The new tax credits for clean tech investments p.12
PROFILE
Meet Bobbi Curran, VP at Honda of Canada Mfg. p.14
BUSINESS
Strategies for succeeding with less p.16
How emerging technologies can equip businesses to build more resilient and adaptable supply chains.
TAX CREDITS FOR A GREENER FUTURE
Manufacturers can tap into $100 billion in new tax incentives to drive sustainability and innovation.
How Bobbi Curran, VP at Honda of Canada Mfg., is helping lead the company to an EV future.
SUCCEED WITH LESS
How to run your company with fewer resources.
BREAKING GROUND ON ONTARIO’S EV GROWTH
Q&A with Samuel Mills, President of Asahi Kasei Battery Separator Canada Corporation.
BY KIRSTYN BROWN
Keep the conversation going
In March, Plant co-hosted the fifth annual Advance: Women in Manufacturing virtual summit, a half-day event dedicated to advancing gender equity, diversity and inclusion within the Canadian manufacturing industry. Planning and moderating this event alongside two other women editors in the manufacturing space reminded me just how vital these conversations are. Initiatives like this are essential for driving progress — not just in our sector, but across industries as a whole.
Research shows that countries with greater gender equality tend to have stronger economies.
Despite the strides we’ve made, the numbers are a stark reminder that there’s still much work to be done. Women represent 48 percent of Canada’s workforce, yet make up just 29 percent of those in manufacturing — a figure that has barely moved over the past four decades, according to Statistics Canada.
The labour shortage is an issue with which you’re all too familiar. In 2023, the CME projected that the need for workers in manufacturing will reach 600,000 by 2030. It’s a staggering number, but it also presents an opportunity to bring more women into manufacturing, helping to bridge that gap while diversifying and growing the workforce.
On top of these challenges, recent political changes in the U.S., like the rollback of DEI programs under the Trump administration, highlight the importance of continuing with diversity and inclusion efforts here at home. These initiatives matter, both for building more inclusive workplaces and for addressing ongoing issues like the gender wage gap. In Canada, women still earn
just 89 cents for every dollar men make, a reminder that true gender equity is still a work in progress.
But attracting more women to manufacturing isn’t just about closing the wage gap or solving the labour shortage. It’s also about harnessing diverse talent to fuel innovation and drive economic growth. Research shows that countries with greater gender equality tend to have stronger economies — for example, the World Bank’s findings that the most gender-equal economies see an average GDP growth of 0.8 percent per year.
The manufacturing industry offers high-value, high-tech and well-paying careers for women that can provide stability and long-term opportunities, that’s a fact. But in order to change perceptions of this dynamic field, we need more female role models to inspire young women to pursue these paths.
On that note, turn to page 8 to read our recap of the Advance: Women in Manufaturing virtual event, featuring leaders and trailblazers who who are already making an impact on innovation and productivity across the sector. Then, flip to page 14 for my profile of Bobbi Curran, VP at Honda of Canada Mfg., who is helping lead the company towards a greener, more efficient future at the Alliston, Ont. plant.
And, if you’re a woman in manufacturing who’s blazing her own trail (or you know one), I’d love to hear from you and keep these conversations going. Drop me a line at kbrown@annexbusinessmedia.com.
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SUSTAINABILITY
ECO GUARDIAN ANNOUNCES NEW FACILITY
Sustainable packaging solutions manufacturer Eco Guardian is opening a new facility in Ontario, set to be operational in Q4 2025. The expansion aims to enhance the company’s production of compostable and recyclable paper cups and bowls in Canada, reducing dependency on foreign imports and reinforcing the ‘Made in Canada’ movement.
“With increasing global trade uncertainties, businesses across Canada are looking for reliable, locally sourced solutions,” said Anil Abrol, President & CEO of Eco Guardian. “This new facility will ensure Canadian businesses have direct access to high-quality, eco-friendly, Made-in-Canada packaging without the risk of cost increases due to tariffs and supply chain disruptions associated with overseas imports.”
Eco Guardian’s facility will produce 100 percent compostable and recyclable paper products, meeting environmental standards. The company is committed to reducing carbon footprints by leveraging sustainable raw materials, manufacturing processes, and responsible sourcing practices.
Key highlights include a largescale manufacturing facility with a production capacity of two billion cups annually, advanced sustainable production technologies, and fully recyclable and compostable product lines. It will produce custom-designed food packaging solutions.
NEW FLYER TO SUPPLY 43 BUSES TO DURHAM REGION
New Flyer Industries Canada, a subsidiary of NFI Group Inc., an independent bus and coach manufacturer involved in zero-emission electric mass mobility solutions, has secured two orders from Durham Region Transit (DRT). The orders include seven Xcelsior CHARGE NG™ 40-foot battery-electric buses and 36 Xcelsior® 40-foot clean-diesel buses. DRT’s Xcelsior CHARGE NG buses will be among the first manufactured under New Flyer’s All-Canadian Build initiative, which expands its Winnipeg manufacturing capacity to enable the complete manufacturing
Eco Guardian’s sustainable manufacturing facility will be operational at the end of this year.
Visit plant.ca for the latest new products, news and industry events.
of heavy-duty transit buses in Canada. Supported by the Government of Manitoba and Prairies Economic Development Canada, the project is expected to increase production capacity by up to 240 equivalent units annually and create 250 new green jobs. New Flyer’s Xcelsior CHARGE NG bus reportedly incorporates three technology advancements: high-energy batteries, advanced protective battery packaging for easy installation and simpler serviceability, and a lightweight electric traction drive system with up to 90 percent energy recovery.
ECONOMIC DEVELOPMEN
FEDDEV INVESTS $24M IN ONT. BUSINESSES
The Federal Economic Development Agency for Southern Ontario (FedDev) is investing a combined $24 million to support 10 manufacturers in southern Ontario: Accumetal Manufacturing Inc., ArcelorMittal Tailored Blanks Americas Limited, Brannon Steel, CES Transformers, MetalWorks Corp., North American Steel Equipment, Quad Steel, Sensor Technology Ltd., Tempel Canada and Tipco Inc.These investments aim to help southern Ontario businesses
to gain manufacturing capabilities, improve their competitiveness and launch innovative solutions that support Ontario’s defence, energy and transportation sectors and more.
“Across southern Ontario, businesses and entrepreneurs are working every day to generate jobs, foster innovation and deliver valuable solutions for Canadians,” said Ruby Sahota, Minister of Democratic Institutions and Minister responsible for FedDev for Southern Ontario. “To help these businesses reach their full potential, the Government of Canada is providing crucial support to 10 companies, enabling them to grow, boost their competitiveness and explore new avenues for expansion. This investment will drive progress, create opportunities and contribute to a stronger, more resilient economy for all Canadians.”
RISK & COMPLIANCE
IRVING PAPER SHUTS DOWN HALF OF N.B. OPERATIONS
Irving Paper Ltd. permanently shut down 50 percent of its operations because of New Brunswick’s “uncompetitive” industrial electricity rates.
On Feb. 25th, the Saint John manufacturer of paper used for magazines, catalogues and newsprint said it is cutting 140 jobs effective immediately.
“Our employees are not just colleagues, they’re family,” said Irving Pulp & Paper Vice-President Mark Mosher. “That’s why the decision to permanently downsize is a difficult one, but necessary to ensure the company’s long-term sustainability in the face of skyrocketing electricity rates.”
The company said it had been working collaboratively with the current Government of New Brunswick to find a solution, but there was no viable alternative for fully operating both paper machines. Mosher told employees the company planned to continue working with the provincial government to develop a plan that would allow the remaining 50 percent of the mill to continue operations before the additional 10 percent electricity rate increase takes effect on April 1, 2025.
Over 95 percent of Irving Paper’s annual manufacturing output (400,000 tonnes of paper) is exported to 65 countries.
ENERGY
EDP AND CALDWELL FIRST NATION FINALIZE LAND DEAL FOR ENERGY STORAGE PROJECT
EDP Renewables North America and Caldwell First Nation have finalized a land deal for the 75MWac (300 MWh) Edgeware Energy Storage Project in St. Thomas, Ont. The project, awarded a 20-year contract by the Ontario Independent Electricity System Operator (IESO), aims to enhance the transmission grid’s reliability to meet growing energy demand. Located within Caldwell First Nation’s traditional territory, the project’s revenue will reportedly be reinvested into the community. Commercial operation is targeted for 2027.
The City of St. Thomas, experiencing significant manufacturing growth, supports the project to address future electricity needs. It is expected to create local jobs, generate tax revenue and contribute to municipal services. The project is in its development phase, with permitting efforts expected to be completed in 2025.
Energy storage development across Canada is accelerating, contributing to the country’s transition to net-zero emissions by 2050, with 8-12 gigawatts of energy storage expected by 2025.
WESTINGHOUSE SIGNS MOUS WITH SASK. SUPPLIERS FOR GLOBAL NUCLEAR PROJECTS
Westinghouse Electric Company has signed memorandums of understanding (MoUs)
with six Saskatchewan suppliers to support nuclear new build projects in Canada and globally. The agreements, following the Saskatchewan Supplier Symposium, focus on manufacturing key reactor components, including electrical equipment by Team Power Solutions and steel structures by Industrial Machine & Mfg. Inc.,
JNE Welding, Northern Strands Group, STC Industrial Group, and Venables Machine Works.
Partnering with Saskatchewan suppliers is crucial to delivering new advanced nuclear technology, with the company collaborating with the Saskatchewan Research Council to locate Canada’s first eVinci™ microreactor. These partnerships will also offer local suppliers export opportunities through global Westinghouse projects, potentially generating significant GDP for Canada.
This is part of a series of agreements to support Westinghouse’s AP1000 and AP300 projects globally. Westinghouse, owned by Brookfield and Cameco, aims to deploy its Generation III+ reactor technology in Canada by 2035.
Manufacturing 2025: Accelerating action for women
Featuring keynote insights, expert panels and workshops, this event focused on accelerating action toward greater representation and inclusion.
BY OJASVINI PARASHAR
For decades, women have remained underrepresented in Canada’s manufacturing industry. According to Statistics Canada, women made up just 29 percent of the sector’s workforce at the end of 2023 — a number that has barely changed in 40 years.
To support and raise awareness for women in manufacturing, Annex Business Media’s 14 manufacturing brands came together for the 5th year to host the Advance: Women in Manufacturing virtual summit, which was centred around the theme
of International Women’s Day 2025, “Accelerate Action.” The event took place virtually on March 5, 2025.
Inspiring keynote
Keynote speaker Shannon Wilson, industrial sector leader at IBM Canada, shared her journey and highlighted the opportunities within the manufacturing industry, emphasizing its crucial role in the gross domestic product and economic viability of countries. She stressed that manufacturing is essential for producing, innovating and delivering
Wilson noted that the manufacturing industry is in transition, driven by automation, visual inspection for quality, robotics, and predictive maintenance. She suggested individuals focus on the “bottom line of the company and the top line growth of the company,” stating that being essential to the business and having a purpose is crucial for success, particularly for women in the industry.
Addressing the underrepresentation of women in manufacturing and skilled trades, as well as the stagnation in female participation in engineering, Wilson said, “Make sure that you are focusing on yourself and your career because just being there and showing up and being successful is inspirational to others and creates an environment where people can …
In response to a question about the one takeaway for attendees’ careers, Wilson advised, “Drive your own bus. Decide what should be done, where you’re going, and why. You and your organization should go in that direction because that’s what leadership is.”
Trailblazing innovation
The first panel discussion featured Samira Soltani, co-founder and COO of Wireless PnC, Yun Yao, CEO and co-founder of Soralink, and Martha Breithaupt, tax partner for BDO’s Credits & Incentives practice and leader of the Clean Economy Tax Credit practice in Canada. The discussion focused on women’s contributions to innovation in the manufacturing sector.
Yao and Soltani shared their experiences founding their companies in the AI/IoT spaces and cleantech, respectively. Soltani recounted the initial idea of wireless charging, leading to identifying a gap in EV infrastructure. Breithaupt highlighted how women uniquely contribute to driving innovation by bringing a “different lens, having different ideas and having a different approach to things like innovation.”
Addressing a question about common myths in the women founders’ space, Soltani pointed out the bias in fundraising. “You just accept it … and having a collaborative leadership style, just helps you to go on and not think about it,” she said.
Breithaupt discussed BDO’s internal (Excel) and external (Women
Driving Growth) programs aimed at supporting women and fostering mentorship.
“In the external program, we reach out to help entrepreneurs grow, elevate and access things like funding and capital supports as well as filings. It brings together women from across the country. There’s a chance to have conversations with women you otherwise wouldn’t. So, I found that extremely positive,” she said.
“We also have internal programs helping women to excel. It’s a blend of thought content. We have monthly internal calls where local teams and groups of women get together and just talk … sharing our experiences. I think that’s very powerful,” Breithaupt added.
Yoon emphasized the difficulty of the fundraising environment in 2024-2025 but noted increased openness from venture capitalists toward diverse founders and advised women to “play that to your advantage” and let numbers speak.
“It’s harder for early-stage companies, but as soon as you reach series ABC, what counts are the numbers.Your startup’s numbers show that you are a competent leader with a vision,” Yoon said.
When asked about the importance of mentorship, Soltani highlighted its role in providing guidance and support. Breithaupt encouraged women to “elevate each other” and attend networking opportunities to strengthen the community.
Regarding hiring more women in manufacturing,Yoon acknowledged the challenges due to the difficulty in finding skilled people and economic uncertainties. Soltani concluded by emphasizing the need to “advocate for ourselves and each other” and push for change together.
Building assertiveness skills
Jermaine Stennett, a keynote speaker and leadership coach, led a workshop focused on building assertiveness skills and self-expression. She shared her personal journey of overcoming public speaking anxiety.
Stennett introduced the concept of self-concept and how a limited self-image can hold women back, referencing Dr. Claire Zammit’s research on 21 limiting beliefs specific to women. She stressed that “we can’t outperform our self-image”. The workshop aimed to help participants update their self-image as more confident and assertive individuals.
Stennett provided a framework for presenting ideas assertively, suggesting running them through variables like selflessness, win-win potential, and perceived agenda, as well as the “five whys” to create a comprehensive business case, first convincing oneself.
“It’s like you’re creating a comprehensive business case for yourself first. You’re convincing yourself first, and once you’re convinced and convicted about your idea, you will feel confident and convicted. Then you’ll be able to present your idea and stand up for your idea if you need to,” she said.
The act of doing so reinforces positive thoughts and creates new patterns of behaviour through neuroplasticity.
Addressing challenging situations, Stennett advised starting with the feelings and acknowledging the nervous system’s fight or flight response. She emphasized that “not feeling it doesn’t have to be a sign that I shouldn’t do it … it’s a growth moment.”
#AccelerateAction
Plant editor Kirstyn Brown engaged in a fireside chat with Danaka Porter, partner at IOTA Consulting. Porter discussed her multifaceted career and how her experiences shaped her perspective on breaking down barriers for women in industries like manufacturing.
“I just think that there are some preconceived notions, and we need to change the ideas and some of the thought processes at the top before we can really see changes go all the way down,” Porter said. She further emphasized that leadership needs to understand women are just as capable as men.
She suggested that creating inclusive workspaces starts with practical aspects like better bathrooms with menstrual hygiene products, women-only bathrooms in remote sites and nursing rooms.
Regarding educational systems, Porter stressed the importance of evolving course material to be more updated and representative. She shared her experience writing her own supply chain and project management textbooks to fill gaps and provide a more conversational and accessible learning experience. She was the first woman to write a supply chain textbook. “Seeing yourself reflected in something that typically you don’t is inspiring, empowering and encouraging,” she said.
On mentorship, Porter highlighted the value of having both female and male mentors for different perspectives. She emphasized that mentors could bring one into rooms they might not have known existed.
Regarding leadership’s role in advocating for women’s success, Porter stressed the importance of “zero tolerance for poor or bad behaviour towards women” and standing by women when issues arise, creating a safe space.
Ask the boss
The final panel, “Ask the Boss,” featured industry leaders Hali VanVliet, partner at MNP Jennifer Lortie, director of Sales and Development at Fabelta and Bhavna Bahri, partner at EY Canada.
“Drive your own bus. Decide what should be done, where you’re going, and why. You and your organization should go in that direction because that’s what leadership is.”
On asking for career advancement without seeming impatient, VanVliet advised women to approach conversations with “both clarity and confidence” by building a profile of their accomplishments and qualifications.
Lortie emphasized the importance of staying informed, sharing best practices, volunteering for projects (even outside one’s department), and being patient and persistent. She shared her own experience of overcoming initial setbacks by demonstrating her capabilities.
Bahri encouraged women to own what they do and their unique styles, highlighting that women-led projects often succeed. She also pointed out the transferability of women’s skills and shared examples of women successfully transitioning into leadership roles in manufacturing.
“When manufacturing, whether we like it or not, it’s about people, and people are the ones operating the machines. So, as much as we would think manufacturing is technical is about machines, it’s actually about the most human thing that you can do right now,” she said.
Regarding menstrual leave, VanVliet stated it should be treated like any other illness requiring accommodation. Bahri advocated for a non-apologetic and objective approach to women’s health needs, suggesting manufacturing could set a precedent for such policies.
Leveraging tech for a stronger supply chain
Emerging technologies are equipping businesses with the tools to build more resilient, efficient and adaptable supply chains for the future.
BY TREENA HEIN
Supply chain disruptions are not a new phenomenon. From the ancient world to today’s global economy, supply chain managers have always had to navigate obstacles like weather, wars and resource shortages. These issues still plague us today, but on a larger scale, with added disruptions like port strikes, trade wars and cyber-attacks.
“We cannot control or predict many supply chain logistics interruption eventualities,” explains Karl-Heinz Legler, director for eastern Canada at Rutherford Global Logistics, which has 15 offices across Canada.
“Manufacturers can try to manage inventory and have materials on hand for such times, but of course, this will be limited.”
Today’s supply chains are increasingly vulnerable to economic conditions, along with a range of other risks. These challenges have driven companies to seek out technological solutions.
“I think a lot of supply chain challenges that happened in the past year, with the market being really up and down, has played a role in people’s motivation to invest in technology,” says Mike Mohseni, founder of AutoMetrics Manufacturing Technologies.
and railways.
“[It’s] really put supply chain and advanced manufacturing technologies and innovations back on the map.”
Emerging tech
trends
Drones are emerging as a potentially transformative technology in supply chain management, offering advanced solutions that enhance operational efficiency, accelerate delivery times and improve logistical oversight. As far back as 2019, Airbus started trials of shore-to-ship cargo transfer in Singapore using large models as an alternate way to load/unload and deliver smaller payloads over short distances.
Additionally, drone cameras now provide real-time inspection and recorded footage of activities at ports, airports and railways helping improve efficiencies and detect anything out of the norm.This data can also help identify times of day and other factors that contribute to disruptions, enabling proactive solutions to be put in place. Ships can also use drones to help prevent navigational errors or accidents by providing enhanced situational awareness in challenging weather.
Blockchain, a digital record-keeping technology, is another potential game-changer for supply chain resilience and transparency, with early
Drone cameras now provide real-time inspection and recorded footage of activities at ports, airports
initiatives showing that it can speed up product delivery, cut costs, enhance traceability and simplify financing. But Legler says adoption is slower than anticipated because of slow progress in connecting supply chain partners. While there are already reliable systems in place for tracking cargo, the seamless logistics data flow that will eventually be provided by blockchain and AI will be very useful in both normal and disruption scenarios.
AI is increasingly being used to analyze supply chain data, but for individual manufacturers, challenges remain. For instance, according to the Harvard Business Review, business planners often spend significant time trying to interpret AI recommendations and updating supply-chain models to match changing conditions. To address these issues, they typically rely on data science teams or technology providers for support, which can be a lengthy process.
However, advances in large language model technology (LLMs) are helping — this is the capacity of some of today’s
AI systems to understand questions, access the pertinent data, analyze it and provide a response in plain language. LLMs have the potential to expedite decision-making processes and cut down the time required to produce insights and updates from days or weeks to mere minutes. They can also help enable planners to swiftly analyze data, respond to hypothetical scenarios and modify plans based on real-time conditions.
But, as Matt Weller, Senior Advisor of Supply Chain/ Productivity at Excellence in Manufacturing Consortium (EMC), notes, AI will require more — not fewer — humans to manage it.
“I think AI will drive a new supply chain skill set that is both practical and technical simultaneously, and this will displace more traditional skill sets at large firms,” he says. “Also, a larger consideration will be availability. AI requires tremendous energy and processing power, and specialized chips which are scarce and not easily ramped up or duplicated.”
Dealing with data
In addition, with AI’s power being its ability to search through and analyze large amounts of data, its usefulness is directly proportional to how much data it’s given. And of course, that data must be very current, otherwise any conclusions or recommendations provided are useless in that stale data will cause more problems than it solves.
Drew Simons, principal advisor at Roxville Technology in Toronto Ont., explains:
“Our clients, who are freight forwarders for manufacturers, want to book transportation of freight and make sure their customers get what they need on time,” he says. “They want to prevent disruption by
preventing delays for their customers. So, we advise them on how to determine the best route to make sure a shipment arrives on time. In order for successful use of AI in this work, we need large amounts of good, up-todate data from transportation companies, from ports and airports, from all parts of the supply chain – and some of that is not yet publicly available.”
But, according to Simons, progress in data sharing is being made. “There are initiatives at the port level and Transport Canada is also working on this,” he says, adding that Simons explains that Transport Canada contacted CIFFA (formerly the Canadian International Freight Forwarders Association), which then invited members of their team, along with others, to participate in a panel discussion last fall. (Both Simons and Legler sit on the CIFFA Technology Committee and Legler is a CIFFA board member. The Committee has also produced a white paper Unlocking The Potential: An Introduction to Artificial Intelligence.)
“[At the panel], we discussed what data is required, how it can be structured, so that we can use that data to predict when a shipment will actually arrive through different routes,” says Simons. “It’s very exciting to see that there’s a lot of focus on preventing disruption. As data becomes more and more available, we’ll be able to achieve a higher level of reliance on when shipments will actually arrive.”
Shortening the chain
An important way to ensure better supply chain resilience is to create a diversified supply chain across multiple markets, regions and countries, with an emphasis on securing domestic suppliers where possible. Scott McNeil-Smith, VP of Manufacturing Sector Performance at
“As data becomes more and more available, we’ll be able to achieve a higher level of reliance on when shipments will actually arrive.”
EMC, explains that this minimizes risks associated with a variety of disruptions that may crop up in Canada or beyond:
“Whether it’s weather, health, politics or a domestic issue such as a postal or port strike, manufacturers need to look beyond their sector to develop multiple supplier options who can readily provide the component, ingredient or system required.”
Achieving a shorter, mostly domestic supply chain on a large scale, however, requires excellent visibility of the national manufacturing landscape. That is, companies need to know what other firms can do in terms of their capabilities, volumes and more. EMC has been leading this charge in Canada, connecting industries across its national network with an increased focus on supply chain resilience and productivity. This builds on past EMC success with the creation of ‘evergreen manufacturing intelligence’ for example, helping industry source skilled talent, and the development of Supplier Manufacturing Innovation Networks as far back as ten years ago.
McNeil-Smith says that EMC regularly helps manufacturers address needs, whether due to internal issues or lost suppliers, through support initiatives like “Member Needs Help.” They are also developing a national database to allow companies to directly connect with solutions and suppliers. EMC is investing in this effort and seeking partners to help expand it, while also updating member capabilities and improving platform accessibility. McNeil-Smith adds that EMC’s approach could dovetail nicely with other supply chain platforms throughout the world.
“By continuously connecting manufacturers and suppliers,” he says, “highlighting not only what they are currently producing but also what capabilities and capacity they have, this can provide more opportunities for domestic supply as well as opportunities for Canadian producers to access markets and build customers internationally.”
Tax credits for a greener future
Canadian manufacturers can tap into over $100 billion in new tax incentives to drive innovation, sustainability and long-term growth.
BY MARTHA BREITHAUPT, BSC. ICD.D
As Canadians, we all want a strong manufacturing sector supported by vibrant cities with robust infrastructure to grow our economy for years to come. With the unprecedented challenges that manufacturers are facing today, many are looking to move forward but unaware of the tax credit supports that are currently available.
There is recognition that business es can’t shoulder this burden of investment in our country alone. Through new access to federal and provincial government supports that de-risk dollars invested in clean technologies and energy infrastructure, we can build Canadian capacity across our manufacturing industry and supply chains in the future. These new tax credits give Canadian businesses the opportunity to align profitability with sustainability and position them for long-term success towards a net-zero future.
Clean Economy tax credits
Nearly $100 billion of refundable tax credits were legislated into the Income Tax Act in June 2024 to support the acquisition of clean technology property and enable business investment, providing billions of dollars in funding annually to taxable corporations.
Forming the Clean Economy Investment Tax Credits (ITCs), they currently consist of four tax credits to enable business investment through targeted incentives for clean technology adoption and sustainable manufacturing. These new investment tax credits cover clean technology, clean technology manufacturing, clean hydrogen and carbon capture utilization and storage.
While each credit has different refund rates, technical eligibility and filing requirements for claiming, they all represent a significant contribution to covering capital asset costs for taxable corporations, cutting years
off traditional ROI calculations in many cases.
Clean Technology ITC
The Clean Technology ITC can refund up to 30 percent of expenses toward clean technologies like solar panels, wind turbines, ground or airsource heat pumps and non-road zero-emission vehicles. The credits are available to all taxable corporations and cover investments in eligible technologies.
Companies claiming these credits at the standard 30 percent rate must meet many legislated requirements, including electing and attesting to meeting specific labour requirements to pay covered workers (those responsible for the physical preparation and installation of specified property) at prevailing wages.
Clean Technology Manufacturing ITC
The Clean Technology Manufacturing (CTM) ITC offers a 30 percent refundable tax credit on capital costs for machinery and equipment for eligible manufacturers.
For the CTM credit, the corporation must undertake qualified zero-emission technology manufacturer (ZETM) activities or be a producer of qualifying critical minerals such as lithium, cobalt, nickel, copper, graphite and rare earth elements.
The Canada Revenue Agency, which administers the credit programs in coordination with National Resources Canada, has defined various use cases for the CTM credit that could include:
• Industrial robots used to manufacture electric vehicles or vats used to process cathode active materials.
40% refundable credit for the installation of hydrogen and ammonia production technologies offered by The Clean Hydrogen ITC
• Certain tangible property required for machinery or equipment and certain specialized tooling and moulds used for ZETM.
• Equipment in qualifying critical mineral extraction and processing to crush rock.
• Non-road zero-emission vehicles designed for use in factories or hydrogen-powered vehicles designed for extracting rock from mine sites.
Carbon Capture Utilization and Storage ITC
The Carbon Capture Utilization and Storage (CCUS) ITC offers a refundable tax credit on the acquisition of property used to capture CO2 emissions from fuel combustion, industrial process, or directly from the air (CC) to transport, store, or use the captured in industry (US).
Eligible uses include dedicated geological storage of captured carbon or its use in producing concrete, specifically using a qualified process for sequestration of the captured CO2 in concrete. There are many considerations in claiming the CCUS credit when applying, including ownership, location, capacity, phased construction, documentation and submission of project plans and frontend engineering and design (FEED) studies as well as meeting requirements for covered workers and regulatory considerations in order to obtain approval from Natural Resources Canada. The result of the filing is a substantive refundable credit of 37.5 percent to 60 percent on eligible CCUS projects.
Clean Hydrogen ITC
The Clean Hydrogen ITC offers up to
a 40 percent refundable credit for the installation of hydrogen and ammonia production technologies. The refund rate is based on the intensity of the system in use and covers many technologies such as those used to produce hydrogen through electrolysis of water or eligible hydrocarbons, clean ammonia production equipment, dual-use electricity and heat equipment, or dual-use hydrogen and ammonia equipment.
Investing in Canada
When the credits were legislated, measures included many positive outcomes for all Canadians, beyond the business owners who receive the credits directly. To obtain the higher refund rate on some of the tax credits, the Covered Workers legislation requires the claimant to support the creation of qualified skilled trades and Red Seal apprentice roles that promote safe, effective and well-paying jobs across Canada.
The federal government also encourages these credits to be stacked in coordination with additional programs like direct provincial grant funding, the Canadian Renewable Conservation Expense accelerated
depreciation deduction, or the Atlantic Investment Tax Credit.
A global leader in the making
To capitalize on these credits, businesses should begin with an assessment of current operations. Identifying areas for investment — such as adopting renewable energy or storage solutions or conversion to non-road zero-emission vehicles — is the first step toward becoming a sustainable enterprise. Partners with expertise in both tax incentives and sustainability strategies can assist manufacturers in navigating the process, developing actionable plans, and ensuring compliance with regulatory requirements.
Over the next decade, taxable Canadian corporations must take advantage of the financial support offered in the Clean Economy ITCs to accelerate their growth opportunities, non-road vehicle retrofits, and equipment and facility expansions—all while insulating themselves from energy consumption and supply chain disruptions along the way.
25_000574_Plant_APR_CN Mod: February 3, 2025 10:57 AM Print: 02/25/25 4:21:19 PM page 1 v7
Martha Breithaupt, BSc., ICD.D is a Partner, Credits & Incentives at BDO Canada LLP.
Driving change
How Bobbi Curran is helping steer Honda of Canada Mfg. toward an
electric future.
BY KIRSTYN BROWN
Bobbi Curran’s career at Honda of Canada Mfg. (HCM) has been defined by seizing opportunities and evolving alongside the company. Joining HCM in 1998, she took her first role as a mass production buyer for tier-one parts. For more than two decades, she made her mark in various areas of purchasing and procurement until 2022 when she became plant manager of Plant 1, the producer of the Honda Civic. Today, she serves as Vice President of HCM, where she is playing a pivotal role in guiding the company through its electrification journey.
“My career has really been founded on just taking advantage of opportunities as they were presented,” she says.
While she had always made it known she was interested in production, Curran says she was surprised when the plant manager opportunity came along in 2022 — and that the experience redefined her idea of leadership.
“It really opened up my viewpoint in terms of what a leader is,” she says. “The purchasing world is very dynamic and has the influence of the supply chain, so you lead in that respect. But taking on the factory lead position is really about the people; it’s all about how to motivate an entire organization towards common goals.”
For Curran, the people-first approach was key to her leadership strategy. She says she prioritized being accessible to her employees and visiting the factory floor to show her appreciation. “Making sure they knew I was part of the team, sharing a little bit of who I am as a person so there’s a
gigawatt hours (GWh), is the capacity the EV battery plant will boast annually. Construction on the facilities began earlier this year, and vehicle production is estimated to begin in 2028.
connection there and really respecting when they asked for support,” she says. “With all of that, [I was] able to walk down the line and hear, ‘Hey Bobbi, how are you doing?’. That connection is meaningful.”
A big step towards electric
In June 2024, HCM reached a pivotal milestone with the start of production for the 2025 Honda Civic Hybrid sedan — winner of this year’s North American Car of the Year — at its Alliston, Ont. facility. This marked the first time the Civic Hybrid was produced in Canada, a huge step towards the company’s electrification goals. (The launch followed a substantial investment aimed at positioning HCM as the leading plant for CR-V and Civic Hybrid production in North America.)
Reflecting on her experience
with both traditional gas-powered models and hybrid vehicles, Curran said the integration of Civic Hybrid production into their existing manufacturing processes was relatively seamless thanks to their experience with the CR-V.
“There was new technology, absolutely, but we’ve kind of been in a technology evolution for a very long time,” she said. Instead, the primary focus was on being educated — understanding exactly what they were building, aligning with customer expectations and ensuring that the hybrid experience, such as the quieter cabin, met those expectations,” she says.
“It was really an educational journey more so than talking about technology and the differences in manufacturing,” she says. “The CRV taught lots of lessons in terms of how to manage battery usage,
technology in terms of codes, so we could troubleshoot quickly.”
Building for the EV future
The future of Honda’s electrification in Canada is already taking shape. As part of a historic $15 billion Canadian EV Value Chain initiative announced in April, HCM announced preparations were being made to build two new facilities in Alliston dedicated to assembling EV batteries and vehicles. Construction on the facilities began earlier this year, and vehicle production is estimated to begin in 2028. Once fully operational, the EV plant will reportedly have the capacity to produce 240,000 electric vehicles per year, while the EV battery plant will boast an annual capacity of 36 gigawatt hours (GWh).
“The factory we establish here is going to be how we manufacture in the future, so it’s groundbreaking in terms of what technologies we’re going to use to set the standard for North America. It’s about more than just producing an EV; it’s about how Honda is going to produce units in the future.”
manage that and make sure everyone understands why we’re making the decisions we’re making, what they’re founded on, and that there’s a sense in business logic to the approaches we’re taking.”
infrastructure, making sure that we support that, and education, making sure we have a pathway for the youth we want to see to stay in the area,” she says.
The long-term vision
Looking ahead, Curran says the company’s future in the EV space is centered around flexibility and meeting customer demand. Recognizing society will take time to adapt, she says the company will need to balance the transition with continued production of petrol and hybrid vehicles, especially given the strong market reception of Honda’s hybrid models.
While preparing for the upcoming construction of new facilities, Bobbi has emphasized the importance of transparency and supporting the Alliston community and workforce.
“The amount of construction our little town here will experience is significant,” she says, adding that HCM has been joining community events to explain progress, working with local OPP to manage traffic situations and helping the community plan to minimize disruptions.
“Everything hinges on the communication part of this, making sure that everyone comes on this journey with us,” Curran says. “There are a lot of sensitivities to this transition in terms of what it means to people’s lives, and we need to
As construction ramps up toward 2026, Curran says she’ll shift her focus to preparing the associates for the transition ahead. That includes explaining how the team will handle the petrol, HEV and EV lineups in order to remain flexible, ensuring that the company can produce units as customer demand sets the pace. Again, her strategy all comes down to communication and transparency. “Communication is at the center of everything we’re doing right now.”
And it’s working. Curran says the Alliston community has been supportive of the project, partly because of the business and job creation it will bring to the area. In addition to securing the current workforce of 4,200 associates at HCM’s existing facilities, Honda projects that at least 1,000 new associates will be needed to support the new EV and battery facilities. Curran says HCM is engaging with local educational institutions, both at the high school and post-secondary level, educating students on future career opportunities with the company.
“It’s really about residential and small business
“Honda has made it very clear that we are 100 percent in on EV, and we made that clear 50 years ago in terms of how we manufacture our engines in terms of fuel economy,” she says. “This facility is the second founding, but it needs to be met with true customer desire.
For Curran, helping lead the company into the next 50 years is not just about adapting to new technologies; it’s about creating a lasting legacy for both Honda and the community.
“The factory we establish here is going to be how we manufacture in the future, so it’s groundbreaking in terms of what technologies we’re going to use to set the standard for North America,” she says.
“It’s about more than just producing an EV; it’s about how Honda is going to produce units in the future.”
As a leader, her decades in procurement have helped prepare her for the challenge.
“It almost makes it easier for me to chase the ideal state. I’m not encumbered with years of struggle and strife on how to build something and all the obstacles in the way. So it’s easy to then say, ‘This is our ideal state. What do we need to do to get to that?’ My role as a leader is to keep that vision in place for our associates that are working through these initiatives with our Japan team.”
How to succeed with less
Strategies for running a manufacturing business with fewer resources in today’s marketplace.
BY NAKUL GUPTA
Manufacturers are facing significant pressures in today’s economic environment, including a slowdown in market demand, high interest rates and the rising cost of materials and labour. Each of these factors impact a company’s earnings before interest, taxes, depreciation and amortization (EBITDA). This affects its ability to meet its debt service coverage ratios from the bank and secure more financing.
The following case study reveals the real-world impact of these market conditions on an automotive parts manufacturer. It will also provide some steps that you can take to run your company with less to help increase its operating cash flow and meet your debt servicing ratios.
Case study: What is the real-world impact of today’s market conditions?
An automotive parts manufacturer made significant investments to
support its growth both before and during the COVID-19 pandemic. Interest rates were low in 2020 — and the business took out long-term loans to purchase new equipment and machinery. It also moved to a larger facility to increase production and meet high demand.
The manufacturer relied on debt instead of capital to support its growth and began to encounter significant challenges when interest rates started to climb in 2022. The rate of its long-term loans from the bank increased while market demand for its products slowed. Additionally, the cost of materials, labour, and logistics increased, and suppliers started to demand shorter or upfront payment terms while customers took longer to pay for their orders.
Each of these factors resulted in cash leaving the business at a faster rate than it was coming in — contributing to a negative operating cash flow and lower EBITDA. The business started to struggle to meet its
Prioritizing customers who make payments on time and who give you large profit margins can help increase the amount of cash entering your business.
interest coverage ratios and the bank restricted its financing to reduce risks.
The automotive parts manufacturer is now operating with less money from the bank — and has no room to reduce labour, material or logistics costs. It also risks losing customers if it raises the prices of its products. The business owners begin to use their personal funds to meet the debt coverage ratio from the bank and consider approaching private lenders for more financing.
However, this is an untenable solution that contributes to a vicious cycle of debt. The manufacturer needs to explore different avenues to increase its operating cash flow — giving it more money to pay off its debts and meet the new conditions from the bank.
Running a business with fewer resources
While the case study above focuses on a manufacturer in the automotive parts industry, the same challenges are affecting manufacturers across all industries today. A strategy to run your company with less can help you generate more profit and meet your debt coverage ratios to receive more financing opportunities from the bank. You can get started by:
1. Evaluating your customers
Assess your customers to identify
which customers consistently delay payments, the margins you are making from each customer, and the quantity of products you need to meet their orders.
Prioritizing customers who make payments on time and who give you large profit margins can help increase the amount of cash entering your business. This helps contribute to a positive operating cash flow and gives you more money to put toward meeting your debt service coverage ratio.
2. Reconsidering your approach to inventory management
You may be manufacturing more products than you are able to sell from one product line. Alternatively, there may be a product line that sells so well that your business struggles to keep enough products in stock. Consider decreasing the production of low-demand products and increasing the production of high-demand products. Exploring approaches such as just-in-time (JIT) manufacturing or contractual manufacturing can also help reduce storage costs and free up more cash in your business.
3. Working with your suppliers
Suppliers are now asking for shorter or upfront payment terms. Meeting those terms can cause a drain on your cash flow — however, those who do not meet these terms risk delays in delivery. This can cause further delays in production and impact your profits.
Contact your suppliers and determine how you can work with them to reduce the upfront requirements on these payments without jeopardizing or losing those relationships. This can help decrease the strain on your cash flow and give you more money to put toward paying your debts and meeting your debt service coverage ratios.
4. Assessing your assets and products
Review the machinery and product lines within your business to identify which ones are the most profitable — and which ones are not returning a profit. There may be some machines that you are not using at full capacity, or some product lines that are not breaking even.
Divesting, downsizing, or temporarily closing those assets and product lines can help reduce your operating costs. This helps
increase your EBITDA and meet your debt service coverage ratios.
How can you make the right decisions for your business?
Each of the steps above can contribute to a positive operating cash flow, helping your business meet its debt service coverage ratios and secure more financing from the bank. However, these decisions may also have a significant impact on your relationships with your customers and suppliers.
Scenario planning allows you to anticipate the potential pitfalls of your decisions — and take the right steps to mitigate those risks. An approach that focuses on financial modeling and planning can help you make informed decisions to support the future of your business. It is essential to assess the financial outcomes of your decisions from all angles to identify potential pitfalls and avoid irreparable damage to your business.
Nakul Gupta is Senior Manager, Consulting –Performance Improvement & Operational Excellence at MNP, one of the largest full-service chartered professional accountancy and business advisory firms in Canada.
Breaking ground on Canada’s EV growth
Asahi Kasei Battery Separator Canada Corp. is bringing a key piece of the EV supply chain to Ontario with its new $1.7 billion lithium-ion battery separator manufacturing facility in Port Colborne. The project marked a major milestone with a groundbreaking ceremony on November 14, attended by government and industry leaders. Set to begin production in 2027, the plant — developed as a joint venture with Honda — will be Canada’s first large-scale wet-process separator facility. Samuel Mills, President of Asahi Kasei Battery Separator Canada Corp., discusses what this means for the local economy and Ontario’s growing role in EV manufacturing.
Plant: What motivated Asahi Kasei to choose this location for the new battery separating plant?
Samuel Mills: The widespread adoption of electric vehicles is expected to increase the need for battery energy storage in North America, and a local battery supply chain is needed to support that growth. Lithium-ion battery separators are a key battery component. However, there are currently no large-scale manufacturers of wet-process separators with North American operations.
To support the predicted growth
in separator demand, Asahi Kasei aims to acquire at least a 30 percent share of the North American market for wet-process EV battery separators through the establishment of an integrated production facility in Port Colborne.
When evaluating potential locations for a North American hub, several factors made Port Colborne and the Niagara region of Canada desirable, including its abundant renewable resources, reliable power supply, access to skilled talent, and location—ideally situated between the United States and Canada along
The groundbreaking ceremony, held on November 14, welcomed several government officials as well as Asahi Kasei and Honda executives.
the Welland Canal.
We also considered government policies and regulations that could influence EV and battery production and other related supply chain facilities.
PLT: Phase 1 is expected to be complete in 2027. What will Phase 1 entail?
SM: These battery separators are highly engineered microporous films that are a key component of the lithium-ion batteries that power EVs and other applications. They are often coated on one or both sides to meet various battery performance requirements. The Port Colborne facility will be a completely integrated plant for base film manufacturing, separator coating, slitting and other finishing and fulfillment activities.
The initial Phase 1 investment of approximately $ 1.6 billion (180 billion JPY) will create approximately 700 million square meters (m2) of coated separator capacity per year, which is enough material to supply roughly 1 million EVs annually.
During the construction period, key activities will include land preparation and infrastructure installation, building design and construction, installation and startup of separator
production equipment, employee hiring and training, and commercial qualification and sales of our separator to North American battery producers.
PLT: What is the expected economic impact of the plant on the local community and the broader Ontario region?
SM: The initial Phase 1 investment will create over 300 jobs, with plans to expand facilities over two or three phases, supporting 700 to 1,000 full-time positions across all project phases.
Local spending will include substantial costs for plant construction and equipment, as well as annual expenses for cleaning staff, lawn care, maintenance, retail, entertainment, and visitor hospitality. The company aims to source at least 70 percent of raw materials locally.
Asahi Kasei is committed to contributing to the communities where it operates by sponsoring local events and activities. The company plans to partner with local universities and community colleges to develop manufacturing and STEM-related curriculums, as well as apprenticeship and internship opportunities.
PLT: What are the key technological innovations that will be implemented at this new facility?
SM: Asahi Kasei’s long-standing history of separator engineering has led to several advantages and innovations. One example of this is the development of water-soluble coating technology that eliminates the need for polyfluoroalkyl substances (PFAS) in the battery separator while achieving similar or better performance.
PLT: What partnerships or collaborations are in place to support the construction and operation of the plant?
SM: On November 1, 2024, Asahi Kasei and Honda Motor Co., Ltd. (Honda) announced that the two companies signed a shareholder’s agreement establishing a joint venture company for the production of lithium-ion battery separators in Canada for the North American EV market. Under the terms of the agreement, Honda will acquire a 25 percent stake in the JV company, with the remaining 75 percent held by Asahi Kasei Battery
Separator Canada Corporation.
The joint venture company will manage the construction and production activities of the battery separator manufacturing plant in Port Colborne, and Asahi Kasei Battery Separator Canada will remain responsible for all business and commercial operations, including separator sales and marketing.
This new joint venture partnership brings together two industry leaders; Asahi Kasei, a long-trusted supplier of lithium-ion battery separators and expert in value-added material technologies, and Honda, which already has well-established Canadian operations and has been proactive in establishing a comprehensive electric vehicle supply chain in North America.
By leveraging these combined strengths, we can establish a stable supply of high-quality lithium-ion battery separators in North America that will enhance battery performance and durability, and accelerate the clean energy transition through the realization of reliable, high-performance electric vehicles.
Regarding hiring to support plant operations, we intend to work with the local universities and community colleges to develop and support manufacturing and STEM-related curriculums. We aim to leverage these relationships to ensure successful project hiring. We have already met with several local academic and trade institutions to begin these discussions.
PLT: What environmental considerations and sustainability practices will be implemented at the plant?
SM: Globally, the Asahi Kasei Corporation has pledged to reduce greenhouse gas (GHG) emissions through various measures, and in
2021, established the Asahi Kasei Group Sustainability Policy, which includes among its priorities a 30 percent reduction of GHG emissions by 2030. Locally, Asahi Kasei Battery Separator Canada will work diligently to minimize adverse impacts to air, water and land quality during the construction and operation of the new facility. The company is fully compliant with all environmental rules and regulations and has met all government requirements for environmental impact studies, noise studies and air emissions and traffic impact assessments.
The Port Colborne manufacturing facility has been designed with energy efficiency, water conservation and overall sustainability in mind. It will include several environmental considerations, such as highly efficient manufacturing operations that minimize the amount of power consumed per square meter of battery separator produced. It will also include renewable energy and LED lighting will be used where possible, and improved thermal efficiency of all buildings will further enhance energy efficiency. And robust recovery, reuse and recycling programs will increase yields and limit the amount of scrap material and other waste sent to landfills.
PLT: What are the long-term goals for the plant’s production capacity and technological advancements?
SM: Asahi Kasei is committed to increasing capacity to keep up with North American market demand, and the project site is large enough to support future expansion. Should additional investments (at this or other locations) occur, the company will announce further details at that time.
Samuel Mills, President of Asahi Kasei Battery Separator Canada Corp. speaking at the groundbreaking ceremony.
A smart approach to safety
Smart surveillance systems are revolutionizing industrial safety by reducing risks, preventing accidents and providing valuable insights. BY
JOE MORGAN
Critical infrastructure and industrial operations are vital to society and the economy, providing essential services and powering complex processes. However, they carry a significant risk of workplace accidents, which can harm employees and disrupt business operations. Therefore, it’s crucial to implement systems and strategies that ensure workers are in the right place at the right time to reduce accident risks.
In 2022, Canada recorded nearly 1,000 fatalities and almost 350,000 lost-time injury claims in industries like manufacturing, mining, utilities, warehousing, and waste management. While accidents are inevitable, they can be reduced in both frequency and severity.
Completely eliminating accident risk is unrealistic, but a proactive approach to on-site safety, supported by intelligent, cost-effective surveillance solutions, can significantly reduce it. The goal is to foster an environment that places equal emphasis on business continuity and employee well-being.
Integrating surveillance solutions into existing infrastructure doesn’t have to be complex. Open platform systems allow for easy addition of new cameras, maximizing previous investments to enhance site safety.This improves real-time risk awareness, enables timely incident responses, prevents accidents, and refines long-term safety protocols.
Real-time response to safety threats
When it comes to addressing real-time incidents, human observation and manual alarm systems often fall short in mitigating risks and improving safety levels, emphasizing the need for better situational awareness. Surveillance systems complement traditional measures and go the extra mile to ensure workplace safety.
On-site surveillance offers broader, more accurate coverage than human observation. Advanced technologies
like thermal cameras detect temperature changes, identifying potential gas leaks. Cameras with built-in analytics can recognize smoke patterns, enabling early fire detection. Integrating these tools into industrial control systems provides real-time support and quicker incident responses.
Network audio solutions are equally vital, providing direct communication with employees during evacuations or emergencies. Combining visual aid from cameras with audio solutions helps identify risks before they escalate into accidents, ensuring swift worker support.
Intelligent analytics automate safety functions, tailored to your operations, reducing false alarms. This makes connected surveillance essential for real-time risk mitigation and prompt emergency response.
Identifying and mitigating risks Moreover, intelligent video solutions are instrumental in averting avoidable accidents on-site. Using connected cameras, network audio, and intelligent analytics, your system can identify risky behaviour and alert employees directly, thereby preventing potential incidents. For instance, AI-powered solutions can be customized to detect the absence of personal protective equipment (PPE) like hard hats, sending an alert to a worker if they need to put on the necessary safety gear.
This proactive approach to accident prevention acts as a crucial safety net, ensuring that even if employees forget a safety measure, an automated system is in place to remind them. As an employer, it brings peace of mind knowing that all possible measures are being taken to ensure worker safety. An added advantage of implementing these safety measures includes a decrease in liability claims and prevention of unnecessary downtime caused by accidents and subsequent investigations.
In the era of digital revolution, privacy has emerged as a critical concern. Surveillance systems can dynamically
mask or blur individuals, or just their faces, to protect worker privacy while ensuring their safety. By processing and masking video directly on the camera rather than a server, the risk of leaking unmasked footage is significantly reduced.
Analytics for the future
Beyond real-time incident management and near-term accident prevention, surveillance solutions provide valuable insights to enhance long-term safety policies. By reviewing and analysing workplace incidents, injuries, and near misses, root causes can be identified, and safety protocols can be devised to prevent future occurrences.
While accidents are inevitable, they can be reduced in both frequency and severity.
Footage from network cameras and other sensors, such as body-worn cameras, offer unbiased information that aids the continuous improvement of safety policies. This further enhances health and safety practices, which in turn ensures long-term business continuity.
By leveraging prior network camera investments, real-time incidents can be managed promptly, avoidable accidents can be prevented, and safety processes for the future can be enhanced. This proactive approach not only ensures worker safety but also protects the business’s bottom line by minimizing the risk of claims and operational downtime.
Joe Morgan is the Segment Development Manager, Critical Infrastructure for Axis Communications.
Photo: PoyTumStudio / Adobe stock
ALTAIR HPCWORKS HIGH-PERFORMANCE COMPUTING (HPC) AND CLOUD PLATFORM
Altair® HPCWorks® makes high-performance and cloud computing fast, efficient and productive. Expertly manage IT complexity and enable the latest AI workloads. The Altair HPCWorks computing platform powers the world’s most critical HPC and high-throughput workloads in science, manufacturing, chip design, and more. The convergence of HPC with simulation and data analytics is creating even more opportunities to innovate and partner with users and industry collaborators to deliver the latest technology and develop tomorrow’s game-changing innovations.
altair.com/altair-hpcworks
ULTIMAKER S8
UltiMaker S8, the latest in the S-line of 3D printers, features upgrades like a new motion planner, high-flow print cores and an improved feeder system, enabling speeds up to 500mm/s and accelerations of 50,000mm/s² for faster production and handling of complex applications. With dual extrusion, it supports multi-material printing for creating advanced parts in one job.
The printer is compatible with over 300 materials from the UltiMaker Marketplace, including the new UltiMaker Nylon CF Slide, a highstrength, wear-resistant material with a temperature resistance of up to 180°C and PFAS-free.
The S8 also integrates with UltiMaker Digital Factory, a cloud-based platform for managing and printing projects remotely. This includes Cura Cloud, which helps users collaborate more easily across teams and time zones. Subscription options cater to individual users and larger operations.
ultimaker.com
GUS 4-AXIS DELTA ROBOT
igus’ DR1000 four-axis delta robot for pick and place tasks offers high speed and precision for industrial applications. With a 1,000-mm working diameter and an additional rotary axis for four degrees of freedom, it efficiently grips and orients components. Its 96 picks per minute rate makes it ideal for end-of-line pick-and-place, conveyor belt picking, or 3D stacking tasks.
The DR1000 features a modular design for easy integration and can be equipped with a gripper or suction cup for complex tasks. It is customizable to meet specific needs. igus.com
FESTO VTEP PROPORTIONAL VALVE TERMINAL
The Festo VTEP proportional valve terminal is ideal for flexible gripping, web tensioning, force-controlled polishing, precision piloting, dispensing, dosing and diaphragm pump control.
The VTEP provides closed-loop control of moderate airflow (vacuum up to 35 l/min) and comes in 2-, 3-, and 5-valve variants, controlling up to 10 channels. It is less than 5 inches wide, fitting smaller-footprint machines, and features an EtherCAT digital communication interface for real-time communication and data transparency.
Each valve has an integrated pressure-temperature sensor, an airflow control algorithm, and four digitally controlled 2/2 piezoelectric cartridges arranged in a bridge circuit, allowing two independent channels per valve. festo.com
FILTER BUILD PROGRAM in partnership with Parker Canada
As Canada’s largest distributor of Parker components, Wainbee has implemented the Filter Build Program. We stock components, allowing us to assemble custom filters faster than ordering pre-assembled units.
The program covers a wide range of hydraulic filtration products satisfying approximately 70% of hydraulic filter applications.
• Flexible filter configurations for parts inventory
• Shorter lead times for faster delivery
• Lower assembly costs for competitive pricing
• Eco-friendly designs with extended filter life
• Configurations support BOM creation for Build Program (CS, CN, GLF, Moduflow™, PT, WPF)
• Build Centre test stands inspected and certified by PCD every three years
POSTSCRIPT BY
RICHARD KUNST
It takes a village
End users are always looking for the latest in technology when making a sourcing decision. As a supplier, it can become a challenge to identify all the emerging technologies and incorporate them into your new product.
With technology constantly evolving, staying ahead requires more than just recognizing new trends. It’s about integrating emerging technologies quickly into your products to avoid falling behind. Every industrial sector is working feverishly to develop new technologies, but these innovations are often kept under wraps until they’re commercially viable. By the time you learn about a new technology and start incorporating it into your product, the time to market can be significantly delayed.
Technology evolves with small, incremental changes. If you don’t keep up with these changes, your technology could become obsolete before you realize it.
Take a brief look at the history of how we listen to music. Many of you remember using 8-Track tapes, then upgrading to a Walkman to listen to cassette tapes. Perhaps you moved on to a CD player for better sound quality, and now streaming music is the norm. Technology evolves, and it’s hard to predict what comes next.
Technology and the producer
When we look at the evolution of music technology, we can also see significant changes in manufacturing behind the scenes. While 8-Track tapes were portable compared to vinyl records, cassette tapes were even smaller, making them easier to replicate, manufacture, and ship. However, the rise of streaming technology has eliminated the need for physical manufacturing and logistics, as well as inventory and forecasting.
Sales at many companies are driven by products developed within the past five years. These products leverage emerging technologies while addressing customer needs. However, many companies are developing their next-generation products in isolated silos, making them vulnerable to
competitors who might steal their ideas and beat them to market.
But imagine if companies could collaborate suppliers, sharing their expertise and combining their strengths to create a truly innovative, cutting-edge product?
It’s possible, but you need trust. This is where the Supplier Technical Exchange Program (STEP) with your supply community comes in.
The power of STEP
At Rockwell Automation (Allen Bradley), we faced the challenge of understanding and incorporating emerging technologies while developing our next-generation Medium Voltage Starter and Medium Voltage Drive. We needed to ensure that our products wouldn’t be considered obsolete by the time they were released.
Initially, the STEP program involved one-on-one relationships with our suppliers. We worked with their engineering teams independently, but as ideas began flooding in, we realized we could barely keep up. That’s when we decided to evolve the STEP program into a STEP forum. By assembling all our suppliers and their engineers into one room, we were amazed at how quickly the team shed their respective industrial expertise and began to collaborate. The results were innovative, creative, and practical.
For instance, our plastic injection molder, who also created toys, challenged us to eliminate fasteners and design a “snap-together” product. Another supplier questioned whether the transformers needed to be painted black — turns out, they didn’t. This simple change saved $50 and reduced our procurement lead time by two days.
One of the challenges with emerging technology is that you’re never entirely sure if the customer will embrace it as quickly as you hope. So, we decided to involve our sales and marketing teams early in the process. What had once been a collection of isolated technology islands now felt like a barn-raising event. The entire team was engaged, and our engineering department
grew in size without additional cost, as suppliers took ownership of their respective portions of the work.
Collaborating for success
Ultimately, we delivered a new product to market one year ahead of schedule — packed with features we hadn’t initially considered, thanks to the collaboration with our suppliers. We saved significant labor during the design process because our suppliers were fully engaged. In production, the savings continued with reduced labor required for assembly and a significant reduction in inventory, as all the suppliers had trimmed their production lead times.
We identified technology as a strategic differentiator and relied on our suppliers to help us bring a superior product to market. In return, their success grew as well.
The rise of streaming technology has eliminated the need for physical manufacturing and logistics, as well as inventory and forecasting.
One of the real challenges in today’s market is obtaining dedicated and skilled labor. But by asking for fractional participation from your supply community, you can tap into a wealth of expertise without bearing the burden of hiring permanent staff.
And by breaking down silos and collaborating with your suppliers, you can stay ahead in a rapidly changing technology landscape.
Richard Kunst is an author, speaker and seasoned lean practitioner based in Toronto, who leads a holistic practice to coach, mentor and provide management solutions to help companies implement or accelerate their excellence journeys. Find him at www.kunstsolutions.com
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