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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
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A BREATH OF FRESH AIR
Welcome to our sixth edition of Manufacturing Outlook magazine.
The great outdoors graces the front cover of our latest issue along with Lippert, a household name of the North American manufacturing industry synonymous with innovation and quality.
Based in Elkhart, Indiana, Lippert is immensely dedicated to enhancing the experiences of those who love outdoor exploration, whether in an RV, boat, or commercial vehicle, through its precision-engineered components.
By creating exceptional experiences, the company believes it can inspire a new generation of outdoor enthusiasts and cultivate lasting connections to the brand.
“Ultimately, what it all boils down to is our overarching goal to enhance the customer journey and foster a deep-seated love for the outdoors,” emphasises Group President, Ryan Smith.
“We are committed to driving sustained growth and operational excellence in the year ahead whilst also contributing to a greater appreciation for the natural world.”
This sentiment is echoed by MAN Automotive South Africa, as the commercial vehicle manufacturer acknowledges its responsibility to do all it can to contribute to climate and environmental protection.
The company is decarbonising through electrification, such as the introduction of e-buses in various models and vans with electric drives, whilst it also aims to have developed a fully autonomous, zero-emission truck by the end of the decade.
“It is a very exciting time in terms of technology and advancement, and there is nothing more thrilling than finding a way to succeed in a challenging environment,” reflects Managing Director, Jan Aichinger.
Jamaica is also renowned for its diverse natural landscapes, with beautiful beaches, botanical gardens, waterfalls, rivers, mountains, and more.
The Caribbean island’s manufacturing and exporting landscapes also exhibit significant potential and are poised to take centre stage as a major driver of domestic growth.
“Jamaica’s rich heritage – embodied in its music, cuisine, athletic prowess, and iconic cultural symbols – resonates powerfully on the international stage,” insights Kamesha Blake, Executive Director of the Jamaica Manufacturers and Exporters Association.
Elsewhere in this issue, explore corporate stories breathing fresh air into the manufacturing industry from Daimler Truck North America, Kratos Defense and Security Solutions, and SIPH.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
58
FEATURES
NORTH AMERICA
58 Lippert
Leading with Purposeful Change
Building on a legacy of quality and innovation
76 Daimler Truck North America
A Truckload of Innovation
Shaping the future of logistics and transportation
84 Kratos Defense and Security Solutions
Ready for What’s Next
At the futuristic forefront of aerospace and defence technology
AFRICA
90 MAN Automotive South Africa
Discover the Future of Transport
Driving forward the future of South African transportation
120 SIPH
Rooted in People and Planet
Promoting the sustainable production of natural rubber
EUROPE & MIDDLE EAST
128 Moravia Cans
A Can-Do Attitude to Aerosols
Innovative, lightweight, and sustainable aluminium aerosol cans
EUROPE & MIDDLE EAST EUROPE & MIDDLE EAST
YOU’VE GOT TO ROLL WITH IT
CLASSIC LUXURY CARMAKER Rolls-Royce has announced plans to expand its Goodwood factory and global headquarters in order to meet the growing demand for its bespoke car models.
The company will now invest more than £300 million to build highly customised versions of its famously luxurious vehicles for its super-rich clientele.
Rolls-Royce sold 5,712 cars in 2024, down from its previous record of 6,032 in 2023, however the total value of its sales was higher due to selling more bespoke models.
The iconic British manufacturer does not disclose prices officially, but it is understood that its cheapest model, the Ghost saloon, sells from about £250,000 upwards.
UNEARTHING NEW INVESTMENT
THE AUSTRALIAN GOVERNMENT’S National Reconstruction Fund Corporation (NRFC) has announced plans to invest AUD$200 million in mining company, Arafura Rare Earths, to help enhance the nation’s manufacturing future.
NRFC’s funding commitment marks a cornerstone investment, enabling the company to press ahead with raising the remaining funds required to commence the major development of its new mine and processing facility at the Nolans project site.
The extraction of rare earth minerals is integral for manufacturing
INEOS PUTS CORK IN SPIRIT PRODUCTION
CHEMICAL MANUFACTURING
TITAN, INEOS, closed its final synthetic ethanol production plant in the UK last week, citing rising energy prices and high carbon taxes as the primary reasons behind the decision.
The company’s Grangemouth plant in Scotland, one of only two left in production across Europe, opened more than 40 years ago and has since produced the equivalent of 25 billion bottles of Scottish whisky.
With an impressive manufacturing capacity of 180,000 tonnes per year, Grangemouth produced enough synthetic ethanol every 12 months to fill 90 Olympic-sized swimming pools.
Formerly a major force in chemical production, the UK has seen the closure of 10 large complexes in the last five years alone and has not had a single new chemical plant built for a generation.
magnets that go into numerous products such as wind turbines, electric vehicles (EVs), and defence equipment.
The impressive manufacturing facility will create 600 jobs during the construction phase, with 350 ongoing roles added once mining and refining operations are up and running.
SOUTH AFRICA’S MANUFACTURING MELTDOWN
THE CONTINUED RISE of electricity tariffs is driving South Africa’s manufacturing sector into crisis as the industry is warned of widespread job losses and future plant closures.
Despite extensive efforts, including engagement with national utility providers Eskom and Transnet as well as initiatives to adjust scrap pricing and enhance trade protections, the structural issues facing numerous businesses have proven insurmountable.
For example, ArcelorMittal South Africa recently announced plans to wind down its steel production, citing
NO TIME TO DYE
IN THE US, THE Food and Drug Administration (FDA) has divulged its plan to outlaw the use of Red No. 3, a synthetic dye that gives many popular foods and drinks their bright red cherry colour, as it has been linked to cancer as well as potentially affecting the behaviour of small children.
The dye is still used in
high energy costs as a key factor in the decision.
Other challenges for the company have included weak economic growth, an influx of cheap steel imports from China, and rising logistics costs.
manufacturing thousands of staple American foods, including candy, cereals, cherries in fruit cocktails, and strawberry-flavoured milkshakes.
Historically controversial, Red No. 3 was initially approved for use in foods in 1907 and is actually made from petroleum. The ingredient is already banned or severely restricted in places outside the US, including Australia, Japan, and countries in the European Union (EU).
TRUMP’S TARIFF MASTERPLAN BACKFIRES
NEWLY-ELECTED PRESIDENT, Donald Trump, has heavily indicated that one of his top priorities when he takes office this month will be to impose steep tariffs on Chinese imports, a move he claims will help protect US jobs and bolster domestic manufacturing.
However, if recent trends are any indication, one of the biggest beneficiaries of these dramatic changes could be manufacturing workers in Mexico.
As a result of the tariffs, a growing number of companies have moved manufacturing operations from China to Mexico. For example, in Nuevo León, an area just south of the US border, industrial parks full of Chinese companies have been consistently emerging in recent years.
POLISH TOWN MAKES HISTORIC OFFER
PIOTR BUJAK, THE mayor of the small Polish town of Glogowek, has invited Elon Musk to buy a vast 13th-century castle and transform it into the new hub of his European manufacturing operations.
Bujak reports that he saw media speculation suggesting the US tech billionaire was looking for a sizeable location, possibly a castle, as a headquarters for his operations on the continent.
The Glogowek castle proudly boasts a rich history going back to the Middle Ages, with the town briefly serving as Poland’s capital in the 17th century.
This picturesque location is within reasonable travelling distance of European capitals Berlin, Prague, Vienna, Bratislava, and Warsaw.
AFRICA NORTH
A REVOLUTION DRIVEN BY ROBOTICS, AUTOMATION, AND AI
In recent years, the manufacturing, warehousing, and logistics industries have undergone a significant modernisation movement, driven by the rapid advancement of robotics, automation, and artificial intelligence (AI).
Amazon’s recent announcement of its first next-generation fulfilment centre in Shreveport, Louisiana,
serves as a prime example of this revolution in action.
This state-of-the-art facility, spanning an impressive three million square feet (sqft) across five floors, represents a significant leap forward in the integration of robotics and AI into warehouse operations.
It is also set to employ 10 times as many robots as a standard
fulfilment centre, showcasing the company’s commitment to leveraging technology to enhance efficiency and productivity.
This move is not just about replacing human workers with machines; rather, it’s about creating a symbiotic relationship between humans and robots, where each complements the other’s strengths.
Amazon recently unveiled plans for its nextgeneration warehouses, which are set to revolutionise the e-commerce and logistics industry. Dijam Panigrahi, co-Founder and COO of GridRaster Inc., explores the broader implications of automation on the workforce, economy, and society at large
Writer: Dijam Panigrahi, co-Founder and COO, GridRaster Inc.
The facility will still employ 2,500 people, highlighting the continued importance of human expertise and oversight in these advanced systems.
AMPLIFYING THE USE OF DIGITAL TWINS
One of the key technologies driving this movement is the use of digital twins – virtual replicas of physical
systems, products, or processes that can be used for design, production, and training purposes.
In the context of manufacturing and warehousing, digital twins allow companies to simulate and optimise their operations in a virtual environment before implementing changes in the real world.
This approach significantly reduces
the risk of costly errors and allows for continuous improvement of processes.
For instance, companies can use digital twins to design and test new warehouse layouts, optimising the flow of goods and the placement of robotic systems.
They can also simulate various scenarios, such as sudden spikes in
demand or supply chain disruptions, to develop robust contingency plans.
In terms of training, digital twins provide a safe and cost-effective way to familiarise workers with new robotic systems and processes without disrupting actual operations.
Augmented reality (AR) and virtual reality (VR) technologies are also playing an increasingly important role in this new paradigm.
AR can be used to provide real-time information to warehouse workers, helping them locate items more quickly and efficiently.
VR, on the other hand, can be used for immersive training experiences, allowing workers to practice complex tasks in a safe, virtual environment before performing them in the real world.
EMBRACING 3D-AI SOLUTIONS
The concept of 3D-AI is emerging as a crucial element in tying all these technologies together.
3D-AI refers to the use of AI algorithms to process and analyse three-dimensional data, such as that
generated by digital twins and AR/VR systems.
This technology enables more sophisticated decision-making and predictive capabilities, further enhancing the efficiency and responsiveness of manufacturing and logistics operations.
For example, 3D-AI can be used to optimise the movement of autonomous mobile robots (AMRs) within a warehouse, ensuring they take the most efficient routes and avoid collisions.
It can also be employed to analyse the 3D structure of products and packaging, automating the process of determining the best way to stack and transport items.
Furthermore, 3D-AI can be used to analyse data from multiple warehouses and distribution centres, optimising the entire supply chain network in real time.
Amazon’s use of the Sequoia system in its new fulfilment centre is a prime example of how these technologies are being implemented today.
Sequoia is a multi-level containerised inventory system that can hold over 30 million items, making it faster and safer for employees to store and pick goods. This system demonstrates the rapid pace of innovation in this field.
Another leading manufacturer embracing these technologies is Siemens. The company has developed a comprehensive digital twin platform that covers the entire product lifecycle, from design and production to maintenance and optimisation.
Siemens uses this technology not only in its own manufacturing processes but also offers it as a solution to other companies looking to digitise their operations.
OVERCOMING WORKFORCE DEVELOPMENT CHALLENGES
Whilst these technological advancements are crucial for the future of manufacturing and logistics, it’s important to recognise that they also present challenges, particularly in terms of workforce development.
As the demand for skilled workers
who can operate and maintain these advanced systems grows, companies are facing a significant skills gap.
To address this challenge, US-based companies should consider partnering with friendly nations like India for workforce development opportunities.
India, with its large pool of skilled IT professionals and engineers, can provide valuable resources to help bridge this gap. By leveraging India’s technological expertise and workforce, US companies can continue to expand their operations despite current labour challenges.
For instance, companies could establish training centres in India to develop a workforce skilled in operating and maintaining advanced robotic systems and AI algorithms. These workers could then be deployed globally or work remotely to support operations in the US and other countries.
Additionally, Indian tech companies could be engaged to develop software and AI solutions for manufacturing and logistics applications, fostering a mutually beneficial partnership.
However, it’s important to strike a balance between leveraging global talent and developing domestic capabilities. Companies should also invest in STEM education and vocational training programmes within the US to ensure a sustainable pipeline of skilled workers for the long term.
MOVING AHEAD INTO THE FUTURE OF MANUFACTURING
As we move into the future, the integration of robotics, automation, and AI into manufacturing, warehousing, and logistics will become increasingly sophisticated. We can expect to see more facilities like Amazon’s Shreveport fulfilment centre, where robots and humans work seamlessly together, guided by advanced AI systems and digital twins.
The use of AR and VR for training and operations will become commonplace, enhancing worker productivity and safety.
Moreover, the concept of “lightsout” manufacturing, where entire production lines operate without human intervention, may become a reality for certain industries.
However, human expertise will remain critical for oversight, maintenance, and handling complex or unique situations that AI and robots may struggle with. New research from Interact Analysis shows that the global warehouse automation market will grow from USD$29.6 billion in 2020 to USD$69 billion in 2025.
The supply chain of the future will be more responsive and resilient thanks to the predictive capabilities of AI and the flexibility offered by advanced robotics.
Real-time data analysis will allow companies to anticipate and respond to changes in demand or disruptions in the supply chain almost instantaneously. This increased agility will be critical in an increasingly volatile global market.
As we move forward, the companies that can effectively integrate these elements will be the ones that lead the way in shaping the future of industry.
ABOUT THE EXPERT
Dijam Panigrahi is the co-Founder and COO of GridRaster Inc., a leading provider of cloud-based AR/VR platforms that power compelling high-quality AR/VR digital twin experiences on mobile devices for enterprises.
AN EXPERT IN SPACE AND INTELLIGENCE
The career background of Ram Riojas, President and CEO of Delta Defense Group, LLC (Delta), includes almost three decades in the defense, aerospace, and intelligence sectors.
Riojas spent 26 years on military active duty in the US Air Force (USAF) and US Intelligence Community, starting in 1995 as a second lieutenant and concluding in 2022 when he retired as a colonel, and for the past three years has worked as a global defense consultant and advisor.
In terms of the space sector, Riojas’ expertise comes from civilian education, military training, and the execution of space operations.
On the civilian education side, he studied aerospace engineering as an undergraduate at the University of Texas and received a master’s degree in aeronautical science from Embry-Riddle Aeronautical University in Daytona Beach, Florida.
Riojas has also completed military training and certifications across every space, intelligence, and nuclear missile operations discipline in the USAF, including missile warning, space surveillance, space launch,
Equipped
with extensive
experience
and expertise,
Ram Riojas, President and CEO of Delta Defense Group, LLC, provides us with valuable insights into the North American space and intelligence sectors
Writer: Jack Salter
command and control, intelligence (signals, imagery, and human), and intercontinental ballistic missile operations.
Eventually, Riojas was able to leverage his academic background and tactical operational expertise to become a strategic-level space and intelligence expert.
Today, he stays engaged in every aspect of these industries in order to conduct global defense consulting engagements and support a variety of customers across government and the private sector.
Equipped with extensive experience and expertise, Riojas offers his informed perspective on space and intelligence in North America.
Manufacturing Outlook (MO): What is your current take on the space and intelligence sectors in North America?
Ram Riojas, President and CEO (RR): At the moment, the space and intelligence sectors in North America are rapidly growing in capability and capacity and greatly influencing every other industry.
This trend has been ongoing for the past several years and is primarily enabled by advancements in technology, reduced space launch costs, and private sector investment in R&D.
This is an extremely exciting time, like the space race, with tremendous interest from the worldwide public. The major difference in this era is that these new advancements are truly part of our everyday life, such as the
“THE GROWTH OF THE NORTH AMERICAN COMMERCIAL SPACE AND INTELLIGENCE SECTORS WILL HELP EXPAND COMMERCE ACROSS ALL OTHER FIELDS AND GEOGRAPHIC AREAS THROUGHOUT THE WORLD”
– RAM RIOJAS, PRESIDENT AND CEO, DELTA DEFENSE GROUP, LLC
internet, GPS navigation, banking, e-commerce, logistics, healthcare, and mobile communications.
This is not without challenges though, including the management of incredibly powerful technology such as remote sensing/surveillance from space and the preservation of public privacy and freedoms, while legislation and regulation are also struggling to keep up with technology advancements.
Additionally, there will be a point in time when the space and intelligence markets become saturated with providers and technology advancements reach their limit, so it will be interesting to see what happens to the plethora of new and legacy companies in business today.
MO: Can you tell us more about the new space economy?
RR: Worldwide, the space economy is valued at approximately $600 billion per year and is projected to triple in the next decade. These figures may be low since they only account for the first-order effects and impacts of space-related activities such as satellite and rocket manufacturing, defense and intelligence space systems, space tourism, and satellite communications (SATCOM).
In addition to these, the second and third-order effects on other areas of the economy that are enabled by space capabilities are even larger. For example, financial transactions across all sectors are dependent on spacebased technology such as GPS and SATCOM.
Healthcare, agriculture, oil and gas, and academia likewise rely on space capabilities for day-to-day operations including data storage, computation, analysis, and transmission.
Internet technology also enables every aspect of the global economy and has allowed human talent to be leveraged from all over the world in a seamless fashion.
MO: What about the growth of intelligence, surveillance, and reconnaissance (ISR)?
RR: There is significant growth in this area, especially in commercial spacebased synthetic aperture radar (SAR) and commercial radio frequency (RF) monitoring, detection, and geolocation.
Other areas such as traditional electro-optical imagery have also improved in terms of resolution and latency, but those have been available commercially for decades. In contrast, SAR and RF sensing from space was exclusively reserved for government use and gave advanced nations a tremendous edge when conducting ISR and military operations.
SAR uses radar technology instead of typical optical sensors like most digital cameras. The advantage of this is the ability to image objects on Earth in any light or weather condition, and it can also see through camouflage and concealment.
RF space sensing technology helps map any human, machine, or radar
SPACE INNOVATIONS THE COMMERCIAL SECTOR IS DRIVING
• Reusability (space launches and satellites)
• Space-based internet
• Smaller/cheaper satellites
• Commercial space ISR direct to consumers
• On-orbit space manufacturing
• Space cargo transportation
• Space exploration for lunar and Mars missions
• Large rockets to enable interplanetary travel
• In-orbit space servicing
• Non-Earth imaging
activity on the ground, in the air, or at sea, which helps establish patterns of life and enables change detection analysis.
Commercial companies leading the charge in SAR and RF ISR from space offer significant value for their services and are being embraced by the US government to augment existing capabilities and reduce spending.
MO: Can you provide some insights into the major shift in the traditional market share of the space sector?
RR: Historically, the space sector’s
market share has been 80 percent government and 20 percent commercial. Today, it’s 80 percent commercial and 20 percent government.
The commercial sector’s increased market share has primarily been driven by user equipment availability, faster internet speeds, and increased mobile bandwidth.
Commercial consumers can now ingest and use most space-based services during their daily life. This was not possible years ago, so naturally the main consumer of spacebased services was the government sector.
“EVERY PERSON WITH A SMARTPHONE OR INTERNET ACCESS TODAY HAS INFINITE POWER, ONLY LIMITED BY THEIR IMAGINATION, TALENT, AND AMBITION”
– RAM RIOJAS, PRESIDENT AND CEO, DELTA DEFENSE GROUP, LLC
However, the government’s market share has decreased as it has decided to leverage the commercial sector and avoid the need to develop technology from scratch, added to the fact that most commercial space services are dual-use technologies. This allows the government to focus on areas not being developed commercially for civilians. There are also newer policies and legislation
in place in the US that direct federal agencies to leverage commercially available technologies before creating a new government-funded program.
MO: How will the growth of the commercial space and intelligence sectors benefit North America, as well as other parts of the world?
RR: The growth of the North
American commercial space and intelligence sectors will help expand commerce across all other fields and geographic areas throughout the world.
As most space and intelligence capabilities are dual-use, the private sector continues to invest resources into R&D, marketing, and manufacturing because they are confident that their systems and services can be used by both the government and commercial customers.
There will be a direct economic impact on jobs and services related to space activities, and more remote areas and underserved communities will be connected to national and global economies. There are secondary benefits for the rest of the world when the North American
economy is strong, since it is one of the largest consumer markets globally.
It will also increase affordability for employees as they can work remotely and live in areas with a lower cost of living while supporting high-cost hubs of commerce, finance, and technology.
Additionally, it will enable the ability to recruit a wide variety of talent without geographic limitations, conduct business meetings and transactions remotely, and maximize crop yields by better managing agriculture based on the latest climate shifts.
MO: Looking ahead, how do you see the space and intelligence sectors developing over the next five to 10 years?
RR: There will be rapid growth in the next five years. Every aspect of these sectors is expanding at a fast pace, and currently what we are seeing is the growth of infrastructure and technology.
The next related aspect that has not started to rapidly grow yet is the consumer sector. We have barely scratched the surface of what the consumer will be able to do with all these new space and intelligence capabilities and capacity.
That portion of the market will be five to 10 times larger than the actual space and intelligence systems themselves. The possibilities are endless in terms of consumer communications, financial activities, commerce, healthcare, travel, etc.
Remember how much the global economy grew with the advent of the fixed-site terrestrial internet in the late 1990s and early 2000s? Now, fast-forward to today and imagine the power of exponentially faster internet at the consumer’s fingertips on their smart mobile devices while on the go.
Every person with a smartphone or internet access today has infinite power, only limited by their imagination, talent, and ambition.
commerce can grow, so having highspeed broadband internet and cloud computing anywhere on the globe on a mobile device will boost commerce across every field – a new era of consumerism that will exceed what we have seen with Amazon or eBay.
In the next 10 years, there will continue to be growth, likely 10 to 15 percent per year, as technology advancements slow down a bit and the industry finds its footing in terms of size and services.
This all assumes a steady state of world affairs in terms of defense, security, and economic stability. Therefore, any major change in military operations, large conflicts, economic sanctions/tariffs, or another global pandemic of sorts could alter these assessments, but technology advancements have always prevailed and are difficult to stop.
Smartphones and 5G technology have provided a glimpse of how much brand.site/deltadefensegroup
TROJAN
Leveraging five decades of dedicated service to its customers, Trojan Baths is one of the largest manufacturers of acrylic baths in Europe. We speak to David Mosley, Managing Director, about the company’s simple beginnings, upcoming 50th anniversary, and plans for an innovative future
Writer: Lauren Kania
Creating more than just an appealing bathroom setting,
Trojan Baths (Trojan) – a proud family-owned manufacturing business in West Yorkshire, UK – is on a mission to set industry trends in transformative British manufacturing by enabling spaces where relaxation and luxury seamlessly merge.
Established in 1975 with humble beginnings, Trojan has a long and hard-earned history of manufacturing high-quality acrylic baths, setting industry standards both nationally and overseas.
“We specialise in producing premium acrylic baths and gel coat shower trays, serving diverse markets across the UK and the Middle East with some products also going into Europe,” introduces David Mosley, Managing Director.
With 180 employees working across three state-of-the-art manufacturing facilities, the company combines traditional craftsmanship with modern techniques to deliver exceptional bathroom solutions.
Its product range caters to various sectors, such as the DIY and commercial markets, alongside manufacturing baths on an original
equipment manufacturer (OEM) and white label basis to customers’ individual and specific needs.
What sets Trojan apart from the competition is its unwavering commitment to long-term sustainable growth and excellence in the industry, ultimately granting it the reputation of being one of Europe’s leading bath manufacturers.
“Our philosophy of continuous investment in technology and infrastructure provides confidence and stability to our entire business ecosystem – from customers to suppliers and our employees,” expands David.
Equally, being a family-owned company enables Trojan to make agile, forward-thinking decisions that aren’t solely driven by immediate returns on investment.
It acts on experienced-based intuition and market understanding, enabling the company to maintain strategic manufacturing capacity that can be rapidly upscaled to meet customer demand – a significant advantage over competitors who may face lengthy equipment procurement delays.
However, most importantly, Trojan’s streamlined management structure and hands-on leadership approach
ensure direct oversight of operations and swift decision-making.
“We maintain a culture where quality takes precedence over marginal profit gains, reflecting our long-term view of business relationships and reputations,” specifies David.
“This commitment to excellence has earned us the trust of customers across multiple markets and contributed to our position as a leading manufacturer in the industry.”
THE BEST IN BRITISH MANUFACTURING
Recently, Trojan made a strategic £750,000 investment into its shower tray division, Traymate, which consists of specialist shower tray products.
This significant development for the business stemmed from external circumstances, as the company’s landlord in Purfleet, Essex announced plans to renovate the site.
Trojan seized this opportunity to consolidate its operations by relocating Traymate to Huddersfield, West Yorkshire.
“This relocation provided the perfect catalyst to comprehensively modernise our shower tray manufacturing capabilities,” details David.
“In line with our philosophy of building spare capacity through strategic investment, we implemented several major upgrades.”
These included the installation of a state-of-the-art casting machine, new curing tunnel, advanced vacuum lifting equipment, semi-automated packing systems, and the complete replacement of master moulds.
The decision to replace the master moulds, whilst one of the most costly elements, was crucial to production mould quality and the final product.
“This investment reflects our unwavering commitment to maintaining the highest quality standards across all our product lines,” furthers David.
“LOOKING AHEAD TO THE NEXT 50 YEARS, OUR APPROACH REMAINS FUNDAMENTALLY UNCHANGED – WE’LL CONTINUE TO ‘WORK LIKE A TROJAN’, STAYING TRUE TO THE VALUES AND WORK ETHIC THAT HAVE DRIVEN OUR SUCCESS SINCE
1975”
– DAVID MOSLEY,
MANAGING DIRECTOR, TROJAN BATHS
The relocation also resulted in the successful development of the company’s workforce, as it recruited local talent and trained them in sophisticated manufacturing processes.
The enthusiasm and dedication shown by these employees have exceeded Trojan’s expectations, with many quickly becoming valued, skilled members of its production team.
“This transition demonstrates our ability to build and develop a skilled workforce whilst maintaining our high manufacturing standards.”
AN ENDURING COMMITMENT TO EXCELLENCE
The company is seeking to build on its commitment to British manufacturing, quality, and innovation through capital expenditure (CapEx) planned for Q1 2025.
Specifically, Trojan has committed to a £180,000 investment programme
that further demonstrates its dedication to advancing British manufacturing excellence.
“This investment focuses on implementing cutting-edge automation and Industry 4.0 technologies across our production facilities,” expands David.
Key elements of this modernisation programme include advanced automation systems for critical production line processes, enhanced material distribution systems for improved efficiency, the integration of radio frequency identification (RFID) technology in casting machines, and the implementation of real-time production monitoring and data analytics.
Whilst such technologies have been established in automotive manufacturing, Trojan is strategically adapting them for its own industry, positioning the company at the forefront of innovation in bathroom product manufacturing.
“MANUFACTURING EXCELLENCE IS AT THE HEART OF THE TROJAN DIFFERENCE AND IS OUR UNWAVERING COMMITMENT TO QUALITY BRITISH MANUFACTURING”
– DAVID MOSLEY, MANAGING DIRECTOR, TROJAN BATHS
“This investment ensures we continue to meet growing market demand whilst upholding our reputation for quality,” insights David.
Equally as significant in 2025 is the company’s 50th anniversary, which represents a remarkable milestone in its history.
Trojan plans to celebrate in a manner that properly reflects its Yorkshire heritage and values by organising a special event that
will bring together the heart of the company – its employees – alongside loyal suppliers who have been integral to the journey.
“The inclusion of our long-standing suppliers, some of whom have partnered with us since we were founded, speaks to the enduring relationships and loyalty that have been crucial to our success,” details David.
“Looking ahead to the next
50 years, our approach remains fundamentally unchanged – we’ll continue to ‘work like a Trojan’, staying true to the values and work ethic that have driven our success since 1975.”
For the company, this entails maintaining its commitment to manufacturing excellence, continuous investment in innovation, and preserving its hands-on, sleevesrolled-up approach to business.
“Whilst the manufacturing landscape will undoubtedly evolve, our dedication to quality British manufacturing and customer service will remain unwavering,” prides David.
THE TROJAN DIFFERENCE
Representing the company’s distinctive approach to bath manufacturing that has constantly evolved since its inception, the ‘Trojan Difference’ has continued to set it apart as a true industry trendsetter.
“Manufacturing excellence is at the heart of the Trojan Difference and is our unwavering commitment to quality British manufacturing,” dictates David.
Trojan has established itself as an industry frontrunner by setting manufacturing standards that others aspire to match, both domestically and internationally.
This excellence stems from decades of experience combined with continuous investment in modern production capabilities.
The company’s investment-driven innovation, value proposition,
people-centric approach, and craftsmanship heritage are likewise critical to the passion and drive behind the Trojan Difference.
“It extends beyond manufacturing to encompass our relationship with customers. We prioritise knowledge sharing and focus on building an understanding of our products and manufacturing processes throughout our customers’ organisations,”
service, its priorities reflect both the challenges and opportunities ahead, particularly in its shower tray division. Whilst the company’s substantial investment in this area demonstrates confidence in its potential, it is taking a pragmatic approach to the challenges faced, with a strategic focus centring on several key areas, including marketing positioning, business development, financial
mid-to-premium market segment, offering design-led shower trays manufactured using superior materials and advanced production techniques.
Additionally, looking at its market competition, the company is realistic about the challenges of entering a market dominated by established players but confident in its ability to carve out its niche through superior product quality and service by focusing on building a sustainable market share rather than pursuing rapid expansion.
“The foundation of these priorities is straightforward – drive sales through demonstrating value to our customers. We recognise that commercial success is essential for sustaining investment in quality,
AN UNBREAKABLE TRADITION
Despite undergoing multiple evolutions over the course of history, the ancient craft of pottery continues to prevail today. Its ability to withstand the test of time, alongside its increasing popularity as a modern art form, compels us to view the tradition as an essential contributor to our way of life
Writer: Lily Sawyer
Dating back to the early Neolithic era, pottery is one of the oldest human inventions and refers to the practice of shaping clay into a desired form, fixed in place using heat.
Early pots were commonly made using hand-building techniques such as coiling, pinching, and slab building before the pottery wheel gave rise to smoother, more developed shapes.
It is thought that the ancient Egyptians were responsible for creating the first ever kiln to heat and fix the clay – a technique that is still widely used today.
Years later, the emergence of the industrial revolution across Europe saw pottery undergo a major transition, as what was once a primitive village craft quickly became a practice in mass production, leading to the rapid disappearance of many traditional handmade techniques.
By the beginning of the 20th century, only a few remaining potters could be found in rural parts of developing nations such as China and Japan, where major industrialisation was yet to take place.
Influential figures such as Bernard Leach are to be thanked for the revival of pottery as a cherished artform in the western world.
Trained under a Japanese art master, Leach is credited with merging eastern and western pottery techniques and pioneering contemporary ceramic culture. He established a flagship studio in 1920 in St. Ives, which still remains an important site of British pottery.
Today, successful TV series like the BBC’s Great Pottery Throwdown have contributed to a new wave of popularity for ceramics in the UK, underlining how clay is seeping back into the mainstream of contemporary art and culture.
A CELEBRATION OF CULTURES
Pottery, ceramics, and earthenware are some of the most common items unearthed by archaeologists across the world, offering valuable evidence on the activities of past civilizations and human evolution.
THE STAGES OF MANUFACTURING POTTERY
Whilst each stage in the process of manufacturing pottery on a large scale can look different depending on the desired shape or raw materials being used, the overall process remains consistent:
1. Milling – The raw materials, predominantly clay, are prepared using various techniques. This stage is designed to eliminate impurities.
2. Sizing, batching, and mixing – Through sizing, raw materials are refined further. Batching is the combination of different raw materials into pre-determined compounds, before being mixed to give the product a more uniform composition.
3. Forming – The ceramic materials are then formed into shape using any number of ceramic manufacturing processes, such as slip casting, injection moulding, and dry pressing. In traditional, handmade ceramics, this would take place on the pottery wheel.
4. Glazing – After being formed and dried, the ceramic materials are then glazed, each producing a different finish for the final product. In ceramics manufacturing, glazing is often achieved with sprays rather than being dipped.
5. Firing – The firing process involves placing the formed and glazed product into a sintering furnace or kiln. The heating process hardens the clay into its final form.
With examples dating back thousands of years, the Zulu tribes of Africa are still renowned today for their finely crafted ceramic wares, featuring vibrant colours and symbolic motifs that reflect their cultural identity.
Meanwhile, Ancient Greece saw the rise of the pottery wheel, producing magnificent vases depicting daily life that would later influence European ceramics, such as Italy’s signature terracotta pots from the Renaissance era.
Elsewhere, the Iranian city of Isfahān has become renowned for its use of unique glazes, whilst Japan is known for Raku – a pottery technique featuring crackled glaze textures, emphasising the wabi-sabi aesthetic of finding beauty in imperfection.
Thanks to the millennia of materials, techniques, and decorations acquired from ceramics through the years, today’s potters are privileged to draw inspiration from this rich tapestry of traditions.
MANUFACTURING SAFETY
As the ancient craft of pottery has evolved, the industrialisation and
automation of the manufacturing process has seen mass-produced items become increasingly commonplace.
Often manufactured in bulk using moulds, these products are held to extremely high safety and durability standards, such as those administered by the German Institute of Standardisation (DIN).
For example, DIN EN ISO 9001 defines the requirements for quality management and continuous safety checks across international ceramics production lines.
The US Food and Drug Administration (FDA) also has stringent regulations in place, including its assessment and testing of ceramic cups and mugs for extractable lead and cadmium levels around the lip and rim area before they can officially be labelled ‘lead-free’.
In addition, pottery products developed in a factory or on a production line usually achieve uniform results in terms of shape, size, and even thickness, which is important in ensuring consistent quality and safety for customers,
particularly for items that must be microwave or oven safe.
SUSTAINING HANDMADE
Despite the benefits presented by mass-produced ceramics, many consumers are increasingly choosing handmade items – not only to help support local artisans and traditions, but to tap into the sense of character and uniqueness that handmade items offer.
For some, the sustainable benefits of buying locally-produced pottery are also beginning to outweigh the safety benefits of massproduced items.
Typically, handmade wares are thrown, trimmed, glazed by hand, and often made from local materials, resulting in far less associated emissions than importing massproduced items from overseas.
Meanwhile, sustainable design principles are
increasingly being employed by many potters, resulting in functional, highquality, and long-lasting products.
The philosophy behind sustainable design revolves around producing items that last a lifetime, rather than being disposable or single-use.
FIRING UP FOR THE FUTURE
As TV shows and media trends continue to add to the current wave of popularity gripping the world of pottery and ceramics, clay is undoubtedly making a return to popular culture.
This bodes well for local makers, artisans, and teachers who are capitalising on the increase of consumers wishing to learn the craft for themselves, with enrolment in pottery courses currently at a record high.
Meanwhile, the pottery ceramics market will grow to USD$11.87 billion in 2025 at a compound annual growth rate (CAGR) of four percent.
Overall, whether consumed as an art form or functional production technique, pottery will endure for years to come as a powerful medium for creative cultural expression.
SOUTH AFRICAN AEROSPACE, MARITIME, AND DEFENCE SPOTLIGHT
Supporting national interests and a growing South African economy, the aerospace, maritime, and defence industries are of critical importance to the continued economic expansion of the country. We take a look into the individual characteristics of each sector and how they converge to create a prosperous future
Writer: Lauren Kania | Project Manager: Ben Weaver
AFRICAN MARITIME,
In South Africa (SA), the aerospace, maritime, and defence sectors are globally competitive and exist as some of the largest and most advanced fields on the African continent and across the world.
As such, it is crucial for national interests to ensure that a world-class indigenous defence industry capability is maintained in a sustainable manner. Providing high-tech solutions at competitive prices is a constant necessity to secure export orders, which in turn leads to skills development, job creation, and retention.
Additionally, this assists the SA government in executing its foreign policy imperatives and agreed-upon international responsibilities in the region and wider African continent.
The aerospace sector, specifically, is an active and vibrant industry that demonstrates a long and proud history of innovation, R&D, and manufacturing. SA possesses a track record of producing full aircraft and complex systems alongside having a very mature R&D agenda through which the country has become a globally recognised leader in key technologies.
Equally, the maritime industry plays a vital role in the country’s economy, as SA is positioned along a major international trade route and has a coastline that stretches over 2,800 kilometres (km).
This geographical location presents a significant opportunity as the country has access to both the Atlantic and Indian Oceans, allowing for vast maritime activities and acting as a key engine for economic growth.
Finally, the defence industry in SA is one of the largest in the developing world, influenced by various strategic, political, and economic factors in addition to the democratic transformation of the country, which triggered the reshaping of its military institutions.
The defence industry is aptly referred to as a national economic industrial asset as it provides weapons, equipment, and combat systems to the South African National Defence Force (SANDF) alongside export customers.
Altogether, the aerospace, maritime, and defence sectors of SA serve as crucial economic drivers, supporting national interests, providing job growth and retention to millions, and acting as cornerstones of a stable and growing national economy.
AEROSPACE, MARITIME, AND DEFENCE INDUSTRIES ASSOCIATION OF SOUTH AFRICA INTERVIEW:
On a mission to create an enabling environment to ensure long-term sustainability, the Aerospace, Maritime, and Defence Industries Association of South Africa (AMD) contributes to national security and industrial and technology objectives.
Sandile Ndlovu, Executive Chairperson tells us more about the organisation’s origins and soaring plans for the future
Manufacturing Outlook (MO): Firstly, could you explain the origins of AMD – when was it founded, and what was your initial vision?
Sandile Ndlovu, Executive Chairperson (SN): The association was founded in 1997, three years after the birth
of democracy in SA.
Before this, our industry was not export-driven because of the arms embargo; rather, it was solely focused on local clients. When the new Minister of Defence at the time, Joe Modise, assumed office, three different industry associations existed. However, it was impossible for him to deal with all three at once, so he called them into a meeting to form one association.
After that, AMD was born. The focus, and one that is still at the top of the agenda, was transformation. The aim was to ensure that the industry was properly transformed and that previously disadvantaged groups had a voice. Equally, there were discussions around the Strategic Defence Package, a major defence procurement programme.
That’s when SA bought ships from Germany, in addition to submarines, fighter helicopters, and fighter aircraft from the UK and Sweden.
Two years ago, we celebrated our 30th anniversary, and
we are incredibly proud of the progress we have made.
MO: What is your current take on the aerospace, maritime, and defence industries in SA? Are they particularly exciting or challenging environments to work in?
SN: They’re a bit of both. It’s exciting because in the aerospace, maritime, and defence sectors, we see the ability to develop many solutions that our country needs and make SA strategically independent as far as technology is concerned.
“FROM A STRATEGIC PERSPECTIVE, PEOPLE ARE STARTING TO ACKNOWLEDGE THAT OUR SECTORS ARE CRUCIALLY IMPORTANT NATIONAL ASSETS”
–
SANDILE NDLOVU, EXECUTIVE CHAIRPERSON, AEROSPACE, MARITIME, AND DEFENCE INDUSTRIES ASSOCIATION OF SOUTH AFRICA
That is definitely where the excitement is. However, there are also challenging aspects because of the history of the industries. We find ourselves in a scenario where not all South Africans understand or fully comprehend the capabilities they have, and as a result, there are areas where we are not fully supported.
Therefore, when you have a politician visiting SA,
they are typically shocked that some of the products manufactured here because, in their minds, they don’t envision the country having those capabilities.
That’s the challenge, but the exciting part is that we have the ability to add to the future of SA’s technological solutions.
MO: Can you tell us more about AMD’s vision and mission to create an enabling environment for SA’s defence industry to ensure long-term sustainability, both locally and internationally?
SN: AMD is the only government-recognised representative body in our sector.
As a result, a lot rests on our shoulders because we are leading an industry comprising approximately 600 to 700 defence manufacturers, which is quite a big number for a small country such as ours.
With all these companies, owners, and employees
looking to us, we have to ensure we deliver a service that allows them to grow, expand, thrive, and be sustainable.
That is the focus of our industries, in addition to being extensively export-driven.
Over the past 10 to 15 years, the SA defence budget has continuously declined, which has meant we’ve had to look to foreign markets to find ways of surviving.
We now have a responsibility to assist our industries in accessing foreign opportunities, which we’ve successfully managed to do. However, it has placed a huge burden on the association to establish and develop the internal capacity to allow it to deliver in that aspect.
Equally, the environment is now enabling companies in our sectors to thrive. Of course, there will always be challenges and room for improvement, but we can confidently say that they are now in a position where they can deliver on their mandates without any hindrances.
MO: How does AMD’s strategic geographic position provide a distinct advantage?
SN: We are recognised by and work very closely with the SA government.
That’s a necessity because we are a regulated sector, meaning there is very little that we can do without the permission and support of the government, as we need permits that they issue to trade.
This means we get very close to the government in a strategic sense, and when there are national challenges, our industries are often called upon to assist in resolving them.
From a strategic perspective, people are starting to acknowledge that our sectors are crucially important national assets.
However, that also requires us to deliver on what we promise.
We also have to actively participate in supporting government objectives, such as skills development, job creation, and the most crucial one for our country – the continuous transformation of our sectors.
Of late, we’ve had a special programme that supports women in the defence industry because the environment is very male-dominated. So, if there are females who want to play a role in the sector, we must develop mechanisms to allow them to successfully participate.
It also places us in the limelight nationally, which further enhances our strategic positioning.
MO: As one of the cornerstones of a stable and growing economy in SA, how does AMD ensure world-class, indigenous defence industry capabilities are maintained in a sustainable manner?
SN: That’s a work in progress because sustaining this industry requires all stakeholders and a firm and deliberate commitment from the government, not only from a procurement perspective where the government dictates all our defence and security needs but also in terms of R&D investment.
Our defence sector has a very high R&D cost attached to it, and we’ve been very successful with that, which is why we were able to develop products that are internationally competitive.
Of late, the investment we’ve received in the industry has been mainly from the private sector, both locally and internationally.
1. Acquisition
One of Armscor’s core businesses is acquisition. Its key functions include requirements analysis, technology development, design and development of products and product systems, the industrialisation and manufacturing of mature products and product systems that fully meet user requirements. It also entails procurement of existing and qualified products, as well as the acquisition of product system support for user systems during their operational lifetime. The organisation has the capability to perform independent, centralised coordination and management roles for technology acquisition and technology commercialisation.
2. Research and Development
Armscor, through its research and development, is able to conduct defence research and scientific research, test and evaluation services, technology management, analysis and industrialisation and intellectual property management services. The organisation also has the capability to perform an independent, centralised coordination and management role for technology acquisition and technology commercialisation.
3. Naval Dockyard
The Naval Dockyard provides repair and maintenance services to the SA Navy on various product systems from tugs, small craft, frigates and submarines. Maintenance and repair services cover both planned and ad-hoc projects. It is one of South Africa’s strategic national capabilities, where the country’s naval defence, maintenance, repair and overall capabilities are housed.
STRATEGIC PARTNER OF CHOICE FOR DEFENCE AND SECURITY SOLUTIONS
The Armaments Corporation of South Africa SOC Limited (Armscor) is an acquisition agency for the South African Department of Defence (DOD), and other organs of state and entities.
Armscor’s mandate is to provide the armed forces with state-of-the-art defence material, delivering innovative defence solutions efficiently and effectively. The organisation manages the strategic capabilities of the DOD, producing research and vanguard technological solutions required to provide safety and security for South Africa, its citizens and the continent.
We have had quite a large number of foreign companies invest heavily in SA. As a result, there are pockets of excellence where we manufacture internationally competitive goods.
Our goal is a scenario where the government puts in the money themselves and then finds us international players who bring in the financial resources required for us to remain competitive and sustainable in the long run. If we don’t invest in R&D now, we will be an obsolete industry in 10 years because technology is developing so fast.
It is a bit of a challenge, but one that we are confronting, and we are lucky to have a government that is very responsive to the issues we bring them.
MO: Additionally, how does AMD encourage the SA government to execute its foreign policy and agreed-upon international responsibilities alongside providing local skills development, job creation, and retention?
SN: That has always been our main focus. One of the challenges we continue to face is that people don’t have a full comprehension of the scope and capabilities of our sectors. So, what we did to combat this was make a strategic decision to have round tables and conferences with our government.
Over the past four to five years, we’ve been partaking
“IN THE AEROSPACE, MARITIME, AND DEFENCE SECTORS, WE SEE THE ABILITY TO DEVELOP MANY SOLUTIONS THAT OUR COUNTRY NEEDS AND MAKE SA STRATEGICALLY INDEPENDENT AS FAR AS TECHNOLOGY IS CONCERNED”
– SANDILE NDLOVU, EXECUTIVE CHAIRPERSON, AEROSPACE, MARITIME, AND DEFENCE INDUSTRIES ASSOCIATION OF SOUTH AFRICA
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in annual engagements with the various government entities responsible for security. The primary purpose of this is to fully understand what their challenges are because in understanding them, we can come up with solutions and find ways in which we are going to jointly develop the skills we require as an industry and they need as end users to maintain the products and the systems we develop for them.
Soon, there will be a programme launched by our Deputy President where the government will take graduates and place them within various economic sectors including aerospace, maritime, and defence.
With the placement of those graduates, we will be able to gain access to the skills we need, and they will be able to access the expertise, training, and experience they require. At the end of the programme, we will either absorb them or they will find a placement in other companies or sectors where they are required.
Of late, there has been a greater collaboration between our industry and the government and we are now being approached more consistently for solutions, which is a welcome development from where we were in the past.
MO: Are you optimistic about the future of SA’s aerospace, maritime, and defence industries?
AMD AT A GLANCE
• 30+ years of experience
• 135 team members
• 957 happy clients
• 1,839 projects completed
SN: Of course, without a doubt! It’s an amazing country, opportunity, and sector to be in.
What you will not believe is that on a monthly, if not weekly basis, we host international delegations that visit either to learn about our industries or seek solutions from them.
It shows that, even on the international stage, these are still considered some of the best and most exciting industries to engage with.
I think our government is recognising that most of the solutions to their problems from a technological perspective are sitting within our industries since they
develop technologies that are very durable and have a high tolerance and endurance.
Most sectors are now calling on us to help them solve their challenges, so we are quite optimistic. However, we are under no illusions that it’s going to be easy. It will require us to do the necessary work, which we are willing and excited to do.
MO: Finally, what are AMD’s goals and priorities, and what strategies will you employ to facilitate and implement them?
SN: We’ve recently had a strategic session on those very ideas. The most important one for us is a coordinated government plan for supporting our sectors. For this, we need the support of the government in all aspects.
Secondly, if you want the government to support you, you have to show that you are supporting them in their national objectives. Therefore, the creation of highly skilled jobs is something we’ve taken as our responsibility. We now want to embark on programmes that allow us to create jobs and train people for the future.
Lastly, SA is a country that has a very difficult past, as others were once excluded from participating in some economic sectors. So, transformation remains a real objective of our industries, not just in terms of race but also in terms of young people and different genders feeling comfortable coming into the space.
Additionally, there has been quite a concerted effort on our part to identify projects that we can help and partner with alongside government.
We’ve said to them that a public-private partnership where the private sector brings its own finances into these projects is a great idea, so we utilise that in the security space and they’re actively considering it.
We think if they can resolve that, we will be able to bring in funding to help them achieve some of their biggest objectives. If that becomes a reality, we will have enough projects to allow us to bring in the necessary skills and create jobs.
Also, we could assist our government in achieving strategic independence. We know that other countries sometimes manipulate our sectors to control their clients. For example, if a country sells something to you, you must agree that you will not use it in certain situations. We do not want our government to fall prey to that.
Getting defence projects right, would resolve many of the major challenges we are facing and help us achieve some of the main objectives we’ve set for ourselves.
AEROSPACE, MARITIME, AND DEFENCE INDUSTRIES ASSOCIATION OF SOUTH AFRICA
Jamaica’s manufacturing and exporting landscapes exhibit significant potential and, supported by recent positive trends, are poised to take center stage as a major driver of domestic growth
Writer: Ed Budds | Project Manager: Krisha Canlas
Jamaica’s manufacturing industry is undergoing significant transformation, driven by emerging trends that are reshaping the sector.
Companies are actively embracing cuttingedge technologies to enhance productivity and streamline operations, from automation in production lines to the integration of digital tools for supply chain management.
This aligns with the push toward Industry 4.0, where technological innovations such as robotics, artificial intelligence (AI), and digital fabrication are becoming integral to competitiveness.
Another key trend is the shift towards export-driven growth, as manufacturers recognize the limitations of relying solely on the Jamaican market and are actively exploring opportunities in regional and global markets.
This diversification strategy is fostering economic growth and positioning Jamaican products to compete on a broader scale.
To support these efforts, the Jamaican government has introduced Product Input Relief (PIR), an initiative offering exemptions or reductions on duties and taxes for production inputs.
This policy enables manufacturers to
reduce costs, improve resource utilization, and maintain global competitiveness while aligning with international trade standards.
Additionally, a significant enabler of this transformation is the development of an industry skills upgrade strategy.
This focuses on upskilling and reskilling workers, mitigating workforce displacement, and fostering digital inclusion. It also emphasizes collaborative efforts between the Jamaican government, educational institutions, and industry stakeholders to ensure a future-ready workforce.
These measures are closely tied to Jamaica’s national goals, which include increasing the manufacturing sector’s gross domestic product (GDP) contribution to JMD$81 billion by 2025, generating employment, and enhancing exports. Achieving these ambitious targets requires ongoing innovation, infrastructure expansion, and a skilled workforce.
By leveraging these trends– technological innovation, export market exploration, government support, and strategic workforce development – the Jamaican manufacturing industry is positioning itself for sustained growth and resilience in an increasingly competitive global environment.
JAMAICA MANUFACTURERS AND EXPORTERS ASSOCIATION INTERVIEW:
The Jamaica Manufacturers and Exporters Association (JMEA) is the country’s leading industry association, serving as the voice of exporters, manufacturers, service providers, and micro, small, and medium-sized enterprises (MSMEs). We speak with Executive Director, Kamesha Blake, to find out about the association’s exciting developments and what the future holds for this burgeoning industry
Manufacturing Outlook (MO): Firstly, could you talk us through the beginnings of JMEA?
Kamesha Blake, Executive Director (KB): JMEA is the product of a significant merger between the Jamaica Manufacturers Association (JMA) and the Jamaica Exporters Association (JEA) in 2018.
Together, JMA and JEA brought 77 years of collective experience and legacy to the table, enabling JMEA to represent a wider range of sectors including manufacturing, mining, services, and primary products.
This merger positioned JMEA to champion Jamaica’s presence in both local and global markets more effectively, fostering innovation, collaboration, and sustainable economic growth.
“JMEA’S MANDATE IS TO SUPPORT ITS MEMBERS THROUGH ADVOCACY AND STRATEGIC PARTNERSHIPS.
OVER THE NEXT FIVE YEARS, WE ENVISION STRENGTHENING THESE PARTNERSHIPS TO DRIVE INNOVATION AND GROWTH ACROSS THE MANUFACTURING AND EXPORT SECTORS”
– KAMESHA BLAKE, EXECUTIVE DIRECTOR, JAMAICA MANUFACTURERS AND EXPORTERS ASSOCIATION
the global market. However, the transition is hindered by several challenges, including workforce shortages and a significant skills gap.
Between 2018 and 2022, employment in manufacturing declined by approximately 6,000 workers, exacerbating labor shortages. A misalignment between education and industry needs further compounds this issue, underscoring the importance of workforce development and educational reform.
Despite potential gains, the sector’s reliance on laborintensive production methods highlights the need for widespread adoption of digital technologies, including automation and AI, to enhance productivity and global competitiveness.
Additionally, while export growth is a positive indicator, the industry faces the challenge of sustaining this momentum by penetrating new markets and diversifying its export base.
Efforts to address these challenges are underway, including the development of a national five-year strategy, aiming to increase the sector’s GDP contribution to JMD$81 billion by 2025 and exports to USD$531 million.
Moving forward, key priorities include enhancing workforce productivity, improving cost efficiency, fostering innovation, and expanding market access.
In the broader Caribbean context, many nations face similar hurdles when transitioning to advanced manufacturing and integrating global best practices, making collaboration and regional policy alignment critical for success.
MO: Please give us your current take on the manufacturing and exporting landscapes across Jamaica – what are some of the major challenges and developments?
KB: Over the past five years, the manufacturing sector has contributed approximately JMD$60-65 billion to Jamaica’s GDP, with a 35.4 percent increase in exports recorded in 2022.
Key growth areas include food, beverages, and tobacco, reflecting resilience and a strong foundation for expansion.
The sector’s shift from Industries 2.0 and 3.0 toward Industry 4.0 is crucial to boosting competitiveness in
Kamesha Blake and President, Sydney Thwaites (second from right), talk with association members at the Manufacture 360° Conference in May 2024
Jamaica Bauxite Mining (JBM)
Pioneering Sustainable Industrial Growth in Jamaica
Since its inception in 1975, Jamaica Bauxite Mining Ltd. (JBM) has been a cornerstone of Jamaica’s industrial sector, driving productivity and facilitating export growth. As a government-owned entity with a business enterprise mandate, JBM is dedicated to optimizing both social and financial returns on Government of Jamaica investments while promoting sector expansion in an environmentally responsible manner.
JBM is actively repurposing its legacy assets to create prime logistics and industrial spaces tailored for international manufacturers and exporters. Our facilities in Lydford, St. Ann, are strategically located between Jamaica’s north and south coasts, offering seamless connectivity to major transportation networks. This advantageous positioning enables efficient distribution channels, access to skilled labor, and proximity to burgeoning tourism and global services markets.
dry docking for small to medium fishing and catamaran boats.
A recent upgrade has enhanced its’ dry docking capacity.
At the heart of our operations is Reynold’s Pier in Ocho Rios, Jamaica, a multifaceted port facility catering to diverse maritime needs. The port operates and manages bulk material export and the berthing of cargo vessels, cruise ships, and naval vessels. Another port offering is
“Sustainability is at the core of JBM’s diversification strategy. The company is undertaking a slew of innovative initiatives, ensuring that we remain resilient and adaptable in an ever-changing global environment,” informs Mrs. Donna Howe, Managing Director at JBM.
JBM’s unwavering commitment to sustainable development and adherence to rigorous environmental monitoring and management practices makes us an ideal partner for local and international manufacturers and exporters seeking to establish or expand operations in and throughout Jamaica.
We invite industry leaders to explore the opportunities that JBM offers and join us in driving Jamaica’s industrial growth while upholding the highest standards of environmental responsibility.
“JAMAICA’S RICH HERITAGE – EMBODIED IN ITS MUSIC, CUISINE, ATHLETIC PROWESS, AND ICONIC CULTURAL SYMBOLS –RESONATES POWERFULLY ON THE INTERNATIONAL STAGE”
– KAMESHA BLAKE, EXECUTIVE DIRECTOR, JAMAICA MANUFACTURERS AND EXPORTERS ASSOCIATION
MO: What is the key to successfully promoting Jamaican brands?
KB: The key to successfully promoting Jamaican brands lies in leveraging the island’s dynamic and globally dominant culture.
Jamaica’s rich heritage – embodied in its music, cuisine, athletic prowess, and iconic cultural symbols – resonates powerfully on the international stage. This cultural identity offers a compelling narrative that captivates audiences and fosters emotional connections with consumers.
Global markets increasingly value authenticity and storytelling, seeking brands that evoke a sense of place and purpose.
Jamaican brands, steeped in a legacy of resilience, creativity, and excellence, have a natural advantage in this regard as they can tap into the strong global recognition of “Brand Jamaica”, which evokes images of vibrancy, passion, and authenticity.
MO: What key investments or recent projects has JMEA been working on?
KB: We have been prioritizing skills development to address the critical labor shortage in the manufacturing sector.
One key initiative is our partnership with the InterAmerican Development Bank (IDB) and the HEART/NSTA Trust to establish the Manufacturing Sector Skills Council (MSSC).
MSSC aims to create diverse and adaptable training programs aligned with the evolving demands of a modern manufacturing industry. This initiative is a pivotal step in building a workforce capable of driving innovation, efficiency, and excellence in the sector.
Additionally, we have partnered with the University of Technology, Jamaica through a memorandum of understanding (MoU) to bridge the gap between education and the job market.
President Sydney Thwaites (center) with JMEA executives
This collaboration equips students with essential technical skills while strengthening the talent pipeline for Jamaica’s manufacturing industry.
Additionally, under this partnership, third- and fourthyear undergraduate students gain hands-on industry experience, contributing directly to member companies in areas such as manufacturing, technology, project management, and occupational health and safety.
These initiatives are critical to ensuring a skilled and future-ready workforce for Jamaica’s manufacturing sector.
MO: What about Expo Jamaica and the exciting opportunities this tradeshow presents?
KB: Expo Jamaica is a cornerstone event that connects Jamaica’s vibrant business community with the global market.
The tradeshow is a unique platform for international and local buyers to directly engage with Jamaican products and services and explore opportunities for trade partnerships.
Expo Jamaica is the largest and most influential exhibition and trade show in the English-speaking Caribbean, exclusively dedicated to showcasing Jamaicanmade products and services.
President Sydney Thwaites (left) with third- and fourthyear undergraduate students at Expo Jamaica
Delivering fresh produce
Carita Jamaica Limited is the premier provider of fresh grown produce from Jamaica.
An energized Jamaican owned and operated company, our focus is delivering quality, fresh and consumer-safe produce to you.
From farms throughout Jamaica, Carita is a year round supplier of the very best fresh fruits and vegetables to Canada, United States and the United Kingdom.
Celebrating almost 40 years in the industry this year, Carita seeks to re-enter the value added product market with a new product line to be launched in q4 2025. All this while collaborating strategically with existing MSME manufacturers and continuing this journey and expanding into new and exciting markets.
Since its inception in 1971, this biennial event has become a beacon for trade and investment, attracting not only local businesses but also members of the diaspora and international buyers.
It provides a powerful avenue for building brands, maximizing product awareness, and unlocking significant trade opportunities. The event also plays a crucial role in advancing local industry development, expanding markets, and fostering strong trade relationships with traditional and non-traditional global partners.
From 3rd-6th April 2025, with the theme “Global
Partnership, Local Impact, Advancing Jamaica’s Reach”, Expo Jamaica will once again serve as the central hub for Jamaican commerce.
The event will spotlight the strengths of Jamaica’s productive sectors, providing international buyers first-hand experience of the innovation, quality, and craftsmanship that define Jamaican products.
This multi-sector exposition will feature a diverse range of participants, including manufacturers, service providers, primary producers, exporters, and representatives from the tourism industry.
Exhibitors will range from pioneering start-ups to established industry leaders, offering attendees a comprehensive look at the best of Jamaica’s business landscape.
For international buyers, Expo Jamaica represents an unparalleled opportunity to source products, forge meaningful partnerships, and participate in the growth of Jamaica’s economy.
MO: How do you see JMEA developing over the next five years, and what specific targets do you hope to achieve moving forward?
KB: JMEA’s mandate is to support its members through advocacy and strategic partnerships. Over the next five years, we envision strengthening these partnerships to drive innovation and growth across the manufacturing and export sectors.
We will likewise intensify our lobbying efforts with the Jamaican government to enhance incentives and policies that foster economic development and empower our members to thrive in an evolving global market.
We are also aiming to keep increasing membership numbers and expanding our network to include a broader range of manufacturers and exporters, fostering greater collaboration and representation.
Elsewhere, we are advocating for better incentives by working closely with policymakers to secure more robust incentives that drive competitiveness and economic growth.
Additionally, by facilitating infrastructural development, we are championing initiatives to improve infrastructure critical to the success of the manufacturing and export industries, ensuring sustainable growth and enhanced productivity.
Elhydro Limited, operating out of Montego Bay, Saint James, Jamaica, is a multifaceted company specializing in the manufacturing, supply, and distribution of industrial lubricants, fluids, greases, oils, chemicals, natural gases, and biofuels. The company is led by President Phillip Scott, an inventor and entrepreneur with a vision for advancing renewable energy solutions in Jamaica.
In October 2018, Elhydro Limited signed a Memorandum of Understanding (MoU) with the University of Technology, Jamaica (UTech, Ja.) to collaborate on biodiesel production and research. This partnership focuses on developing innovative techniques for producing biodiesel from locally sourced feedstocks, such as castor oil, waste vegetable oils, and animal fats, aiming to
One of planet earth’s most sophisticated INNOVATORS
meet international fuel testing standards like ASTM D6751 and European EN 14214.
The collaboration also explores the application of biodiesel in diesel engines, highlighting benefits such as improved lubricity, lower toxicity, higher flash points, negligible sulfur content, and reduced exhaust emissions. Additionally, the partnership investigates
the production of valuable by-products, including fertilizer meal, glycerine, and pharmaceuticals.
Elhydro Limited’s commitment to renewable energy extends beyond biodiesel. In 2014, the company patented a hydrogen energy source in Jamaica, positioning itself as a pioneer in the field. Phillip Scott emphasized that this technology could serve as a sole power
INDUSTRIES SERVED
Elhydro offers an extensive line of STARFIRE’ s Industrial lubricants, Fluids, Oils, Chemicals what industry you’re working in – there’s a premium product or service We are committed to providing you with the highest quality products and services that maximum productivity and the highest return on your investment
source or complement existing energy systems, potentially transforming the island’s energy landscape.
The company’s dedication to environmental sustainability is further demonstrated through its association with Kleenoil Jamaica, which focuses on efficiency and ecological intelligence.
Operating from White Plains, New York, Kleenoil Jamaica offers services aimed at enhancing operational efficiency while minimizing environmental impact. Elhydro Limited’s collaborations with academic institutions, such as UTech, Ja., and its innovative approaches to renewable energy, underscore its role as a key player in Jamaica’s energy sector. By focusing on sustainable solutions and local resource utilization, the company contributes significantly to the nation’s goal of achieving energy sustainability and reducing dependence on fossil fuels.
Through its diverse product offerings and strategic partnerships, Elhydro Limited continues to drive innovation in the energy industry, aligning with global trends toward renewable energy adoption and environmental stewardship.
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Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered straight to your inbox with a bi-weekly newsletter.
Through these compelling media channels, Manufacturing Outlook will continue to foreground the movers and shakers of the industry.
To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.
LEADING WITH PURPOSEFUL CHANGE
Lippert has become a household name of the North American manufacturing industry as well as a brand synonymous with innovation and quality. We find out more with Group President, Ryan Smith
Writer: Ed Budds | Project Manager: Michael Sommerfield
From over 140 manufacturing and distribution facilities located throughout North America and Europe, Lippert supplies a broad array of precision-engineered components for RV, marine, manufactured housing, and on- and off-highway vehicles.
In this way, the company remains immensely dedicated to enhancing the experiences for those who love to explore the outdoors.
Whether in an RV, boat, or commercial vehicle, as a leading manufacturer and trusted supplier, Lippert takes pride in its extensive range of products, from innovative RV leveling systems and towing technologies to outdoor living solutions and a plethora of marine products.
Based in Elkhart, Indiana, and now employing more than 13,000 dedicated team members worldwide, Lippert’s diverse competencies and extensive resources have helped
position the company as a leader in several key areas of the industry.
A CULTURE OF COMMITMENT
What truly differentiates Lippert from the competition is the company’s unwavering commitment to its people and the exceptional culture it has cultivated within the organization.
“We believe that our employees are our greatest asset, and we invest heavily in their development, well-being, and job satisfaction. Our collaborative and inclusive company culture fosters innovation, allowing our talented team members to thrive and contribute ideas across all facets of the business,” prides Group President, Ryan Smith.
“This not only enhances employee retention but also drives our collective success. We’re all aligned in our mission to deliver unparalleled quality, service, and – most importantly – an exceptional customer experience,” he adds.
Lippert’s relentless pursuit of customer satisfaction is embedded in everything it does, pushing the entire business to exceed expectations and create meaningful, lasting relationships with its clients.
The company’s ability to attract and retain the best talent in the industry empowers it to continuously elevate its offerings, ensuring Lippert remains at the forefront of innovation.
“We prioritize teamwork, accountability, and a hands-on approach that allows us to operate with the agility and entrepreneurial spirit of a small company, while benefiting from the resources and capabilities of a larger organization.”
This finely struck balance enables Lippert to stay nimble, adapt quickly to market demands, and provide the personal touch that customers value without compromising on quality.
Ultimately, Lippert’s dedication to its people, obsession with the overall customer experience, and ability to deliver superior products truly set it apart in a competitive business landscape.
The company is committed to providing a level of service and quality that is unmatched in the market, making it the trusted partner for its customers’ marine needs.
AGENTS OF CHANGE
Drawing on his earlier point, Smith is keen to emphasize again that people remain the most important asset at Lippert.
“We empower our staff to be agents of change within a culture rooted in open communication and continuous improvement. The entrepreneurial spirit of our team members is the heartbeat of our
organization, fostering innovation and agility at every level,” he imparts.
Through initiatives such as weekly, in person listening sessions with President and CEO, Jason Lippert, the company ensures that every team member can voice their ideas and concerns directly to leadership, reinforcing the belief that their voices truly matter.
“Our Just Fix It (JFI) program exemplifies this commitment by encouraging employees to propose enhancements to our processes through our Lean Manufacturing philosophies – whether for safety or efficiency. This not only empowers individuals to take ownership of their work but also leads to systemic changes that emerge from the ground up,” Smith adds.
From top to bottom, Lippert believes that every idea has the
potential to drive improvement, and the company’s culture thrives on the proactive mindset that every team member can make a difference.
“Leadership here at Lippert grows with the business – with an average tenure of 15 years, each leader is dedicated to the mission of the company and nurturing industryleading talent through our Leadership Academy.”
The academy provides comprehensive training and development opportunities, equipping Lippert’s team with the skills and confidence needed to innovate and lead within their roles.
By fostering an environment where entrepreneurial thinking is celebrated, the company empowers its people to challenge the status quo and explore new possibilities.
At Lippert, everyone understands
that this collaborative spirit enhances the collective work environment, driving continuous improvement and ensuring that everyone feels inspired to contribute to shared success.
“We believe that our remarkable team is essential in making experiences better by using business as a force for good,” Smith expands.
SMART SOLUTIONS
Lippert specializes in precisionengineered axles and chassis that deliver superior stability and safety, along with advanced coatings that enhance both durability and performance, and cutting-edge electronics that provide smart solutions for its customers.
“Additionally, we offer a broad range of furniture and lamination options, high-quality mattresses for comfort on the road, and robust
metal fabrication and plastic molding services that allow for customization and efficiency,” adds Smith.
Lippert’s expertise also extends to power and motion systems, along with windows and glass products, making it a single source supplier for many customers.
Today, the company is primarily a manufacturer and supplier of components for the RV, marine, automotive, and building products industries, as well as the aftermarkets of those markets.
With an extensive profile of manufacturing capabilities, the business also serves a number of other markets including hospitality, transportation, construction, agriculture, military, and more.
“A lot has changed since our founding in 1956, but one thing Lippert has always been committed
to is quality and innovation. From our very first product, we have set the tone for improving the customer experience.”
NAVIGATING A DYNAMIC INDUSTRY
The current landscape of the US manufacturing industry is exceptionally dynamic and full of promise.
“Today, we’re witnessing a remarkable resurgence in manufacturing jobs returning to American soil, and at Lippert, we’re all in on that. Our commitment to domestic manufacturing isn’t just about delivering top-tier craftsmanship for our customers; it’s about breathing life into our communities, creating quality jobs, and fostering meaningful experiences for our team members and customers,” Smith sets out.
“Step into one of our facilities, and you’ll feel it — the hum of machinery, the glow of welding sparks, and the rhythmic buzz of seamstresses carefully stitching upholstery. It’s the heart of what we do – a place where blue-collar pride and technical expertise intersect every day,” he adds passionately.
Lippert is currently in the process of investing in advanced robotics and automation to enhance quality and safety, ensuring that its teams can focus on what matters most.
By combining cutting-edge technology with the human touch, the company is not only making processes leaner and greener but also staying true to its overarching sustainability goals.
Smith believes that at the end of the day, it’s not just about what is built; it’s about who’s building it. The hardworking people of Lippert are not just the backbone of the company –they’re the driving force behind every weld, stitch, and product.
“That’s why we’ve built a culture that puts our team members first,
RETHINK. REUSE. REIMAGINE.
With EvoHide™, we’re turning plastic waste into premium upholstery solutions that not only look good but do good. By blending bio-based PVC resins and recycled polyester backing, we’ve created a sustainable, vegan leather that makes a positive impact on the planet.
fostering an environment where their well-being, growth, and success are top priorities. And it’s not just talk –we’ve won multiple awards, including Indiana’s 5-Star AchieveWELL designation for 2024, making us the only company in the state to receive this honor.”
When Lippert takes care of its entire team, it simultaneously takes care of customers, which continues to define the business to this day.
“We’re all driven by the same mission – to create exceptional products for the hardworking folks who value their time outdoors. Whether they’re hitting the road or cruising the water, we’re committed to making their experiences better, easier, and more enjoyable,” he confirms.
A SOLID COMPANY FOUNDATION
At Lippert, relationships are the backbone of the business. This goes for its internal team and extends to the valued partnerships shared with its trusted suppliers.
“Having strong relationships with our suppliers is incredibly important to our success. When we work closely with them, we ensure we’re getting high-quality materials and staying efficient in our operations,” states Smith.
“It’s all about open communication and collaboration. This way, we can tackle challenges together, come up with innovative solutions, and keep things running smoothly,” he adds.
Meanwhile, building trust and understanding with its multitude of suppliers creates a solid foundation for long-term partnerships.
In this way, Lippert values working with suppliers who share its commitment to quality and innovation.
“That’s how we make sure our customers get the best products out there.”
Whilst Lippert is primarily known as a leading brand in the RV sector, it’s
“WE EMPOWER OUR STAFF TO BE AGENTS OF CHANGE WITHIN A CULTURE ROOTED IN OPEN COMMUNICATION AND CONTINUOUS IMPROVEMENT”
– RYAN SMITH, GROUP PRESIDENT, LIPPERT
Processes include:
Laser Cutting
• Sheet lasers, including 20k fiber
• Stainless and aluminum (up to 2” thick)
Robotic plasma cutting (10” O.D.)
Saw Cutting
• Bundle saw (24” capacity)
• Mild steel and galvanized (up to 1” thick)
Tube lasers (up to 24’ long)
Brake presses, including robotic bending
Sheet forming (up to 14’)
the Definition of
• Cold saw precision cutting (.01 tolerance)
Robotic and hand welding
• Mild steel, aluminum, stainless
Painting / Powder coating
CNC machining
Doing
On Time Deliveries
On Time Deliveries
Quality Products
Providing
LIPPERT’S MISSION AND VALUES
• Lippert is focused on making lives better by developing meaningful relationships with its customers, co-workers, and communities. This commitment drives the company’s focus on creating an atmosphere in which team members choose to approach challenges with a positive attitude, fostering an environment where everyone is passionate about winning.
• Everyone at Lippert retains high standards of honesty, integrity, and candor, holding itself and others accountable. The entire company culture emphasizes teamwork and trust, empowering staff to connect effectively with one another and collaborate toward successful outcomes. Lippert genuinely cares about its people, expressing empathy and celebrating the achievements of all team members whilst serving them with humility and dignity.
• In its overarching pursuit of excellence, Lippert embraces the values of being humble and coachable, eager to learn from one another, and open to constructive feedback. Elsewhere, as an effective communicator, the company encourages open dialogue and ensures every voice is heard.
• Innovation, quality, leadership, culture, and customer experience are the pillars that guide the entire organization. Lippert prioritizes continuous improvement and creativity, always seeking new ideas to enhance its offerings. A resolute dedication to quality ensures that every product and service meets the highest standards, whilst Lippert’s commitment to an exceptional customer experience reinforces its role as a trusted partner.
essential to highlight the company’s strategic diversification which has played a crucial role in its ongoing success, especially in today’s volatile market, and allowed efficiencies for customers with unique situations that are looking for partners who are vertically integrated with broad capabilities.
Its extensive portfolio now includes not only RVs but also marine products, transportation solutions, building products, and hospitality services.
“Our global reach is a significant advantage as we not only serve the North American market but also have a strong presence in the European caravanning and marine industries. This international footprint allows us to adapt to diverse market demands and tap into new growth opportunities,” Smith prides.
By leveraging its robust manufacturing capabilities, Lippert proudly boasts the ability to produce a wide range of high-quality products across these markets.
This diversification strategy not only mitigates risk but also enables the company to remain resilient and competitive in an ever-changing marketplace.
Overall, Lippert’s impressive commitment to innovation and quality across multiple industries is what sets it apart and drives continued success.
BUILT DIFFERENT
At Lippert, safety isn’t just a priority –it’s the foundational building block of everything the company does and a responsibility it takes very seriously.
“We have the platform to change the landscape of RV safety, and we embrace that responsibility with unwavering commitment. As leaders in the industry, we’re dedicated to setting new, transformative safety standards that go beyond the basics to protect our customers, their families, and their investments,” Smith ensures.
ABOUT US
Philip Matthews Company specializes in custom plastic profile extrusion for various industries and products such as garage doors, swimming pools, and recreational vehicles. PMC strives to demonstrate the highest levels of customer service to their clients and deliver the highest quality parts available in each marketplace, all while offering the best possible value to their customers.
PMC offers in house tool and die making capabilities which allow us to turn around samples and proto parts in as little as a few days instead of weeks or months.
Additionally, PMC has a full warehouse and stocking program which if utilized by our customers can cut lead times down to as little as 2-3 days. These are just a couple areas where we go above and beyond to offer the best customer service available in the marketplace.
“Our anti-lock braking system (ABS) and Touring Coil Suspension (TCS) are prime examples of how we’re pushing the boundaries of safety innovation for RVs.”
Indeed, Lippert’s TCS reduces road shock by 50 percent compared to traditional leaf springs, ensuring a smoother ride and dramatically decreasing wear and tear.
This means the RV is not subjected to the same shaking, bouncing, and rattling that can occur with other systems.
“By reducing road vibrations, we not only increase ride comfort but also significantly extend the lifespan of the RV.”
Similarly, Lippert’s ABS component is equally impactful, providing smoother, more controlled braking,
which is crucial in emergency situations. It’s these kinds of innovations that ensure the safety of the company’s customers on the road, allowing them to travel knowing they are in the safest hands possible.
However, Lippert’s resolute commitment to safety extends far beyond the ride itself.
“At our beam processing center, we oversee over one million pounds (lbs) of I-beam steel each week, ensuring that every chassis we produce is engineered to the highest standards of durability and precision,” details Smith.
At present, the company’s automated systems reach over a million part locations per month, ensuring each component fits perfectly and contributes to the overall strength and integrity of the RV.
RESPONSIBLE PRACTICE
Across the board, Lippert is deeply committed to protecting the environment and contributing to global standards such as the Global Reporting Initiative (GRI), the Sustainability Accounting Standards Board (SASB), and the United Nations Sustainable Development Goals (UN SDGs).
“We take concrete steps toward sustainability by investing in ecofriendly practices and prioritizing high-quality recycled materials, particularly in our packaging. Our approach is further strengthened by our lean manufacturing principles, which minimize waste and optimize resource use, thereby reducing our environmental footprint,” Smith excites.
CHAMPIONS OF THE COMMUNITY
At Lippert, success is measured by the positive impact it creates inside and outside of the business.
The company’s continuous mission to put real resources behind culture, leadership, and philanthropy underscores its commitment to using business as a tool for change in the world. Through the Lippert Cares initiative and guiding principle of ‘Everyone Matters’, it continues to create transformative social change.
Lippert’s volunteerism, which stands as a testament to profound community impact, is fueled by a deep-rooted culture of compassion and generosity, driven by the dedication of team members, and focused on vital areas such as supporting families in need, strengthening educational programs, bolstering community health, and more.
Through substantial annual donations, the company also supports local nonprofits, demonstrating an unwavering commitment to addressing community needs both now and in the future.
Lippert likewise takes pride in organizing a diverse range of events that serve as catalysts for community improvement. These events are meticulously planned to encourage social cohesion, neighborhood engagement, and overall wellbeing.
Inspired by the spirit of unity and shared purpose, Lippert remains a beacon of positive change.
One of the cornerstones of Lippert’s commitment to social engagement is its community service initiative, launched in 2017, with the ambitious goal of contributing over 100,000 hours of voluntary work annually.
“Since then, our dedicated team members have volunteered more than 868,000 hours, positively impacting over 2,000 non-profits across various markets. This initiative is more than just a number; it embodies our values and drives a deeper purpose within our organization,” he quantifies.
Through community service, Lippert’s employees forge stronger bonds with one another, collaborating on projects that resonate with their passions and values.
This shared commitment not only enhances teamwork but also fosters a culture of empathy, compassion, and social responsibility.
By actively participating in service projects, the company’s employees cultivate meaningful relationships with each other and the communities they serve, creating a sense of belonging and fulfillment.
“Furthermore, our annual contributions to various organizations demonstrate our commitment to making a tangible difference. We believe that supporting our communities is essential to our identity as a company, reinforcing our mission to create a sustainable future whilst enriching the lives of those around us.”
At Lippert, the implementation of this community service initiative is a powerful testament to the company’s dedication toward purpose-driven work and the lasting impact that can be achieved together.
In this way, Lippert invites both its customers and its competitors to take part in these initiatives. It remains Lippert’s mission to inspire all companies to make similar commitments to their communities in order to make business a tremendous force for good worldwide.
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Please introduce me to BABSCO, including a brief overview of your main products, services, client base, and locations?
BABSCO, established in 1968, has grown from a local distributor to one of Northern Indiana’s leading electrical wholesale suppliers. With locations in Elkhart and Warsaw, we have spent over five decades expanding our product offerings, adapting to industry changes, and serving a diverse client base that includes consumers, electrical contractors, and OEMs. In 2016, BABSCO became 100 percent employee-owned (ESOP), giving our team a personal stake in the company’s success. When employees are owners, it’s more than just a job - it’s about ensuring that our customers receive the best products and service every time. This culture of ownership has been instrumental in building longlasting relationships with our clients. Our journey has been driven by innovation, adaptability, and a commitment to excellence. Over the
years, we’ve been recognized with numerous industry awards for our dedication to quality and customer satisfaction. Our ability to stay attuned to market trends and introduce new technologies has positioned us as a trusted name in the industry. Whether it’s powering homes or supporting large-scale manufacturing projects, if it needs electricity, BABSCO has the solution.
What is your take on the electrical distribution industry in North America today? Would you consider it a particularly challenging or exciting sphere to work in?
The electrical distribution industry is evolving at an unprecedented pace, driven by technological advancements like smart homes, renewable energy systems, and electric vehicles (EVs). These innovations are transforming the landscape, making this an incredibly exciting time to be in the industry. At BABSCO, we’ve embraced these changes by expanding our product
“In 2016, BABSCO became 100 percent employeeowned (ESOP), giving our team a personal stake in the company’s success.”
offerings to include cutting-edge solutions, particularly in the EV sector, where we provide everything from battery charging equipment to components for manufacturers. This line positions us at the forefront of a rapidly growing market.
While the industry is exciting, it’s not without its challenges. Supply chain disruptions, particularly during the COVID-19 pandemic, tested our adaptability. However, BABSCO’s proactive approach to triple-sourcing ensured that our customers received the products they needed without significant delays. The global push for sustainability has also increased demand for energy-efficient products, and we’re proud to play a critical role in
BABSCO building in Elkhart
helping our clients reduce their carbon footprints.
What for you differentiates BABSCO from the competition?
Our world-class customer service truly sets BABSCO apart. We don’t just meet our customers’ needs - we exceed them. Whether it’s sourcing hard-to-find parts or delivering on tight deadlines, we pride ourselves on being responsive and adaptable. For instance,
“At BABSCO, quality is non-negotiable.”
when one of our long-time clients needed a rare electrical component to complete a time-sensitive project, despite supply chain challenges, our team leveraged our extensive network to source the part and deliver it on time, keeping the project on track. This level of dedication stems from our unique employee ownership structure. At BABSCO, every employee is an owner. This means we all have a personal investment in the company’s success - and, by extension, in the satisfaction of our customers. We actively gather feedback from our clients to continuously improve, refine our offerings, and ensure that we consistently deliver top-tier solutions.
Could you tell us more about your status as one of the largest independent and 100 percent employee-owned electrical distributors in Northern Indiana?
BABSCO is built to last, and our employees are the heart of our business. Their dedication to going above and beyond is truly what keeps us moving forward. Being 100 percent employee-owned means we’re all in this together, and that shared sense of ownership reflects in the pride we take in our work and the strong relationships we’ve built with our customers. We work hard for our clients, and we have fun while doing it - this combination has been key to our longevity.
How do you ensure that BABSCO continues to supply exceptional services, top brands, and quality products for customers?
At BABSCO, quality is non-negotiable. We’re ISO-compliant, which means we adhere to strict international standards for quality management systems. This commitment to quality was especially
crucial during the COVID-19 pandemic, when global supply chains were disrupted. Our triple-sourcing strategy allowed us to maintain the inventory our customers needed, minimizing delays despite the challenging circumstances.
ISO compliance ensures that our operations run smoothly and efficiently, leading to cost savings and better product performance for our clients. During the pandemic, while others scaled back, we invested in remote technology and digitized parts of our supply chain. This forward-thinking approach allowed us to continue serving our customers without interruption, maintaining the high standards they expect from us.
Looking ahead, what are your key priorities for the coming year? Are you aiming to hit any specific targets, reach any goals, expand or diversify at all?
2025 is shaping up to be an exciting year for BABSCO. Our online store is launching soon, giving customers 24/7 access to our full range of products through a user-friendly interface with fast delivery options. We’re also expanding our product lines, including our EV line, which meets the growing demand for battery charging solutions. This positions us as a key player in the EV infrastructure space.
Additionally, we’re introducing our proprietary SpoolPro™ Automated Wire Spooler which will streamline the process of customizing wire orders for our clients. Whether you need a few feet or a few thousand, we’ve got you covered. By staying ahead of technological advancements, we’re not just meeting our customers’ needs today - we’re anticipating and shaping what they’ll need tomorrow. These innovations, paired with our continued commitment to quality and service, ensure that BABSCO will remain at the forefront of the electrical distribution industry.
From left to right: Joshua Papczynski (OEM Sales), Clayton Snider (Product Development and Training Manager), Jaycee Byers (OEM Sales)
Dawn Cocanower (Vice President), Steve Kile (President)
From left to right: Markus Inmalay (Deliveries/Warehouse), Michael Ellis (Assistant Warehouse Manager), Bryce Williams (Warehouse Manager), and the SpoolPro™
MANUFACTURING OUTLOOK: HOW WERE YOU FIRST INTRODUCED TO THE INDUSTRY?
Ryan Smith, Group President: “I grew up in Goshen, Indiana, right in the heart of RV country, which gave me a unique perspective from an early age.
“With friends and family involved in the RV business, I developed a genuine appreciation for what we do. After college, I jumped straight into the workforce by driving trucks and working in logistics, which was a great way to get my hands dirty and learn the ins and outs of the markets.
“As my career progressed, I took on Vice President roles in sales and operations, overseeing a number of mergers and acquisitions. During this time, we deployed a portfolio diversification strategy, which involved expanding beyond RVs into industries such as marine, transportation, building products, hospitality, construction, and agriculture.
“This broader focus helped us evolve from being just an RV company into a key player in multiple markets. Our growth strategy has proved successful to date, seeing us through rough times like the COVID-19 pandemic and returning shareholder value time and again.
“Now, after over 18 years with Lippert, I have the pleasure of serving as Group President. I’m passionate about leading our teams to enhance not just their experience with Lippert and our products, but the overall journey for everyone who loves the RV lifestyle.
“It’s exciting to be part of a company that’s shaping the future of our industry and creating opportunities for more people to enjoy this way of life.”
LEVERAGING EXPERT CAPABILITIES
Moving forward, a resolute cornerstone of Lippert’s approach will be fostering and maintaining a healthy culture of continuous innovation.
“We intend to leverage our extensive R&D capabilities to develop cutting-edge solutions that not only meet but exceed customer expectations within the camping, boating, and transportation markets,” Smith exudes.
Furthermore, Lippert is poised for aggressive organic growth, complemented by a targeted acquisition strategy that aligns with its core competencies.
By identifying and integrating synergistic opportunities within existing markets, the company plans to enhance the competitive advantage it already possesses and drive further market penetration.
“We will also prioritize the expansion of our nationwide parts
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service footprint. By enhancing our service capabilities and accessibility, we aim to elevate the customer experience, ensuring that every interaction with our brand is seamless and memorable,” he tells us.
In the coming year, Lippert’s strategic priorities will be multifaceted, with a strong emphasis on maximizing return on investment (ROI).
In this way, the company aims to optimize its capital allocation strategies to ensure sustainable profitability and long-term shareholder value.
“Ultimately, what it all boils down to is our overarching goal to enhance the customer journey and foster a deep-seated love for the outdoors. By streamlining processes and enhancing engagement, we aim to attract more families into the outdoor lifestyle.”
Moreover, Lippert believes that by creating exceptional experiences, it can inspire a new generation of
outdoor enthusiasts and cultivate lasting connections with the brand.
“Through these initiatives, we are committed to driving sustained growth and operational excellence in the year ahead whilst also contributing to a greater appreciation for the natural world,” he concludes proudly.
Daimler Truck AG has decades of experience in the automotive and trucking industry and has maintained its strong position.”
A subsidiary of the global automotive pioneer, Daimler Truck North America (DTNA) designs, engineers, manufactures, and markets medium and heavy-duty trucks, school buses, vehicle chassis, and their associated technologies and components under the Freightliner, Western Star, Thomas Built Buses,
Freightliner Custom Chassis Corp, and Detroit brands.
“Our brands cater to a wide variety of needs, from long-haul logistics to vocational and school buses,” continues CIO, Lutz Beck.
“The breadth of this unmatched product portfolio allows us to meet the specific requirements of our diverse client base, which ranges from logistics companies to municipal fleets.”
Headquartered in Portland, Oregon, the company also has manufacturing
Lutz Beck, CIO
Lutz Beck, CIO, outlines how Daimler Truck North America is shaping the future of logistics and transportation through the development of cutting-edge technology solutions
Writer: Jack Salter | Project Manager: Michael Sommerfield
plants in Cleveland, Gastonia, and High Point (North Carolina), Mount Holly and Gaffney (South Carolina), and Redford (Michigan), as well as Saltillo and Santiago (Mexico).
These facilities also house cuttingedge engineering and testing centers that drive innovation in every aspect of DTNA’s vehicles.
“We operate state-of-the-art manufacturing facilities and robust supply chains to ensure operational efficiency and high-quality production,” Beck explains.
“DTNA also has unparalleled aftermarket support through expansive parts distribution centers and service networks.”
AT THE FOREFRONT OF INNOVATION
The North American truck manufacturing sector is at a pivotal moment as it undergoes a seismic shift toward sustainability, electrification, autonomous driving, connectivity solutions, and more. DTNA is at the forefront of
these industry innovations as the company strongly invests in R&D to develop cutting-edge solutions and technologies.
“We’re not just building trucks; we’re shaping the future of logistics and transportation,” acclaims Beck.
One such innovation is the fifthgeneration Cascadia, which DTNA unveiled in October 2024.
The newest addition to the Freightliner family builds on its legacy as the industry’s preferred on-highway truck with advanced safety features,
increased aerodynamic efficiency, and the addition of new business intelligence tools to benefit profitability.
The vehicle also features active safety systems as part of DTNA’s Detroit Assurance suite of safety systems, including Active Brake Assist 6 (ABA 6), which mitigates potential collisions by calculating the truck’s speed and distance to stationary and moving objects to determine if a
warning or braking action is needed and automatically activates partial and full braking if necessary.
“Lane Departure Warning alerts the driver if the truck deviates from its lane without a turning signal, while Adaptive Cruise Control to 0mph maintains a safe following distance and adjusts the speed automatically,” adds Beck.
The driver-assist functions are part
of the Cascadia’s automated driving capabilities, where the vehicle can control both steering as well as acceleration and deceleration under certain circumstances while a human driver remains actively engaged at all times. DTNA is deeply invested in developing autonomous driving solutions in the trucking industry with the goal to make roads safer and help customers boost productivity.
“WE’RE NOT JUST BUILDING TRUCKS; WE’RE SHAPING THE FUTURE OF LOGISTICS AND TRANSPORTATION”
–
LUTZ BECK, CIO, DAIMLER TRUCK NORTH AMERICA
CONNECTIVITY, E-COMMERCE, AND AUGMENTED REALITY
The Cascadia is additionally equipped with Detroit Connect® services, offering real-time tracking and data insights, remote diagnostics, and performance monitoring to optimize fleet operations.
Detroit Connect® forms part of DTNA’s strong portfolio of connectivity services.
“Our trucks are becoming increasingly connected, enabling predictive maintenance and enhanced operational efficiency for fleet owners,” informs Beck.
“To drive business performance and innovation, IT and business functions need to work closely together and collaborate as IT is
increasingly embedded in products, services, and business processes. We maintain a strong project pipeline to continuously improve IT operations, support our various business functions, and develop new technology solutions.”
One such solution is Excelerator, DTNA’s next-generation e-commerce platform which launched in 2020.
Excelerator connects DTNA customers to its distribution network, allowing them to get the right part at the right place and time, which significantly reduces vehicle repair times. In early 2023, Excelerator online retail sales reached $1 billion for DTNA parts.
“Excelerator is a great example of how IT supports DTNA by building
Harnessing technology for a competitive edge
A strategic imperative
In today’s rapidly evolving business landscape, aligning IT with business objectives has proven invaluable, but is this alignment creating a competitive edge? The answer to this question is more critical than ever. As manufacturing environments grow increasingly complex, forward-looking manufacturers are leveraging data to meet new market realities, balance competing priorities, and advance competitive advantage in the market. Strategic alignment is about transforming data into actionable insights that drive smart, sustainable, and resilient manufacturing operations, thus creating lasting competitive advantage.
The role of data-driven manufacturing
Data-driven manufacturing (DDM) is a unique approach that aligns business objectives with data strategies and solutions to transform data into actionable insights. This approach helps implement a digital continuum that enables highly productive teams, processes, and systems built to adapt and evolve. Manufacturers can implement and advance industrial IoT, cloud, and automation initiatives by acting as a unified organization across the entire business value chain and the broader ecosystem while fostering better innovation and communication within their teams.
Strategic and operational insights
Manufacturers who use data for strategic and operational insights are outpacing their peers in
competitive advantage and operational effectiveness. They optimize operations through enhanced monitoring, collaboration, and innovation, taking preemptive action to future-proof against additional changes. This positions them better to realize their strategic objectives and balance growth with sustainability through insight-led innovation.
The shift to Industry 5.0
With Industry 5.0 taking shape, stakeholders are pushing manufacturers to evolve beyond using technology solely for profit. They are expected to become responsible leaders for the future, addressing current economic conditions, geopolitical disruptions, and a scarce supply of modern skills and talent. This shift has accelerated the need for transformation, making it imperative for manufacturers to leverage data across their value chains to guide decision-making.
Building a data strategy aligned with business value
Manufacturers can unlock the transformative power of data by building and executing a comprehensive data strategy aligned with their values and business objectives. This strategy should accelerate outcomes by strategically aligning initiatives to business value, enabling data and analytics to adapt as business and customer priorities change. It should also identify the maximum value with the minimum scope to deliver initiatives that result in a return on investment (ROI).
Managing data as a strategic asset
Data must be managed as an asset, ensuring it is fit for purpose and aligned with business objectives. This requires an informed approach across the complete data life cycle—from creation to end-oflife. Manufacturers can shift from reactive decisionmaking to proactive planning based on forecasts and predictions by collecting, processing, and analyzing critical data.
Raising enterprise intelligence
Enterprise intelligence is the ability to turn contextrelevant data into actionable insights that drive business value, whether it’s new growth opportunities, better customer experiences, or lower costs. By applying increasingly complex analytics and AI, manufacturers can gain powerful insights that help reduce waste, improve efficiency, and enhance the customer experience.
Ensuring organizational readiness
A data-first mindset is critical to building trust and ensuring ROI on data investments. Whether it’s a small initiative or an extensive transformation program, a structured approach helps effectively manage the human side of change. Initiatives underpinned by a data-first culture and excellent change management strategies have a higher chance of meeting their objectives and supporting transformation.
Benefits of transforming into a datadriven enterprise
Becoming more data-driven allows a manufacturer to make decisions based on facts rather than intuition alone. This drives a more unified organization across the entire business value chain and the wider ecosystem. Specific benefits include:
• Build highly productive teams that work from the most insightful and supportive data in real-time— enabling true innovation and cross-pollination.
• Move beyond just optimizing operations to preempting change and responding proactively with strong business and IT alignment.
• Gain true insight across vast data stores to create new services, products and ways of doing business.
• Connect with external ecosystems and enjoy win-win benefits with new and sometimes unlikely partners.
• Reflect, learn and continuously improve to realize your vision and demonstrate measurable results.
• Embrace responsible and transparent practices and processes and adopt enabling technologies
that unearth the relevant data required to take measurable action and demonstrate sustainability progress.
• Retain and attract new talent by offering employees a career with purpose.
Conclusion
As manufacturing becomes more unified, transforming data into actionable business insights will be critical to addressing new market realities and driving smart, sustainable, and resilient operations. By aligning technology with business objectives, manufacturers will confidently navigate the future, leveraging data to create a competitive edge and achieve their strategic goals.
About CGI
Insights you can act on
Founded in 1976, CGI is among the largest IT and business consulting services firms in the world. We are insights-driven and outcomes-based to help accelerate returns on your investments. Across hundreds of locations worldwide, we provide comprehensive, scalable and sustainable IT and business consulting services that are informed globally and delivered locally. CGI.com
AN ESTABLISHED CAREER
Having grown up in Stuttgart, Germany, which has a rich automotive history and is the home of Daimler AG, Mercedes-Benz, and Porsche, Beck has always been interested in truck manufacturing.
Before becoming CIO at DTNA, Beck was CIO at Daimler Truck Asia (Mitsubishi Fuso Truck in Japan and Bharat Benz in India).
In Asia, Beck was responsible for the overarching IT strategy as well as the entire development, delivery, and governance of IT. Under his leadership, connectivity and big data analytics were initiated, developed, and successfully established within Daimler Truck Asia.
Before moving to Japan, Beck held various management positions within Daimler AG, eventually working his way up to the role of IT Director for Finance and Controlling, Procurement, and Business Intelligence.
Prior to joining Daimler AG, he worked at a large consultancy firm, focusing on the implementation of enterprise resource planning (ERP) and SAP template implementations, as well as other IT projects.
Beck gained work experience in numerous countries as a consultant, including Singapore, South Africa, Japan, Australia, Thailand, Indonesia, China, South Korea, and Malaysia.
new business models and driving revenue,” states Beck.
Another example is HoloLens, a cutting-edge augmented reality platform from Microsoft that DTNA has piloted as a virtual collaboration tool with dealers and customers.
In testing, DTNA leveraged a combination of Microsoft technologies, including the HoloLens 2 platform, Dynamics 365 Remote Assist, and Teams.
This enabled service technicians to connect directly to DTNA subject matter experts across the organization, who were able to project service manuals, schematics, and other documentation across their field of vision while troubleshooting vehicle repairs.
“DTNA WORKS CLOSELY WITH A NETWORK OF STRATEGIC PARTNERS, INCLUDING TECHNOLOGY PROVIDERS, LOGISTICS COMPANIES, AND FLEET OPERATORS, ALL OF WHICH ARE KEY TO OUR BUSINESS”
– LUTZ BECK, CIO, DAIMLER TRUCK NORTH AMERICA
FUTURE FRONTIERS
DTNA’s initiatives also include community engagement programs, employee development opportunities, and partnerships that foster sustainable practices throughout its supply chain.
For 2025, meanwhile, DTNA’s top priorities are to advance autonomous
driving technologies, expand its digital services, and continue to innovate within its products and operations, at the heart of which are its 20,000+ employees across North America.
“We invest heavily in talent recruitment, retention, and development through training
programs, upskilling initiatives, and various career opportunities,” concludes Beck, emphasizing the human element of DTNA’s work.
“Behind every truck we build are the people whose dedication and ingenuity make it all possible. Our focus on innovation is matched by our commitment to fostering a supportive and empowering environment for our employees.”
Tel: 503.745.8000
northamerica.daimlertruck.com
READY FOR WHAT’S NEXT
Kratos Defense and Security Solutions has expertly positioned itself at the futuristic forefront of aerospace and defense technology, with its industry transforming array of unmanned vehicles and drone development. We learn more with President of the company’s Unmanned Systems Division, Steve Fendley
Writer: Ed Budds | Project Manager: Michael Sommerfield
The expansive North American aerospace and defense industry is currently experiencing continued transformation, propelled by game-changing advancements in digital technologies, strategic investments, and a renewed focus on both workforce development and supply chain visibility.
From securing new talent to unearthing supply chain opportunities, swathes of aerospace and defense companies are now working to integrate digital technologies and artificial intelligence (AI) into their businesses to address some of the industry’s most persistent problems.
Flourishing within this vast industry is Kratos Defense and Security Solutions (Kratos), a technology, products, and systems company addressing the defense, national security, and commercial markets worldwide.
Headquartered in San Diego, California, the company today specializes in internally funded R&D, capital, and other investments in order to rapidly advance, produce, and field solutions that address its customers’ mission-critical needs and tailored requirements.
At Kratos, affordability is viewed as a crucial aspect of technology, and the company seeks to utilize its
proven combination of leading-edge approaches and innovative technology, which are expertly combined to reduce costs, time, and risk, enabling the company to be first to market with cost-effective solutions.
WITNESSING INCREDIBLE TRANSFORMATION
Since January 2017, Steven Fendley has served as President of Kratos’ Unmanned Systems Division, which comprises six business units –Kratos Unmanned Aerial Systems, Micro Systems, Inc. (MSI), Technical Directions, Inc. (TDI), 5-D Systems, Sierra Technical Services (STS), and Kratos Australia.
“I always knew I wanted to be an engineer from a very young age. My dad was a Navy fighter pilot and later a test pilot for a defense contractor, and that really started my initial trajectory into the industry,” he recalls fondly.
“Right out of college, my first job was in the development of military drones and related technology, and that’s been my passion and focus for my whole career ever since,” Fendley adds.
Having witnessed an incredible transformation of the entire defense industry in the last couple of decades, Fendley believes the power that new technology possesses is virtually
“WE BELIEVE THAT WE’RE NOW KNOWN AS AN INNOVATIVE AND DISRUPTIVE AGENT OF CHANGE IN THE INDUSTRY, ONE THAT IS AN EXPERT IN DESIGNING PRODUCTS AND SYSTEMS”
– STEVE FENDLEY, PRESIDENT – UNMANNED SYSTEMS DIVISION, KRATOS DEFENSE AND SECURITY SOLUTIONS
limitless and still holds the exciting promise of saving lives and making a substantial difference.
“When I first started working in this burgeoning field, I was lucky enough to be involved with a program that I was really passionate about, working on old F-4 fighter jets and converting them to being uncrewed systems,” Fendley shares.
These programs were extremely rare at the time in terms of operating aircraft from the ground with autonomous capabilities and without a human pilot on board.
However, in the last decade, such initiatives have skyrocketed in both
quantity and scope as technology has continuously evolved.
“It’s such an exciting time to be involved in this work as I used to have to really hunt around for such opportunities, but now they’re everywhere,” he excites.
A GROWING PORTFOLIO
As a mid-tier contractor comprising around 4,000 members of staff, Kratos views itself as a technology company that truly specializes in defense.
“We believe that we’re now known as an innovative and disruptive agent of change in the industry, one that is an expert in designing products and
systems,” Fendley tells us.
Kratos’ primary business areas include virtualized ground systems for satellites and space vehicles, such as command and control (C2) and telemetry software, tracking and control, jet-powered unmanned aerial drone systems, hypersonic vehicles, and rocket systems.
As well as this, the company is currently involved with a comprehensive array of propulsion systems for drones, missiles, loitering munitions, supersonic systems, spacecraft, and launch systems, alongside its work on microwave electronic products for missile, radar, missile defense, space, satellite, counter unmanned aerial systems (UAS), directed energy, communication, and virtual augmented reality training systems for warfighters.
DRIVERLESS VEHICLE SOLUTIONS
Across the US, one of the major problems encountered at present for a multitude of industries is a severe shortage of drivers.
Kratos is responding to this challenge through its array of self-driving trucks deployed on the road across the US, supporting new deployment cases and territories.
The company’s self-driving truck solutions continue to act as industry game-changers by addressing issues that continue to burden the key transportation and supply chain activities of today.
“We are uniquely positioned as a developer of transformative systems, platforms, and products to adapt technology developed for military and defense applications into commercial markets,” details Fendley.
“Leveraging field-proven pilotless, driverless, communications, C2, and other advanced technologies developed across Kratos enables our commercial driverless truck deployments to be safe, adaptable,
AERIAL TARGET SERVICES
Kratos offers customized aerial target services that are an affordable pay-peruse option, ideal for customers with smaller budgets. This service allows the company to provide realistic mission scenarios tailored to customers’ unique specifications.
LOGISTICS – Whether it’s the Arctic or the desert, Kratos can go where its customers are.
MISSION PLANNING AND ANALYSIS – Kratos works with customers to plan each mission and analyze the resultant data.
SYSTEM MAINTENANCE – Kratos completes all required maintenance of the target system.
FLIGHT OPERATIONS – The company offers several different high-performance target platforms to deliver the highest level of training realism.
and reliable in harsh environments not previously considered by other self-driving truck companies.
“Plus, our focus is on areas where there is a driver shortage, so we’re not taking jobs away, we’re enabling key industries to process in spite of the nationwide driver shortage.”
Ensuring safety and business continuity are critical customer concerns for the company, and Kratos’ self-driving trucks are proving to be a viable solution for meeting these crucial goals.
FLIGHT OF THE VALKYRIE
The pride of the company’s portfolio, the Kratos XQ-58 Valkyrie
is a stealthy, unmanned combat aerial vehicle (UCAV) originally designed and built by Kratos and demonstrated to the US Air Force through the Low-Cost Attritable Strike Demonstrator (LCASD) program, under the Air Force Research Laboratory’s Low-Cost Attritable Aircraft Technology (LCAAT) project portfolio.
“The LCAAT portfolio was established to break the escalating cost trajectory of tactically relevant aircraft and provide an affordable, lightweight solution as an unmanned escort or wingman aircraft alongside a crewed fighter aircraft in combat scenarios,” Fendley sets out.
“Representing a clean-sheet, low-cost tactical UAS, the XQ-58A is changing the paradigm for tactical UAS technology,” he adds.
Flying since 2019, the Kratos XQ-58A Valkyrie is a high-performance, survivable, tactical UCAV capable of long-range flights at high subsonic speeds and is currently in production in Oklahoma City.
The impressive aircraft can serve as a loyal wingman, conduct single UAS operations, or operate in swarms.
Combined with its affordability, survivability, long range, maneuverability, and ability to carry flexible mission kit configurations and a mix of lethal weapons from its internal bomb bay and wing stations, the Kratos XQ-58A Valkyrie provides extreme flexibility for the multiple Department of Defense customers that have acquired the vehicle under contract today.
“It is also a key technology to prove the effectiveness of autonomous electronic support to crewed platforms, as well as demonstrate the potential for AI-enabled platforms to augment combat air patrols while continuing to mature other manned-unmanned teaming capability objectives.”
Undoubtedly, the ability to be pre-deployed and operated remotely from a substantial distance, without requiring runway or airfield operations, makes it a critical deterrent for near-peer adversaries.
POSITIONED AT THE FOREFRONT
With the emergence of near-peer adversaries and the ever-increasing cost of tactical aircraft acquisition costs, the Kratos UAS business unit has been at the forefront of the development of reusable UAS for use in manned-unmanned teaming (MUM-T) operations in a contested environment.
In this way, Kratos UAS leverages its elite knowledge of high-performance subscale aerial targets to design, develop, and demonstrate the first
KRATOS UNMANNED SYSTEMS DIVISION PRODUCTS –AT A GLANCE
AIR – Kratos provides reliable products and systems that are fully qualified to military standards and designed to operate and survive the extreme environments defined by the mission requirements.
LAND AND SEA – The company offers world-class unmanned vehicle control capability to meet the challenges of customer requirements.
AVIONICS – Kratos offers a series of transponders for C2 data links, radar tracking, identifying friend or foe (IFF) applications and other specialty electronic and radio frequency (RF) systems for UAS, missiles, and loitering munitions.
purpose-built attritable UAS.
“We remain at the forefront of delivering a family of innovative, affordable, expeditionary, and highperformance tactical UAS,” Fendley prides.
Growth across this invigorating and future-facing industry is likely to continue on its current trajectory, with Kratos’ new advances in technology underlying each step.
The myriad technologies applied throughout the industry offer a plethora of opportunities for companies such as Kratos, ones that can help drive both margins and innovations for the future and seize the exciting opportunities that lie ahead.
Tel: (858) 812-7300 www.KratosDefense.com
Fueling the Future: Innovative Pump Solutions & Brushless Motors
Weldon Pump, established in 1942 as a division of the Weldon Tool Company in Cleveland, Ohio, gained recognition during World War II for designing innovative vane pumps to deice military aircraft. Their contributions earned the prestigious U.S. Army-Navy “E” Award in 1944. Post-war, Weldon leveraged its expertise to serve the growing general aviation market, expanding its product line to include fuel boost, metering, transfer, hydraulic, lubrication, and circulating pumps for aviation, military, and high-performance applications.
Today, Weldon Pump is a family-owned, small business that continues to serve the aviation and defense industries with an expanding range of pumps, motors, and valves. For over a decade, Weldon Pump has been a trusted partner of Kratos, delivering advanced fuel pump solutions and motors for Kratos’ target drone platforms. Our commitment to high-quality, dependable technology supports the next generation of unmanned systems in demanding operational settings. With our commitment to innovation, Weldon Pump has developed a certified brushless motor offering distinct advantages, such as enhanced efficiency, weight reduction, and minimized avionics interference. Unlike conventional designs, our brushless motor eliminates the need for software, streamlining operation and enhancing reliability.
Notably, the motor also features unique in-rush current control and current-limiting capabilities, delivering smooth and consistent performance. To further support these advancements, Weldon Pump completed a major renovation and expansion of our Cleveland, Ohio manufacturing and engineering facilities in 2023. This development has more than doubled our production capacity and allows for full in-house manufacturing and assembly of all pumps and brushless motors.
With over 80 years of experience, rigorous quality standards, and extensive in-house capabilities, Weldon Pump has built a reputation as a trusted partner to leading companies like Kratos. We are proud to contribute to advancing technology in the aviation and defense sectors, delivering products that meet the highest standards of performance and quality.
Phone: 440-232-2282
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DISCOVER THE OF TRANSPORT
With the aim of simplifying customer business through leading sustainable solutions, MAN Automotive South Africa proudly 60 years’ worth of shaping the country’s transportation industry.
Jan Aichinger, Managing Director, tells us more about the newest innovations and plans for a long-lasting future
Writer: Lauren Kania | Project Manager: Ben Weaver
Jan Aichinger
THE FUTURE
leading proudly boasts industry.
the company’s
For a nation to find prosperity and growth, effective means of transporting people and goods are of critical importance.
The fruitfulness of a country’s transport infrastructure plays a significant role in its development, both socially and economically, with researchers suggesting that successful transport is second only to education as a stimulus for expansion.
In South Africa (SA), a country with a complex and varied history of economic power and global relevance, the role of adequate transport is particularly important, especially considering that the nearest port is approximately 600 kilometres (km) away from the industrial heartland.
With a wide variety of transportation methods across the nation, ranging from roads and railways to airports and waterways, the sector is overseen by the South
African Department of Transport, whose vision consists of the ideology that transport is the heartbeat of SA’s socioeconomic growth.
In an effort to further progress and achieve long-term development goals, many cities across SA have made it an ongoing priority to develop their transportation sector.
Specifically, the national road network and freeways were massively expanded during the apartheid period between the 1940s and 1990s, now consisting of over 362,000km of highways and more than 73,500km of paved roads, making cities more and more accessible for both business and pleasure.
The significance of the manufacturing and transportation sectors was especially underscored during the COVID-19 pandemic, when many global industries came to a sputtering halt, impacting millions of homes and businesses that were
unable to access their daily needs and requirements.
Here to lead the way in the everimportant transportation industry and drive SA’s economic future into one of longevity and global dominance is MAN Automotive South Africa (MAN Automotive), a leading manufacturer of medium, heavy, and extra heavy trucks, as well as commuter buses and luxury coaches.
BECOMING ESTABLISHED IN THE INDUSTRY
Having just finished his secondary education and looking for an opportunity to jumpstart his professional career, Jan Aichinger, Managing Director of MAN Automotive, ventured into the transportation industry in 1988 with a bus manufacturing company based in Germany.
“There, I was offered the opportunity to participate in a dual
study programme, where I was able to alternate between going to university for three months and working at the company for three months,” introduces Aichinger.
“Although I didn’t have the same freedom I would at normal university and the programme was rapid and stringent, this opportunity was especially appealing to me because I was given the ability to learn through both theory and real-life experiences.”
Once immersed in the exciting and ever-adapting industry, Aichinger knew that was where he wanted to stay. Having worked for companies like Mercedes-Benz in various roles, his next dream was to work abroad, and despite the popular trend being to go to the US, he was specifically interested in Asian countries.
“American culture shares a lot of the same origins and similarities as Germany, whereas in Asia, there are completely different ways of thinking and living, which I wanted to
“SA IS ONE OF THE MOST UNIQUE LOCATIONS IN THE MAN AUTOMOTIVE WORLD, AS NOWHERE ELSE HAVE WE EMBEDDED BOTH PRODUCTION AND WHOLESALE ASPECTS INTO A SINGLE COUNTRY. THIS ALLOWS US TO BE BOTH A WHOLESALER AND A RETAILER”
– JAN AICHINGER, MANAGING DIRECTOR, MAN AUTOMOTIVE SOUTH AFRICA
experience first-hand.”
The start of Aichinger’s international career began in Saudi Arabia, where he worked for three years as a sales manager before moving to other destinations across the globe, including SA, the UK, and Russia.
Since May 2023, he has been in SA –the second time he has worked in the country, with the first occasion being joyfully marked by the birth of his younger daughter.
“Whenever one of your kids is born in a country, you inevitably leave a piece of your heart with that place, which makes coming back to SA all the more amazing,” Aichinger enthuses.
This time around, he carries the title of Managing Director for MAN Automotive’s sales organisation and two plants, making it an even more exciting and intensive experience as a different part of the business has opened up for him.
“You can see from all the positions I’ve held and areas I’ve lived that I am not the type of person who takes a job and remains stagnant. I am always looking for the next challenge.”
THE PROMINENCE OF ELECTRIC VEHICLES
Having accomplished his dream of living in other countries and experiencing different cultures, Aichinger can attest that the global transportation and manufacturing industry is consistently stimulating, providing new challenges and technologies that keep those involved on their toes.
Currently, there are many new innovations and changes in the sector, such as the phasing out of combustion engines, rapidly advancing automation and digitalisation, and the prevalence of electric vehicles (EVs).
MAN Automotive sees electric drive systems for commercial vehicles as the decisive factor on the road for local emission-free, climate-friendly mobility.
Despite the many economic advances and strides SA has recently made, it falls behind Europe in regards to the implementation of EVs and reliance on traditional combustion engines. This is primarily due to the ongoing period of widespread national electricity blackouts, more commonly referred to as load shedding.
These unpredictable power outages make it extremely challenging to develop reliable infrastructure for electric buses and trucks, which require much higher kilowatt (kW) levels to sustain than passenger vehicles.
However, MAN Automotive is facing these challenges head-on and actively developing ways in which to utilise SA’s strengths to situate this new technology in an unpredictable energy environment.
“Our motivation is high as solar
MANUFACTURING OUTLOOK: ARE THERE ANY RECENT KEY INVESTMENTS THAT ARE SIGNIFICANT TO MAN AUTOMOTIVE AND ITS FUTURE ENDEAVOURS?
Jan Aichinger, Managing Director: “There are currently two investments that we are working hard on. The first one is our manufacturing plant in Pinetown, which is the first commercial vehicle plant in the continent to be carbon neutral.
“The goal is to make of our facilities carbon neutral, if not carbon negative. To get there, we are investing a lot in solar and asking ourselves how we can reuse water from the wash bay, ultimately providing a positive impact on our environment.
“Our head office is off the grid, and our plant in Pinetown, which has ample surface on the roof, is feeding back into the grid. We are proud to be producing more electricity than we consume, regardless of whether it is going to help us in times of load shedding. We feel this is something we should be a leader in.
“Additionally, our worldwide fleet of trucks has the same annual carbon footprint as the Netherlands. That is nothing to be proud of and is a problem that needs to be immediately addressed, which is why we are venturing into e-buses as we aim to be part of the solution.”
panels in SA are 30 percent more efficient than in Europe due to our close proximity to the equator and the high amount of sunny days, allowing for our payback to be much quicker,” Aichinger details.
“We’ve also already produced the first electric bus and intend to deliver the first 10 in 2025. This is especially promising as, unlike Europe, we do not have high subsidies.”
Electric buses have proven to be more feasible than trucks as they return to the same depot every evening, meaning only one charging station is required to be constructed and maintained.
Electric trucks, on the other hand, travel throughout the country and therefore necessitate multiple charging points to operate them, thus raising the question – who is going to set up and maintain this critical
infrastructure network?
“Despite all these questions and obstacles, it is a very exciting time in terms of technology and advancement, and there is nothing more thrilling than finding a way to succeed in a challenging environment,” reflects Aichinger.
MOVING THE INDUSTRY FORWARD
MAN Automotive has been represented in SA since the 1960s, with the national headquarters located in the city of Modderfontein, an assembly plant in Pinetown, a bus and coach manufacturing facility in Olifantsfontein, a central parts depot in Isando, and a used commercial vehicle operation in Centurion, alongside a widespread national sales, service, and parts dealer network.
The company also has a network
of 14 full dealerships and 15 service and parts dealerships strategically situated in order to provide complete support to its widespread customer base, in addition to the MAN Training Academy, which ensures it is always at the leading edge of technical know-how.
MAN Automotive in SA is derived from MAN Truck & Bus, one of Europe’s leading commercial vehicle manufacturers whose product portfolio includes vans, trucks, buses, diesel, and gas engines, as well as services related to passenger and freight transport.
With the decarbonisation of freight transport, digitalisation of logistics, and the worsening shortage of truck drivers all posing fundamental challenges for transport companies, MAN Truck & Bus is dedicated to shaping the change needed in the global industry.
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The company is seeking to do so through the development of autonomous vehicles and EVs for a net zero future and intelligently connected transport, complemented by holistic advice on the switch to e-mobility and supported by a wide range of innovative digital services.
MAN Truck & Bus’ aim is that, by the end of the decade, it will have developed a fully autonomous, zeroemission truck.
LEADING SA’S TRANSPORTATION MARKET
MAN Automotive has asserted itself over the past five decades as a transportation leader in the SA market, consistently bringing new technologies and innovations to the forefront of the national economy and paving the way for a better, more efficient transport future.
“SA is one of the most unique locations in the MAN Automotive world, as nowhere else have we embedded both production and
wholesale aspects into a single country. This allows us to be both a wholesaler and a retailer,” asserts Aichinger.
The company prides itself on its strong and well-established network within the country, allowing it to tackle any issue from breakdown repairs to spare parts availability and much more.
Additionally, MAN Automotive is distinctive within the domestic market as it is the only original equipment manufacturer (OEM) that possesses
its own bodybuilding plant located in the Johannesburg region.
At the facility, MAN Automotive produces its buses, a product where it has been a market leader since 2010, boasting a market share range between 40 and 50 percent.
“We are dominant in this market purely because we are the only company able to produce an entire product in one go and provide customers with a single point of contact for any further assistance, whereas others combine and sell
chassis and bodybuilders from different manufacturers,” expands Aichinger.
The company is looking to continue to set itself apart by focusing its customers on more than just the price of a vehicle but the total cost of ownership (TCO).
One of the most important elements of TCO, which is often overlooked yet possesses the highest impact, is downtime.
“A truck or bus will only earn money if it is in operation, but if it stands still
for too long, it can become very expensive and cost ample revenue. Therefore, it is a priority to keep vehicles functioning and on the road,” insights Aichinger.
With the vast importance of ensuring downtime can be minimised and handled as quickly and succinctly as possible, MAN Automotive provides immediate services to its customers and readies stock to be available at a moment’s notice in case of accidents or breakdowns.
GREAT PRODUCTS, EVEN BETTER SOLUTIONS
Today, to find long-lasting success, companies such as MAN Automotive need to sell not only a great product but an even better solution to its loyal customers.
“It’s not just a product at the end of the day; it must also be a solution. If you go back 30 years, just selling a truck was enough,” he explains.
MAN Automotive seeks to find each customer’s winning recipe through technology, data analysis,
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By choosing O.E Coach Supplies, clients can
Hardware & locking systems
With a consistent focus on quality, HAPPICH GmbH, is the leading interior supplier for commercial and special purpose vehicles, with roots in the global markets.
Our comprehensive range of products includes: locks and locking devices, fittings and hinges, roof hatches, vents, ventilators, emergency hammers, handles, push buttons, handrails, sun protection, profiles, acoustic parts and door systems.
Whether for buses, rail vehicles, cabins, or in engineering, HAPPICH represents a high standard of quality, wellengineered production technologies, and style.
The professional competence that we acquire in individual domains creates intersectoral synergies for the benefit of customers in all the other branches.
We are able to respond to the specific requirements of the various markets with variable and custom-made solutions to our wide product range and our development competence.
Windshield wiper systems
DOGA is a company founded in 1958 in Barcelona (Spain) and each product is the result of a unique project that has been specifically developed for each application. In order to offer a complete range of products, we design and produce windshield wiper systems, washer systems, automotive tanks, plastic components, DC motors and window lifters.
Electronics has allowed us to take our motors to a higher level and the accurate control of the movement offers a unique and precise result that meets the expectations of each customer.
With affiliated companies in Italy, the USA, Mexico, Brazil, China, India, and Morocco, we export our products to more than 70 countries and operate in multiple markets.
Rearview mirror systems
Ashtree Vision and Safety are one of the UK’s leading commercial mirror exporters. Now into a fifth decade of trading, Ashtree are firmly established as one of Europe’s premier designers and manufacturers of mirrors, mirror arms and mounting brackets for commercial vehicles.
Still family owned and managed, Ashtree have a desire and passion to increase visibility and create solutions for blind spots on all types of vehicle and machine.
With no outside shareholders to be accountable to we are able to create products that we feel are the best solution rather than something that would satisfy a balance sheet. Designing internally, or working with consultants when required, enables us to manufacture the products that we feel offer the best solution to a
digitalisation, and more, allowing clients to shine with the right solution.
Through the company’s highly trained personnel, plethora of available spare parts, and ability to sort potential issues faster than others, it offers a more efficient model for its customers to rely on.
By steering the whole value chain, MAN Automotive is more flexible in terms of reacting to market trends and adapting to customer preferences.
“We know our clients very well, which allows us to speak to them directly and take their feedback onboard for future developments,” details Aichinger.
“We are constantly analysing how we can do things differently, and part of that is driven by external factors such as exchange rates.”
It is also of crucial importance to tailor MAN Automotive’s operations to the SA model as opposed to the
MAN AUTOMOTIVE’S CURRENT PRODUCTS AND SERVICES
European model from which the company stems.
For example, in Europe, there are legislated driving hours for those operating large vehicles, whereas in SA, those same rules don’t exist, thus changing the behaviour of the driver within the truck and the requirements.
“For me, that is one of the challenges yet one of the thrilling parts of the job – the diversity,” excites Aichinger.
THE IMPORTANCE OF SPARE PARTS
As MAN Automotive has certain products shipped into the country from Europe, such as manufacturing kits with a nine-month lead time, supply chain optimisation is a main priority for the company.
“With two different plants, we are constantly working on improving our supply chain processes and how the interaction between each plant can be made more efficient,” explains Aichinger.
“You don’t want to have a plant that is producing bodies without chassis, resulting in a standstill. On the other hand, you don’t want too many chassis standing around waiting to be bodied.”
Additionally, a continuous topic for the company is spare parts – more specifically, the optimum number of spare parts available.
As highlighted during the COVID-19 pandemic, maintaining an appropriate level of stock and dedicating the time to understanding what a suitable amount is cannot be understated.
A lack of availability can result in severe disruption to countless industries and insurmountable costs incurred by trucks and buses that remain at a standstill.
Alongside spare parts, the company and industry at large recognise that overnight shipping – or just-in-time shipping – needs to be re-evaluated.
“We are so used to getting shipped
everything overnight, but it comes at a cost – i.e., to the environment – so the question becomes, where is the balance?” furthers Aichinger.
The importance of a balanced supply chain can be directly observed in the current SA environment, where the rail network has almost come to a complete standstill, forcing goods and commodities to be transported exclusively by road.
While this may seem a win for the likes of MAN Automotive in the short term, it has a devasting impact on the national economy and equal distribution of the supply chain in the long term.
Without the balance between rail and road, countries such as SA will experience a competitive disadvantage as the cost of transporting commodities resting solely on the latter is not cost-efficient.
“We need strong railways for certain goods, as it is more effective and reduces our collective carbon footprint. It would be short-sighted to say that this almost standstill is a good thing because even though we may have more trucks on the road at the moment, if the country suffers long term, so will we,” states Aichinger.
LOCALISATION IN SA
Supporting the local SA economy is a matter of great importance to MAN Automotive, and one of the primary ways in which it accomplishes this objective is through utilising local partnerships and suppliers.
During the life of a truck or bus, exchanging parts, such as batteries, is something that will inevitably be required.
In the past, the company would have these batteries shipped from Europe to SA. However, it was promptly recognised that this was not the most cost-efficient way of conducting business.
Therefore, MAN Automotive decided to develop a complete
second line of spare parts. What started with batteries has now grown outwards as a result, consisting of a portfolio of numerous spares that serve to benefit both the business and its dedicated customer base.
When acquiring these parts, the company ensures that the quality and durability it has become known for remain consistent by imparting stringent regulations and expectations upon suppliers.
Another significant aspect of supply management includes MAN Automotive’s bodybuilding plant, where it constantly looks at how it can assist local suppliers to improve quality.
“Customers expect enhanced product quality, and we are here to
help them find local companies and develop them around us,” details Aichinger.
“At the same time, we must ensure that local companies diversify and develop other supplies as well. If they become too dependent upon us and we experience some fluctuations, it could severely affect the economy.”
Quality management and the ability to attract other industries where the same products are being used is something that MAN Automotive is investing a lot of time in to support the country and its people.
Aichinger attests that it is truly a unique environment in SA compared to the other countries he has worked in, with a substantial procurement team dedicated to working hard every
day to ensure quality, satisfaction, and longevity.
NEW TECHNOLOGIES AND INNOVATION
Currently, one of MAN Automotive’s most exciting and important projects is its introduction of e-buses into SA.
“We are proud to be bringing technology into the country – not just importing it but producing it in SA. We’ve developed a completely new body and are assembling the electromobility locally,” insights Aichinger.
The implementation of e-buses will also result in additional training and jobs for local communities, as a significant amount of education is required to safely and successfully work on these high-voltage vehicles.
MAN Automotive manufactuting plant in Pinetown
MAN Automotive bus launch
MAN Automotive awards
Fuel’s Only Safe When It’s TankSafe®
For over 20 years, TankSafe® has been dedicated to preventing fuel theft, developing an advanced range of fuel security devices designed to actually stop siphoning. The flagship product, TankSafe® ‘Optimum,’ offers 100% protection against fuel theft through siphoning and skimming, as well as from spillage.
Since its inception, TankSafe® has sold over 2.9 million units worldwide, a clear testament to the effectiveness and reliability of their fuel security solutions. This global reach highlights the growing recognition and trust in TankSafe® products as essential tools in the fight against fuel theft across various markets.
In addition to the TankSafe® ‘Optimum,’ the company has expanded its product range to protect all secondary access points, ensuring a comprehensive full lockdown for vehicle fleets. This full-spectrum protection is aimed at giving fleet operators peace of mind by safeguarding every potential vulnerability in their fuel systems.
Ken Bailey, Managing Director of TankSafe South Africa, is acutely aware of the impact that rising diesel prices have on operators. With fuel costs climbing, every drop of diesel becomes increasingly valuable. However, many operators are losing significant amounts of money due to fuel theft, particularly through the siphoning of fuel from trucks—a crime often perpetrated by criminals and, in some cases, even by drivers themselves.
It’s a harsh reality that South African truck operators, who play a crucial role in keeping the economy moving, face a constant threat from various criminal activities. While hijackings and truck looting often make headlines, fuel theft—though less publicised—remains a significant and ongoing issue. Despite their essential role in the economy, these operators are left vulnerable to such crimes, which not only jeopardise their operations but also erode their profitability.
Drawing from TankSafe’s extensive experience in combating fuel theft, Bailey reveals a troubling reality: it’s often an operator’s own employees who serve as the crucial link between syndicates and the fuel in their trucks. “These employees accept bribes, siphon off fuel, and then sell it,” Bailey explains. “The syndicates, in turn, frequently resell the stolen fuel
to other trucking companies, sometimes even to competitors, giving them the ‘advantage’ of cheaper diesel.”
A testament to the quality and effectiveness of TankSafe® products is their adoption by several leading OEMs in South Africa, including Daimler Trucks, DAF, UD Trucks, Iveco, and TATA, which now fit TankSafe® as standard equipment. In March 2022, MAN Automotive South Africa also approved TankSafe® as an accessory for aftermarket fitment, leading to thousands of units being installed since then. Additionally, Imperial Logistics, one of the country’s largest fleet operators, has installed over 800 TankSafe® units after testing various alternatives.
“This reflects a shift in market perceptions,” says Bailey. “We believe that soon, all OEMs, fleet operators, and logistics companies will realise the opportunity they have to help their customers by reducing the total cost of ownership with a truly ‘fit for purpose’ solution.”
While the fight against fuel theft might seem daunting, Bailey believes that truck owners and fleet operators can make a significant impact by securing their fuel tanks properly.
“If we can cut off the subsidiary pipelines of the syndicates— namely, drivers who steal and resell fuel on their behalf—then we can start fighting back against the scourge of siphoning and fuel theft,” Bailey asserts. And indeed, it all makes perfect sense.
How it works
A unique float-valve allows fuel to flow into the tank during the filling process and then ‘locks’ the tank once filling is complete.
In this way, no fuel can be siphoned, not even the top few centimeters. The float-valve lock process also prevents overfilling and spills, which alleviates a lot of Health & Safety as well as environmental concerns.
“WE WANT TO CONTINUE SETTING OURSELVES APART GOING FORWARD BY FOCUSING OUR CUSTOMERS ON TCO – IT’S NO LONGER JUST ABOUT THE PRICE OF THE VEHICLE”
– JAN AICHINGER, MANAGING DIRECTOR, MAN AUTOMOTIVE
Another substantial project MAN Automotive is undertaking is broadbased Black economic empowerment (B-BBEE) – an SA government policy and legislative framework that aims to increase native African participation in the economy.
The objective is to promote economic transformation, improve African representation in ownership and management structures, increase the involvement of communities and employees in economic activities, and provide skills training.
“All companies are categorised into a level depending on how much they are supporting the transformation of the country, with Level 1 being the best. We started at Level 8 and have worked our way to Level 3 through
supplier development, corporate social responsibility (CSR), training, education, and diverse management,” expands Aichinger.
With CSR being an essential part of MAN Automotive’s core values, training and educating a more diverse workforce is of the utmost importance to the company.
“We don’t just do it for the sake of achieving a certificate. We do it because we sincerely believe it is helping us to ensure a more sustainable, long-lasting, and diverse future. We have seen first-hand how it is helping us with localisation, spare parts availability, shipping costs, and our carbon footprint.”
In parallel, the company is prioritising onboarding more women
SOUTH AFRICA
into the business, as the industry has been traditionally male-dominated for most of its history.
Currently, 38 percent of MAN Automotive apprentices are women, and it is seeking to increase that number even further by developing female employees’ talents and ambitions from the ground up.
Aichinger experienced the importance of a diverse workforce from a young age when his parents insisted that both he and his sisters share the same chores and responsibilities around the house.
“I’m still immensely grateful for the lessons I learned from that time, as it helped me understand that to broaden our base of talents and make our teams more successful, we need
German premium quality with most OEM’s approvals
GLYSANTIN®, invented and patented in 1929, proudly represents the world’s first engine coolant. Ever since, the brand and its products have continuously evolved to meet and exceed the developing market needs. By today, GLYSANTIN® offers dedicated product families providing market-leading solutions with measurable sustainability contributions for current and future mobility concepts.
As we continue to rethink and advance cooling on a continual basis, we are convinced that being 'cool, cooler, cooolant' only comes with one name and that’s GLYSANTIN®der Schutzgarant, providing established German premium quality with multiple protection.
Get in touch with our experts in Africa:
“WE ARE PARTICULARLY PROUD THAT WE HAVE BUILT A VARIETY OF LONG-LASTING CUSTOMER RELATIONSHIPS”
– JAN AICHINGER, MANAGING DIRECTOR, MAN AUTOMOTIVE SOUTH AFRICA
the undeniable strengths of different points of view, experiences, talents, and backgrounds. A team dominated by one majority is never as successful at the end of the day,” he imparts.
DRIVING TOWARDS A BETTER FUTURE
As a commercial vehicle manufacturer, MAN Automotive acknowledges its responsibility to do all it can to contribute to climate and environmental protection.
This, along with CSR and good corporate leadership, are increasingly crucial aspects for a viable future and an integral part of the company’s corporate strategy.
In 2022, MAN Truck & Bus anchored the topic of sustainability in its official strategy, furthering its commitment to greenhouse gas (GHG) total balance neutrality by
2050 and pledging to do so as part of the climate protection programme, Science Based Targets initiative (SBTi).
The first step consists of reducing 70 percent of GHG emissions at global sites by 2030 and lowering its truck, bus, and van fleet emissions by 28 percent.
A significant component of this GHG reduction strategy is decarbonisation through the electrification of the company’s vehicles. The initiation of this strategy can be observed through the introduction of e-buses in various models and vans with electric drives that are available to customers today.
These EVs are at their strongest in an urban environment, where they are emission-free and actively contributing to improving air quality, alongside being quieter on the roads
than traditional diesel engines.
Additionally, the company is actively researching corresponding zero-emission technologies in the area of electromobility, including hydrogen combustion engines and hydrogen fuel cells, which are in the pre-development phase.
MAN Automotive is also developing and testing automated driving applications together with science and industry partners, as autonomous commercial vehicles are leading to a radical transformation of customer business models.
MAN Truck & Bus’ aim is to meet its social responsibility and become a leading provider of intelligent and environmentally-friendly transport solutions, as the company views sustainability as a key part of remaining competitive on a global scale for years to come.
‘Driving’
localisation:
Remkor supports MAN
Automotive with extensive fabrication capabilities
Examples of Remkor’s fabrication services and products:
The South African automotive sector’s increasingly strong drive towards localisation is boosting suppliers within the steel fabrication sector, and one such supplier to MAN Automotive is leading Johannesburgbased steel fabricator Remkor Manufacturing.
“Remkor has a deep understanding of the local market, as well as a world-class fabrication service offering, underpinned by decades of experience. These combined factors position the company perfectly to support the automotive industry, which is one of the country’s largest manufacturing sectors and export success stories,” says Remkor Co-Director Gwen Mahuma-Madiba. First-rate fabrication services and facilities
As a proudly South African company with 51 percent Black women ownership, Remkor specialises in the fabrication of customised sheet metal products for the rail, energy, telecommunications, petroleum and transport sectors. Services include laser cutting, machining, sheet metal and pipe bending, chemical pre-treatment, powder coating, liquid painting, screen printing, form-in-placegaskets, complex mechanical assemblies and electrical reticulation and testing.
From a small entity with 25 employees located in a 400 m² building, Remkor has grown exponentially, now occupying a 6,500 m2 facility and employing over 110 staff.
A second, much larger property was recently acquired to house Remkor’s liquid painting operation and upcoming investments in additional plant and equipment.
Growing relationship with MAN
Although the company started out primarily supplying the telecommunications industry, it quickly became a major supplier to many other sectors, including automotive. Remkor initially approached MAN in 2018 to manufacture components and assemblies for their product line. This process did take some time, and was further delayed by the COVID-19 pandemic, which essentially brought bus production to a halt.
According to Chief Operations Officer Raffaele La Monica, MAN and Remkor renewed their relationship in 2021: “They visited our factory and quickly realised that we were the right fabrication partner for them. We had the range of skills, capabilities and expertise they required, and could provide a turnkey solution to their fabrication requirements.”
Having met the requisite Supplier Assurance criteria, Remkor began supplying steel fabricated products such as handrails, parcel racks and other cosmetic components to MAN. As the relationship grew, Remkor added items such as structural assemblies–and is currently working closely with MAN to develop other components and assemblies
Products & Services:
• Laser Cutting
• Machining
• Sheet Metal and pipe bending
• Chemical pre-treatment
• Powder coating or Liquid Painting
• Screen Printing
• Form-in-place-gasket
• Complex mechanical assemblies
which it hopes to supply in the future.
“We highly value the relationship we have with MAN, and the opportunity which the diversification of its local supply chain represented for Remkor,” La Monica adds. Export replacement is very dear to MahumaMadiba’s heart: “Anything that can be imported in steel can be made locally. We have done it before. We just need to be given an opportunity!” she enthuses.
Proudly South African fabricator
“We are a proudly South African fabricator and know that our success enables us to develop skills and create jobs. We are also willing to invest, in order to accommodate our clients’ needs,” La Monica points out.
Remkor has already secured further funding from Industrial Development Corporation (IDC) – and using this, as well as some of its own funding, is working to acquire new equipment and expand its services and facilities.
“We are a serious contributor to South African localisation and industrialisation. This is about a wider ecosystem where jobs are created, and local skills are expanded and remain relevant. It is about pushing back against the tide of imports and protecting our local industry and manufacturing capabilities,” Mahuma-Madida concludes.
Outdoor telecoms enclosure
Public benches
Electrical enclosures
“I’VE ALWAYS SAID THE AUTOMOTIVE INDUSTRY POSSESSES SOMETHING EXCITING AND RARELY EXPERIENCES A REAL STANDSTILL. HOWEVER, THE TIMES WE ARE GOING THROUGH RIGHT NOW ARE PROBABLY THE MOST CHALLENGING AND EXCITING WE HAVE SEEN SO FAR”
– JAN AICHINGER, MANAGING DIRECTOR, MAN AUTOMOTIVE SOUTH AFRICA
SUCCESS IS A TEAM EFFORT
Having played hockey throughout the course of his life, Aichinger is adamant that teamwork and collaboration to achieve a common goal is the framework for success in any capacity.
“Hockey is a team sport and describes how I run the company. I don’t believe that I am the best in every position, which is why I rely on my specialists and their assessments, ensuring that I can be their sounding board for any issues,” he states.
Additionally, Aichinger prioritises having an open-door policy, where people are always allowed to come in and have a conversation with him about their worries, ideas, and accomplishments.
He maintains the expectation that individuals enter not just with a problem or query, but with a proposed solution as well.
By providing space to think and ask questions without prejudice, he often finds that the best solutions
are already within people, who just need an appropriate and supportive environment to discover them.
“Like an orchestra, we all need to work hand-in-hand. The horn shouldn’t be louder than the viola, and as the conductor, I need to make sure that all the instruments play in harmony,” Aichinger alludes.
Of equal importance to Aichinger is the ability to persist throughout all obstacles and remain tenacious. This stems from his experience playing
Building Business Partnerships for over 60 Years!
GanTrans is one of the longest running independent logistics companies in Kwa-Zulu-Natal, South Africa. The company was founded in 1963 by Mr. Ganes Pillay who grew the company from a single unit into the nationally recognised brand.
The company is a familyowned and managed business, with its head office based in Jacobs, Durban with branches in Cape Town and Johannesburg, South Africa.
We provide the following services:
1. Storage, Handling and Transportation of ISO Tanks and Containers including warehousing
2. Transportation Liquid Bulk, Break Bulk including non-hazardous and hazardous
3. Providing a logistics turnkey solution
Since its inception in 1962 Lubrication Equipment (Pty) Ltd., has built up an enviable reputation for being a quality supplier of equipment associated with the application of lubrication to mines, petroleum companies, the automotive, industrial, and agricultural sectors. Its vast and ever-expanding product range includes everything from grease nipples to sophisticated computerised fluid dispensing systems. Technical innovation, design and commitment to service and quality have always been two major areas of focus at Lubrication Equipment.
With over 62 years of service, we are well positioned to supply, install, and maintain the equipment we supply on a national basis. Industry Leaders in Workshop Lubrication Installations, Special Projects and Lubrication Product Supplies.
Proudly working alongside MAN Automotive
sports and the understanding that the desire and drive to achieve success are some of the most inspiring motivators.
“In a hockey match, you can still win in the last 30 seconds, the last five seconds, or even the very last second. You just have to believe it’s possible and refuse to give up; those who don’t believe it is possible will never achieve it,” he insights.
Aichinger ensures this enduring mindset is encouraged throughout MAN Automotive by engaging directly with employees in their own offices and workspaces as opposed to being holed away in his own.
Not only does this allow him to learn and understand their everyday challenges, but it also motivates others to utilise Aichinger’s expertise and view management as approachable individuals.
“The team here knows the SA market better than I do, and they
always will because they have lived here and have ridden the market for decades,” he details.
“Although I may not be able to get on the same level as them, I am here to provide my past expertise and knowledge to assist them even further and provide insights and different perspectives from a new angle that others may not have considered.”
PROCURING A LONG FUTURE IN SA
Looking towards the future of MAN Automotive in the SA market, the company is highlighting a variety of key endeavours and priorities to ensure continued prosperity in the country, such as strengthening its market position.
Aichinger also possesses a secondary role within the nation as the Vice President of Medium and Heavy Commercial OEMs within the
National Association of Automobile Manufacturers of South Africa (naamsa) – a non-profit organisation established in 1935 to represent manufacturing OEMs, retailing OEMs, and heavy commercial OEMS.
“In this role, and also as part of my role at MAN Automotive, I advocate for how we can make the transport business safer and protect those on the roads,” he voices.
“There’s still a lot we can do in terms of training drivers, educating people, and ensuring that vehicles are well-maintained and road-worthy.”
He acknowledges that it will take a combined effort to implement these safety solutions from both the industry as a whole and the SA government through new laws and regulations.
Internally, at MAN Automotive, the company is emphasising talent management and development.
SPECIALISING IN:
• Hydraulic pumps
• Truck mounted hydraulics
• Water, diesel, vacuum and tipping applications
• PTO’s
• Control valves
Specifically, Aichinger has recently implemented ‘Coffee with the MD’, a programme in which younger employees are invited to have a one-on-one coffee with Aichinger and spend a few hours speaking about whatever they please, as well as seeking his views on different matters.
“I’ll sit and speak with them and challenge their perspectives of the future and the country. I want to make sure they learn that they can ask any questions, as the most important thing to me is that they understand no matter who is in front of them, they are allowed to ask questions,” he emphasises.
m a n a g e m e
This more casual setting encourages the young staff members at MAN Automotive to raise queries and discuss topics that they otherwise may have felt hesitant to bring up, whilst it also allows Aichinger to help develop the
next generation of transportation leadership.
In parallel, the company also partakes in the SA programme, Yes for Youth – the country’s highest impact private sector youth employment programme.
The initiative aims to address SA’s youth unemployment crisis by empowering businesses to create jobs for young people by working with companies to provide 12-month quality work experiences for unemployed individuals to become the managers, skilled professionals, and entrepreneurs of the future who will drive the economy forward.
To date, the programme has created over 157,000 work opportunities for young people, further fostering socioeconomic stability and prosperity, increasing B-BBEE benefits, and building a talent pipeline for the future of SA.
“As a country, we need to be able to attract investment through highly qualified, developed, and educated people, and I think it is our responsibility as a corporation to be a part of this change for the better,” concludes Aichinger.
Tel: +27 928 6800
marketing_za@man.eu
www.mantruckandbus.co.za
ROOTED IN PEOPLE AND PLANET
Going beyond merely producing high-quality natural rubber, SIPH proactively promotes the sustainable production of this crucial commodity across West Africa for the benefit of its smallholders and the future of the industry. General Director, Marc Genot, reflects on the company’s progress over the past year
Having faced various obstacles over the years, from sustainability concerns to fluctuating consumer demand, the global rubber manufacturing field continues to demonstrate its resilience.
Largely supported by industrial activity in China, today the industry thrives – despite experiencing relatively low Singapore Commodity Exchange (SICOM) prices in 2023.
with some operations in Liberia, the company operates 60,000 hectares (ha) of rubber plantations, employs over 11,000 staff, and processes over 400 kilotonnes of natural rubber across its 10 factories per year.
Collaborating daily with over 30,000 farmers, SIPH deeply understands the needs of smallholders due to its hands-on involvement in cultivating its own rubber plantations, from which it acquires a portion of its product.
A COMPLIANT OPERATION
Headquartered in France, SIPH is acutely aware not only of African but European law regarding the regulation of its products. As such, it seeks to implement the European Union Deforestation Regulation (EUDR) broadly across the company.
In Africa, Côte d’Ivoire is by far the continent’s largest rubber market, with a total output of almost 1.7 million tonnes (t) in 2023 alone, making it the world’s third-largest producer of the material.
As the country’s natural rubber processing capacity continues to grow, we re-visit leading rubber manufacturing company, SIPH.
A market frontrunner in Côte d’Ivoire, Ghana, and Nigeria, and
“We participate in various capacitybuilding programmes using our knowledge of rubber tree cultivation on our plantations to improve our smallholders’ agricultural and sustainability practices,” opens Marc Genot, General Director.
Supporting first-class tyre manufacturers across Europe, North America, and Asia, the company’s commitment to sustainability, alongside its comprehensive range of products, continues to set it apart from the competition.
To become 100 percent compliant with EUDR and verify its rubber production process in accordance with its guidelines, SIPH has taken steps to establish a completely transparent supply chain, from farm to container.
A traceability standard developed in collaboration with the Socfin Group, a holding company with direct interest in African rubber plantation operations, has allowed SIPH to localise its supplier’s plantations. This, alongside applicable legal studies, has verified its deforestation status and sustainable production potential.
“As a result of the traceability legislation, our farmers were asked to confirm their commitment to all basic sustainability principles such as deforestation, human rights, legality, and respect of their personnel,” Genot discloses.
SIPH is also producing a legality questionnaire through which it can identify practices which could be improved amongst its farmers that are not yet compliant with EUDR.
“In this case, a formal due diligence document is underway, which will be third-party verified in due course.”
Evidently, 100 percent of its supply is set to be EUDR compliant in Nigeria
and Liberia by the close of 2022, and 80 percent in Ghana and Côte d’Ivoire, with targets in place to increase this percentage to 100 percent before 2030. As such, the company is ready to guarantee the majority of its products are compliant.
However, despite SIPH’s recent and ongoing efforts to align its practices with the eagerly anticipated EUDR policies, the European Commission has made a recent decision to delay its flagship anti-deforestation law by up to 12 months.
“It’s most unfortunate that the EU has postponed the law - unfortunate for the planet, and for us and the
smallholders as we’ve invested heavily in our traceability but for no immediate benefit,” reflects Genot.
PEOPLE, PLANET, PROFIT
In addition to its EUDR actions and initiatives, SIPH continues to provide extension services to 80,000 farmers across the four countries it serves.
“We will focus on the deployment of the best agricultural practices, with a particular shift towards low frequency tapping systems and planting new tree varieties that can be adapted to the climactic conditions anticipated in coming decades,” Genot reveals.
“CSRD IS AN OPPORTUNITY FOR US TO CONCENTRATE OUR EFFORTS ON THE MOST IMPORTANT ACTIONS FOR OUR PEOPLE, PLANET, AND PROFIT VISION”
– MARC GENOT, GENERAL DIRECTOR, SIPH
Furthermore, the company remains active at the Global Platform for Sustainable Natural Rubber (GPSNR), whose mission it is to lead improvements in the socioeconomic and environmental performance of the natural rubber value chain.
SIPH’s integration of sustainability reflects this, witnessed in its work towards an EcoVadis rating, which provides in-depth analysis of sustainability performance, and SPOTT ranking, which transparently assesses sector-specific environmental, social, and governance
(ESG) risk in the natural rubber, forestry, and palm oil industries.
“As Bertrand Vignes, my predecessor, put it – we are not increasing our sustainability because GPSNR is asking for it, we are doing it because sustainability is in our DNA,” he prides.
As such, the company is currently working on two developments that will help it to focus on sustainability as a priority.
Firstly, GPSNR is finalising its assurance model that will require members to conduct third-party verified due diligence on their
practices by 2027 at the latest.
“We wish to start verification as early as possible, as this requirement will put a lot of pressure on members’ risk mitigation. Our experience in implementing due diligence across our EUDR activities will no doubt help us,” Genot asserts.
Secondly, the company’s headquarters location in France means it must apply corporate sustainability reporting directive (CSRD) regulations from 2025 to inform its 2026 sustainability report, publishable in early 2026.
In short, SIPH’s sustainability report will need to be as strongly documented as its financial reports to meet CSRD requirements – something that the business has no qualms delivering due to its inherent, deeply-embedded environmental approach.
“CSRD is an opportunity for us to concentrate our efforts on the most important actions for our people, planet, and profit vision,” Genot sets out.
A HOLISTIC APPROACH TO SUSTAINABILITY
Over the years, SIPH has cultivated an impressive suite of practices and techniques across its operations to ensure that whilst it is able to maximise production, it also implements sustainability every step of the way. These include:
• EUDR compliance
• Environmental policy
› Reasonable use of natural resources
› Protection of biodiversity
› Researching and deploying ecological solutions
› Continuous improvement of the company’s environmental management system
• Pesticides policy
› Cut down use of pesticides by 50 percent
› No use of World Health Organisation (WHO) Class Ia and Ib pesticides
› Ensure staff are fully trained in pesticide transport, storage, handling, use, and disposal
• HVC and fight against deforestation
› Implementing a three-step process in which HCVs are identified, managed, and monitored to ensure their maintenance over time
• Biodiversity protection criteria
› Preserving native vegetation and habitat nesting
› Provisions in place for planting and replanting such as respecting riverine areas
• Water and soil management
› Utilise water resources efficiently and monitor water effluence to ensure quality
› Soil fertility management
› Improve organic soil life, maintain natural conditions to minimise soil erosion, and prioritise fire prevention measures
› Zero burn policy
• Carbon footprint
› Maintain an acute awareness of carbon footprint throughout nursery, cultivation, processing, transportation, and distribution
• Certifications
› ISO 9001, 14001, and 45001
› Top Employers Institute Award for Côte d’Ivoire and Ghana
INNOVATIVE REPLANATION TECHNIQUES
By optimising its replantation process through various means, SIPH seeks to preserve its soil integrity and cultivate a deforestation-free supply chain. This long-term project includes several components, such as preserving rubber tree plantations by prohibiting burning through its zero-burn policy, which has been applied for almost a decade.
“Banning burning in line with our environmental commitments is a tried and tested solution which, when fully applied, has shown positive results after a number of years,” Genot details.
The company also seeks to limit disturbance of the soil structure at replantation stage by implementing trials to fell old rubber trees with alternative types of heavy equipment, using excavators instead of bulldozers, for example.
The use of leguminous cover crops to protect and enrich soil in the early stages of rubber trees’ growth is also being trialled to increase natural nitrogen fixation, produce organic matter, and reduce the cost of tree maintenance. So far, some difficulties have arisen in terms of application, whilst at the later stages of tree growth, only plants that thrive in the shade can be used.
Meanwhile, an agroecological approach to soil correction and chemical balance is currently being considered, alongside agroforestry that could contribute to developing food security.
“As each of these approaches is currently being tested on industrial plantations, the challenge of adapting these techniques to smallholder plantations and making it affordable for them will have to be taken into account,” he sums up.
PROGRESSIVE PROJECTS
Alongside the progress it has made towards EUDR, GPSNR, CSRD, and
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“WE SEEK TO REMAIN A PROVEN AND PROFITABLE LEADER IN THE AFRICAN SUSTAINABLE RUBBER MARKET, REDUCE OUR GHG FOOTPRINT, AND IMPROVE OUR SMALLHOLDERS’ TECHNICAL AND SUSTAINABLE PRACTICES”
– MARC GENOT, GENERAL DIRECTOR, SIPH
optimising its replantation processes, SIPH is making great strides in its recent projects.
In pursuit of meeting its target to acquire 10,000 ha of land, the company has already obtained several assets, each of which must meet stringent eligibility criterion.
“To conform to our free, prior, and informed consent (FPIC) and non-deforestation commitments, such lands follow strict rules,” Genot elaborates.
“Managing plantations is all about improving our proximity to smallholders and leveraging SICOM prices,” he adds.
As the world continues to seek ways to reduce its greenhouse gas (GHG) footprint, SIPH has plans in place to follow suit by decarbonising its energy consumption at the factory level. Several methods to achieve this are being considered, the most feasible being solar power.
“We are also considering acquiring
decarbonised energy from the grid, although the market does not seem ready yet, whilst biogas could be an option once we’ve identified suitable partners.”
The company also has the exciting opportunity to participate in a project which will see it protect a reserve of over 2,000 ha of high conservation value (HCV) and high carbon stock value (HCS) trees in Sarbo, Liberia.
SIPH’s shareholders have agreed to fund the project, and as it develops, the company seeks to collaborate with interested parties to increase the size of the project.
SUSTAINABLE TO THE CORE
Going forward, SIPH continues to seek expansion, sustainability, and innovation.
For example, it has recently proposed an extension to its factory in the western part of Côte d’Ivoire to increase capacity.
Although the project is yet to begin,
it is progressing well and anticipates final go-ahead from its shareholders imminently, with the first bale production expected in Q3 2026.
“Our focus for this project will be on developing a new technology that could be extended to other factories to increase production whilst maintaining our high standards,” Genot discloses.
On this note, the company is also optimising its industrial practices elsewhere to accommodate the recent boom in African rubber production, most evident in Côte d’Ivoire and Ghana.
“Factories are now much larger than they once were and need to operate in a more industrial manner,” he notes.
Meanwhile, by continuing to involve itself in initiatives such as replantation projects and implementing renewable energy across its plants, SIPH cultivates its ongoing holistic approach to sustainability.
“We seek to remain a proven and profitable leader in the African sustainable rubber market, reduce our GHG footprint, and improve our smallholders’ technical and sustainable practices,” Genot concludes.
Tel: +2250758501148
genotm@saph-siph.com
https://siph.groupesifca.com
A CAN-DO ATTITUDE TO AEROSOLS
Moravia Cans is committed to designing and producing the most innovative, lightweight, and sustainable aluminium aerosol cans in the market. Managing Director, Martin Boaler, updates us on recent developments
Writer: Jack Salter | Project Manager: Nicholas Kernan
Since featuring Moravia Cans (Moravia) at the beginning of 2021, many significant events have impacted the development of all business environments.
The packaging and containers sector is no exception, as it has been affected by the COVID-19 pandemic and ongoing conflicts in Ukraine and the Middle East.
However, the resilience and continuity of metal packaging as a leading and increasingly sustainable solution has been remarkable, whilst Moravia’s focus on the highest specification of aluminium monobloc aerosol cans, principally for personal and home care markets, has also remained unwavering.
“We supply almost every major aerosol brand owner, plus many more local market players,” states Managing Director, Martin Boaler.
“The company is now also diversifying into containers for adjacent markets, such as drinking water, alcoholic, and non-alcoholic beverages.”
LIGHTWEIGHT PRODUCTS
Based at a single world-class manufacturing facility in Bojkovice in the southeast of the Czech Republic, Moravia has operated in its current guise for over 30 years.
The company has always been focused on the design and production of the most sustainable products in its market segment.
Lightweighting in particular has been the number one priority in Moravia’s drive to increase the sustainability of its monobloc aerosols and bottles.
“On a product-by-product basis, Moravia’s offerings have always been lighter than the competition,” acclaims Boaler.
Martin Boaler, Managing Director
“This has been achieved by investing in the highest capability production machinery and then further optimising this machinery through leading R&D to enable the production of complex-shaped products at the same weight and speed as standard products from our competitors.”
Wall ironing has long been adopted as part of the company’s standard impact extrusion process, enabling lower wall thickness with improved surface quality and reduced weight.
This lightweighting was further enabled by moving to proprietary
patented alloys that maintain the highest strength after required curing processes.
A significant proportion of Moravia’s production has recently been moved to the coil-fed drawn and wall-ironed (DWI) process that is usually more associated with beverage cans.
“The greater consistency of the coil input material, together with the faster and more controllable DWI production process, enables long-run specifications to be produced with increased speed and quality,” Boaler informs.
INCREASED CAPACITY
Moravia has undergone significant industrial development and increased its output volumes since we last featured the company just under four years ago.
Indeed, it has grown its production capacity by almost 20 percent in that time, which has improved efficiency by a similar amount across the whole operation.
“We will now make further changes to increase capacity and efficiency by similar additional percentages over the next two years,” outlines Boaler.
The broadening of Moravia’s
MORAVIA VISION, MISSION, AND VALUES
VISION – To be the most innovative and trusted aerosol can supplier to the world’s leading brands. Moravia achieves this by empowering its people to deliver product innovation at the highest level, creating sustainable value for customers and the business.
MISSION – To supply marketleading, sustainable products reliably and at the highest quality to the delight of its customers.
VALUES – Moravia’s values of openness, transparency, and trust are shared with customers and suppliers through its people. The company pursues business with integrity and honesty, as detailed in its code of business principles.
“ON A PRODUCT-BY-PRODUCT BASIS, MORAVIA’S OFFERINGS HAVE ALWAYS BEEN LIGHTER THAN THE COMPETITION” ”
– MARTIN BOALER, MANAGING DIRECTOR, MORAVIA CANS
product range to include more top consumer brands has likewise contributed to its recent growth.
“We have grown in all respects, with 30 percent being organic with existing customers across their product portfolios,” he reveals.
“The remaining 70 percent of our recent growth has come from new customers and through the development and implementation of our new products and processes.”
The company also plans to heavily invest in its production lines over the next two years, prioritising front and back-end automation.
It has already added an 11th production line, which is now running at full capacity, whilst a 12th is currently being implemented. Both of these lines are state-of-the-art
and based on Moravia’s marketleading DWI product technology. This will be a logical continuation of Moravia’s long-term capital investment strategy and revolutionise its manufacturing footprint.
“We will densify our production and concentrate this over two fewer production halls,” Boaler tells us.
“This will enable increased harmonisation of end-of-line processes between lines with improved integration into warehousing and upstream and downstream logistics.”
Additionally, the company will be retiring some outdated lines and sections of lines to enable 100 percent of its production capacity to run Moravia’s market-leading product standing in both DWI and impact
“WE BELIEVE OUR INCREASED FOCUS ON MANUFACTURING EXCELLENCE, ALLIED TO OUR CONTINUING LEADERSHIP IN R&D, CAN MOVE MONOBLOC PRODUCTS TO NEW LEVELS OF PERFORMANCE”
– MARTIN BOALER, MANAGING DIRECTOR, MORAVIA CANS
extrusion with ironing (IEI).
“Maintaining this load balancing flexibility between the two formats has been a priority to ensure the best continued alignment with the customers and market that we serve,” notes Boaler.
SUSTAINABLE ALTERNATIVE
Moravia’s status as an industry leader is demonstrated by its EcoVadis Silver rating and long-standing ISO 9001/14001/45001 and BRC accreditations.
Complemented by other local
environmental, health, and safety (EHS) accreditations, including the company’s own ‘Vision Zero’ approach, these ‘license to operate’ necessities have focused Moravia on continuous improvement and maintaining the most exacting standards.
“We are now also fully focused on the most relevant accreditations in sustainability and have a clear action plan to move to EcoVadis Gold and beyond,” discloses Boaler.
The company has also identified the Aluminium Stewardship Initiative (ASI), CyberVadis, and Sedex as focus areas for accreditation and continuous improvement.
This is in addition to much more active participation in relevant industry-wide initiatives through Metal Packaging Europe (MPE) and the Metal Packaging Manufacturers Association (MPMA).
Operating in a highly competitive market, Moravia recognises the
need to prioritise promoting and enhancing the position and perception of metal packaging against less sustainable and capable alternatives.
The focus has always been on bringing product excellence, which has included full body shaping, to the market, with others then following suit.
“We believe our increased focus on manufacturing excellence, allied to our continuing leadership in R&D, can move monobloc products to new levels of performance,” Boaler concludes.
“Moravia has always had an exclusive focus on the aerosol market, and we are now adding other relevant adjacent portfolios to this approach.”
The next few years will see some interesting developments in aluminium monoblocs at customer, product, and consumer level, and Moravia aims to remain at the forefront of these exciting times.
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As a confirmation of our high standards, Argor-Heraeus is one of the five LBMA “Approved Good Delivery Referees” worldwide.
Our longstanding reputation as a trusted refinery is built upon our core values of responsibility, excellence, trust and innovation. These values resonate through every product and service we offer, assuring you of our commitment to not only meet but exceed expectations.
