucial role in shaping the company’s trajectory. Her ability to balance strategic goals with the needs and aspirations of the company’s employees makes her a truly transformative leader, one whose legacy will be felt for years to come.
Project by: Malvern Kandemwa
HubSpot has acquired Cacheflow, a startup building tools for the software sales closing process, for an undisclosed amount.
HubSpot CEO Yamini Rangan says that Cacheflow — which will become a wholly-owned subsidiary of HubSpot once the deal closes — will expand HubSpot’s Commerce Hub suite of subscription billing management and configure, price, and quote tools (CPQ).
Words by: Michelle Duncan
“With Cacheflow, we’re doubling down on our vision for commerce by addressing two important areas of the buying experience: subscription billing and CPQ,” Rangan said in a statement. “Cacheflow is a leader in this space and has helped companies automate the purchase process to capture revenue faster.”
Cacheflow was founded in 2021 by Brian Zotter and Sarika Garg. Garg previously was head of product management at SAP’s Ariba Network and chief strategy officer at procurement automation firm Tradeshift. Zotter was VP of engineering at Salesforce before co-founding account engagement platform YesPath, which Medium acquired in 2017.
At a high level, Cacheflow provides billing and subscription management solutions aimed at simplifying business-to-business (B2B) software selling and buying. Through no-code dashboards, users can configure quotes, close deals, and upsell and renew customers.
“We made it our mission to reimagine the old CPQ and billing space, helping businesses automate revenue management, shorten the sales cycle, and get paid fast,” Garg said in a press release. “We believe deeply in the power of our solution and are thrilled to join HubSpot.”
Cacheflow’s team will be joining HubSpot’s Commerce Hub org, where it’ll focus specifically on HubSpot’s tools for managing buying processes. HubSpot sees Commerce Hub as a new bright spot in its business — one that’s processed more than $1 billion in gross merchandise value since its 2023 launch.
In a note to investors, investment firm Stifel said that the Cacheflow deal signals HubSpot’s “continued focus” on its expansion.
“We believe in the deal … may accompany a ‘relaunch’ similar to what the company has recently done with [its] Sales and Content Hub,” Stifel J. Parker Lane wrote. “[A] potential relaunch could be a benefit to the SKU that’s largely new and under-discussed.”
HubSpot shares rose 1.3% in late morning trading on Friday.
HubSpot’s latest acquisition — and its first since its $150 million purchase of B2B data provider Clearbit in 2023 — comes after an eventful year for the marketing and sales software giant.
As well as being a major cause of premature death worldwide, hypertension, also known as high blood pressure, is a major risk factor for stroke, coronary artery disease, heart failure, and a contributing factor to dementia. It also affects an estimated 1.3 billion people, while up to 95% of cases are due to lifestyle factors (although genetics is also a factor). Only around 20% of individuals with high blood pressure
have it under control, and there’s a simple reason why. The devices to measure hypertension, those inflatable “cuffs,” are expensive, bulky, and unwieldy.
Now a Swiss startup says it has produced a ground-breaking technology that could make it far easier for hypertension sufferers to monitor their condition.
Aktiia (based out of Neuchatel, Switzerland, but with a U.S. operation) already specialised in blood pressure technology with a hardware sensor that sits at your wrist. However, it has now achieved a coveted CE-mark for its technology. The Conformite Europeene (CE) mark indicates that a product has been deemed to meet EU safety, health, and environmental protection requirements. The new product does away with hardware, and it requires no calibration.
Aktiia claims its app can give users accurate blood pressure and heart rate measurements from the camera of a smartphone.
Users place their fingertip on the camera, and in 90 seconds the software will capture the physiological data from the fingertip required to provide accurate blood pressure measurements. The solution is likely to come to market in 2025 in app form. The product is the result of the company applying generative AI to 11 billion data points of annotated data drawn from its platform.
Although the startup is playing its cards close to its chest on how it does this, it says the breakthrough leverages “proprietary foundation models,” according to CEO Rags Gupta.
“We shine a light into your finger, we capture signals and deliver back a medically valid blood pressure and heart rate reading,” he said. “We got the CE mark for this 10 days ago, and this is a massive deal. It’s really exciting because what it means is the era of the hardware, of cuffs for measuring blood pressure, is now an AI and software problem and so now anybody, with the palm of their hand, can get a spot check for blood pressure reading.”
He said the technology could be transformational. “That’s a big deal, because the earlier you can screen people, the earlier you can start getting them into treatments, interventions, and that saves massive, massive costs downstream to the systems and to people’s lives.”
He said the measurement doesn’t require any other device or calibration step.
Dr. Josep Solà, co-founder and CTO of Aktiia, who worked on the technology, added that the CE mark comes under the EU’s new Medical Device Regulation (MDR): “It’s a new regulation for medical devices in Europe. You need to run clinical trials, and you need to prove performances.”
But what moved the needle for Aktiia was being able to train its model on its own data set. “There was no data set previously,” Sola said. “But when we released our first product, which allowed us to start compiling a lot of data. Now we have a massive data set within the company’s 11 billion data points of annotated data that we could use to train this new AI. It went to a level of accuracy that we could pass all the regulations for CE marking.”
So far, Aktiia has raised $59.7 million over five funding rounds. Its last round was a $30 million Series A earlier this year that involved Mol-
ten Ventures, Khosla Ventures, and Verve Ventures, among others.
The new CE mark for Aktiia’s technology follows the March 2024 release of the first version of its CALFREE technology, allowing blood pressure measurement at the wrist.
Launched in Switzerland in May 2018, Aktiia founders Dr. Mattia Bertschi and Solà previously spent 15 years at the prestigious Swiss research institute CSEM, researching blood pressure.
Project by: Malvern Kandemwa Words by: Michelle Duncan
Starlink’s satellite internet rollout across Africa has triggered complaints of unfair competition from telecommunications companies and internet service providers that have invested heavily in local networks.
Kenya’s communications regulator, the country’s largest telecom company, Safaricom, called for stricter regulations on satellite internet providers, including
Starlink, which is owned by Elon Musk. Safaricom argued that satellite providers should be required to partner with local mobile network operators rather than being allowed to operate with independent licences.
Safaricom, which is partially government-owned, emphasised that these satellite providers often lack a physical presence in the country, relying on third parties
and resellers to distribute their hardware. This makes it challenging for regulators to ensure compliance and accountability.
The telco, which is partly government owned, noted that these providers often operate without a physical presence in the country, relying on third parties and resellers to distribute their hardware, which makes it difficult for regulators to ensure accountability and compliance.
And it’s not just in Kenya. ISPs and telcos in Zimbabwe, Nigeria and Cameroon have also raised concerns about Starlink’s free rein, lax regulatory requirements, and their inability to compete fairly with its services and pricing. These companies have thousands of employees across the region while Starlink has next to no local presence on the continent.
But the upside for consumers is that some of these companies have improved their existing offering to compete. Safaricom, in response to the growing presence of Starlink in Kenya’s broadband market, has doubled the speed of its fibre internet packages. Similar moves have been seen by ISPs in Zimbabwe.
Starlink’s entry to the Kenyan market in July 2023 boosted satellite internet subscriber numbers more than tenfold in the nine months to Mar. 31 this year. The numbers were still relatively small, at fewer than 5,000 users in that period, but it was perhaps a warning sign for the traditional providers. The rapid uptake of Starlink has been fueled by aggressive marketing partnerships, cheaper monthly plans and a hardware rental option.
At the beginning of September, Zimbabwe became the 16th nation in Africa to get access to Starlink’s services. Starlink is required to offer its service exclusively through its local partner, IMC Communications and can only operate through approved agents, dealers, and ISPs.
But since May, when its licence was approved by President Emmerson Mnangagwa, telcos and ISPs have been bracing for its launch, with TelOne, a state-owned provider, partnering with Eutelsat’s OneWeb to also offer satellite internet, while ISPs, including Liquid Home, the country’s largest fixed ISP slashed prices.
There’s long been an expectation that Low Earth Orbit (LEO) satellite internet providers like Starlink, OneWeb, and Telesat will capture market share from traditional telecom companies if priced appropriately. But it could possibly also mean a loss of tax revenue for the government as these firms operate without physical offices on the continent and provide plug-and-play connectivity. Within two years of Starlink’s launch in Nigeria, the communications regulator Nigerian Communications Commission
(NCC) reported that the company has become Nigeria’s third-largest dedicated internet provider. Now, the company has started building new ground stations in three Nigerian states. However, Starlink is only a threat to the standalone ISP market (as against mobile network-based internet), which collectively serves 262,000 customers as of the last quarter of 2023. In the same period, the four mobile network operators, MTN, Airtel, Globacom, and 9mobile had 163.8 million active internet subscriptions. Starlink’s advanced technology and premium brand image will likely continue to gain approval from African governments.
Project by: Malvern Kandemwa
Words by: Michelle Duncan
As the President and CEO of the Greater Toronto Airports Authority, which operates Toronto Pearson International Airport, Flint has extensive experience in the field of aviation, with her career nearing the 27-year milestone. A graduate of San Jose State University in California, she began her journey in aviation as the Avi-
ation Director at the Port of Oakland, where she managed, developed, and operated Oakland International Airport, ultimately rising to the position of Executive Port Director. Her career then led her to Los Angeles, where she was appointed by Mayor Eric Garcetti as the CEO of Los Angeles World Airports, overseeing the operations of both LAX and Van Nuys Airport. It was following the successful execution of a comprehensive modernization program valued at US$15 billion, aimed at realising what she refers
to as a “fresh vision of what LAX could be,” that the opportunity in Toronto emerged for her. This role was particularly enticing for several reasons. “I’m Canadian by birth, but I hadn’t lived in Canada since I was quite young,” she reflects, highlighting her desire to reconnect with her roots while advancing her career in aviation.
Flint’s approach to leadership is holistic, considering not just the operational aspects of the airport but also its broader impact on the community and environ-
ment. She has emphasised the importance of collaboration both within the organisation and with external stakeholders as crucial to the airport’s success. Under her leadership, GTAA has prioritised sustainability, technological innovation, and strategic partnerships, setting a clear direction for the future of Toronto Pearson.
The Greater Toronto Airports Authority (GTAA) is a not-for-profit corporation that runs Toronto Pearson International Airport (YYZ), which is not only the busiest airport in Canada but also one of the top 30 busiest airports in the world by passenger traffic. In 2023, Toronto Pearson managed over 50 million passengers, a testament to its role as a crucial hub in North American and global air travel. The airport connects to over 180 destinations worldwide and serves as a major hub for both domestic and international flights, with extensive connections to the United States, Europe, Asia, and other regions.
The GTAA operates under a unique governance model where it does not receive taxpayer funding but instead reinvests revenue from operations back into the airport’s infrastructure and services. This business model has allowed GTAA to keep financial independence while focusing on continuous improvement and expansion to meet the growing demands of passengers and airlines.
Toronto Pearson plays a vital role in the Canadian economy, generating billions of dollars in economic activity and supporting tens of thousands of jobs directly
and indirectly. The airport’s operations include passenger services, cargo operations, ground transportation, and various ancillary services, making it a complex and dynamic organisation.
OF DOLLARS IN ECONOMIC ACTIVITY AND SUPPORTING TENS OF THOUSANDS OF JOBS
Why is Canada experiencing such rapid growth? “First, we are recognized as a country that genuinely cares about its people,” she emphasises. “We also have a welcoming approach to immigration, which is crucial in a global economy that relies on diverse skills and talents.”
Toronto Pearson, located in Canada’s second-largest employment zone where 300,000 jobs existed before the pandemic, holds a key position at the centre of Canada’s economic hub. “It’s a dynamic, advanced region of the country,” she notes, highlighting the US$41.3 billion pharmaceuticals and life sciences industry concentrated in the Greater Toronto Area.
“Some of the world’s most groundbreaking medicines have origins in the labs and manufacturing facilities of Dalton Pharma Services, a Toronto-based company with over three decades of experience in drug development, analysis, and manufacturing,” she continues. “Location has been a crucial factor in their growth and success.”
Another localised example of growth is the surge in artificial intelligence (AI) startups. “Ontario hosts an advanced manufacturing supercluster, centred in the Toronto-Waterloo innovation corridor, which is enhancing
next-generation manufacturing capabilities by integrating technologies like advanced robotics and 3D printing,” she explains. “The Toronto region is at the heart of Canada’s innovation and technological activity, consistently attracting top talent and leading-edge companies such as Cognizant and HCL Technologies.”
“The future of electric and intelligent transportation is also taking shape in Toronto. This year, the province’s automotive industry has experienced a significant increase in investment, particularly in the production of electric vehi-
As the leading global travel experience player, Avolta has united travel convenience, specialty retail, food and beverage, and duty free to reimagine travel — and make travelers happier.
Avolta’s extensive footprint globally across 1,000 travel venues in 73 countries means that its stores are available at the right place, at the right time, for travelers wherever their journey takes them.
Throughout North America, Avolta’s family of brands — HMSHost, Hudson, and Dufry — are known for its innovation, vast portfolio of concepts and partners, operational excellence, and customer service. Individually, each is highly respected for what they do. But together, they are revolutionizing the travel experience.
At Avolta, the traveler is at the heart of everything. From pushing the boundaries of travel retail and staying ahead in convenience to redefining the art of food and beverage, Avolta never ceases to deliver what travelers need and want to create an inspiring, seamless experience.
At Toronto’s airports, Avolta is making the journey as rewarding as the destination for domestic and international passengers alike. Its longstanding relationship with the Greater Toronto Airports
cles (EVs) and large-scale EV battery manufacturing. Additionally, with expertise in AI, connectivity, cybersecurity, and quantum computing, more than 250 companies in Ontario are now actively engaged in the development of connected and autonomous vehicles.”
As Canada prepares for the future with a growing population and the rapid expansion of dynamic industries, Toronto Pearson must evolve alongside it, according to Flint. “This airport should be the most technologically advanced, seamless, and customer-centric airport in the world,” she envi-
Authority has brought excitement to the terminals at Toronto Pearson International Airport (YYZ) and Billy Bishop Toronto City Airport (YTZ). Its duty-free and specialty retail stores offer the most internationally recognized and sought-after brands like Chanel and MAC, while its restaurants create a sense of place — and a taste of the community — through partnerships with locally loved chefs such as Lynn Crawford, Susur Lee, and Roger Mooking.
The voyage through Toronto’s airports is only enhanced by Avolta’s focus on digital engagement, whether it be self-checkout, selforder kiosks, mobile order and pay, its loyalty program, or through OpenTable reservations at restaurants.
ESG also continues to be a defining ambition for Avolta, as it embeds into its culture, as part of its Destination 2027 strategy, the act of creating a positive impact through its day-today business.
As Avolta forges a path for the future of travel alongside its partners and team members in North America and around the world, it will continue to bring immense value to create the next generation of world-class airports.
sions. Flint emphasises that this ambitious vision is what “we are working on collectively every single day.”
Flint believes that “passenger traffic is the heartbeat of any airport,” making the mass cancellation of flights and the drastic reduction in passenger numbers due to the COVID-19 pandemic particularly devastating. “We have sustained significant financial losses, totalling CAD$1.1 billion [US$855 million] by the end of 2021,” she explains. “Year over year, passenger traffic dropped by 74 percent in 2020, and in 2021, traffic declined by an added 4.6 percent compared to 2020, highlighting that we still have a long road ahead in our recovery. As the country embarks on its path to recovery, the airport and the surrounding employment zone
will play a crucial role in supporting that process. Our top priority is to keep travel healthy, safe, simple, and as certain as possible amidst the ever-changing travel restrictions,” Flint emphasises.
Under Flint’s leadership, revenue diversification has become a central pillar of Toronto Pearson’s strategic direction, with the health sector appearing as a particularly promising area of opportunity. “We explored the market for strong partners to integrate health practices into the airport environment,” she explains.
In 2021, Toronto Pearson partnered with Switch Health, a Toronto-based healthcare company, to provide COVID-19 testing for departing passengers, employees, and the surrounding community. “This partnership offered the con-
venience of onsite services at the airport,” Flint says, highlighting the benefits of having a testing clinic that runs around the clock, in line with the airport’s 24/7 operations.
This initiative not only met a critical need during the pandemic but also created a new revenue stream, helping to support the airport’s financial recovery. “Our business model ensures that customers receive essential services at competitive rates while generating income for the airport,” she adds.
The collaboration with Switch Health has been so successful that Flint is now exploring the possibility of expanding this model to other airports. “We have positioned ourselves as a creative leader in the aviation test-
At HOK, we are passionate about aviation and transportation. Our global Aviation + Transportation group understands the power these civic projects wield in shaping impressions and sparking opportunities for commerce, trade and tourism. The airports and transit stations we’ve designed are recognized as some of the world’s best for efficiency, beauty, engineering, sustainability and—the most important touchstone of all—traveler experience.
ing space, which is crucial as the industry must remain agile to adapt to evolving border requirements worldwide,” she notes.
This partnership has become a key commercial part of Toronto Pearson’s operations, and Flint expects that added health services will appear from it. “We’re thrilled to be involved in this sector because health and travel will be permanently interconnected,” she predicts. “The lessons we’ve learned from this pandemic have underscored the importance of being prepared for future infectious disease outbreaks.”
As Flint looks ahead to Toronto Pearson’s recovery and longterm growth, she acknowledges the challenges of predicting the future in such uncertain times. However, she emphasises the importance of scenario planning and modelling as invaluable tools in navigating these uncertainties. “While it’s difficult to forecast the exact trajectory of our growth, especially in the current environment, we rely heavily on scenario planning to prepare for a range of potential outcomes,” Flint explains. This approach allows the airport to still be flexible and responsive to whatever challenges and opportunities may arise in the years ahead.
An airport of the future, by definition, must also be a sustainable one. “I’m very proud to be part of the aviation industry’s commitment to achieving carbon neutrality by 2050,” Flint states. At Toronto Pearson, she is building on a solid foundation. “We have a strong history in sustainability,”
she notes, highlighting that the airport has already reduced its greenhouse gas emissions by 60 percent since 2006. This commitment to sustainability is central to the airport’s long-term vision, ensuring that it not only meets the needs of today’s travellers but also contributes to a healthier planet for future generations.
Flint acknowledges that reaching the carbon neutrality target will be a significant challenge for the aviation industry, but she stays “bullish” about its potential to succeed. “We need to work collectively and collaboratively to meet this goal,” she emphasises.
Achieving carbon neutrality will involve multiple strategies. “Sustainable aviation fuels will play a crucial role,” she notes, “as will advancements in aircraft technologies.” Additionally, Flint points out that airports themselves must be prepared to support these changes. “The airport and its facilities will need to accommodate next-generation aircraft to support these efforts,” she says, underscoring the comprehensive approach required to realise a sustainable future for aviation.
Flint’s optimism about the future of Toronto Pearson and the broader airport industry is fuelled by the technological advancements occurring across all aspects of airport operations. “The innovations happening in the air, on the ground, within our facilities, and with our partners give me a lot of optimism about the significant challenge of greening the airport industry,” she says.
Despite her focus on sustainability, Flint stays deeply aware of the importance of the airport’s experiential aspect. “The best airports understand how symbolic they are to what their country represents,” she asserts. She is enthusiastic about the chance to highlight Canada’s strengths through Toronto Pearson. “We’re an epicentre of innovation and economic development, but we also have a rich cultural landscape, including the arts and entertainment,” she notes, highlighting the Toronto International Film Festival as an example. “By integrating humanity and art into the airport environment, we reflect the culture and values of Toronto and Canada.”
Creating a smart, healthy, and profitable airport of the future has been Flint’s guiding principle from the outset of her tenure. It has been her North Star, especially during challenging times over the past two years. “As a CEO, I believe it is crucial to ensure that your organisation, particularly one with complex and specialised functions—has a clear understanding of what success is anchored upon,” she advises, underscoring the importance of alignment and vision in leading an organisation through transformative periods.
Project by: Malvern Kandemwa
Words by: Michelle Duncan
The Houston Airport System (HAS) stands as a critical gateway to one of the most vibrant and economically dynamic cities in the United States - Houston, Texas. With three major airports under its jurisdiction George Bush Intercontinental Airport (IAH),
William P. Hobby Airport (HOU), and Ellington Field Joint Reserve Base (EFD). HAS is one of the largest airport systems in the nation. Leading this expansive and complex network is Jim Szczesniak, a seasoned aviation professional with a strong vision for the future. Under his leadership, HAS is undergoing significant transformations in infrastructure and technology innovation to meet the demands of a rapidly evolving aviation industry.
The Houston Airport System is a critical transportation hub that serves millions of passengers each year. In 2023 alone, the system handled over 58 million passengers, solidifying its role as a major international gateway and a crucial driver of Houston’s economy. The business model of HAS is designed to maximise efficiency and enhance passenger experience while fostering economic growth in the region. The system operates under the oversight of
the City of Houston’s Department of Aviation, which is responsible for policy setting, regulatory compliance, and ensuring the overall strategic direction aligns with the city’s broader economic goals. The operations of the Houston Airport System are characterised by a commitment to safety, efficiency, and customer service. Collectively, IAH and HOU serve millions of passengers annually and offer numerous domestic and international flights. The operational framework emphasises the seamless processing of passengers, effective management of cargo logistics, and collaboration
with airlines and other stakeholders to improve service delivery.
Jim Szczesniak, the current Director of the Houston Airport System joined in February 2022 bringing a wealth of experience in aviation management and operations. Before joining HAS, Szczesniak held several key positions, including serving as the Airport Director at Ted Stevens Anchorage International Airport, the world’s fourth busiest air cargo airport and gateway to Alaska. He led initiatives that significantly enhanced cargo operations and expanded international reach. His expertise in man-
aging complex airport systems and his strategic vision have been instrumental in driving HAS’s current and future growth.
Szczesniak’s leadership style is characterised by a focus on innovation, customer service excellence, and sustainability. Szczesniak has a track record of implementing airport growth programs while managing airports to an award-winning level of customer service. He is known for his ability to navigate the challenges of a rapidly changing aviation landscape while keeping a sharp focus on operational efficiency and strategic partnerships.
Fentress Architects is a global leader in airport terminal design, committed to placing the passenger at the heart of the travel experience. Our team embraces the belief that every project grows from its people, place, and purpose. 650 million people visit Fentressdesigned airports each year, instilling us with a profound sense of responsibility to create architecture that is uplifting to the human spirit and enduring in its legacy.
The new International Terminal Complex (ITC) at the George Bush Intercontinental Airport is a celebration of Houston. Designed by Fentress Architects, the ITC was inspired by the city’s vibrant urban and natural environments. As passengers move through the complex, a light-filtering feature wall bathes the space in dappled sunlight that recalls the delicate shade patterns created by a live oak canopy, as seen in the image on the right. This ever-changing light instills a sense of peace, more like a visit to an urban park than an airport. A bold copper-colored spine graces the ceiling, as seen in the image above, alluding to the lush Buffalo Bayou. Throughout the design, Fentress remained focus on their stated objective “to establish a continuous identity for the passenger experience – curb to gate to curb – through interior finishes and architecture that are inspired by Houston.”
www. fentress architects.com
One of the most significant areas of focus under his leadership has been the ongoing infrastructure upgrades across HAS’s airports. Recognizing the importance of modern facilities in enhancing passenger experience and operational efficiency, Szczesniak has spearheaded several key projects which includes the Terminal Redevelopment Program at IAH. A multi-billion-dollar project, this redevelopment aims to modernise and expand the airport’s international terminal, increasing capacity and improving amenities for travellers. This project in-
cludes the construction of a new state-of-the-art terminal that will replace existing structures, providing more gates, improved baggage handling systems, and enhanced passenger services.
Runway and Taxiway Improvements to accommodate larger and more advanced aircraft, HAS invested heavily in runway and taxiway enhancements. These upgrades are designed to improve safety, reduce delays, and support the growing demand for both passenger and cargo flights. Furthermore, Szczesniak has placed a strong emphasis on sustainability. Recent infrastructure projects have included the instal-
lation of energy-efficient lighting, the expansion of electric vehicle charging stations, and the implementation of water conservation measures. These efforts are part of a broader strategy to reduce the environmental impact of airport operations.
Another groundbreaking project is the development of the Ellington Airport Spaceport. This facility is positioned to make Houston a key player in the commercial space industry, supporting space tourism, research, and other aerospace activities. The spaceport is an example of HAS’s commitment to innovation and future growth.
Houston Airports is moving forward with a $23 million phased renovation of restrooms at Bush Airport and $8 million in phased renovations of restrooms at Hobby Airport. The modernization of facilities at Bush and Hobby airports will provide a better airport experience for millions and millions of travellers annually.
• Houston Airports has plans to replace flooring, walls, stalls, lighting, sinks and counters in each restroom.
• Houston Airports is leveraging the latest technology to provide the most efficient, intuitive and functional experience. Occupancy sensors will be installed above each full-height stall. Technology within soap and paper towel dispensers will alert airport staff to low supply.
• Custodial closets will be smartly positioned next to the restrooms for an efficient response to passenger needs, and each restroom will better meet ADA requirements.
Restroom stalls will also be bigger. Each stall will include space for a carry-on suitcase and a shelf for personal belongings.
Mirrors along the counters will be backlit with energy-efficient LED lighting, and new artwork and murals will create a sense of place that mirrors the carefully curated ambiance throughout Houston’s airports.
“IT’S IMPERATIVE THAT HOUSTON AIRPORTS CONTINUE TO IMPROVE EXISTING INFRASTRUCTURE TO MEET INCREASING DEMAND WHILE ALIGNING OUR TERMINALS TO MEET THE MODERN AND SUSTAINABLE DESIGN OF THE NEW IAH INTERNATIONAL TERMINAL”
“In 2023, Houston Airports welcomed a record 60.1 million passengers, with a vast majority flying through Bush Airport,” said Szczesniak. “It’s imperative that Houston Airports continue to improve existing infrastructure to meet increasing demand while aligning our terminals to meet the modern and sustainable design of the new IAH international terminal. The result of these projects will be a more resilient and sustainable airport system that delivers an efficient passenger experience from curb to gate.”
Strategic partnerships are a cornerstone of HAS’s success. Under Szczesniak’s leadership, the airport system has forged numerous alliances that have bolstered its operations and expanded its influence in the aviation industry. The relationships between airports and airlines have historically been tense. However, he prefers to see airlines as partners rather than just customers who rent space and use services.
“We’re partners, working together to support the consumer—the passenger,” he says. “In a sense, we’re joint-venture partners, sharing the rewards of ensuring everything runs smoothly. This means providing excellent service, maintaining top-notch facilities, ensuring cleanliness, operational effectiveness, and delivering outstanding customer service in everything we do.”
He also collaborates closely with regulators, whom he views as essential partners in ensuring the smooth operation of airports and delivering positive customer experiences. These partnerships extend to organisations like United States Customs and Border Protection and the Transportation Security Administration, which handle screening passengers.
Project by: Malvern Kandemwa
Words by: Michelle Duncan
Larry Williams is the President and Chief Executive Officer of Henniges Automotive, a leading global supplier of highly engineered sealing and anti-vibration solutions for the automotive industry. With extensive experience in the automotive sector, Larry has successfully guided Henniges Automotive toward innovation, operational excellence, and market expansion, positioning the company as a key player in the automotive supply chain.
After joining Henniges Automotive in 2003 as CFO, Larry Williams was elevated to interim CEO in 2015. By 2019, he officially assumed the role of President and CEO following the company’s acquisition by a Chinese organisation. This marked a significant milestone in Larry’s career and a major advancement for the company.
“It was an opportunity to lead the company under new ownership,” Larry Williams explains. “We had recently been acquired by AVIC Automotive, a Chinese state-owned entity, which had a long-term vision for the company’s growth. I saw this as a chance to implement a strategy
that would not only drive topline growth and business expansion but also strengthen the company’s culture.”
Larry envisions the opportunity unfolding through both local and global growth, driven by a solid financial foundation. He emphasises that global expansion is inherently tied to local production, ensuring that as Henniges grows internationally, it also strengthens its local manufacturing capabilities. This approach not only supports the company’s global ambitions but also fosters sustainable development within the regions where Henniges operates.
“We aim to expand in the Chinese market by leveraging the market strength of our owners and capitalising on the growing automotive sector in China,” Larry Williams shares. “However, it’s equally important to continue building on our strong foundation in North America. Financially, we are backed by long-term strategic owners who fully support our vision, and the company is profitable. Henniges is a very healthy, growing company.”
Henniges Automotive specialises in providing highly engineered sealing and anti-vibration solutions for the automotive industry. The company’s products are critical components that contribute to vehicle safety, comfort, and overall performance. These include door seals, window seals, trunk seals, and other rubber-to-metal bonded components that are designed to reduce noise, vibration, and harshness (NVH) in vehicles. Henniges serves a diverse clientele that includes some of the world’s leading automotive manufacturers, providing them with tailored solutions that meet the specific needs of each vehicle model.
Under Williams’ leadership, Henniges has reinforced its commitment to quality and customer satisfaction, which has been a cornerstone of its success. The company operates on a global scale, with manufacturing facilities and technical centres strategically located in North America, Europe, and Asia. This global presence allows Henniges to serve its customers efficiently, ensuring prompt delivery and local support, which are crucial in the highly competitive automotive industry.
Henniges consists of 19 manufacturing sites in eight countries with annual sales in excess of $1 billion and its operations are centred around delivering high-quality products through advanced manufacturing processes. The company opened a new European Headquarters and Technical Centre in the Czech Republic, a 35,800 square-foot facility aimed at enhancing their engineering capabilities and constructed the company’s largest manufacturing facility in China. They employ ultramodern technologies in its production facilities, ensuring that each product meets stringent quality standards. The operations are supported by a strong supply chain network that is carefully managed to keep efficiency and minimise lead times.
One of the key aspects of Henniges’ operations is its focus on continuous improvement. The company employs lean manufacturing principles across its facilities to enhance productivity
and reduce waste. This commitment to operational excellence has enabled Henniges to keep a competitive edge in the industry, even as it faces challenges such as fluctuating raw material costs and the need for rapid adaptation to new automotive technologies.
Larry emphasises that local manufacturing is crucial in today’s global environment. “We focus on producing our products within the country for that specific market,” he explains. “For instance, what we produce in China stays in China, and what we manufacture in North America, whether in the US or Mexico, largely remains within those regions. We’re not seeking out lowcost labour markets to relocate jobs and exploit those advantages. Our priority is to maintain production close to where our products are needed, ensuring quality and efficiency while supporting local economies.”
THE COMPANY EMPLOYS LEAN MANUFACTURING PRINCIPLES ACROSS ITS FACILITIES TO ENHANCE PRODUCTIVITY AND REDUCE WASTE.
The future of clamping profiles has a name. bfc – the innovative cut.
The bfc Group is a leading manufacturer of metallic lanced and stretched clamping profiles, which are used as a stabilizing but flexible carrier for rubber seals. Due to its high development competence and innovative strength, bfc has become an important strategic partner of Henniges Automotive.
With production sites in North and Central America, Europe and Asia, bfc is globally positioned and represented wherever it can support its customers with high flexibility and short time to market. bfc works closely with its customers and develops solutions according to their individual requirements. We see ourselves as a true partner throughout the entire value creation process, from the first inquiry to the completion of product approval. bfc is therefore a valued adviser and agile, creative partner for its customers.
A high vertical integrity of processes offers bfc the possibility to drive superior solutions and to meet the consistently growing market requirements. The development department has many years of specific technical knowledge that is second to none. All machines and tools for production of the lanced clamping profiles are developed and manufactured completely in-house by bfc’s tool shop. This enables flexible intervention in the process at any time and thus optimum support for the customer.
At a time when climate protection is increasingly at the center of economic decisions, bfc has established itself as a pioneer in sustainability and innovation. Since the beginning of 2024, bfc has been reporting the Product Carbon Footprint (PCF) for each of its products, relying on the „Cradle to Gate“ method, which covers the entire production process from raw material extraction to leaving the factory. In this way, it makes a significant contribution to transparency and environmental protection. This approach allows the company to quantify exactly how much CO2 emissions are generated during the production of a product. This gives
customers a clear view of the environmental impact of their purchasing decisions. Another highlight of bfc is the development of innovative products that further reduce CO2 emissions. For example, new materials, new patterns/designs and manufacturing processes have been introduced that require less raw material use.
Customers appreciate the company‘s transparency and commitment, and experts also praise its pioneering role in sustainability. Sales have increased since the introduction of the PCF disclosures, which shows that conscious consumers are willing to prefer sustainable products.
The bfc Group has a longstanding strategic partnership with Henniges Automotive. Together, several significant new product developments have been launched that will decisively increase the competitiveness of bfc and Henniges.
The markets of the future will always confront us with new challenges. bfc sees itself well equipped to meet these challenges with a young, dynamic team that is stronger than ever after the acquisition of Arrowhead in 2023 and the establishment of a new production plant in Spain this year.
bfc is fast, flexible, solution-oriented, innovative and globally positioned. We therefore see ourselves as the ideal partner who knows how to support its customers and make decisive contributions, allowing them to achieve their own goals.
Henniges Automotive has undertaken significant infrastructure upgrades to enhance its manufacturing capabilities and support its growth strategy. These upgrades have included the modernization of existing facilities and the expansion of production capacity to meet the increasing demand for advanced sealing and anti-vibration solutions.
A key component of these infrastructure improvements has been the integration of advanced automation and robotics into the manufacturing process. This has not only increased production efficiency but also improved the consistency and precision of the products. Additionally, Henniges has invested in the development of its R&D facilities to foster innovation and support the creation of new products that meet the evolving needs of the automotive industry.
These infrastructure upgrades have also extended to the company’s IT systems, where Henniges has implemented advanced data analytics and enterprise resource planning (ERP) systems. These systems have enhanced the company’s ability to monitor and manage operations in real-time, leading to better decision-making and a more agile response to market changes.
Larry elaborates on the company’s operational strategy, stating, “We’ve implemented what we call ‘the Henniges Production System,’ which closely resembles the Toyota Production System. It focuses on continuous improvement, lean principles, and making incremental enhancements every day to drive operational efficiency.”
He highlights the role of automation and robotics in this strategy: “We’re exploring ways to incorporate automation and robot-
ics to handle some of the more routine, manual tasks. This approach allows us to elevate the skill level of our workforce, transitioning from basic manual labour to managing and improving robotic systems. It’s not just about reducing headcount; it’s about transforming the skill set required and addressing gaps in our workforce where finding qualified employees is challenging.”
Larry also notes the company’s success in retaining employees:
“Once we find the right people, they tend to stay with us due to our strong company culture and the opportunities for career advancement. We provide our employees with the freedom to shape their careers based on their ambitions and efforts. Being a global company offers numerous opportunities to work in diverse cultures and locations. With 19 factories across eight countries, our employees can gain international experience and further their careers in various global contexts.”
Strategic partnerships have been a cornerstone of Henniges Automotive’s success. Recognizing the importance of collaboration in driving innovation and growth, Williams has prioritised building strong relationships with key players in the automotive industry, including suppliers, customers, and technology partners.
Henniges’ partnerships with automotive OEMs (Original Equipment Manufacturers) are particularly significant. These collaborations have enabled the company to work closely with vehicle manufacturers during the design and development phases, ensuring that Henniges’ products are perfectly tailored to the specific requirements of each vehicle. This close cooperation has not only strengthened customer relationships but has also positioned Henniges as a preferred supplier for many leading automakers.
Larry also emphasised the advantages of long-term partnerships, particularly in relation to capital equipment expenditures. “One of the biggest benefits of having long-term partners is in managing our capital equipment investments. We collaborate closely with our vendors to explore innovative approaches for manufacturing our products as we launch innovative programs. This collaboration helps us find ways to reduce our capital expenditure while simultaneously enhancing operational efficiency,” he explains.
He further elaborates on the process: “By working together with equipment suppliers, we can develop best manufacturing solutions rather than simply purchasing off-the-shelf equipment or dictating to suppliers how they should perform their roles. Our expertise lies in manufacturing, not in designing equipment, so leveraging the suppliers’ knowledge and experience leads to more effective and cost-efficient solutions.”
Larry underscores that successful strategic partnerships require mutual benefit: “For these longterm partnerships to be effective, they must create a win-win scenario for both parties. It’s about finding shared value and achieving the best outcomes for both sides.”
Project
by:
Malvern Kandemwa
Words
by:
Michelle Duncan
Melvin Tan is the Group Managing Director of Cyclect Group, a prominent provider of integrated engineering solutions with a focus on electrical, mechanical, and infrastructure services. Founded in 1944, Cyclect has developed a strong reputation for delivering
quality services and innovative solutions across various sectors, including construction, marine, oil and gas, and renewable energy. Under Melvin’s leadership, the company has embraced growth and transformation, positioning itself as a leader in engineering and technology services.
Cyclect operates as a multidisciplinary engineering company, offering a wide range of services such as mechanical and electri-
cal engineering, energy management, systems integration, and maintenance services. Their core competencies are deeply rooted in electrical installations, plant maintenance, and system upgrades, especially for industries like pharmaceuticals, data centres, and marine.
The company has been able to expand its offerings to more complex, technology-driven solutions. They also work on en-
Melvin Tan, Group Managing Director, Cyclect
ergy audits and management systems to help industries optimise their power consumption. Cyclect’s electrical experts have contributed to the development of iconic landmarks such as Gardens by the Bay, the Marina Bay Sands Resort, and the Singapore Grand Prix. In recent years, the company has successfully diversified into emerging fields like robotics, renewable energy, and cybersecurity, leading to significant growth and expanding its
capabilities in cutting-edge industries.
One of Cyclect’s key strengths is its ability to provide tailored solutions to niche industries. Its diversified range of services extends to marine and offshore engineering, infrastructure projects, and the design and building of mission-critical facilities.
Melvin Tan represents the third generation of the Tan family to
lead Cyclect, which started as a small machinery repair workshop during the Japanese occupation of Singapore in 1943. He joined the company as a trainee in 1997, during a time when its core business focused primarily on ship repairs. Under his leadership, Cyclect has grown significantly, and today, the company employs around 700 people and operates in nine countries, reflecting its transformation into a global engineering solutions provider.
Cyclect has consistently invested in modernising its infrastructure to better meet the demands of a rapidly evolving industrial landscape. This has included upgrading its engineering facilities, adopting new tools, and incorporating advanced software for more accurate project planning and execution. These upgrades have allowed the company to boost productivity, lower project completion times, and offer more efficient solutions to its clients.
For instance, Cyclect has incorporated state-of-the-art technologies in their testing and commissioning processes, ensuring that all projects meet the highest standards of safety and efficiency. The company has also enhanced its digital capabilities, utilising cloud-based management systems and predictive maintenance technologies that allow them to proactively manage complex infrastructure.
Melvin Tan is actively leveraging Cyclect’s strengths in the battle to decarbonize, a key focus for the company in the face of growing sustainability demands. Every major project Cyclect undertakes now includes a robust set of sustainability Key Performance Indicators (KPIs), and the company is well-positioned to meet them.
Melvin highlights Cyclect’s expertise in heat recovery and electrical engineering, which has enabled them to assist large manufacturing facilities in reducing waste and generating energy, ultimate-
ly helping to lower carbon emissions. Over the past decade, these efforts have resulted in significant carbon savings, with some plants reducing their CO2 output by hundreds of tonnes annually.
Sustainability, as Melvin emphasises, must also align with responsibility. For Cyclect, this means ensuring that ethical considerations are woven into every part of the business, including supply chain management. The company takes care to scrutinise where products are sourced from, making sure they are not linked to unethical practices, such as forced or slave labour.
Under his leadership, Cyclect has strategically partnered with international firms to expand its reach and technological capabilities.
These partnerships have been crucial for tapping into global expertise, enabling the company to offer advanced solutions and stay ahead in a competitive industry. Some of these collaborations have been with technology providers, research institutions, and global engineering companies, which provide Cyclect access to cutting-edge technologies and practices.
By forming alliances with other engineering companies, Cyclect has been able to undertake large-scale projects in areas such as renewable energy and smart city infrastructure. These partnerships have also been pivotal in expanding Cyclect’s operations beyond Singapore to other regions in Southeast Asia, broadening its market base.
Our purpose is to unlock the extraordinary potential of light for brighter lives and a better world.
Signify is the number #1 lighting company in the world, leading the industry worldwide in LED and connected lighting for professionals and consumers. We deliver intelligent, energy-efficient solutions that make businesses more productive and make people’s lives safer and more comfortable.
Ultra efficient LED luminaires
Save up to 50% energy compared to standard LED alternatives.
Signify is the Official Lighting Partner of Mercedes-AMG PETRONAS F1 Team
lighting Harness power of sun to reduce carbon footprint.
A secure, scalable IoT platform that collects insights to optimize energy savings.
Partner focus:
Signify, a global leader in lighting, has partnered with Cyclect to promote sustainability through solar energy and connected lighting solutions. This collaboration aligns with Signify’s climate transition plan to achieve net-zero carbon emissions by 2040, showcasing commitment to innovative, eco-friendly practices.
Together, Signify and Cyclect are transforming the energy landscape by implementing advanced solar power systems, which reduce energy costs and significantly lower emissions. Jitender Khurana, General Manager, Systems and Services, Asia Pacific at Signify, emphasises the value of the partnership: “Our collaboration with Cyclect enables us to combine our expertise in lighting and energy management with their deep knowledge of engineering solutions. Together, we’re empowering organisations to meet their sustainability goals.”
The partnership also includes Signify’s Interact, a revolutionising smart lighting solution, that helps businesses reduce energy consumption and improve productivity, through advanced sensors and real-time data insights. The solution is implemented in commercial and industrial operations, setting new standards in energy efficiency and sustainability. Supporting these efforts, Signify’s ultra-efficient LED product line reinforces their dedication to sustainable development.
Jitender adds: “The system’s powerful data and analytics capabilities enable businesses to monitor, analyse, and report their lighting usage, energy savings, occupancy patterns and benefit from remote management and predictive management capabilities. By integrating Interact with Cyclect’s engineering capabilities, we create seamless, intelligent lighting systems that deliver an attractive return on investment”
Together, Signify and Cyclect are paving the way for a more sustainable future, proving that innovation and partnership are vital in tackling climate change and achieving impactful results.
Melvin Tan sees the Internet of Things (IoT) as one of the most promising areas for growth, with increasing connectivity across devices and systems. “Everything is connected, from the lights in our homes to our phones and cars,” he explains. Melvin himself drives an electric vehicle linked to his phone and office, a testament to how interconnected our lives are becoming. He believes that this trend will only continue, with more everyday objects integrating into expansive data networks. Cyclect is investing in this space to explore how these connections will evolve and create new opportunities, knowing that many more elements will be added to this digital ecosystem.
Cybersecurity, in particular, stands out as a critical component of this future. Melvin identifies a significant gap in the market for protecting both individuals and corporations from cyber threats like malware and hackers. To address this, Cyclect has partnered with BDATA, an innovative Canadian startup, to develop cutting-edge cybersecurity solutions. These applications are designed to safeguard manufacturing facilities, critical infrastructure, and military assets. BDATA’s technology is already being used in high-stakes environments, including military drones, autonomous mining operations, pipelines, power plants, and water treatment plants, helping to prevent potentially devastating attacks on essential infrastructure.
Melvin Tan’s strategic vision for Cyclect over the next few years revolves around the “three Ds”: digitalization, development of skills, and diversification. These key pillars are designed to position the company for long-term growth and resilience in an evolving business environment.
Melvin sees digitalization as a transformative force impacting all aspects of business. For Cyclect, it represents a significant opportunity, especially as digital systems require power and robust cybersecurity measures. The rise of remote working and the need for remote facility control have created demand for advanced digital tools. Melvin emphasises that even traditionally manpower-intensive tasks, like maintenance, are being transformed by technologies such as cameras and artificial intelligence. These systems can now detect issues like broken glass, fire, smoke, or security breaches, auto
mating processes and improving safety.
Cyclect’s digital transformation goes beyond conventional customer relationship management (CRM) and enterprise resource planning (ERP) systems. The company is embracing data analytics to anticipate equipment failures and optimise operations, which will further enhance productivity and efficiency.
Moreso, they made strides in the development of robotic technologies, specifically to improve operations in sectors like hospitality.
The company has created robotic systems that work alongside humans to streamline hotel banquet operations, reducing costs and minimising the need for manpower. These robots enable one person to handle the workload of four, lightening the burden of heavy lifting and improving overall efficiency. This innovation reflects Cyclect’s commitment to integrating automation and robotics into its services to better serve industries facing labour shortages and rising manpower costs.
The second “D” focuses on the development of skills within the workforce. With the cost of manpower increasing, Cyclect recognizes the importance of training and retaining skilled employees to boost productivity and stay competitive. The company invests in upskilling its staff, ensuring they are equipped with the latest knowledge and capabilities, particularly in digital technologies and advanced engineering processes. This approach not only enhances employee retention but also ensures that Cyclect remains at the forefront of industry trends.
Lastly, diversification plays a crucial role in Melvin’s strategic plan. Cyclect is actively expanding its offerings into new industries and technologies, such as cybersecurity, renewable energy, and robotics. By diversifying its portfolio, the company is better able to weather economic shifts and seize new opportunities in fast-growing sectors. This broadening of scope aligns with Melvin’s belief that innovation and flexibility are key to sustaining the company’s growth.
Together, these “three Ds” form the backbone of Cyclect’s future strategy, ensuring the company remains agile, competitive, and innovative in a rapidly changing world.
FIND OUT MORE ABOUT CYCLECT
Project by: Malvern Kandemwa
Words by: Michelle Duncan
Ghana is a country found in West Africa that is globally known for its gold production. The mining industry has played a critical role in the country’s economy for centuries, and Ghana Gold Fields is one of the leading gold mining companies in the region. The company has been running in Ghana since 1993, and it has employed over 5,000 people who are directly and
indirectly involved in its operations. It has implemented various strategies that have contributed to its success. One of the driving forces behind this success has been the leadership of their regional head of supply chain, Mr Joshua Mortoti.
Mr Mortoti has been an instrumental figure at the company, implementing measures that have significantly contributed to the success of the company’s operations. His leadership qualities have been essential in easing the company’s supply chain and ensuring
that the company has the resources it requires to run efficiently. The supply chain management process of any company is crucial to its success, and Mr Mortoti has been able to streamline this process effectively. He has implemented efficient inventory management systems, reduced lead times and delivery durations, and improved the quality of the company’s supplies. With his leadership, Gold Fields Ghana has been able to keep its operational efficiency and remain competitive in the mining industry.
One of the most significant challenges that mining companies face is environmental compliance. Gold Fields Ghana has consistently implemented environmental best practices to mitigate the impact of their mining activities. The company’s partnership with Knight Piesold Ghana limited has been crucial in this regard. Knight Piesold Ghana Limited is an engineering and environmental consulting company that supplies environmental services to various industries, including mining. The firm has been a valuable partner of Gold Fields Ghana,
supplying innovative solutions to environmental challenges, and improving the company’s environmental performance.
Additionally, the partnership has enabled Gold Fields Ghana to follow local and international standards and regulations on environmental compliance. Knight Piesold Ghana limited has also provided the company with insights and knowledge about best practices in environmental management, thus helping the company to stay ahead of its peers.
GOLD FIELDS GHANA HAS CONSISTENTLY IMPLEMENTED ENVIRONMENTAL BEST PRACTICES TO MITIGATE THE IMPACT OF THEIR MINING ACTIVITIES. THE COMPANY’S PARTNERSHIP WITH KNIGHT PIESOLD GHANA LIMITED HAS BEEN CRUCIAL IN THIS REGARD.
Knight Piésold Ghana Limited was Incorporated in 1996 and since that time has provided specialist Engineering, Environmental, Geosciences and Materials Testing services to the Mining sector within Ghana and neighboring West Africa countries.
The Knight Piésold group, of which Knight Piésold Ghana is part, is an international company of consulting Engineers and Environmental scientists providing services to public and private sector clients in the Water, Power, Mining and Environmental fields.
We work closely with our clients, understanding unique project characteristics within the context of today’s global business environment. With a commitment to quality, safety and technical excellence, Knight Piésold specializes in creating customized solutions at every stage of a project life cycle, while delivering sustainable, bottom-
line results. We have led numerous award-winning projects to completion and have fostered many long-term client relationships that hold strong today.
Engineering: Geotechnical Engineering; Water Resources Engineering; Structural Engineering
Environmental: Baseline Studies; Water Quality Studies; Environmental Management Plans and Monitoring; Environmental and Social Impact Studies; Closure and reclamation; Environmental Auditing; Water Quality Studies; Social Studies and Community Engagement
Geosciences: Hydrology, Hydrogeology; Geochemistry
Management and Testing: Construction Supervision and QA/QC; Soils and Materials Testing; Geographic Information System; Data Management; Project Management
Ghana Gold Fields’ mining operations have played a vital role in the company’s success in the region over the years. The company has two mining projects in Ghana: The Tarkwa Mine and the Damang Mine. The Tarkwa Mine is one of the largest gold mines in Africa, and it has been in operation since 1997. The Damang Mine is in the Western Region of Ghana, and it has been in operation since 1998. The company aims to produce over 1 million ounces of gold each year, and it has invested heavily in modern mining techniques to achieve this goal.
THE COMPANY AIMS TO PRODUCE OVER 1 MILLION OUNCES OF GOLD A YEAR
The Ghana Gold Fields Mining Company has invested heavily in advanced mining technologies to enhance productivity and efficiency, reduce costs, and improve safety for its employees. The company has implemented ultramodern mining equipment and instrumentation such as GPS,
robotics, and automation, which has led to better tracking and management of mining activities. The company uses autonomous haul trucks, which can work 24/7 without the need for breaks or drivers. This technology has significantly reduced accidents and improved productivity in the mines. The company has also deployed drones and other remote sensing technologies, making it possible to find and address issues in real-time. This also helps with mapping and surveying the mines. The drones enable the company to check its operations in real-time and collect data that is used to better understand its overall operational excellence.
Sustainability is a major part of Ghana Gold Fields Mining Company’s vision. The company has adopted sustainable practices to ensure responsible, ethical, and environmentally friendly mining operations. The company has implemented measures to minimize its carbon footprint and reduce greenhouse gas emissions. It has invested in renewable energy systems such as solar panels and wind turbines to reduce dependence on fossil fuels. The company also fosters good relationships with local communities by investing in their socio-economic development through education, healthcare, and other initiatives.
Gold Fields Ghana is also committed to creating value and improving the lives and communities of its stakeholders. As part of its corporate social responsibility (CSR) strategy, the company has implemented various initiatives
and projects aimed at improving the social and economic well-being of the communities in which it works.
One of the key areas of focus of their CSR strategy is community development. The company has set up a dedicated Community Development Department (CDD) tasked with implementing development projects in collaboration with community leaders and other stakeholders. The CDD uses a participatory approach to engage communities in the identification and prioritization of development needs, ensuring that projects are aligned with the needs and aspirations of the people.
Another important aspect of the CSR strategy is environmental stewardship. The company has implemented a comprehensive environmental management system aimed at minimizing the impact of its operations on the environment. They have invested in various initiatives aimed at reducing its carbon footprint, including the use of renewable energy
sources, such as solar and wind power.
Gold Fields is also committed to promoting responsible mining practices. The company has implemented measures aimed at improving occupational health and safety, such as the provision of personal protective equipment to all employees and regular training on health and safety issues. They also have a strong commitment to ethical conduct and have implemented various anti-corruption measures to ensure that its operations are conducted in a transparent and ethical manner.
In addition to the above, Gold Fields Ghana has implemented various initiatives aimed at improving the quality of life of its employees and their dependents. The company supplies a range of social services to its employees, including health and medical services, education and training opportunities, and other welfare services aimed at improving their well-being.
Overall, Gold Fields’s CSR strategy is aimed at creating a sustainable future for both its stakeholders and the wider Ghanaian society. Through its various initiatives and projects, the company is showing its commitment to ethical conduct, environmental stewardship, and community development, which are all critical to the longterm success of its operations. As such, this is setting the standard
for responsible mining practices in Ghana and beyond.
The success of Gold Fields Ghana operations is attributed to several factors, including the leadership of Mr Joshua Mortoti and strategic partnerships like Knight Piesold Ghana limited. The company’s supply chain management process has been streamlined, and environmental compliance
has been prioritized, contributing to the sustainability of the company’s operations. As the mining industry in Ghana continues to grow, Gold Fields Ghana will undoubtedly continue to be a significant contributor to the development of the country’s economy.
