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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
Finance Assistant: Victoria McAllister victoria.mcallister@outpb.com
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BRIGHT BLUE WATERS
Welcome to our 25th edition of North America Outlook.
Fresh water is the lifeblood of planet Earth, playing a vital role in human health, sanitation, ecosystems, agriculture, climate regulation, and much more.
The provision of sustainable water infrastructure is also crucial to the growing oil and gas industry, as demand for these resources has skyrocketed over the past few decades.
Although water may not be the first thing that comes to mind in oil and gas production, it is in fact of the utmost importance.
Making a splash on the front cover of this issue is Deep Blue, who specializes in providing comprehensive water management solutions for exploration and production companies.
Due to the rapid growth of North American oil and gas production, Deep Blue believes that water infrastructure networks are necessary to maintain production levels.
“The industry needs a reliable, large-scale, integrated water infrastructure network to keep pace with demand, which is where we come in,” affirms Scott Mitchell, CEO.
Across the Caribbean and Southwest US, however, naturally occurring freshwater sources are steadily dwindling, making reliable public access to fresh potable water more imperative than ever.
With over half a century of experience in water treatment, production, and distribution infrastructure, Consolidated Water is an expert in purifying challenging source waters.
“We excel at complex water treatment solutions that incorporate membranebased systems, such as those used for desalination and advanced wastewater treatment,” acclaims CEO, Rick McTaggart.
In Arizona, Global Water Resources, Inc. has grown to become a prominent water resource management organization.
Mainly serving residential, commercial, and irrigation customers, the company’s approach to managing the entire water cycle is comprehensive and innovative.
“We focus on true demand reduction, such as using the right water for the right use, which is central to our strategy for water conservation and sustainability,” shares Ron Fleming, CEO.
This issue’s Topical Focus, meanwhile, explores the ways in which the Panama Canal’s projected reservoir expansion will transform local communities by facilitating a dependable water supply, cementing the canal as a critical hub in the international supply chain.
Elsewhere, a tide of corporate stories from the likes of Lighthouse Electric Company, Inc., Turner Construction, and Cold Chain Technologies awaits, covering a diverse pool of sectors.
We hope that you enjoy your read.
Jack Salter
Head of Editorial, Outlook Publishing
MONEY DOESN’T GROW ON TREES
US DISCOUNT STORE, DOLLAR
TREE, has seen a 26 percent drop in Q2 earnings, equating to 67 cents per share, despite new store openings making it the fastest-growing retailer in recent years.
Dollar Tree purchased Family Dollar for nearly $9 billion in 2015
but has since struggled to improve the grocery-focused aspect of the business and compete with Dollar General.
Walmart and Target have also reduced prices on specific items in an effort to draw inflation-fatigued shoppers away from discount stores.
FAKE STEAKS AND REMAKES
VEGAN COMPANY, BEYOND MEAT, is introducing a whole-muscle steak alternative to appeal to health-conscious consumers.
This marks a departure from its previous strategy of teaming up with fast-food chains such as McDonald’s.
To revive a downturn in sales earlier this year, the company implemented cost-cutting measures, raised prices, and discontinued the jerky product produced in a joint venture with PepsiCo due to decreased investor confidence.
As well as launching a new product that mimics the texture of a fillet using mycelium, the root-like part of fungi, Beyond Meat is also reformulating its burger and chicken dupe products.
OPENING THE DOOR TO SAFETY
ILYA SUTSKEVER, CO-FOUNDER OF OpenAI, has successfully raised $1 billion for his new artificial intelligence (AI) company, Safe Superintelligence (SSI), from investors such as A16, Sequoia, DST Global, and SV Angel. SSI has offices in Palo Alto, California, and Tel Aviv, Israel, and is focusing
on safe AI that is poised to set new industry standards, influence market dynamics, and attract further investments.
The company’s efforts could also lead to changes in regulations, ethics, and the overall trajectory of technology development worldwide.
CUT RATES REPEAT
THE BANK OF CANADA HAS SIGNALED that borrowing costs could decrease further in the coming months after interest rates were cut for the third consecutive time.
Despite the nation’s central bank
PRICE PEAK IN REVERSE
GAS PRICES IN CITIES
ACROSS CANADA have dropped by an average of six cents per liter, with Sarnia, Ontario, seeing a significant double-digit drop of 16.1 cents.
This decrease follows a previous rise in prices during the summer, which was partly due to reduced supply caused by a refinery shutdown in the Midwestern US. North Bay, Ontario, on the other hand, is one of the few markets where prices have increased.
Additionally, the Calgary-based oil and gas producer Parex Resources has experienced a drop in share prices due to the departure of its CFO and various operational issues.
lowering its benchmark interest rate by a quarter of a percentage point to 4.45 percent, inflation remains above the rate-setter’s target of 2.5 percent, and growth has slowed for several quarters.
The decision comes against the backdrop of high housing prices, a pressing sociopolitical issue.
FINANCE
TMTG SHARES FALL
SHARES IN TRUMP MEDIA & Technology Group (TMTG), whose majority shareholder is former US President, Donald Trump, have fallen to the lowest level since the company began public trading earlier this year following a merger.
TMTG share prices surged following an assassination attempt on Trump in July, after which more people supported his bid for the presidency and he received high-profile endorsements.
However, the price of shares in TMTG, the creator of the social media platform Truth Social, has now slumped after a fresh round of selling, wiping out the gains enjoyed earlier this year.
MANUFACTURING
DEAL FOR STEEL PROPOSED
NIPPON STEEL, JAPAN’S largest steelmaker, is seeking to acquire U.S. Steel in a $15 billion proposal.
However, undeterred by an announcement that the majority of the board of directors would comprise American citizens, the White House wants to block the takeover.
Vice President, Kamala Harris, expressed concern about the deal at a rally with President Joe Biden in the swing state of Pennsylvania, emphasizing the importance of maintaining and supporting domestic steel companies.
Nevertheless, U.S. Steel remains committed to the transaction, which it says will be best for its employees, shareholders, communities, and customers.
OIL & GAS
Creating an Inclusive Cancer Care System
Working to address cancer disparities in women of color through innovative solutions, Claire Paxman, Director of Global Training at Paxman Scalp Cooling, discusses tackling these issues and providing a more inclusive future
Writer: Claire Paxman, Director of Global Training, Paxman Scalp Cooling
As the American Cancer Society recently launched the VOICES of Black Women (VOICES) study to better understand what causes higher case and death rates among the demographic, this marks a pivotal step in addressing one of the most pressing health disparities in the US. With Black women having the highest death rates from cancer among any racial or ethnic group, this stark reality underscores the urgent need for targeted research
and innovative interventions. Starting the conversation of how innovative technologies can aid in changing the cancer treatment experience for not just Black women but all women of color is the first step to altering these disparities.
UNDERSTANDING THE DISPARITY AND THE ROLE OF INNOVATIVE TECHNOLOGIES
The VOICES study aims to unravel the complex factors contributing to
the disproportionately high cancer mortality rates among Black women.
As this demographic faces significantly higher death rates compared to their white counterparts, particularly for breast, cervical, and endometrial cancer, the study’s comprehensive approach seeks to identify barriers to early detection, differences in treatment, socioeconomic factors, and biological differences that may influence these outcomes.
Understanding these factors is essential for developing effective strategies to reduce and ultimately eliminate such disparities.
In conjunction with these research efforts, it is crucial to highlight the role of innovative technologies in improving cancer treatment experiences and outcomes for Black
women. For example, technologies such as scalp cooling, also known as cold capping, have shown remarkable efficacy in preventing chemotherapyinduced hair loss.
Hair loss is not merely a cosmetic issue for many cancer patients, as it can profoundly impact self-esteem, mental health, and overall quality of life. The issue of emotional side effects of cancer and cancer treatment affects all women.
Scalp cooling can significantly reduce the likelihood of hair loss during treatment, and the effectiveness is not determined by any patient characteristic. There is however specific hair preparation guidance for scalp cooling, which varies according to hair type.
Proper hair preparation is crucial for achieving optimal results with scalp
cooling, no matter the hair type. For curly and coily hair, this preparation includes parting or sectioning the hair to spread the hair across the scalp to achieve an even cooling process, using water and conditioner to aid conductivity, and the option of using small and loose twists and braids to get the hair as flat as possible if smoothing the hair flat is not possible.
An ongoing clinical trial at Montefiore Einstein Comprehensive Cancer Center in New York aims to continue proving scalp cooling can be effective for women of color, and with this in mind, I continue to remain dedicated to providing tailored training and resources to physicians to ensure that women of color can fully benefit from this technology.
STRIVING TOWARD EQUITY IN CANCER CARE
The intersection of the VOICES study and the practical benefits of innovative technologies represents a significant stride toward equity in cancer care for women of color. During the COVID-19 pandemic, nonHispanic Black and Hispanic or Latin patients with cancer were more likely to experience treatment delays or discontinuations compared to nonHispanic White patients. This trend persisted during the first year of the pandemic but changed over time due to advancements in cancer care.
These advancements offer not only hope but also pave the way for more personalized, inclusive, and respectful treatment protocols. By combining rigorous research with innovative technological solutions, we can address the specific needs of Black women and work toward eliminating the disparities that have persisted for far too long.
A major example of these disparities has been Black women facing lower quality care, in which they are more likely to receive nonguideline concordant treatment. This means they may not receive care that
aligns with established best practices. Cancer treatment should not be a one-size-fits-all approach. The unique experiences and needs of Black women must be at the forefront of our efforts to improve cancer care. This means ensuring access to advanced technologies like scalp cooling and providing the necessary education and support to use these tools effectively. It also means advocating for policies and practices that promote equity in healthcare, from early detection and diagnosis to treatment and survivorship.
As we move forward, it is essential for healthcare providers, researchers, policymakers, and technology developers to collaborate and share knowledge. By working together, we can create a more inclusive and effective cancer care system that serves all patients, regardless of race or ethnicity.
ABOUT THE EXPERT
Claire Paxman is the Director of Global Training at Paxman Scalp Cooling, the global leader in scalp cooling and cryotherapy, pioneering this technology for over 25 years to help minimize chemotherapyinduced alopecia worldwide.
For more information on Paxman, please visit paxmanscalpcooling.com
DELIVERING WATER SOLUTIONS WORLDWIDE
Naturally occurring freshwater sources are steadily dwindling across the Caribbean and Southwest US, making it more imperative than ever for the public to have reliable access to fresh, potable water.
Consolidated Water accomplishes the task of providing water fit for consumption with more than 50 years of experience in developing, manufacturing, constructing, and operating water treatment, production, and distribution infrastructure.
Established in 1973 as a private water utility in the Cayman Islands, Consolidated Water has grown over the past half a century to become an international water provider, operating 10 desalination plants of various capacities across four countries.
“We excel at complex water treatment solutions that incorporate membrane-based systems, such as those used for desalination and advanced wastewater treatment,” introduces Consolidated Water CEO, Rick McTaggart.
Offering myriad services for drinking water and wastewater treatment plants in the US and Caribbean, Consolidated Water is a leader in potable water production and distribution. Rick McTaggart, CEO, takes us on a deep dive into the company’s proud history and recent achievements
Writer: Lauren Kania
“We are experts at purifying challenging source waters, including seawater and municipal wastewater.” The company provides drinking water to approximately 8,000 water utility customers and three government-owned utilities, alongside providing design-build and operating services to more than 200 clients, including the US Navy and Air Force.
Consolidated Water’s senior management team boasts decades of experience in the industry and has nearly 300 highly trained and dedicated employees across four countries. The company has become a leader in designing, building, and operating highly efficient plants while forging long-term partnerships with its clients and stakeholders.
“We also design and manufacture a wide range of specialized products and systems applicable to desalination, municipal water treatment, and industrial and wastewater treatment,” adds McTaggart.
“Our products include reverse
Rick McTaggart, CEO, Consolidated Water
osmosis desalination membrane separation, and filtration equipment, piping systems, and vessels, as well as custom fabricated components.”
The company’s 30,000 square foot (sqft) manufacturing facility in Fort Pierce, Florida, holds all major ASME certifications for manufacturing steel tanks and piping. The facility’s ASME NQA-1 quality assurance certification allows it to manufacture water treatment components for the nuclear power industry.
CONSOLIDATED WATER AT A GLANCE
50 years of experience
26 million gpd of potable water produced from 10 plants
31 water treatment facilities in operation
Present in FOUR countries around the world
50 YEARS OF CLEAN WATER
Consolidated Water has worked diligently throughout its extended history to become a leading developer and operator of advanced water supply and treatment plants, with many differentiating factors that distinguish it from the competition.
“We believe our highly efficient and aesthetically pleasing treatment plant designs, world-class operating and maintenance capabilities, and innovative project delivery models are all superior to others, providing
us strong competitive advantages,” asserts McTaggart.
In combination with flourishing markets, these qualities represent strong drivers for growth, increased profitability, and further strengthening of shareholder value.
The company’s in-house manufacturing expertise and capabilities also provide a significant competitive advantage that can make a significant difference when bidding on new contracts across its business segments.
Some of Consolidated Water’s projects are not in response to a tender process but instead involve preparing and submitting a customized design report (CDR). Therefore, another important differentiating factor is the proprietary CDR process followed by its subsidiary, PERC Water Corporation (PERC).
“PERC’s CDR process provides a unique competitive advantage, as it affords our customers a reliable solution for their water problems at a guaranteed maximum price,” explains McTaggart.
“It results in the most cost-efficient methodology for addressing their need for water treatment and reuse.”
Along with Consolidated Water’s strong financial position, low-cost operating structure, and inherent synergies between its four operating segments, the company enjoys numerous competitive advantages as it pursues new opportunities in growing markets.
A REFRESHING AND SPARKLING FUTURE
Consolidated Water recently completed a four million gallon per day (gpd) water recycling plant in Goodyear, Arizona, for its client, Liberty Utilities, which showcased the company’s dedication to continual progress and innovation.
“We designed, constructed, and commissioned this $82 million facility in just 25 months,” notes McTaggart.
“We received final approval from the regulator to operate the plant 42 days ahead of schedule.”
McTaggart looks forward to new projects that will make a difference in the energy and utilities industry. He believes Consolidated Water’s entrance into the US desalination market in Hawaii positions the company well for future opportunities emerging in the drought-stricken Western US.
As part of the company’s efforts
CONSOLIDATED WATER’S GOALS AND STRATEGY
GOALS: The company provides complete designbuild water solutions with a focus on delivering advanced water treatment services at a low lifecycle cost. It also designs, constructs, and operates highly efficient plants, leveraging the experience of its engineering and management teams. The company prioritizes forging long-term partnerships with clients and stakeholders.
STRATEGY: The company provides design-buildoperate services for drinking water and wastewater treatment plants in the US and the Caribbean. It also finances, owns, and operates water treatment plants in target Caribbean markets.
to diversify its offerings, it formed a joint venture (JV) with two other membrane technology companies to pursue specialized high-value liquid separation projects using patentpending technology developed by the partners.
“Over the last three quarters, we have developed product offerings, proposed several new projects, and have seen a great deal of interest in these products from various industries, including mining,” continues McTaggart.
“If we are successful in developing this business, we expect that it could have a significant positive impact on our future financial performance.”
As the industry continues to change and faces new challenges, Consolidated Water remains optimistic about its projected growth prospects for many reasons. This includes water sales growth in Grand Cayman, an ongoing design-build-operate project in Hawaii, robust bidding activity in the Western US, and design-build projects it expects to begin in 2025 and beyond.
In 2023, Consolidated Water commemorated its 50th anniversary with the ringing of the NASDAQ opening bell.
PROTECTING ARIZONA’S WATER
Conserving billions of gallons of water a year through a comprehensive Total Water Management approach, Ron Fleming, CEO of Global Water Resources, Inc., tells us how the company is safeguarding future water supply in the Arizona communities it serves
Writer: Lucy Pilgrim
The water management industry has evolved in recent decades to become a vital network of systems that ensure a reliable source of water for commercial, residential, and industrial spaces across the US.
In Arizona, Global Water Resources, Inc. (GWR) (NASDAQ: GWRS) has grown to become a prominent water resource management organization.
Headquartered in Phoenix, it owns and operates 32 systems, located primarily in the growth corridors of metropolitan Phoenix and Tucson.
GWR has become recognized across the state for providing comprehensive water, wastewater, and recycled water utilities for a range of communities, ensuring reliable and efficient service delivery in both urban and suburban regions.
Leveraging the expertise of 120 employees, the company mainly serves residential, commercial, and irrigation customers.
Looking ahead, GWR hopes to continue its success in growing its customer base, having annually increased its total service connections five times that of industry competitors.
“TOMORROW’S WATER FUTURE DEPENDS ON THE ACTIONS WE TAKE TODAY. WE MUST PRESERVE, PROTECT, AND RESTORE OUR INCREASINGLY VALUABLE WATER RESOURCES”
– RON FLEMING, CEO, GLOBAL WATER RESOURCES, INC.
“At GWR, our approach to managing the entire water cycle is comprehensive and innovative. We focus on true demand reduction, such as using the right water for the right use, which is central to our strategy for water conservation and sustainability,” introduces Ron Fleming, CEO.
PROMOTING WATER CONSERVATION
GWR obtains a significant amount of water from underground aquifers located across its many service areas.
“The aquifers are not renewable water supplies, so we try to maximize conservation at each step in the water cycle and protect these aquifers to ensure the long-term sustainability of the communities we serve,” highlights Fleming.
In order to achieve this, GWR consistently utilizes the right water for the right use – a cornerstone of its conservation efforts.
For instance, the company reserves high-quality potable water for essential uses such as drinking, cooking, and bathing.
Meanwhile, GWR generates
Global Water Resources, Inc., head office, Maricopa, Arizona
and utilizes recycled water for its non-potable applications, such as irrigation and landscaping. This approach significantly reduces the demand for fresh potable water and promotes the reuse of treated wastewater. As a result of these strategies, the company can lower the demand on aquifers by over 30 percent.
Furthermore, through GWR’s recycled water systems, the business has been able to recycle over one billion gallons of water annually.
Through this approach, since 2004, the company has recycled a total of 17 billion gallons of water, which not only conserves freshwater resources but also helps maintain an ecological balance by reducing the strain on underwater aquifers and supplying communities with stable sources of water.
Additionally, GWR employs a range of technologies and best practices to promote conservation across its operations. These include advanced water distribution facilities that utilize state-of-the-art technology, as well as advanced metering infrastructure (AMI) that uses smart meters and
sensor networks to detect leaks in real time.
On top of this, the company also offers a six-tier rate design and incentive program that rewards customers that use less water, whilst also engaging with communities to promote water conservation practices and highlight the benefits of using recycled water via education and outreach initiatives.
COMPREHENSIVE WATER MANAGEMENT
As a cornerstone of the GWR’s operations, the company’s Total Water Management (TWM) strategy involves an integrated and holistic approach to managing the entire water cycle, from sourcing and treating water to distribution, use, collection, and recycling.
The approach is a comprehensive
CHANGING THE WATER UTILITY APPROACH
In the 20 years since it was founded, GWR has made impactful water conservation possible by:
• Investing hundreds of millions of dollars into Arizona.
• Building state-of-the-art, regionally planned water, wastewater, and recycled water systems.
• Installing dozens of miles of purple pipe to deliver recycled water.
• Using recycled water throughout the local communities to keep parks, school grounds, and green spaces healthy and usable.
• Leveraging advanced technology, customer service processes, and rate design to ensure its customers participate in real, longterm conservation.
strategy designed to optimize water use, promote sustainability, and ensure the long-term availability of water resources, particularly in areas experiencing significant growth and development.
GWR’s TWM strategy has proven to be indispensable as, contrary to popular belief, water is a very scarce resource in some of the fastest growing areas of the US.
“Apart from the air we breathe, water is probably people’s most vital and urgent need, but our public policy response doesn’t always convey its importance,” reveals Fleming.
In Arizona, high population growth rates and limited availability to water have highlighted significant difficulties in water management.
Drought has also become a compounding challenge, as the state has faced a severe lack of rain over the last two decades.
“Tomorrow’s water future depends on the actions we take today. We must preserve, protect, and restore
“WE ARE DEEPLY COMMITTED TO SUSTAINABLE AND HIGH-QUALITY WATER SOLUTIONS THROUGH AN INTEGRATED APPROACH THAT EMPHASIZES CONSERVATION, REUSE, EFFICIENCY, AND INNOVATION”
– RON FLEMING, CEO, GLOBAL WATER RESOURCES, INC.
our increasingly valuable water resources,” he imparts.
MAXIMIZING THE BENEFITS OF RECYCLING
GWR’s TWM primarily focuses on the maximization of recycled water, which involves taking wastewater from homes and treating it to the highest standards so that it can be reused in a variety of situations.
In order to recycle water, the company takes wastewater from homes and treats in a way that it can be used again for a variety of outdoor
applications.
Moreover, by using recycled water for outdoor uses, GWR has reduced its freshwater use by over 30 percent, boding well for future development and population growth.
“Recycling is the only water source that grows as our population does. More people means we will need more water per year, but it also means more showers, baths, and laundry, resulting in more wastewater that can be recycled,” explains Fleming.
Furthermore, by promoting the use of recycled water for irrigation and
industrial processes, the company has conserved significant amounts of potable water for residential and essential uses.
Overall, the company’s TWM approach is designed to be adaptive and forward-thinking, continuously monitoring water usage patterns, investing in new technologies, and updating infrastructure to meet changing demands.
“By staying proactive and innovative, we can ensure that our water supplies remain stable and resilient, even as communities grow and evolve.
“Our comprehensive and integrated efforts also mean we are able to protect and manage water supplies effectively, ensuring they are available for current and future generations,” expands Fleming.
GWR’S INTEGRATED WATER MANAGEMENT CYCLE
1) Water supply and treatment – The company begins by sourcing and treating potable water to ensure it meets the highest quality standards for residential, commercial, and industrial use. This involves advanced water treatment processes and regular monitoring to maintain safety and quality.
2) Wastewater collection and treatment – Once the water is used, GWR collects and transports the wastewater at its water reclamation facility where the water is treated to a very high quality, known Class A+ recycled water. This ensures that the company meets or exceeds its regulatory standards and wastewater is safe for release and reuse.
3) Recycled water systems – Rather than discharging all treated wastewater back into the environment, GWR repurposes a substantial portion of non-potable reuses. This includes irrigation for landscapes, agricultural use, and other applications that do not require potable water.
LOOKING AHEAD
GWR’s service areas in the state’s Sun Corridor have shown signs of significant growth in the first half of this year, with single-family permits increasing in number by 169, or 43 percent, in the City of Maricopa and up 4,313, or 43 percent, across Greater Phoenix as compared to the first half of last year. It is also worth noting that multi-family housing permits in the City of Maricopa increased by 861, or 273 percent, in the first half of 2024 compared to 2023.
This is concurrent with recent macrotrends happening across the state, as by 2032, Arizona is expected to add 478,000 jobs with an annual growth rate of 1.4 percent, surpassing the national average.
Supporting this outlook, $40.7 billion was invested into Arizona last year, including contributions from major industry players such as Taiwan Semiconductor Manufacturing Company (TSMC), Intel, and Procter & Gamble.
As such, the company is well positioned to harness the growth in and around metropolitan Phoenix and Tucson, as GWR expects these regionally planned service areas to ultimately create hundreds of thousands of new connections.
Given these positive trends, the organization anticipates another strong year ahead as it continues to provide exemplary services to communities and advance its mission of expanding and consolidating water and wastewater utilities.
“In the face of water scarcity, stringent regulations, and aging infrastructure, we believe that these efforts will enable our communities to realize the benefits of consolidation, regionalization, and proactive environmental stewardship,” concludes Fleming.
Marking a new era for the Panama Canal, we explore the ways in which its projected reservoir expansion will transform local communities by facilitating a dependable water supply and cement the canal as a critical hub in the international supply chain
Writer: Lucy Pilgrim
BROADENING THE PANAMA CANAL’S HORIZONS
Ahighly impressive waterway spanning the isthmus of Panama, the Panama Canal is a golden passage for opening up the transatlantic supply chain, immensely shortening the distance traveled between the Atlantic and Pacific Oceans and unlocking the global shipping and logistics networks.
Stretching an incredible 51 miles, the waterway is considered a manmade wonder of the world and has become a vital resource for Panama since it gained possession of the canal on December 31st, 1999.
The Panama Canal Authority (ACP) – the government agency responsible for overseeing the waterway – has long been committed to ensuring sustainable and efficient levels of water for the country and guaranteeing the safe travel of Panamax vessels.
The authority proves vital in the face of growing socioeconomic challenges. Namely, Panama has experienced a recent surge in its population, prompting the ACP to consistently work toward increased water capacity for the nation.
This is particularly pertinent given Panama’s reliance on steady rainfall for a sufficient supply of water, which has been significantly impacted by climate change and altered weather patterns.
In fact, the country experienced its worst recorded drought in 2023, which subsequently reduced the amount of water used to operate the canal’s locks, resulting in half the number of vessel transits throughout the year.
In order to meet these compounding challenges, the ACP has taken bold steps to safeguard its water supply, such as introducing a third set of locks to bolster water volumes available for the local communities of the Indio River.
A WATERSHED MOMENT
However, recent legislative developments have marked a
REACHING NEW TRANSIT HEIGHTS
One of the many benefits of the Panama Canal reservoir extension is the increase in the number and capacity of its locks, resulting in the transit of larger Neopanamax vessels.
Accordingly, the MSC Marie has become the largest neopanamax to cross the canal, breaking a new transit record. Weighing at over 17,640 20-foot equivalent units (TEUs) and spanning 366 meters (m) long and 51m wide, the ship traveled from the Port of Manzanillo in New Mexico.
The MSC Marie exceeds the previous record set by EVER MAX, weighing 17,312 TEU on its debut passage across the canal in August 2023.
The vessel’s passage bodes well for the future of the waterway, as it proves the capacity for state-of-the-art ships that will only increase in size, thus establishing the Panama Canal as a titan in the global supply chain.
key turning point in the future of the Panama Canal, including the reinstatement of Law 44 by the nation’s Supreme Court.
Significantly, this returns the canal’s watershed to its original boundaries and thus extends its parameters, overturning previous legislation introduced in 2006.
Moreover, Law 44 also gives complete territorial ownership of the canal to the ACP, allowing it to have greater control over the country’s water supply.
In response to this landmark legislature, the ACP has proposed plans to construct a multipurpose reservoir that should sustain the country’s water needs for the next 50
years and subsequently improve the lives of local communities.
Chalked to take around six years, the reservoir’s construction will span the Indio River and facilitate between 36 and 40 transits a day, vastly improving the waterway’s capacity going forward.
The project will further help support the people of Panama, with $400 million being attributed to direct investment in the development of nearby communities.
Furthermore, in consideration of the canal’s local populations, the ACP will also need to gain the acceptance and approval of local communities around the Indio River before going ahead with certain operations.
The Panama Canal
SPOTLIGHT ON INVESTMENT IN BELIZE
A pioneer in the realm of blue and green economy approaches, Belize’s conducive business climate continues to create investment opportunities
Writer: Jack Salter | Project Manager: Krisha Canlas
Since 2023, a few key developments can be readily highlighted as directly contributing to a resilient, prosperous, and thriving Belize. These include the eagerly anticipated Belize Investment Summit II, under the theme ‘Belize:
Endless Opportunities’, which took place in September 2023, highlighting progressive reforms already delivered and underway along with investment opportunities in the country’s blue, green, and orange economies, and more.
Legislative amendments to the Government of Belize’s (GOB) incentive programs, namely the Fiscal Incentives Program and the Designated Processing Areas Program, have also been enacted.
Both have been updated to expand the range of eligible sectors, accommodate and encourage uptake by micro, small, and medium-sized enterprises (MSMEs), and make them more forward-thinking and inclusive.
For example, the global digital services sector is now able
to benefit, with specific features enabling and encouraging investments in work-from-home arrangements and on-site daycare for single mothers. MSMEs are now better poised to benefit from simplified and user-friendly processes and features that encourage formalization.
Another significant highlight is the ambitious consolidation of three Cabinet-endorsed national strategies and policies, namely the National Investment Policy and Strategy, the MSME Policy and Strategy, and the Export Competitiveness Roadmap, into one master action plan entitled the Belize Investment and Business Climate Action Plan (BIBCAP).
This approach envisages bringing together all relevant
public sector action owners to cohesively and comprehensively implement and report on real-time progress in implementing critical reforms for enabling and driving accelerated quality improvements in public service delivery.
To complement these major initiatives, a National Industrial Strategy with green and blue economic policies is currently under development with technical support from the United Nations Industrial Development Organization (UNIDO).
Interestingly, the segmentation of investment areas into the green, blue, and orange economies is a move to finetune the type of investment and industries Belize is aiming to promote.
Poultry That Rules the Roost
Caribbean Chicken is a Belizean poultry processing company that has provided the country with their products for over 30 years. With God’s help, we put effort in every step of the way to provide our customers with a product worthy of the standards we uphold! The secret is in the taste.
Renowned for its impressive yield of rice, beans, and various vegetable types, the Belizean agricultural industry typically revolves around high-volume arable farming.
However, quickly emerging as a key player across the country’s agricultural landscape is Caribbean Chicken Limited (CCL), a leading producer of wholesome poultry with superior quality.
The business was established by a group of dedicated and visionary farmers whose key mission was to produce exceptional poultry products.
By obtaining a processing facility with a capacity of 800 birds per hour in Blue Creek, Orange Walk District, CCL adopted a partnership model with local farmers who would supply the company with poultry items, thereby ensuring a continuous return on investment (ROI) and guaranteed profit for the business.
CCL’s sole supply of chickens, therefore, came from local farmers, a tradition that the company is proud to uphold to this day.
MEETING VITAL DEMANDS
Poultry is becoming an increasingly essential food product on people’s plates; thus, farmers are investing in additional barns to ensure a stable, secure supply of delicious chicken.
In fact, in 2022, poultry accounted for 0.9 percent of the GDP generated by the agricultural industry in Belize, as 43 million pounds of dress-weight chicken was consumed in the country that year.
Evidently, poultry is considered one of the healthiest sources of protein and a vital contributor to national food security.
Not only meeting but exceeding this demand, CCL has evolved as a leader in the industry by placing special focus on its social commitment to customers, employees, communities, the environment, and its country.
Furthermore, as a Belizean-based organisation, the company ensures that the nation’s laws and tax regulations regarding environmental compliance, food safety, and more are steadfastly followed.
As well as providing plentiful job opportunities in the local community, CCL is also a conscientious corporate citizen who devotedly invests in capacity building for its staff to ensure its renowned customer relations are maintained across all levels of the poultry process.
On top of this, the business supports many community initiatives and social programmes, including providing aid for the underprivileged, social development initiatives, as well as sponsoring nearby sporting events.
PERFORMING TO THE HIGHEST STANDARDS
As owners of its own breeder farms, hatchery, feed mill, and upgraded processing plant – with a processing capacity of 2,500 birds per hour – CCL has managed every stage of the production process since 2006 to guarantee a safe and wholesome product that meets national and international food safety standards.
This has been made possible by its investment in the Hazard Analysis and Critical Control Point (HACCP) food safety management system certification, which was successfully obtained in 2017.
As a result, the company ensures that food safety risks are controlled and ingredients are safe for consumption. This certification was made possible through the dedicated efforts and confidence of CCL’s management team, board of directors, and resolute HACCP unit, who worked in conjunction with Belizean food safety authorities.
Achieving this certification means that consumers can have confidence that CCL’s products are of optimal taste and quality.
Indeed, the company continues to use grains free from genetically modified organisms (GMOs) throughout the growth phase of chickens. This is an example of how food safety is of key importance across the entire poultry process, from barns to consumers’ tables.
Moreover, the company offers customers a complete and extensive product range, delivering solutions in live bird supply, egg production, primary processing, and chilling.
CCL also provides a multitude of value-added products, including poultry cuts, parts, hams, sausages, marinated meats, as well as turkeys. It also assists customers by engaging in the manufacturing of prepared animal feeds.
With a widely recognisable taste, CCL is known throughout Belize’s extensive retail outlets for its quality poultry and other value-added products.
As a major employer of approximately 400 members of staff nationwide and with indirect employment of grain and poultry farmers at Blue Creek, CCL has become a secure source of income for many, having a significant economic impact in the southern Orange Walk districts, as well as other major cities and towns.
Furthermore, the company recently underwent a transition to a progressive management model with the reclassification of the General Manager to CEO, signifying a modern improvement that illustrates the integration of functions and roles within each department.
This change in leadership has elevated the business to a progressive and efficient entity that addresses the needs of consumers in Belize and further afield.
EXPANDING HORIZONS
Looking towards the near future, CCL is currently undertaking a vast expansion project in which it plans to install a new processing facility to double its present capacity, ultimately accommodating the increasing demand for poultry products in Belize.
To achieve this goal, CCL submitted an application this year for a fiscal incentive (FI) benefit from the Government of Belize (GOB) which was approved, and will support the construction of a larger refrigeration facility at the company’s processing plant in Blue Creek. This would expand its cooling capacity to enable the storage of larger volumes of poultry products alongside other value-added items.
With the current FI duty relief facility managed by BELTRAIDE, CCL hopes to benefit from future considerations as it embarks on its expansion programme.
Over the next decade, the company endeavours to explore various co-funding options to maximise the benefits of an improved poultry sector and strengthen the social and environmental elements of the Northern Belize poultry industry.
This investment will help expand operations through the procurement of plants, materials, and equipment, coupled with the introduction of additional food safety standards that support CCL’s existing HACCP certification.
The immediate outcomes will include capacity building for its human resources, building on its continual culture of quality, employment of additional staff within the company’s adjacent communities, and exploring new market penetration nationally and internationally.
We revisit the Belize Trade and Investment Development Service and recap how the organization’s focus on skilled labor, employment creation, renewable energy, and trade imbalances has developed over the past year with Executive Director, Ishmael Quiroz
North America Outlook (NA): Firstly, could you reintroduce us to the Belize Trade and Investment Development Service?
Ishmael Quiroz, Executive Director (IQ): The Belize Trade and Investment Development Service (BELTRAIDE) is a business support organization (BSO) that serves as the country’s national investment and export promotion agency.
BELTRAIDE also has the mandate of providing developmental support for the growth of MSMEs and entrepreneurship in general via our BelizeINVEST, EXPORTBelize, and SBDCBelize units, respectively.
Human capital development is supported through the private sector, demand-driven professional training, and capacity building via the Belize Training and Employment Center (BTEC).
We have also been designated as an innovation champion for encouraging public and private sector investments in new ways of doing things and for supporting digital transformation, the uptake of technology, as well as business climate policy reform and modernization. I’m sure you will agree that this is quite a portfolio and, in fact, a unique one given the multifaceted areas of focus within one single agency.
In the Belizean context, given our size of just around 400,000 people, it makes sense to leverage limited resources for these purposes. In fact, it represents one of the winning features of Belize’s relatively small size – utilizing our high degree of interconnectedness and involvement in a range of fronts to have a meaningful impact.
Of course, what makes this all work are the strategic partnerships and collaborations with agencies spanning the public and private sectors, academia, and civil society.
NA: What is your updated take on the investment climate in Belize? Are investment opportunities still increasing in the country?
IQ: GOB is fully committed to establishing Belize as an important economic player in Latin America and the Caribbean. In this regard, we have embarked on several reforms intended to facilitate private domestic and foreign investment in several different domains with an overarching vision to position the country as a competitive, robust investment hub in Central America and the Caribbean region by 2030.
Most notably, in 2023, we launched BIBCAP, which was a consolidation of three other existing strategy and policy frameworks. The plan outlines nine key pillars that aim to improve the business and investment climate in Belize and significantly impact the facilitation of domestic and
foreign investment, grow and develop MSMEs, enhance innovation, and improve and sustain competitiveness.
The government has also passed the Credit Reporting Act, and we are working on the establishment of a credit bureau as well as a Secured Transactions and Collateral Registry to address access to finance constraints for MSMEs.
As part of GOB’s e-governance agenda, several digitalization projects are underway, including the land and business registries, and the digitalization of government-to-citizen (G2C), government-to-business (G2B), and government-to-government (G2G) services.
All these initiatives are geared toward the ease of doing business in Belize. Incidentally, the country now boasts one of the most comprehensive and modern suites of digital laws in the Caribbean for enabling rapid e-governance and e-commerce rollouts.
Couple this with a consolidated and modern new Belize Companies Act and a fully digital Online Business Registry System (OBRS), and it becomes clear that GOB is serious about injecting innovation into the way we do business, specifically in attracting investments.
On foreign direct investment (FDI) growth, our FDI report recorded total inflows of FDI at USD$207.25 million (a 38.4 percent annual increase) in 2022, concentrated primarily on real estate, construction, hotels, and restaurants.
In BELTRAIDE’s database, we have recorded significant investments going toward the business process outsourcing (BPO) sector. 2023-24 data shows that seven different BPOs were approved for fiscal incentives and that two aquaculture companies applied for an incentive, so there is a diversification in terms of where investments are being made.
Moreover, we are also seeking to improve our international connectivity with the expansion of Phillip Goldson International Airport. I believe that bridging this transportation gap with more destinations will make Belize a more accessible investment destination.
NA: Our last interview with BELTRAIDE discussed the need to focus on skilled labor. How has this focus developed over the past year?
IQ: The need to focus on skilled labor is still important. Over the last year, the most significant development was the establishment of STEAM Academy, an initiative by the Ministry of Education.
STEAM Academy provides secondary school education focusing on science, technology, engineering, arts, and mathematics. Developed in partnership with the Massachusetts Institute of Technology (MIT) and the InterAmerican Development Bank, the academy opened its
doors to an initial cohort of 75 students in September 2023 and will grow to its full capacity of 300 students by 2026. The location is centralized and was built on the same campus as the Belize City Institute of Technical Vocational Education and Training (ITVET). Training offered at ITVET includes carpentry, electrical, welding, and much more.
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3 Tier III Data Centers located in Belize City, Belmopan, and Orange Walk Town Redundant variable refrigerant flow datacenter cooling system (VRF) Dual power plant, inverter, and generator infrastructure
Another striking fact is that BTEC, a core unit of BELTRAIDE, also operates on the ITVET campus. That is to say that we have three crucial educational and skills academies on one campus, creating a dynamic support system for anyone who wants to get trained and employed in the workforce. BTEC provides tailored soft skills development within the tourism, hospitality, and BPO sectors as a complement to the foundational technical training offered by the ITVET.
Of note is that the TVET system is undergoing overdue critical reform, curriculum upgrading, and institutional strengthening to be best able to deliver labor skill needs. A significant portion of the recently signed Millenium Challenge Compact (MCC) sponsored by the US government is earmarked for enhancing the TVET system in Belize.
NA: Can you also tell us more about the growth of employment creation that Belize has experienced since we last spoke?
IQ: In April 2024, our unemployment rate stood at three percent, a modest increase from 2.8 percent in April 2023.
We are not too worried about this slight increase as it still represents one of the lowest unemployment rates ever recorded. Investments being made by BPOs in 2023-24 give us assurance that we will be able to maintain this low unemployment rate.
To date, operating BPOs are employing approximately 15,000 people, particularly young professionals and graduates, providing them with stable careers and avenues for skill development.
Additionally, BELTRAIDE’s BTEC unit also participates in ensuring that this sector continues to grow by offering coaching and courses. Candidates who excel in these trainings are then successfully recruited by the BPO sector.
NA: Equally, how has exporting developed in Belize since we last featured BELTRAIDE? We previously discussed the trade imbalance that exists between exports and imports into the country – has this been bridged at all?
IQ: To be frank, we are still working on bridging the gap between exports and imports. Data shows that in 2023, our imports were significantly higher at USD$1.3 billion versus our exports valued at USD$204.3 million.
One of the main issues we face is the lack of manufacturing capacity. Historically, manufacturing has been dubbed the “engine of growth” because of its contribution to productivity, trade, jobs, and innovation. We have a few companies that do light manufacturing and agroprocessing, but even so, most packaging materials, equipment, and machinery are imported.
In addition, there is a need for skilled labor that can support the maintenance and repair of machinery. The unavailability of these inputs and technical support makes manufacturing and agroprocessing an intimidating industry to enter and invest in.
The important thing is that the government is doing its best to build an industrialization pathway, with efforts such as providing fiscal incentives for manufacturing and ongoing trade negotiations with El Salvador for a partial scope agreement, which includes a chapter where information and technical support in manufacturing is highlighted as one of the key areas they can support us in.
Specifically, the Ministry of Agriculture notes that opportunities exist in agriculture-related, value-added investments and supports farmers in offering courses on advanced packaging preservation methods, improved production, innovative processes, product marketing and branding, and storage.
BELTRAIDE also collaborates in offering export readiness assessments and other courses to assist with the promotion of exports.
“BNEP SERVES AS A TESTAMENT TO THE GOVERNMENT’S COMMITMENT TO DIVERSIFYING ENERGY SOURCES, MITIGATING AND ADAPTING TO CLIMATE CHANGE, AND BOLSTERING ENERGY SECURITY WHILE EMBRACING SUSTAINABLE PRACTICES FOR A BRIGHTER FUTURE FOR ALL BELIZEANS”
– ISHMAEL QUIROZ, EXECUTIVE DIRECTOR, BELIZE TRADE AND INVESTMENT DEVELOPMENT SERVICE
NA: In our previous interview, we also learned about your focus on renewable energy sources and hopes for Belize to become a net exporter of renewable energy. How has this progressed?
IQ: The need for investment in renewable energy continues to be an urgent matter. Belize remains a net importer of electricity from Mexico, which makes energy imports expensive and unpredictable.
Significant portions of Belize are not connected to the national grid, including tourist hotspots such as the offshore cayes and ecotourism lodges in the rainforest. These companies rely heavily on alternative energy sources such as hydro and solar to supplement imported fuel.
Currently, Belize’s leading energy subsectors are looking to expand biomass and small-scale solar, as well as create new opportunities in electric vehicles (EVs), large-scale solar, liquefied natural gas (LNG), and waste-to-energy. The government is also pursuing an initiative to convert sargassum seaweed to electricity and is seeking to promote additional projects.
One of our biggest accomplishments in 2023 was the launch of the Belize National Energy Policy (BNEP), the mission of which is to steer the energy landscape towards sustainability, resilience, and prosperity.
BNEP serves as a testament to the government’s commitment to diversifying energy sources, mitigating and adapting to climate change, and bolstering energy security while embracing sustainable practices for a brighter future for all Belizeans.
Additionally, the University of Belize (UB) and Fortis Belize Limited (FBL) forged a strategic partnership to enhance technical education and sustainable energy development. A memorandum of agreement (MoA) was signed, marking the beginning of a strategic partnership aimed at advancing technical education and sustainable energy development in Belize.
A key area of collaboration is solar energy management and maintenance. UB and FBL will jointly develop
training programs that provide technical knowledge in solar energy, including design, maintenance, and troubleshooting. FBL will adopt UB’s solar park as a learning and training venue, further supporting the university’s energy center through technical advice and climate-related research initiatives.
In terms of being a net exporter of renewable energy, I think we have a long way to go before that materializes. The important thing is that policies, strategies, and collaborations are being formed to ensure that it becomes a reality.
NA: Finally, how has the investment landscape developed since we last spoke? Do you still forecast exponential growth going forward?
IQ: While World Bank data forecasts a slight dip in GDP growth for 2025 and 2026, it will be up to all public and private sector stakeholders to huddle, proactively strategize, and collaborate on a solid performance.
As mentioned, ample innovative and forward-thinking policies, legislative tools, and sector developments are currently at our disposal. Belize is poised to continue to be a pioneer in many regards, specifically in the realm of blue, green, and orange economy approaches.
Add to that a newfound respect for the economic potential of the creative and cultural industries (inclusive of the global digital services sector) under the orange economy, and what we have is a nation on full throttle (increasingly on renewal energy), aiming for speed and enthusiasm toward sustained growth for the benefit of all our people.
BELIZE TRADE AND INVESTMENT DEVELOPMENT SERVICE (501) 880-3737 | info@beltraide.bz www.beltraide.bz
COSTA RICA INVESTMENT SPOTLIGHT
The investment climate in Costa Rica is exceptionally favorable, thanks to a combination of winning factors that make the country an attractive destination for foreign direct investment
Writer: Ed Budds | Project Manager: Krisha Canlas
Costa Rica has maintained enviable political and economic stability, backed by a solid institutional framework that guarantees legal security and investor protection.
With a growing global reputation, Costa Rica is regarded as the most politically stable country in Latin America, another factor that ensures a solid investment environment.
Additionally, the country has positioned itself as a leader in sustainability, adopting progressive policies to foster a green economy, which attracts companies that seek to align with these values.
With the objective of being more competitive internationally and more attractive for foreign direct investment (FDI), Costa Rica has also opted for special export regimes to provide benefits and legal certainty to companies and encourage exports from the country.
However, as in any market, there are challenges. The global competition for attracting investment is fierce, and Costa Rica faces the need to continue innovating its policies and value proposition to remain competitive.
Excellence in Professional Services
The Deloitte Touche Tohmatsu Limited (Deloitte) network is one of the most extensive and prestigious professional services firms in the world.
Today considered as one of the big four international accountancy companies, the organization was founded by William Welch Deloitte, who strived to bring change to the accounting industry across the globe. Beginning as a small, humble firm in London, Deloitte has evolved to be a thriving industry titan, comprising more than 415,0000 hard-working employees.
Being a part of this reputable group means that the team at Deloitte Costa Rica understand its clients’ business problems from all possible perspectives, which allows the company to always be one step ahead, presenting a comprehensive and multidisciplinary approach. Indeed, across each project, Deloitte Costa Rica’s people develop practical solutions that add value to each business, all with the aim of being the model of excellence in professional services. The company diligently provides legal advice to both national and international entities through audit, human, capital,
strategy, finance, tax, risk, legal and technology services across Central America and the Dominican Republic.
Deloitte Costa Rica’s expertise spans a vast range of industries, including but not limited to consumption, energy and resources, financial services, government and public services, life sciences and healthcare, technology, media, and telecommunications.
We speak to Alejandra Arguedas Ortega, Tax and Legal Partner at Deloitte Costa Rica, about the diversity of the company’s services and its priorities as the country’s top professional services firm.
Image credits: Mr. Lars Gruber, Architekturfotografie
How does Deloitte Costa Rica contribute to the group’s global success?
Alejandra Arguedas Ortega, Tax and Legal Partner (AAO): Deloitte Costa Rica plays a critical role in Deloitte’s global success through excellence in our services, innovation, talent development, social responsibility, and regional and global integration. These contributions ensure models of quality and professionalism that allow us to continue to be the leading professional services firm.
Could you tell us the story of Deloitte Costa Rica? What were the founding principles of the division?
AAO: Deloitte Costa Rica has been a fundamental entity in the business modeling of the
country since its founding in 1964 by Eladio Villalta and Fernando Herrero. The partnership with Deloitte Haskins & Sells was solidified in 1973, and by 1990, Deloitte Costa Rica became part of the global Deloitte network. In 2007, Alan Saborío took over as Managing Partner of Deloitte Costa Rica and established a shared services center in the country to manage the offices in Honduras, the Dominican Republic, and Nicaragua. By 2020, the firm changed leadership with the arrival of Carla Coghi, who took over as Managing Partner. Coghi was the first woman to be appointed as CEO in Central America, Panama, and the Dominican Republic. What sets Deloitte Costa Rica apart from the competition?
AAO: Deloitte Costa Rica
differentiates itself from the competition in key aspects that reinforce our leadership. We have a wide range of services that we implement under a comprehensive and multidisciplinary approach that reinforces our capacity for regional collaboration.
We have specialists in different service lines, generating connectivity that allows us to combine knowledge and skills to offer a broader and deeper perspective, in addition to sharing best practices and offering more comprehensive and personalized solutions that adapt to the local needs of our clients.
We are a firm focused on maintaining the highest standards of quality and professionalism in all our services. One of our daily goals is to stay ahead of the curve
in adopting and implementing emerging technologies and solutions to optimize processes and accelerate digital transformation for our clients. Deloitte Costa Rica has committed to continuously improve on new tools and services according to the clients’ expectations and requirements. Please could you give an overview of your main products, services, locations, and client base?
AAO: Deloitte Costa Rica has a broad portfolio of professional services on a wide range of areas to assist clients throughout the different stages. We offer audit services for both public and private companies, whilst tax advisory and compliance services, including transfer pricing, accounting, treasury, and global mobility, is another core business line. Legal services including corporate and secretarial services, labor and employment
law, mergers and acquisitions, are also part of our storefront. Our focus also extends to technology and transformationrelated services, as well as strategy, risk, and transactions. This diversity of services, applicable to both public and private clients from various industries, is supported by more than 10,000 highly qualified and multidisciplinary professionals in the region.
What specific services do you offer to companies that want to invest in Costa Rica?
AAO: At Deloitte Costa Rica, we have various services designed to accompany our clients in the different stages of their development. Precisely, one of these services is strategic planning and transactions. We can assist companies that want to invest in the region from the planning and ramp-up stage, the start of the operation, and the after care. In this service,
DELOITTE WOMEN AT WORK 2024
Every year, Deloitte conducts an annual report, known this year as ‘Women @ Work 2024: A Global Outlook’, which is a culmination of survey responses completed by 5,000 women in different divisions across 10 countries.
The report explores the most important work and social factors that impact womens’ professional development, which subsequently help guide the organization in its next steps to supporting its women workforce.
we accompany businesses in the preparation and evaluation of investment projects, carry out feasibility studies, financial modeling, legal and tax advice, and strategic planning. Our tax and legal team offer a full set-up service, which starts on the definition of the business structure, vehicle incorporation,
registrations, permits, accounting setting, payroll implementation, and tax compliance, altogether with incentives advisory services. As for the technology and transformation area, we accompany our project managers and provide support in the definition of investment sites, negotiating with investors, clients, and stakeholders. Core operations, including facilities set-up, recruiting, and business model definition are other key services.
How can Deloitte Costa Rica help companies identify investment opportunities in the country?
AAO: Deloitte Costa Rica can help through several specialized services and well-defined strategies. Our market analysis and feasibility studies allow us to identify sectors with high growth potential and investment opportunities. In addition, we provide advice on mergers and acquisitions, helping companies to identify, evaluate, and execute opportunities.
We also develop effective strategies so that our clients can enter and expand in the various markets of Central America and the Caribbean. It should be noted
that we always ensure our clients have robust financial advice to optimize investments and comply with local regulations. What recent Deloitte Costa Rica projects are worth highlighting?
AAO: Although we have assisted many clients throughout their establishment in the country, we have several recent projects to highlight. For example, there is a project with the medical manufacturing industry that is going to be installed in a free zone and that has an estimated investment between $50 and $70 million. This project will generate local employment as it is estimated that approximately 300 people will be hired at the beginning of the operation. Furthermore, it is regarded as highly innovative in the field of advanced medical industries, a sector in which we have been working intensively. Another project we have participated in is an excellence service center, which was developed through articulated work and involved the defining of the business model with two main lines (taxes and consulting) to determine the best investment option. This was a cross-cutting
DELOITTE’S WORK CULTURE VALUES:
Integrity – Applying high standards of conduct in all its activities, reinforcing the company’s credibility and reputation.
Cultural diversity –Understanding and respecting different points of view and finding the best solutions to problems. Mutual commitment –Collaborating and working as a team responsibly and building trust.
Added value – Helping clients operate more effectively through vigilance, consistency, and relentless commitment.
and multidisciplinary effort that allowed us to identify the right opportunity and strategy for a project that aims to support operations in the US. The project will also support a significant number of professional areas such as financing, accounting, marketing, and engineering.
Looking ahead, what are Deloitte Costa Rica’s key priorities?
AAO: The priority for Deloitte Costa Rica is to continue consolidating itself as the number one professional services firm in Costa Rica. We want the company to be recognized not only as a consulting firm, but a comprehensive business advisor. We aspire to be the trusted partner for companies looking to invest in Costa Rica, providing support at all stages of the project from conception to completion. This includes activities such as strategic planning, market analysis, implementation, and monitoring of initiatives.
INTERVIEW: CINDE - THE GUIDE FOR BUSINESS AND TALENT DEVELOPMENT IN COSTA RICA
CINDE, the expert and strategic guide for investment, business development, and talent initiatives in Costa Rica, is a private, non-profit organization founded in 1982 with the mission of attracting FDI to the country. We speak to Marianela Urgelles, Managing Director, about the potential of the life sciences industry and the role of new technology in the nation’s future
North America Outlook (NA): Firstly, could you introduce us to CINDE and your vision and mission?
Marianela Urgelles, Managing Director (MU): Our focus is on promoting the country’s socioeconomic development by generating quality jobs and fostering innovation.
To date, CINDE has been globally recognized for its success in positioning Costa Rica as an ideal destination for investment in strategic sectors such as life sciences, technology, advanced manufacturing, and corporate services.
Our vision is to consolidate Costa Rica as a world-class investment hub, offering a competitive and sustainable business environment. At CINDE, we firmly believe in the transformative power of investment to improve the quality of life for Costa Ricans and promote inclusive development nationwide.
NA: As one of the country’s most important economic sectors, how has the life sciences industry developed in Costa Rica in recent years?
MU: The life sciences industry in Costa Rica has experienced remarkable growth in recent years. Currently, more than 90 companies in this sector operate in the country, including global leaders in MedTech, pharmaceuticals, and BioTech.
This growth has been driven by a combination of highly skilled talent, advanced infrastructure, and a regulatory environment that favors innovation.
Costa Rica is now the second-largest exporter of medical devices in Latin America, with products ranging from orthopedic implants to diagnostic devices. The
country has developed a robust ecosystem that includes R&D centers as well as a network of local suppliers that meet the most stringent industry standards.
This environment has enabled companies not only to manufacture but also to innovate and develop new products from Costa Rica.
NA: What converging technologies are leading the future of life sciences, and how is Costa Rica getting the most out of them?
MU: Converging technologies such as artificial intelligence (AI), BioTech, and robotics are transforming the future of life sciences globally, and Costa Rica is no exception.
The country has been investing in developing capabilities in these areas, recognizing their potential to revolutionize sectors like healthcare, medical device manufacturing, and pharmaceuticals.
For instance, AI is being used to improve efficiency in the manufacturing of medical devices, while BioTech is opening new opportunities in the development of personalized treatments.
With its focus on innovation and skilled human talent, Costa Rica is well-positioned to capitalize on these opportunities.
NA: Equally, what major investment opportunities are being generated in Costa Rica by the current technological convergence?
MU: Technological convergence is creating new investment opportunities in Costa Rica, particularly in sectors like BioTech, advanced manufacturing, and AI. The country has proven to be a leader in the adoption of new technologies, making it an ideal destination for companies looking to innovate and develop next-generation products.
Moreover, Costa Rica has been working on strengthening its digital infrastructure and promoting policies that facilitate investment in technology. This includes tax incentives for R&D, as well as training programs to develop the human talent needed for these new industries.
Investment opportunities also extend to the semiconductor sector, where Costa Rica is emerging as a key player in the global supply chain.
NA: Can you expand on why Costa Rica has become a natural choice for MedTech, pharmaceutical, and BioTech companies?
MU: Costa Rica has established itself as a natural choice for MedTech, pharmaceutical, and BioTech companies for several reasons. Firstly, the country has a highly skilled and bilingual workforce, with a focus on technical and higher education that ensures a steady flow of specialized talent.
Additionally, Costa Rica’s strategic geographic location allows for quick access to North American and Latin American markets, which is a key factor for companies looking to expand their global presence.
Another factor that makes the country an attractive destination is its commitment to sustainability. Many companies operating in the life sciences sector have corporate policies that prioritize sustainability, and Costa Rica, as a global leader in this area, offers an environment that aligns with these values.
Finally, the robust ecosystem of suppliers and specialized services, along with continuous support from CINDE and the government, ensures that companies can operate efficiently and competitively in the country.
“EDUCATION IS A FUNDAMENTAL PILLAR IN COSTA RICA, AND THE COUNTRY HAS INVESTED SIGNIFICANTLY IN DEVELOPING AN EDUCATIONAL SYSTEM THAT FOSTERS CRITICAL THINKING AND TECHNICAL SKILLS FROM AN EARLY AGE”
– MARIANELA URGELLES, MANAGING DIRECTOR, CINDE
NA: How does Costa Rican talent remain a key pillar in CINDE’s efforts to make Costa Rica a successful FDI destination?
MU: Education is a fundamental pillar in Costa Rica, and the country has invested significantly in developing an educational system that fosters critical thinking and technical skills from an early age.
Moreover, the culture of innovation and entrepreneurship that has been cultivated in the country has allowed young Costa Ricans to be at the forefront of developing new technologies and solutions. This has created a dynamic environment where life sciences companies can access human talent that is not only technically competent but also capable of thinking creatively to solve industry challenges.
NA: Is there a promising future for advanced manufacturing in Costa Rica?
MU: The future of advanced manufacturing in Costa Rica presents a golden opportunity.
We expect to see continuous growth, driven by the expansion of existing companies and the arrival of new investments. The trend toward personalized medicine and the development of new technologies, such as BioTech and AI, will continue to be key drivers of this growth.
Additionally, we foresee that Costa Rica will continue to consolidate itself as an innovation hub with a focus on R&D of new products and solutions.
In advanced manufacturing, Costa Rica was selected as a strategic partner in the US CHIPS Act. As experts in attracting and promoting FDI to Costa Rica, we are supporting the country’s positioning as a key player within the advanced manufacturing sector by driving higher value-added processes in the industry such as microchip design, assembly, packaging, and testing.
Costa Rica is one of the best-positioned countries to compete with other destinations in Asia in the supply chain. Moreover, it ranks among the top 10 countries worldwide in terms of port operations efficiency and speed, according to the World Bank’s 2023 Logistics Performance Index.
Its logistics performance surpasses the average of upper-middle-income countries, consolidating its position as a safe and stable destination that guarantees business
continuity backed by the rule of law.
Elsewhere, Costa Rica already has 20 companies linked to the semiconductor ecosystem, and a similar number of businesses that indirectly supply or are already part of it.
We are envisioning two to four projects from companies established in Costa Rica that are expanding or diversifying their operations due to the increased demand caused by the reconfiguration of the semiconductor supply chain.
Costa Rica is certainly well-positioned, but we face a great opportunity, and to seize it, there is work to be done such as continuing to specialize our human capital.
NA: Finally, what are CINDE’s key priorities to continue attracting and promoting investment in Costa Rica’s life sciences industry?
MU: CINDE’s key priorities for continuing to attract and promote investment in strategic sectors include the
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“IN
ADVANCED MANUFACTURING, COSTA RICA WAS SELECTED AS A STRATEGIC PARTNER IN THE US CHIPS ACT. AS EXPERTS IN ATTRACTING AND PROMOTING FDI TO COSTA RICA, WE ARE SUPPORTING THE COUNTRY’S POSITIONING AS A KEY PLAYER WITHIN THE ADVANCED MANUFACTURING SECTOR BY DRIVING HIGHER VALUE-ADDED PROCESSES IN THE INDUSTRY SUCH AS MICROCHIP DESIGN, ASSEMBLY, PACKAGING, AND TESTING”
– MARIANELA URGELLES, MANAGING DIRECTOR, CINDE
continuous improvement of the business environment, the promotion of innovation, and the development of human talent.
We are focused on strengthening the multinational ecosystem by promoting collaborations between companies, universities, and research centers. Training and talent development are a priority, and we will continue to support programs that prepare the workforce for future challenges.
Lastly, we will continue to position Costa Rica as a leader in sustainability, an increasingly relevant element for global companies.
CINDE - THE GUIDE FOR BUSINESS AND TALENT DEVELOPMENT IN COSTA RICA www.cinde.org
SPOTLIGHT ON FREE ZONES IN LATIN AMERICA
In Latin America, free zones are a particularly conducive environment to set up, expand, and do business in. These zones stand out for offering not only tax and customs incentives but also a series of differential incentives that make them especially attractive for investment
Writer: Jack Salter | Project Manager: Krisha Canlas
Free zones, of which there are more than 800 in the Latin America region, are natural boosters of foreign trade.
Industrial parks are often strategically located near ports and airports as a result, facilitating logistics and access to international markets, whilst specific programs are designed to foster the export of goods and services, providing companies with a competitive edge.
Another remarkable aspect of free zones is the adaptability, digitalization, and innovation they have developed.
Indeed, these environments have transformed into competitive ecosystems in which companies find access to the latest technologies and collaborative spaces promoting research, innovation, and development, not only improving operational efficiency but also driving business growth.
Free zones also emphasize strong compliance, governance, and sustainability practices and implement robust frameworks to ensure regulatory adherence and ethical business conduct.
Governance structures are in place to promote transparency and accountability, fostering trust among investors and stakeholders. Additionally, sustainability initiatives integrated into their operations focus on environmental responsibility and social impact, enhancing their appeal as investment destinations and supporting long-term viability.
Furthermore, free zones have made significant progress in employee talent. Aware that leading companies require increasingly specialized skills, these zones have implemented training programs and spaces to meet the demand for high-quality expertise.
This approach ensures companies have access to proficient human resources, which is crucial for long-term success.
INTERVIEW:
FREE TRADE ZONES ASSOCIATION OF THE AMERICAS
The Free Trade Zones Association of the Americas (AZFA) promotes and positions the free zone regime in the region. President, Claudia Pellerano, highlights free zones as a key instrument to enhance the competitiveness of Latin American countries and attract investment, whilst newly appointed Executive Director, Julio Rodriguez, tells us about his plans for the role
North America Outlook (NA): Firstly, could you talk us through the role of AZFA in promoting free zones in Latin America?
Claudia Pellerano, President (CP): AZFA was founded with the mission to promote and position the free zone regime in the region, highlighting it as a key instrument to enhance the competitiveness of countries and attract investments.
From the beginning, AZFA has been committed to developing strategies that position free zones as ecosystems of competitiveness.
AZFA acts as a platform that brings together the different actors in the sector, projecting the positive impact of free zones on regional development. Aware that the best promotional tools are facts and data, AZFA has become the primary source of regional information for the sector, positioning itself as the most influential advocate. Through our publications and activities, we consistently demonstrate this regime’s importance and its positive impact on the countries that best leverage it.
NA: What benefits are there to investing in Latin American free zones?
CP: Besides tax and customs exemptions, free zones in Latin America offer a wide range of benefits that make them highly attractive environments for investment. These areas feature first-class infrastructure, including modern industrial facilities, advanced logistics services, and access to efficient transportation networks, facilitating the movement of goods and reducing operating costs.
Free zones are designed to ease international trade by offering simplified customs procedures and access to preferential trade agreements, allowing companies to export and import products more efficiently and at lower costs.
Legal stability and investment protection are also crucial aspects; many free zones in the region offer stable and transparent legal frameworks. Additionally, they benefit from a more flexible regulatory environment compared to the rest of the country, including more favorable labor, environmental, and contracting regulations for companies.
Another highlight is the focus on innovation and technological development, with specific incentives for research and development (R&D) activities such as subsidies, access to innovation funds, and collaborations with universities and research centers. Additionally, establishing and operating within a free zone is often faster and less bureaucratic, facilitating a quick start of operations and reducing associated costs.
Free zones foster a collaborative environment where companies from various sectors can share knowledge
and develop more efficient supply chains. Finally, many of these areas are adopting sustainable practices, offering additional benefits to companies committed to social responsibility and environmental sustainability, including certifications, access to renewable energy, and other programs. These benefits, combined with the diversity and dynamism of Latin American markets, make free zones a privileged environment for investment and business growth.
NA: How critical are free zones to the prosperity and success of the region?
CP: Free zones are fundamental to the prosperity and success of Latin America. They act as engines of economic growth, generating employment, attracting foreign direct investment (FDI), and fostering the transfer of technology and knowledge.
They also play an important role in promoting industrialization and economic diversification in countries that might otherwise be overly reliant on traditional sectors. Free zones host more than 10,000 companies, which in some countries contribute up to 15 percent of gross domestic product (GDP) and generate nearly two million jobs with comprehensive working conditions, in addition to returning up to seven times the tax exemptions to their economies.
Free zones facilitate the region’s integration into the global economy by promoting foreign trade and
improving the trade balance of countries by encouraging exports. Often, free zones generate 60 percent of a country’s total exports, many of which are high-value goods and services. Additionally, they contribute to the creation of infrastructure and the development of local capacities, benefiting not only the companies operating within these zones but also the surrounding communities.
The adaptability and innovation that characterize many free zones in Latin America position them as ideal spaces for the development of emerging industries and cutting-edge technologies, contributing to the economic modernization of the region. For these reasons, free zones are not only an essential component of regional economic growth but also a pillar for long-term stability and prosperity in Latin America.
NA: Why is AZFA the region’s most important free zone association?
CP: AZFA brings together the key players in the free zone sector, becoming the “umbrella” organization that encompasses operational free zones, associations that represent and position this regime, government entities, users, consultants, and free zone providers. This results in constant and active networking, with the participation of prominent members in each of its categories. AZFA has a significant level of representation, covering more than 20 countries, which strengthens its influence and relevance in the region.
“FREE ZONES ARE FUNDAMENTAL TO THE PROSPERITY AND SUCCESS OF LATIN AMERICA. THEY ACT AS ENGINES OF ECONOMIC GROWTH, GENERATING EMPLOYMENT, ATTRACTING FDI, AND FOSTERING THE TRANSFER OF TECHNOLOGY AND KNOWLEDGE”
– CLAUDIA PELLERANO, PRESIDENT, FREE TRADE ZONES ASSOCIATION OF THE AMERICAS
AZFA has established itself as the most important regional free zone association, demonstrating continuous leadership in promoting and positioning the free zone regime in Latin America. Its ability to bring together key sector players allows it to have a comprehensive and strategic vision of the needs and opportunities in the
region, positioning it as an essential reference for the development and strengthening of these areas.
One of AZFA’s most notable aspects is its ability to influence public policy at the regional level, promoting regulatory frameworks that enhance competitiveness and attract investment. Through its efforts, AZFA has managed to create a more favorable environment for economic growth and regional integration, strengthening its role as a key player in shaping the future of free zones.
AZFA is not just a networking space; it also generates business opportunities and joint growth for entrepreneurs. Although many members compete to attract investment to their respective countries or parks, the collaboration through AZFA has created a community that develops joint strategies to grow collectively, promoting and strengthening the free zone regime in each country. This underscores the importance of the instrument and its impact on the region.
Moreover, AZFA has been a pioneer in developing strategies that transform free zones into true ecosystems of competitiveness. They are not just spaces for production and trade but have become engines of innovation, technological development, and sustainability. This innovative vision positions free zones as crucial players in the economic and social development of the region.
ZF Santander
NA: What services and benefits do AZFA offer, and how do they position members as influential players in the industry?
CP: Advocacy and representation – AZFA serves as the collective voice of its members before governments and international organizations, supporting the interests of the free zone sector and advocating for favorable regulatory frameworks. This ensures that the concerns and needs of the industry are heard and addressed at the highest levels of policymaking, which is crucial for the sustained growth and stability of the sector.
Access to information and analysis – Members of AZFA have exclusive access to resources, including studies, reports, statistics, and market analyses, which are essential for making informed strategic decisions. This access to data and insights helps members stay ahead of industry trends and adapt to changing market conditions.
Training and talent development – AZFA organizes seminars, workshops, and training programs to enhance the skills and knowledge of professionals in the sector. This focus on continuous learning ensures that members are equipped with the latest industry practices and innovations, which in turn helps them maintain a competitive edge.
Networking and alliance building – We facilitate interaction among members, enabling the creation of
strategic alliances and the exchange of best practices. This collaborative environment fosters partnerships that lead to new business opportunities and shared success within the industry.
International visibility and promotion – The association helps its members gain international recognition by promoting their projects, achievements, and innovations on a global stage. This increased visibility can attract new investors, partners, and clients, further strengthening members’ position in the market.
AS THE NEW EXECUTIVE DIRECTOR OF AZFA, WHAT ARE YOUR PLANS IN THE ROLE?
Julio Rodriguez, Executive Director: “During the last few years, AZFA has become one of the most relevant actors in the international trade and special zones scenario. It is quite a challenge to maintain this level of visibility and recognition around the world’s global trade organizations. To remain one of the most influential organizations related to free zones, it is important to focus efforts on the main tasks drafted by our internal committees: innovation, promotion, nearshoring, and legal.
“Regarding innovation, AZFA will continue working in partnership with our associates to establish and define the pillars and main drivers that define the free zones of the future. In this regard, factors such as innovation, sustainability, security, connectivity, and human resources will be at the center of our discussions.
“AZFA is also positioning the free zones of the region beyond the typical idea of free zones as mere industrial parks with some tax and customs benefits. In our association, we truly believe that our free zones are the place where competitiveness meets sustainability and, in that sense, should be recognized as competitiveness ecosystems.
“As per the phenomena of nearshoring, AZFA should enhance its efforts to capitalize on the new opportunities presented by global geopolitics and current economic trends. Hence, the association and the free zones should serve as support points for the countries in their efforts to attract investments.
“Finally, it is important to keep an eye on the legal frameworks of our countries in order to understand and monitor how regional regulations can act as boosters of FDI attractiveness and, on the other hand, identify what type of new initiatives may affect the development of the mechanism.”
Collaboration platform – AZFA provides a platform for collaboration on critical issues, such as the development of sector-specific policies and the creation of quality standards. This collaborative approach helps ensure that the industry evolves in a way that benefits all stakeholders, leading to more cohesive and effective sector growth.
These services and benefits not only support the growth and success of individual members but also contribute to the overall strength and influence of the free zone industry across the region.
NA: What projects or initiatives are the association involved in for the rest of 2024 and beyond?
CP: AZFA is currently undertaking several significant projects and initiatives for the remainder of 2024 and beyond. One of the key efforts is the update of the Legal Guide, a vital document that compiles the most prominent and distinctive aspects of free zone legislation across Latin America.
This guide is essential for providing clear, up-to-date information on the legal frameworks that govern free zones in the region. Additionally, AZFA is updating the latest data on free zones in its Statistical Book of Free Zones, recognizing the importance of accurate and relevant statistics as the main tool for promoting and supporting the free zone regime.
In parallel, AZFA is working on reports focused on Free Zones 4.0, aiming to showcase best practices, highlight successful cases, and identify areas for improvement within the region’s free zones. This initiative is part of a broader effort to position free zones as ecosystems of competitiveness, counteracting negative perceptions and demonstrating the real impact these zones have on businesses, individuals, countries, and the region as a whole.
Zona Franca
One of the highlights of AZFA’s calendar is the XXVII Ibero-American Free Zones Conference, set to take place from 13th to 15th November. This in-person event will bring together leaders in the sector, government representatives, and top-tier speakers to discuss the latest trends in technology, human talent, security, and sustainability within free zones. The conference provides a key opportunity for stakeholders to explore the vast opportunities within these competitive ecosystems. Beyond these events, AZFA is also organizing webinars and training sessions which serve as platforms to enhance knowledge about free zones, helping participants better understand their benefits and how to maximize them. These sessions will also provide insight into current trends and areas of focus for free zone parks and developers, ensuring they remain relevant and attractive to investors. Through these initiatives and other ongoing projects,
AZFA is committed to significantly contributing to its primary mission – promoting, supporting, and positioning the region’s free zones as ideal instruments for comprehensive regional development.
NA: Finally, how do you see free zones developing in Latin America over the coming years?
CP: The future of free zones in Latin America looks very promising and full of opportunities as these competitive spaces continue to adapt and implement new practices to drive economic development in their countries and across the region.
In terms of FDI, free zones will continue to be magnets for this type of investment, capitalizing on business relocations and expansions. They position themselves as ideal environments for companies to expand, bringing
Port Tampa Bay Aristos
ZF Barcelona
“FREE ZONES IN LATIN AMERICA OFFER A WIDE RANGE OF BENEFITS THAT MAKE THEM HIGHLY ATTRACTIVE ENVIRONMENTS FOR INVESTMENT”
CLAUDIA PELLERANO, PRESIDENT, FREE TRADE ZONES ASSOCIATION OF THE AMERICAS
them closer to markets and providing comprehensive spaces to develop new business ventures. Additionally, governments in the region are increasingly committed to offering incentives and improving infrastructure to make their free zones even more attractive to international investors.
We also foresee significant progress in the digitalization
and adoption of new technologies in free zone operations. These areas are creating smart environments that optimize processes and foster innovation, thereby enhancing their competitiveness and attracting high-value technology companies and Industry 4.0 enterprises.
Moreover, thanks to the constant efforts we have implemented on various fronts, we are confident that in the future, free zones will be even more committed to sustainable practices. They will not only comply with international standards but also add value to company operations.
Many of these zones are transitioning towards ecoindustrial park models, committed to generating clean energy and reducing their carbon footprint. This not only contributes to the achievement of the UN’s Sustainable Development Goals (SDGs) but also attracts companies that prioritize sustainability in their operations.
We expect to see a more integrated sector where free zones develop models that complement each other, boosting trade between countries and creating regional
industrial models and value chains among companies located in these zones, whilst the social factor is also not overlooked.
Free zones are positioned as job creators but go beyond that by offering environments where people can train and specialize, contributing their skills to the industry in a setting that promotes well-being. These are spaces for
both professional and personal development, where free zones are not just workplaces but also areas of well-being and growth for individuals.
Furthermore, an increasing number of free zones are implementing community support programs, benefiting not only those within the parks but also the surrounding communities, generating a significant impact and fostering the comprehensive development of economic sectors around these zones.
FREE TRADE ZONES ASSOCIATION OF THE AMERICAS Tel: +57 3148724979 proyectos@asociacionzonasfrancs.org director@asociacionzonasfrancas.org asociacionzonasfrancas.org/es
Zonamerica, Uruguay
ZF Parque de las ciencias, Uruguay
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SUSTAINABILITY RUNS DEEP
Scott Mitchell, CEO of Texan water management company, Deep Blue, discusses the company’s key role in the provision of sustainable water infrastructure for North America’s oil and gas industry and its deep commitment to customers
One of the biggest challenges facing the oil and gas industry in North America today is fighting the misperception that these resources cannot be produced or used in a sustainable or environmentally responsible way – they can.”
The opening words of Scott Mitchell, CEO of sustainable water management company, Deep Blue, convey his passion for sustainable oil and gas exploration and production. Due to this common misperception, as outlined by Mitchell, it has become increasingly difficult for the industry as a whole to attract capital, whilst necessary and reasonable regulatory changes have added costs and
created considerable complications.
At the same time, the constant evolution of various obstacles means companies must also find ways to tap into previously inaccessible or costly natural resources, whilst solving both logistical and supply chain issues to be able to make advances in the field.
“That being said, these challenges are also part of the excitement and fuel a ‘can-do’ spirit across the industry,” Mitchell continues.
Thus, as energy demands continue to rapidly increase across the country, companies such as Deep Blue are well-placed to adapt and progress just as quickly, sustaining oil and gas as the dominant force in today’s energy mix despite potential challenges.
Furthermore, Mitchell attributes Deep Blue’s ability to keep pace with industry as a major contributor to it being able to usher in many technological advancements over the years – with more on the horizon.
“We’re seeing rapid improvements in making oil and gas production more sustainable and environmentally responsible, especially through innovative water management solutions,” he excites.
“WE’RE PROUD AND EXCITED ABOUT OUR SUSTAINABLE INITIATIVES AND ARE CONFIDENT THEY’LL PLAY A KEY ROLE IN THE FUTURE OF WATER MANAGEMENT –NOT JUST FOR US, BUT FOR THE ENTIRE INDUSTRY”
– SCOTT MITCHELL, CEO, DEEP BLUE
RELIABLE AND COMPREHENSIVE SERVICES
As a company that specializes in providing comprehensive water management solutions for exploration and production (E&P) companies, Deep Blue has witnessed the demand for oil and gas skyrocket over the past few decades.
“The industry needs a reliable, large-scale, integrated water infrastructure network to keep pace
with demand, which is where we come in,” Mitchell affirms.
Although water may not be the first thing one pictures when thinking of oil and gas production, naturally occurring, highly saline water – known as produced water – is, in fact, of the utmost importance.
Unlike water from an aquifer, produced water must be processed before being reused. As such, Deep Blue handles the entirety of the water
UNPARALLELED WATER MANAGEMENT SOLUTIONS
Due to the rapid growth of oil and gas production in North America, which can be largely attributed to the recent widespread adoption of horizontal drilling, Deep Blue believes large-scale, permanent water infrastructure networks are necessary to maintain current levels of production across the Permian Basin.
As such, its infrastructure and systems ensure it can sustain a consistent output, with the capacity to expand production where necessary:
• 2 million+ bpd of permitted produced water capacity
• 1,000+ miles of gathering and redelivery pipelines
• 66 million+ barrels of water storage capacity
• 600,000+ bpd of water delivery
Furthermore, the company is underpinned by an innate mission to create value for its customers, striving to provide E&P companies with safe, reliable, and efficient gathering, storage, and reuse facilities through its water pipelines and related infrastructure.
In these ways, Deep Blue provides unparalleled water management solutions for North America’s oil and gas industry.
cycle, starting with the collection of produced water through its extensive network of pipelines, which span over 1,000 miles.
“On a typical day, we gather around one million barrels of water,” Mitchell tells us.
Water is also imperative for new well completion processes, allowing oil to flow. Only after Deep Blue treats and recycles the produced water is it suitable for reuse in such completion operations. With facilities able to treat and recycle roughly 600,000 barrels per day (bpd), the company recycles enough water to fill the equivalent of 38 Olympic-sized swimming pools.
“We also offer disposal services through our network of over 100 saltwater disposal wells for any water that can’t be reused.”
In addition, the company is at the forefront of developing new technologies such as desalination and enhanced evaporation to promote sustainable water reuse and disposal.
Transforming Produced Water Treatment.
The Results are Clear.
A Revolutionary Approach: The Future of Water Management
EnviroKlean’s full suite of innovative water treatment solutions protect infrastructure, improve productivity, and increase sustainability. Powered by our EK One™ chemistry platform and delivered through the EK FlowPro™ chemical delivery management system, EnviroKlean is revolutionizing the management of scale, corrosion, bacteria, and oil-water separation.
The Advantages are Clear
• Lower operating expenses
• Lower capital expenditures
• Improved system capacity
• Improved environmental sustainability
The Science of Better Performance
The disruptive EK One chemistry platform harnesses the power of the carbon atom in groundbreaking ways:
• Prevents solids and harmful gases by returning the elements responsible for their creation back into solution, where they remain permanently bound within the source water.
• Eliminates iron sulfides and other toxic waste by-products by chemically transforming Iron (Fe) and other elements to prevent formation of the chemical reactions that produce the toxic waste.
Join the revolution in advanced water treatment with our comprehensive suite of solutions which each include diagnostic and consulting services, EK One chemistry formulation, chemical delivery management, ongoing performance testing, and web-based reporting. Call today to learn more about the clear advantages of working with EnviroKlean.
APPLICATIONS
Produced
Pond
Field-scale
Treatability
SOLIDS FREE DISCHARGE: TRANSFORMING WATER MANAGEMENT IN THE MIDLAND BASIN
SOLIDS FREE DISCHARGE: TRANSFORMING WATER MANAGEMENT IN THE MIDLAND BASIN
AAgroundbreaking innovation is revolutionizing produced water management in the Midland Basin. Deep Blue, a leader in sustainable water management, recognizes the power of this innovation and is collaborating with EnviroKlean and WaterTectonics on a new category in water recycling: Solids Free Discharge. This technological breakthrough promises to eliminate the need for solid waste creation and disposal when recycling produced water, enhancing operational e ciency and sustainability at an industrial scale.
groundbreaking innovation is revolutionizing produced water management in the Midland Basin. Deep Blue, a leader in sustainable water management, recognizes the power of this innovation and is collaborating with EnviroKlean and WaterTectonics on a new category in water recycling: Solids Free Discharge. This technological breakthrough promises to eliminate the need for solid waste creation and disposal when recycling produced water, enhancing operational e ciency and sustainability at an industrial scale.
THE SYNERGY BEHIND THE INNOVATION | ACHIEVING INDUSTRIAL SCALE
THE SYNERGY BEHIND THE INNOVATION | ACHIEVING INDUSTRIAL SCALE
The synergy between EnviroKlean and WaterTectonics, two industry leaders introduced by Deep Blue, is at the heart of this revolution. EnviroKlean’s Zero Solids™ technology and WaterTectonics’ industrial scale water treatment solutions have been seamlessly integrated to create a comprehensive, turnkey Solids Free Discharge solution capable of meeting the highest volume, 24x7 recycling needs of the premier water management platform in the Midland Basin. Ben Smiley, COO of Deep Blue, shares, “We saw a unique opportunity to introduce two of our suppliers, EnviroKlean and WaterTectonics. Their partnership leverages their combined strengths in innovation
The synergy between EnviroKlean and WaterTectonics, two industry leaders introduced by Deep Blue, is at the heart of this revolution. EnviroKlean’s Zero Solids™ technology and WaterTectonics’ industrial scale water treatment solutions have been seamlessly integrated to create a comprehensive, turnkey Solids Free Discharge solution capable of meeting the highest volume, 24x7 recycling needs of the premier water management platform in the Midland Basin. Ben Smiley, COO of Deep Blue, shares, “We saw a unique opportunity to introduce two of our suppliers, EnviroKlean and WaterTectonics. Their partnership leverages their combined strengths in innovation
and operational expertise to provide us with an advanced and sustainable water recycling solution.”
and operational expertise to provide us with an advanced and sustainable water recycling solution.”
HOW SOLIDS FREE DISCHARGE WORKS
HOW SOLIDS FREE DISCHARGE WORKS
Traditional water recycling methods, such as dissolved air flotation (DAF) or “flock and float”, rely on chemical reactions that create waste solids which must then be physically removed and disposed of, creating significant environmental and operational challenges. EnviroKlean’s Zero Solids™ technology transforms this process by using proprietary
Traditional water recycling methods, such as dissolved air flotation (DAF) or “flock and float”, rely on chemical reactions that create waste solids which must then be physically removed and disposed of, creating significant environmental and operational challenges. EnviroKlean’s Zero Solids™ technology transforms this process by using proprietary
carbon-based chemistry and processing technology to produce frac-ready fluid streams available for immediate reuse without forming solids requiring removal by a DAF process.
carbon-based chemistry and processing technology to produce frac-ready fluid streams available for immediate reuse without forming solids requiring removal by a DAF process.
The industry’s first Solids Free Discharge solution, EK Zero Solids Recycle™ (ZSR), is a fully automated, modular system capable of recycling volumes of up to 25,000 barrels per day. However, Deep Blue’s requirements for significantly higher daily volumes required a larger scale solution. EnviroKlean and WaterTectonics responded
The industry’s first Solids Free Discharge solution, EK Zero Solids Recycle™ (ZSR), is a fully automated, modular system capable of recycling volumes of up to 25,000 barrels per day. However, Deep Blue’s requirements for significantly higher daily volumes required a larger scale solution. EnviroKlean and WaterTectonics responded
The Benefits of Solids Free Discharge
The Benefits of Solids Free Discharge
The adoption of Solids Free Discharge o ers numerous benefits:
The adoption of Solids Free Discharge o ers numerous benefits:
• Elimination of Solids: No more handling of oil-wet solids, reducing costs and environmental impact.
• Elimination of Solids: No more handling of oil-wet solids, reducing costs and environmental impact.
• Better Water Quality: Produces clear, solids-free recycled water ready for immediate reuse.
• Better Water Quality: Produces clear, solids-free recycled water ready for immediate reuse.
• Longer Shelf Life: Recycled water that remains stable for up to 120 days.
• Longer Shelf Life: Recycled water that remains stable for up to 120 days.
• Smaller Footprint: Dramatically reduces footprint by eliminating the need for DAFs, weir tanks and supporting infrastructure.
• Smaller Footprint: Dramatically reduces footprint by eliminating the need for DAFs, weir tanks and supporting infrastructure.
• Improved Oil Recovery: Enhances oil recovery by reducing BS&W that forms oil-wet solids.
• Improved Oil Recovery: Enhances oil recovery by reducing BS&W that forms oil-wet solids.
• Improved Sustainability: Eliminates the creation of solid waste, positively impacting the environment.
• Improved Sustainability: Eliminates the creation of solid waste, positively impacting the environment.
• Lower Total Costs: Reduces costs by eliminating the need for creation, separation, removal and disposal of solid waste.
• Lower Total Costs: Reduces costs by eliminating the need for creation, separation, removal and disposal of solid waste.
• Enhanced Profitability: Operational e iciency and cost savings translate into better financial performance.
• Enhanced Profitability: Operational e iciency and cost savings translate into better financial performance.
Compact Footprint, Powerful Performance: WaterTectonics’ state-of-the-art water treatment infrastructure, powered by EnviroKlean’s Zero SolidsTM technology, demonstrates that size isn’t everything, e ectively delivering superior recycling results from a modern space-saving design.
safer and more sustainable water treatment.
together, co-developing a turnkey solution capable of recycling continuous volumes of up to 90,000 barrels per day through a more robust system with a service delivery model that can be either fully sta ed or managed remotely.
WaterTectonics advanced water treatment expertise, filtering technology and ability to develop turnkey integrated solutions was critical to the development of this larger scale solution, ensuring that the recycled water produced for Deep Blue meets their high volume demands and their customers’ stringent water quality standards.
A REVOLUTION IN RECYCLING TECHNOLOGY
This collaboration signifies a disruptive shift in the water recycling landscape. With the integration of EnviroKlean’s Zero Solids™ technology and WaterTectonics’ industrial scale water treatment equipment and service platform, Deep Blue can deliver a new standard for solids free water management via this comprehensive, turnkey solution that redefines recycling and reuse, promoting both sustainability and operational e ciency.
DEEP BLUE’S COMMITMENT TO INNOVATION
Deep Blue’s decision to introduce EnviroKlean and WaterTectonics was motivated by their deep commitment to promote innovation and sustainability. They wanted to help create an integrated solids free water treatment solution that exceeds industry standards for e ciency and environmental responsibility. And thanks to their introduction, the result of the EnviroKlean and WaterTectonics partnership is a revolutionary system that addresses the most pressing challenges in produced water recycling.
Deep Blue is dedicated to leading the way in sustainable water management in the Midland Basin. Through strategic partnerships and innovative thinking, Deep Blue provides advanced, integrated water management solutions that improve productivity, sustainability, and profitability. deepbluewater.com
EnviroKlean o ers innovative water treatment solutions designed to protect infrastructure, improve productivity, and enhance sustainability. Their Zero Solids™ technology and carbon-based chemistry platform, EK One™, represent significant advancements in the science of water treatment, providing enhanced sustainability for water recycling and management. enviroklean.co
WaterTectonics specializes in delivering integrated water treatment solutions through turnkey design, equipment, and service solutions for the water and waste water industries. Their turnkey solutions address a wide range of water quality issues impacting midstream water and energy producers, including TSS/ turbidity, pH, metals, oils, bacteria, PFAS, and more. Their expertise ensures the highest quality recycled water, supporting environmental and operational goals. watertectonics.com
Sustainable Innovation, Cost-E ective Solutions: By preventing the formation of solids, this advanced technology eliminates the need for costly and hazardous solids removal, paving the way for
About
“AS INDUSTRIES EVOLVE AND WATER BECOMES EVEN MORE CRITICAL, WE’RE HERE TO ENSURE OUR CUSTOMERS ARE ALIGNED WITH THE RIGHT PARTNER FOR THE FUTURE AND THAT THEY THRIVE”
– SCOTT MITCHELL, CEO, DEEP BLUE
POISED FOR CONTINUED GROWTH
Deep Blue’s customers are primarily E&P companies in the resource-rich Midland Basin – one of the most prolific oil-producing regions in the world.
Its largest customer is leading independent oil and natural gas company, Diamondback Energy (Diamondback), thanks to a recent joint venture (JV) through which the business acquired its water assets.
“Since forming this partnership in September 2023, we’ve experienced rapid growth, adding more than a dozen new clients and increasing our commercial volumes by over 200,000 bpd,” Mitchell informs.
For the most part, when adding a new customer or an existing client commits to a new area for produced water takeaway, they become part of a long-term service contract typically
lasting more than a decade. As such, Deep Blue is poised for continued growth as more companies seek to join its system.
By focusing solely on operations in the Midland Basin, the company delivers the most reliable and comprehensive service tailored specifically to this highly productive area, supplemented by its deep local expertise and extensive infrastructure to ensure it continues to meet the unique needs of its customers in this critical region.
AN EFFICIENT OPERATION
Data lies at the heart of Deep Blue’s operations, with huge amounts of information managed every day to ensure its activities run as efficiently as possible.
“Thousands of measurement meters continuously monitor water volumes and flow rates through the
inlets and outlets of our pipelines, ponds, treatment facilities, and disposal sites,” Mitchell outlines.
In addition, hundreds of meters keep a close eye on Deep Blue’s water quality specifications, whilst it gathers subsurface geologic and pressure data from its disposal wells.
On top of this, the company integrates its customers’ volume forecasts to meet the takeaway needs of both completion and produced water.
“Operating our business efficiently means flawlessly aligning our systems, operations, and water volumes with customer requirements,” he elaborates.
As such, on the supply side, the company needs to deliver the right water to the right customer at the right time and place.
In terms of takeaway, it must also be
ready with new pipelines and enough capacity to take on customers’ water as soon as their wells begin production.
Therefore, Deep Blue is currently building out a real-time optimization program that will integrate its field measurements and customer forecasts.
The system will allow the company to forecast operations where necessary to pair its water supply or capacity with customers’ needs, whether this be treatment, transportation, or disposal. The program will also suggest optimal supply routes through the lowest cost segments of its system.
“We are excited about the system’s cutting-edge control center, where we’ll manage and crunch all the data in real time. We’ll also be able to run some operations remotely through
the center,” Mitchell reveals.
As it continues to refine this data-driven approach, Deep Blue’s customers will see significant benefits, including lower costs and exceptional reliability and readiness.
ONGOING INNOVATION
With multiple exciting and innovative projects underway, Deep Blue continues to provide the industry with advancements.
For example, one ongoing project demonstrates the company’s ability to provide recycled water for simultaneous well completion.
Historically, most water systems only provide enough recycled water for a single well completion. However, a rise in recent technological advances means completion operations must now be able to complete two wells at the same
time – also known as simultaneous fracking (simulfrac).
A considerable sustainable advancement for the industry, simulfracs are highly efficient for E&P companies but demand greatervolumes of water over shorter periods of time, which requires a massive orchestration of treatment, storage, transportation, and labor.
“In fact, thanks to the growth of simulfracs, water requirements have gone from 130,000 bpd to over 200,000 bpd per well completion crew,” Mitchell explains.
This is where Deep Blue comes in to help companies meet their development targets, having recently successfully provided recycled water for not just two, but six simultaneous well completions in the same area.
EcoVAP: Aerospace Engineering Meets Produced Water Near Midland Airport
There is a new landmark visible when landing at the Midland International Airport signalling an innovative new step toward the oil and gas industry’s efforts to reduce operational costs and meet environmental goals. Depending on location, every barrel of oil comes with two to 10 barrels of “produced” wastewater that ultimately needs to be disposed of. EcoVAP’s latest Evaporative Matrix, built in partnership with the forward-thinking management team at Deep Blue is a biomimicry-based passive means of evaporation that allows for a 59 times increase in the “pan” evaporation rate without the use of energy, heat or chemicals. The technology allows the company to diversify its water disposal approach to avoid the main drawback of injection disposal (i.e., via salt water disposal wells (SWDs) that have come under scrutiny because of seismicity risk).
At the same time, the technology was developed to reduce energy, labor, and maintenance costs.
The Deep Blue EcoVAP deployment is the first in the Permian Basin, following EcoVAP’s prior 12 deployments in Utah, Wyoming, Nevada, Arizona, California, New Mexico, Florida, Canada, and Texas’ Eagle Ford. These deployments range in size (from 10 BBLS/day to 4,000 BBLS/day), water chemistry (in multiple industries including oil and gas, mining, power and industrial), and geography (including some cold and humid climates that would otherwise be unsuitable for conventional pond evaporation).
The near-airport location of Matrix can be considered an appropriate metaphor for the genesis of EcoVAP and founder Mike Patey, an aviation hall-of-famer, who has won multiple races in planes that he has designed, built, and flown. It is Patey’s aerospace, fluid dynamics, and mechanical engineering expertise that allowed him to invent the EcoVAP Evaporative Matrix technology. Some years ago, Patey’s stopover at an airport near a conventional evaporation pond led him to see the need for more efficient evaporation.
In 2017, EcoVAP launched its first full-scale Evaporative Matrix and recorded a 59 times evaporation rate versus the equivalent local pan rate for the area – and continues to exceed expectations in multiple climates. The Matrices are comprised of up to hundreds of thousands of identical, interlocking High Density Polyethylene (HDPE) panels that can be configured to any size versus the disposal need. A low-pressure pump periodically (10-15 minutes every two hours) saturates the wastewater over the Matrix, exponentially expanding the surface space of water-to-air. For Patey, using the HDPE media was the main goal and challenge. HDPE is the same basic media used for
“Daily water meter data indicate that the Evaporation Tower is 59 times more efficient in evaporating water than the approach relying on the surface water evaporation only.”
- Golder Associates; Water Balance and Validation Test Results, December 11, 2017
evaporation pond linings and is impermeable and resistant to just about any chemical and has a life expectancy of at least 50 years. Compared to the best-galvanized steel and specialty metals, it is a fraction of the cost and will never rust or corrode. However, the challenge of HDPE is that it is hydrophobic, meaning that water will bead and not adhere to the plastic, otherwise greatly reducing the water-to-air surface space. This is where Patey’s fluid dynamics and aerospace expertise comes into play, having designed each panel with a series of airfoils and diagonals to spread the water evenly over the entirety of the vertical and horizontal
surface space. With maximum coverage and minimum water thickness over the HDPE, the water-to-air surface space increases exponentially compared to a conventional evaporation pond.
To a lesser extent, the Matrices are configured to create self-generated wind, utilizing the differential of the colder water and the latent heat generated from evaporation, moving through a series of tunnels designed into each system. Finally, any sunlight will heat the black surfaces of the HDPE.
The EcoVAP Matrices can be constructed quickly and modularly deployed. To date, none of EcoVAP’s deployments have required additional regulatory approvals as there is no thermal heating or gas flaring that would result in CO2 emissions (and qualifying for CO2 credits) and no seismicity risk. Moreover, the land footprint is usually 40-60 times less than that of a conventional evaporation pond; thus, the catchment pond can be easily covered with a double lined bed with leak detection sensors and small fences and nets to prevent wildlife intrusion.
“EcoVAP’s Evaporative Matrix technology was unique in meeting Deep Blue’s goals of reducing costs and being environmentally sound. It has proven successful in our pilot area, and we are excited about its potential to add value across our system.”
- Scott Mitchell, CEO; Deep Blue
“In addition to using practically no energy, EcoVAP Matrices have practically no additional labor or maintenance capex. Generally, we recommend a simple drive-by inspection every few days, which can also be done remotely.”
- Jason Mendenhall, CEO, ECOVAP
EcoVAP’s maintenance cost is negligible as the system is naturally self-cleaning. Every time the tower is wetted, the solid build-up is washed away, irrespective of the wastewater chemistry, thus preventing scaling. When the wastewater is reduced to a thick slurry of about two to five percent of its original volume, it can be easily removed from a catchment with a vacuum truck or other disposal methods. Only the low-pressure pumps will need to be replaced once every two to four years.
While EcoVAP Matrix’s direct operating costs compare favorably to other disposal methods, it is the ability to locate right alongside the well-head that often saves the most money. The company’s first deployment in Texas was at a remote location that required over 50 miles of RT trucking. EcoVAP was able to deploy a smaller unit alongside the well, thus allowing the client to reduce its trucking volume by over 97 percent.
EcoVAP expects that its deployment and collaboration with Deep Blue is the first of many in the Permian basin. Given Patey’s love of flying, he expects many fly-by’s over the Midland Airport as a reminder of how it all started.
“This particular project required a significant amount of water across multiple facilities and crews – five million barrels of in-ground storage, 20 people across five treatment facilities, and 12 people across six water transportation crews,” he details.
As a result, Deep Blue was able to deliver nearly 600,000 bpd for this assignment – the equivalent of 25 million gallons per day (gpd) 24/7 for 20 days.
“These numbers help illustrate the scale of what we are accomplishing in every single project.”
In addition, Deep Blue has been working on another exciting recycling endeavor over the last year, in which it has collaborated with Premier Equipment to design and deploy new flotation cell technology.
Traditionally, generic equipment for recycled water is only capable of treating around 20,000 bpd per facility, despite the majority of
“WE’RE NOT JUST ANOTHER WATER MANAGEMENT COMPANY – WE DEVELOP, OWN, AND OPERATE INTEGRATED MIDSTREAM WATER INFRASTRUCTURE NETWORKS SPECIFICALLY DESIGNED TO MEET OUR CUSTOMERS’ EVOLVING NEEDS”
– SCOTT MITCHELL, CEO, DEEP BLUE
completions today often requiring hundreds of thousands of bpd.
Deep Blue’s new flotation cell can pre-treat up to 100,000 bpd with no increase in the amount of land required – five times the number of typical methods.
“Our initial unit has now been running for six months, and based on its success, we anticipate adding another unit this year,” Mitchell discloses.
Should this technology be
deployed across the entire Deep Blue system, it has the potential to drastically increase recycling volumes by reducing the time and space required for recycled water and eliminating the need for highcost facilities such as above-ground storage tanks.
“Projects like these are why we got involved in the industry; we want to enhance sustainability while improving efficiency and introducing cost savings,” he enthuses.
SUSTAINABLE SOLUTIONS
As a company deeply committed to maintaining ongoing, reliable water management in the Midland Basin, sustainability is deeply embedded in Deep Blue’s ethos.
Given the oil and gas industry’s historical reliance on fresh and brackish aquifers and subsurface water injections, the company recognizes a growing need for more sustainable methods to ease pressures on the region’s water resources.
“Right now, we run the largest commercial recycling system in the Midland Basin, processing up to 25 million gpd of water, which reduces our dependence on aquifers and eliminates the need for water disposal, positioning us as a leader in sustainable practices.”
Moreover, Deep Blue has plans to expand its sustainable capabilities in the coming months.
“We’re currently exploring
innovative techniques, such as enhanced evaporation, to further minimize our environmental impact,” he states.
As such, the company recently began field testing EcoVAP Evaporative Matrix technology, which can evaporate up to 60 times more water when compared to traditional methods used on ponds of the same size.
As this technology returns water to the hydrologic cycle in the form of water vapor, it significantly reduces the amount of water requiring disposal, which is especially useful in areas where injection-based disposal proves more challenging.
DESALINATION DEVELOPMENTS
Deep Blue is also pushing the boundaries of recycling with desalination, which involves treating water so it can be reused beyond the
oil and gas industry.
Trusted engineering, construction, and project management company, Bechtel Energy, recently launched a Low Energy Ejector Desalination System (LEEDS) to assist customers in advancing their environmental goals whilst preserving precious water resources.
Its recent partnership with Deep Blue, which saw it pilot LEEDS in the Midland Basin, promises a feasible, accessible, and sustainable desalination solution.
Results from Deep Blue’s initial field tests of LEEDS are promising, with the thermal desalination technology capable of turning highly saline, produced water – three to four times as salty as the ocean – into reusable, clean water.
“Simply put, we are taking a waste product from miles below the surface and turning it into fresh water,” Mitchell observes.
Providing safe and reliable solutions for Rotating Equipment since 1965
Could you introduce us to Premier Equipment Corp and provide an overview of its products and services, facilities, and where it is based?
Premier Equipment Corp (PEC) is a locally owned rotating equipment distributor and custom fabrication shop firmly rooted in Baton Rouge, LA. PEC offers dedicated sales, engineering, and service teams in Louisiana and Texas with our Baton Rouge, Houston, and Odessa locations. Our dedicated field service divisions perform preventative maintenance repairs and downtime failure analysis and repairs.
Premier represents industry-leading brands in pumps, air compressors, blowers, cooling towers, and epoxy grout. In conjunction with our sister company, Premier Control Systems,
PEC offers customers turnkey designbuild services on facilities in the oil and gas industry. Premier Control Systems offers full-service instrumentation and electrical (I&E) services with a custom panel shop, programming, and field service capabilities.
Following that, please tell us a bit about the company’s history.
In 1965, the Young family incorporated the business as J.A. Young and Associates. PEC was established in August 1992 in response to the growing need for rotating equipment reliability in the industrial sector. Since then, PEC has expanded its reach as a distributor and design-build firm serving the Gulf Coast region’s petrochemical and oil and gas industries.
Additional businesses founded by the Young family through the years:
In 1980, Filtration Services was established, providing the first filtration units (patented technology) consisting of filter presses for treating completion fluids. Filtration Services was sold to Baker Hughes Sand Control in 1983.
In 1992, SAFE Inc. was incepted. SAFE Inc. was an oilfield waste disposal company in Mobile, Alabama, which handled drilling waste from ExxonMobile, Chevron, and Texaco for the Mobile Bay Gas field.
In 1995, Unicel Inc. was founded. The company provided an oil water separator system, producing worldwide water clarification. It is a vertical singleinduced gas floatation system (patented
technology). Unicel Inc. was sold to Cooper–Cameron in 2005.
In 2005, Premier Control Systems began as a full-service instrument and electrical company. With Premier Equipment and Premier Controls, custom-engineered packages are provided with mechanical and electrical work completed in-house.
What industries does Premier Equipment Corp operate in, and how important are client relationships to the company?
PEC has a diversified business selling equipment and services to plants along the Gulf Coast and fields in West Texas. The different requirements and deliverables of the varying industries make for a challenging project management process, as each industry has unique standards, regulations, and expectations that must be met. This complexity requires a tailored approach to address all specific needs while maintaining efficiency and quality across all deliverables. PEC handles this with regular and transparent communication. Transparency allows us to develop strong long-term relationships like the one with the principles of Deep Blue Midstream, which has lasted over the years with multiple companies.
PEC realizes that customer relationships are the backbone of our business. Loyal customers are not only repeat customers; they bring tremendous value in recommendations, referrals, and overall brand awareness. PEC has been fortunate to work with many great customers over the years, which has been a key factor in our growth and success. Each partnership has provided unique insights and challenges, allowing us to refine our processes, innovate our solutions, and better understand the diverse needs of different industries. These collaborations have helped us expand our capabilities and fostered lasting relationships built on trust, mutual respect, and shared goals. We are deeply grateful for our customers’ trust and remain committed to delivering exceptional value in every project we undertake.
What are Premier Equipment Corp’s innovative approach and state-of-theart solutions?
PEC’s primary business is built on sales and packaging of well-known rotating equipment and electrical brands. Over the years, we have introduced multiple innovative ways to treat water and
solids in various industries. This year, PEC completed a pilot project with Deep Blue Midstream on a water-treating unit. The unit was tested to remove oil, grease, and other suspended solids from produced water in one of Deep Blue’s recycling facilities. The test results from the pilot were successful, and PEC is installing another unit for Deep Blue for long-term operations. We feel this unit can change the way produced water is treated in a smaller footprint, increasing efficiency, tank storage requirements, and less day-to-day manpower.
Are there any advantages and values associated with being a family-owned and operated company?
We are all in business to make money, but our family-owned business’s atmosphere and decision-making process are very different from those of a large corporation. The work environment is more familial, with many employees working for our company for 20+ years. The decision-making process with our small management group allows us to be nimble in the fast-moving project environment of the petrochemical and oil and gas industries. Our flexibility and willingness to think outside the box can help optimize and reduce lead times for customers. Coming from Corporate America, the ability to make decisions quicker gives us a huge advantage over
larger companies. As a diverse mediumsized company, PEC also has the unique ability to complete most of the proposed work in-house, thus significantly reducing the cost while managing the entire scope of the project to give you a single point of contact.
What, would you say, differentiates Premier Equipment Corp from the competition?
No company is perfect, and challenges are inevitable in any business. What sets us apart is how we handle those issues when they arise. We believe in addressing problems head-on with honesty, transparency, and a commitment to finding solutions that align with our customers’ goals. Our approach is to listen carefully, assess the situation thoroughly, and work collaboratively to resolve any concerns promptly. By maintaining open communication and focusing on continuous improvement, we learn, adapt, and emerge stronger together, even when things do not go as planned.
Contact Name: Miles Torregano Office Number: 225-755-2240
Email: mtorregano@premierequiptx.com Websites: www.premierequipla.com www.premiercontrolsystems.com/ Social Media: www.linkedin.com/company/ premier-equipment-corp-inc-/
Once fresh water has been successfully generated, it can be used to supplement or displace fresh water used in many industrial, municipal, or agricultural processes.
This is an exciting, longer-term solution, but one that will take years to
STRATEGICALLY LOCATED
build and integrate at full scale across Deep Blue’s existing system.
“We’re proud and excited about our sustainable initiatives and are confident they’ll play a key role in the future of water management – not just for us, but for the entire industry,” he prides.
Deep Blue’s strategic location in the Midland Basin is part of the larger Permian Basin – the US’ most abundant oil-producing region.
Processing hydrocarbons for around 100 years, the Permian Basin is formed of a complex sedimentary system primarily located in the resource-rich MarathonOuachita fold belt in Texas.
Over the past decade, it has seen the implementation of advancements such as hydraulic fracturing, horizontal drilling, and completion technologies, which have contributed to the basin supplying more than 35.6 billion barrels of oil and 125 trillion cubic feet (cbft) of natural gas as of January 2020
Covering approximately 86,000 square miles (sqmi) and encompassing 52 counties across New Mexico and Texas, the Permian Basin is divided into three main sub-regions:
• Midland Basin
• Central Basin Platform
• Delaware Basin
As a result of Diamondback and Five Point Energy’s recent JV, Deep Blue is now the largest independent water infrastructure platform in the Midland Basin, with substantial excess capacity in place to secure continued growth.
OWNER OPERATOR
Both owning and operating its integrated midstream water infrastructure provides Deep Blue with a distinct advantage in today’s rapidly evolving energy landscape.
As the industry has grown, scale and flexibility have become more important than ever.
“We’ve seen a major increase in demand from E&P companies for water supply and takeaway services. Meeting this demand requires infrastructure that’s both robust and adaptable – something smaller systems often struggle to deliver,” Mitchell reports.
As such, smaller E&P-owned commercial systems are beginning to struggle to keep pace, often lacking the capacity and integration needed to handle today’s development practices, leading to constraints on water management.
What sets Deep Blue apart in this sense is its scale. By consolidating smaller systems into its large, integrated network, the company is able to offer more reliable and flexible services at a lower cost.
“Our extensive network allows us to quickly adjust to changing demands, ensuring water services are delivered exactly when and where they’re needed,” Mitchell confirms.
This not only gives Deep Blue’s customers confidence that their needs will be met but also frees them up to focus on their core business.
“Our integrated approach positions us to meet the industry’s increasingly complex needs more effectively. We’re committed to providing a topnotch service while keeping costs down – a clear advantage that helps our customers succeed and remain competitive in the market.”
PROGRESSIVE PARTNERSHIPS
In addition to the independent operation of its Midland Basin infrastructure, Deep Blue is also supported and driven by strong
Redefining Excellence in PVF Distribution Milford’s Strategic Evolution
Over the last half-decade, Milford Companies has undergone a significant and purposeful transformation. Following the divestiture of its pipeline construction division in 2021, Milford redefined its business model to become a leading force in the PVF (Pipe, Valve, and Fitting) supply industry, with a specialized focus on polyethylene pipe, fusion equipment, and related technologies.
Chase Brown, President of Milford, often encapsulates his guiding philosophy with the quote, “Success is never owned; it’s rented, and the rent is due daily.” This philosophy drives Milford’s customer-focused approach, which is central to the company's continued success.
Milford’s role as a key supplier for Deep Blue, a leader in sustainable water management, highlights its commitment to providing top-tier polyethylene pipe solutions. This collaboration supports Deep Blue’s mission to create environmentally responsible water infrastructure, particularly in the Midland Basin, a critical area for U.S. energy production.
In recent years, Milford has significantly broadened its supplier network and strengthened existing partnerships. The company’s strategic buyout in 2023 further positioned them for growth by integrating with Winsupply, a family of companies that includes more than 650 Win-branded and regional wholesalers across the United States; service companies for business support and sourcing; and Winsupply Inc., enabling Milford to capture a larger share of the U.S. market and further advocate for fusible plastics over legacy piping materials.
Milford’s industry achievements have been widely recognized. In 2023, the company received the President’s Award from McElroy Manufacturing, an honor given to only a
few companies worldwide. Additionally, Milford earned a Leadership Award from the Alliance for PE Pipe for innovative trenchless HDPE pipe installation, in partnership with San Antonio Water System (SAWS).
“Success is never owned; it’s rented, and the rent is due daily.”
Milford has also become a significant player in the municipal sector. It secured the annual contract as the primary HDPE pipe supplier for SAWS and won multi-million-dollar material bids across Oklahoma, Texas, and New Mexico, demonstrating its strong reputation and proven track record.
Backed by Winsupply, Milford Companies continues to reach new milestones and set increasingly ambitious goals. It expects to achieve them through its experienced, knowledgeable, and dedicated team members, who are focused on strategic growth through customer-focused excellence.
Milford is honored with the President’s Award at McElroy’s annual conference.
partnerships, which are ultimately considered to be the backbone of the company’s success.
Deep Blue stands on three pillars: strong management, the right strategy, and key partners – such as its ongoing relationships with Five Point Energy and Diamondback.
A leading private equity firm focused on building businesses within the environmental water management and sustainable infrastructure sectors, Five Point Energy brings deep knowledge of energy, midstream, and water management to the table, as well as a proven track record of success and commitment within the Permian Basin.
“Five Point Energy’s reputation for reliability speaks volumes,” Mitchell reflects.
As for Diamondback, a proven dynamic leader amongst large E&P companies, it has supported Deep Blue by providing water assets as part of the 2023 JV, whilst it continues to contribute water volume to the company’s system in the long term.
“This contribution allowed us to start on a significant scale and continues to confirm our efficiency and reliability to others,” Mitchell divulges.
Further to Deep Blue’s historical
“WE’RE NOT JUST ANOTHER WATER MANAGEMENT COMPANY – WE DEVELOP, OWN, AND OPERATE INTEGRATED MIDSTREAM WATER INFRASTRUCTURE NETWORKS SPECIFICALLY DESIGNED TO MEET OUR CUSTOMERS’ EVOLVING NEEDS”
– SCOTT MITCHELL, CEO, DEEP BLUE
and ongoing partnerships, the company continues to make new acquisitions, such as that of Lagoon Water Management’s system.
Having been built recently, the system sits beside Deep Blue’s in one of the busiest parts of the Midland Basin. When Deep Blue acquired the lagoon at the end of May 2024, it was able to expand its network by over 100 miles as a result, including water gathering and delivery pipelines alongside other valuable assets.
“This move didn’t just broaden our reach – it brought in new customers and deepened our relationships with current ones,” Mitchell recalls.
By boosting capacity, reliability, and flexibility as it has done with the Lagoon acquisition in this critical area, Deep Blue has been able to elevate and expand its service offerings.
FUTURE REFLECTIONS
Looking to the future, Deep Blue regards its continued growth through a specific lens – to inform its priorities, goals, and targets, the company contemplates how best to serve customers and move forward sustainably, thus allowing it to serve more people.
“We always want to improve our services, add more customers, and expand our relationship with them,” Mitchell imparts.
Deep Blue sets out to achieve this by increasing its recycling capacity, saving costs through improved efficiency, and deploying new, proven technologies, all of which simultaneously enhance sustainability.
As such, the company carefully selects priorities that work together in a cycle of continuous improvement.
PROLIFIC PARTNERS
In September 2023, Diamondback and Five Point Energy entered a strategic JV, which has since positioned Deep Blue as a prolific oil and gas player in the Midland Basin and wider Permian Basin, with each company individually contributing important attributes:
• FIVE POINT ENERGY – Founded by industry members with an interest in investing, building, and running midstream infrastructure companies, Five Point Energy’s overall strategy involves buying and building assets, creating companies, and growing them into sustainable enterprises. Backed by firstclass management teams and leading E&P partners who have contributed valuable industry expertise to Deep Blue’s burgeoning activities, Five Point Energy’s historical oil and gas acquisitions have proven highly successful.
For instance, growing the business adds water and capacity to the system which, in turn, makes the company more reliable, flexible, and cost-effective for customers.
“Our results attract more customers, and the cycle continues to build upon itself,” he claims.
• DIAMONDBACK – Texas-based Diamondback is involved in the exploration and development of unconventional oil and gas reserves, primarily in the Permian Basin. The company’s operations are anchored around the five core values of integrity, leadership, excellence, people, and teamwork, setting a high bar for its industry interactions with the likes of Deep Blue.
In addition, as part of the JV, Diamondback is set to dedicate 15 years of its produced and supplied water to Deep Blue, whilst both Five Point Energy and Diamondback will collectively contribute $500 million to fund future projects.
In terms of overall goals, Deep Blue’s is simple: to create long-term value by addressing the growing demand for efficient and reliable water management.
As water continues to be a critical resource for every industry across the US and beyond, Deep Blue leads the charge in delivering innovative, sustainable solutions.
“We’re not just another water management company – we develop, own, and operate integrated midstream water infrastructure networks specifically designed to meet our customers’ evolving needs.”
At Deep Blue, water management is about more than just infrastructure –it’s about innovation.
The company is continually developing advanced technologies, from desalination to enhanced evaporation, to promote sustainable water reuse and disposal,
technologies designed with unique features to ensure their effectiveness and sustainability.
In this way, Deep Blue’s customers gain access to unparalleled expertise, cutting-edge infrastructure, and a relentless commitment to sustainability and efficiency.
“As industries evolve and water becomes even more critical, we’re here to ensure our customers are aligned with the right partner for the future and that they thrive,” Mitchell concludes.
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Lythix Engineering’s mission is to partner with our customers to educate and help them succeed with all their power needs. We offer turnkey solutions for UAV inspections and complete design and engineering solutions for powerline and transmission. With a combined 300+ years in the oil and gas industry, our team brings expert knowledge to the projects and companies we serve.
As a small, focused firm, we remain grounded in integrity and honesty in all business relationships. We understand that no customers’ needs are identical, so we work hard to provide customized products for the industry to meet our clients’ diverse growth plans.
To know us is to know where we come from, starting with our name! Dark Horse – a candidate or competitor about whom little is known but who unexpectedly wins or succeeds. We understand you have a choice. However, taking a risk on the underdog can reap great rewards. During our time in business, we have had the opportunity to focus on developing efficiencies that are unexpected and unmatched in this industry to help get our customers to be the exacta across the leader board. We are here too double-down on business in an unconventional way.
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LEADERS
LEADERS IN BLASTING
Yuri Alexandre, CEO, tells us why Castonguay Blasting is wellpositioned to take on the industry as a leader in drilling and blasting for the mining and construction sectors
Writer: Jack Salter
Project Manager: Lauren Robinson
Being from Quebec, I feel the industry is ours to develop.”
There are many business opportunities in Canada for anyone willing to work hard and be creative, according to Yuri Alexandre, CEO of Castonguay Blasting (Castonguay). Indeed, the country is privileged to be sitting on numerous natural resources and critical minerals strived for by many around the world, now and in the future.
Yuri Alexandre, CEO
“Our advantage, being local, is that we know our environment such as the terrain, weather, culture, and communities. I feel we are well positioned to take on the industry,” affirms Alexandre, who has been with the company for 10 years.
Founded in 1971 in the city of Sherbrooke, the company now offers turnkey drilling and blasting, along with explosives supply and technical services, to the mining and construction sectors, leveraging its 50+ years of experience in the field.
Across its active offices in Quebec, Ontario, Newfoundland, and Labrador, as well as South America, Castonguay employs around 300 people who are at the core of the company and commended by Alexandre as some of the best in the industry.
“We have built an internal team of engineers, technicians, and operators that specialize in what we do. This allows us to offer the best
practices and technical approaches to our customers, apply the highest standards, and respect industry laws and regulations,” he informs us.
“Our company has always been good with people, and as a result, we have multiple staff members with a long history at Castonguay. For example, one of our employees celebrated 39 years of loyal service this year!”
SAFETY, RESPECT, QUALITY, AND EXCELLENCE
Complemented by a fleet of 65 drill rigs and bulk explosives delivery equipment adapted to large mining and quarrying appliances, Castonguay fulfills multiple customer demands and delivers high-quality results.
“Our above-average standards and core values of safety, respect, and quality make us leaders in our field,” acclaims Alexandre.
The former is achieved through
ENVIRONMENTAL EFFORTS
Active both in Canada and abroad, Castonguay cares about protecting the environment and works hard to preserve it by keeping its impact to a minimum.
To do so, the company favors biodegradable products, prioritizes the use of fuel-efficient equipment, ensures dangerous substances are handled and disposed of efficiently, and complies with dust emission standards, vibration limits, and the control of projections during its drilling and blasting operations.
Operating safely and responsibly is key to the success of Castonguay. Following legislative requirements as well as its own environmental policies, the company ensures the preservation of valuable resources.
Castonguay’s environmental objectives:
• Lower its carbon footprint
• Prevent spills
• Employee awareness training
• Minimize waste
• Efficient use of resources
• Environmental reporting and compliance
• Paperless technologies
rigorous health and safety training and the application of regional government standards and regulations in the workplace, which prevent harm to both employees and surrounding communities.
Castonguay also does its best to keep the use of dangerous substances to a bare minimum, pinpoint and eliminate risks, and respond adequately in case of an emergency or accident.
“We are accountable in regard to safety and production commitments and take a lot of pride in servicing our customers well, being comprehensive, and reacting quickly to their requests,” Alexandre smiles.
Respect is given to employees and clients by offering the best working conditions and solutions, whilst suppliers are likewise respected through honest and fair business transactions.
Quality and excellence, meanwhile, have been synonymous with
CAREERS AT CASTONGUAY
Respect and pride are fundamental values in Castonguay’s relationship with employees, clients, and suppliers.
The company offers its people a sound, stimulating, respectful, and rewarding work environment where autonomy and excellence are highly valued.
A number of jobs make up the company’s workforce, including blasters, who make sure to closely follow plans and specifications and, along with other members of the team, pay very close attention to health and safety matters on the worksite.
Drillers, meanwhile, conduct drilling operations in the northernmost regions of Canada and participate in large-scale mining projects abroad, whilst Castonguay’s mechanics are offered the means and tools that allow them to perform work its competitors can only dream of, whether indoors in one of the company’s workshops or outdoors directly on-site.
Well aware that mutual help and support are two key components of a project’s success, Castonguay also offers advantageous pay and a collaborative work environment to its vital office staff working in accounting, purchasing, engineering, and human resources.
As success is synonymous with Castonguay, it looks for staff members who value their work and are prepared to offer services that meet the expectations of clients.
NORTH AMERICA OUTLOOK: WHAT TRAITS DO YOU LOOK FOR IN AN EMPLOYEE?
Yuri Alexandre, CEO:
“Sometimes our industry can be tough, so we need people who approach problems with a positive attitude and are always in solution mode. It is much better to have fun when you work; it makes it easier.
“We need people who are not afraid to roll up their sleeves and do the work. From the field up to management, we need people with grit who are not scared and love hard work.
“We look up to people who treat others with respect and who have integrity. It defines who we are and showing these values builds trust with others.
“Take pride in who you are and what you do. We spend a lot of time at work in our lives, so we better be proud of what we do and accomplish.”
“OUR CUSTOMERS KNOW THEY CAN DEPEND ON US FOR RELIABLE DRILLING AND BLASTING SERVICES, AND MORE RECENTLY, EXPLOSIVES SUPPLY”
– YURI ALEXANDRE, CEO, CASTONGUAY BLASTING
Castonguay for over half a century, be it drilling and blasting services or, more recently, explosives supply.
Using proven methods and stateof-the-art equipment, the company offers clients superior quality results, whatever the project type or scope, as well as excellent customer service.
AREAS OF GROWTH
Quebec is a big growth market for Castonguay, who recently signed an agreement in 2020 with US explosives manufacturer, Austin Powder, to
become their exclusive distributor for the province.
Since then, the company has increased its fleet of bulk delivery equipment every year and tackled two turnkey mining contracts, in which it delivers full drilling and blasting services as well as 100 percent of the explosives.
“We also provide these services in the aggregates industry, where we offer both rock-on-ground services as well as direct explosives sales to customers,” Alexandre adds.
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CASTONGUAY SERVICES
MINING – In open pit mines, taking advantage of the ore’s grade and avoiding excessive dilution are complex tasks that require the intervention of drilling and blasting experts.
Having worked closely with many mining companies worldwide, Castonguay’s team of specialists has acquired highly specific knowledge in this field.
Combined with one of Canada’s most important equipment fleets, this expertise allows the company to easily adapt to production variations and unpredictable weather conditions.
In short, Castonguay is capable of tackling short timeframes and complex projects, making it a leader in the field of open-pit mining.
QUARRIES – Castonguay always works closely with quarry operators, thus making sure that the material’s fragmentation is appropriate, the quarry is blasted in the most efficient way, and laws and regulations are respected.
Over the years, its methods have been adapted to meet the demand for work near populated areas. The company offers internal technical services and uses technologies such as blasting software, drones, deviation measuring devices, seismographs, and more to monitor blasting activity and ensure every blast is safe and optimized.
CIVIL ENGINEERING – Whether it be major hydroelectric projects, construction of mining infrastructure and site leveling, or piping system installations, Castonguay undertakes a wide range of civil engineering works.
To date, these projects have been successful and proven the top-of-line quality of the products and services provided by Castonguay, who plans to continue to grow this portion of the business in the coming years.
“We feel there is a place for us in the market. We are not only an explosives distributor but also an explosives user; we know what the customer needs,” states Alexandre.
Castonguay’s relationships with the likes of Austin Powder, as well as Sandvik and Epiroc for drilling equipment, are based on respect, communication, transparency, and continuous improvement.
“They are our main suppliers and part of our success, and we believe we are a good customer for them.
“The relationships we maintain are extremely important to us. It is also vital to communicate this to employees to ensure a culture of respect and communication is maintained at all levels,” Alexandre emphasizes.
“OUR ADVANTAGE, BEING LOCAL, IS THAT WE KNOW OUR ENVIRONMENT SUCH AS THE TERRAIN, WEATHER, CULTURE, AND COMMUNITIES. I FEEL WE ARE WELL POSITIONED TO TAKE ON THE INDUSTRY”
– YURI ALEXANDRE, CEO, CASTONGUAY BLASTING
SIGNIFICANT INVESTMENT
The company recently renewed its fleet of drilling equipment with a significant amount of investment into the latest technologies.
On various customer sites, Castonguay currently operates drills equipped with GPS positioning technology, remote operation capabilities, autonomous functions, and pressurized cabins.
This, along with a fleet of exclusive drilling rigs built in-house, allows Castonguay to access rough terrain and still be capable of drilling large diameters using down-the-hole technology.
These rigs are mainly used for the development phases of mining projects where accessibility is a
challenge and ore dilution is critical.
“We will keep investing in explosives delivery equipment, drilling rigs with the latest technologies, and our company culture to attract and retain top talent,” Alexandre tells us.
Developing and improving the business with top talent and equipment is Castonguay’s key priority for the rest of 2024 and beyond.
“We want to add more explosives delivery equipment to our fleet in order to grow in this sector. We also look forward to mastering new technologies and using them to their full potential; our goal is to stay ahead in our industry and benefit our customers,” he concludes.
In doing so, Castonguay will need to find ways to be cost-effective
and keep the industry profitable as it contends with high inflation and increasing operating and capital expenses.
Tel: 705 693-3887
Fax: 705 693-3854
castonguay.ca
7/24
Covering
POWER ON
Powering the progress that the electrical industry needs is no simple task; it takes a team of dedicated and structured individuals to propel meaningful innovation that raises the bar for the future.
This is precisely what drives Lighthouse Electric Company, Inc. (Lighthouse Electric) to lead the way in the ever-growing, ever-changing electrical construction industry.
By pushing further, working harder, and solving smarter, the company has set itself apart through its system powered by a collective of specialists, forward-thinking clients, and partners from other disciplines.
Having been founded in March 1984 by Tony Mikec and his sons Mark, Neil, and Todd, Lighthouse Electric’s first contract was from a neighbor who commissioned the team to install new lighting for a local church parking lot.
Since then, the company has not only grown exponentially in numbers but also across state lines and in measure of success.
It has solved for and implemented some of the most technically challenging projects in the Eastern US and has become a leader in the electrical, technological design, and construction industries.
“We work with clients in many industries, including data centers, battery plants, healthcare, manufacturing, sports arenas,
From healthcare and transportation to mission-critical and commercial projects, Lighthouse Electric Company, Inc. has proudly powered it all. We speak to several of the company’s leaders about its humble origins and visions for an electrifying future
Writer: Lauren Kania
Project Manager: Kierron Rose
universities, and many others,” introduces Karyn Ward, Executive Coordinator.
In addition to offering electrical construction and pre-construction services, the company has a service and accounts team that provides tenant services and improvements alongside commercial and industrial troubleshooting, service upgrades, and certified technicians in low voltage, electric vehicle (EV) charging, infection control risk assessment (ICRA), and certified healthcare compliance (CHC).
Lighthouse Electric prides itself on being a leader in progress and innovation. Its upper management empowers employees to create standards and processes that allow the company to hire and scale quickly, gather and organize large amounts
of changing job data, and create impressive, high-quality, complex prefabricated assemblies and data package deliverables.
“We have always had a drive and directive from top leadership to be innovative, invest in our people and processes, and ask how we can accomplish goals rather than come up with reasons why we can’t,” asserts Matthew Dole, Director of Workforce Development.
RAISING THE BAR
Dole began his construction career in 2007 after a friend connected him with a small electrical contractor.
He swiftly found his passion within the industry and embarked on various roles before deciding to join the International Brotherhood of Electrical Workers (IBEW) labor union, which allowed him to grow even further within the sector.
“I have progressed from apprentice
“WE HAVE ALWAYS HAD A DRIVE AND DIRECTIVE FROM TOP LEADERSHIP TO BE INNOVATIVE, INVEST IN OUR PEOPLE AND PROCESSES, AND ASK HOW WE CAN ACCOMPLISH GOALS RATHER THAN COME UP WITH REASONS WHY WE CAN’T”
– MATTHEW DOLE, DIRECTOR OF WORKFORCE DEVELOPMENT, LIGHTHOUSE ELECTRIC COMPANY, INC.
to journeyman to foreman. Since then, I have had the opportunity to hold multiple office positions, including Planning Layout and Design Specialist, Construction Design Manager, and now, Director of Workforce Development,” he explains.
Throughout his entire career in electrical contracting, Dole has found the industry to be one of constant excitement and innovation, ensuring that one never grows bored or becomes idle.
Currently, the world of electrical contracting and construction is at a pivotal stage, with it being an optimal time for individuals to consider a long-lasting and rewarding career in the trade.
“Your standard college degree no longer guarantees high-paying jobs as they used to, and the cost of a fouryear education is astronomical,” he informs.
Our mission is to be the single best partner for contractors whenever they build
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• Electrical fasteners in stock
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• Providing products to meet:
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NORTH AMERICA OUTLOOK: WHAT IS THE PRIMARY OBJECTIVE OF YOUR SUPPLY CHAIN TEAM?
MARK WISNIEWSKI, DIRECTOR
OF SUPPLY CHAIN: “Our supply chain team reduces the total cost of installation, which requires strong, collaborative relationships.
“In practical terms, this involves working closely with distributors who store, prepare, and kit materials before they arrive on the job site. Additionally, commitment to our distribution partners enables us to secure competitive pricing and high levels of service, which we can then leverage as we expand into new markets.
“We often invite key suppliers to work directly from our office, further strengthening these crucial partnerships.”
“The shortage of available labor in the trades and technical innovation, which is picking up speed in the industry, has set the stage for an alternate path to success that doesn’t include starting your career buried under college debt.”
This prime opportunity is highlighted through Lighthouse Electric’s vast employee base of over 600 dedicated and hard-working individuals.
Ultimately, the company works to pursue excellence, integrity, and innovation through its diverse and supported team, where individuals are encouraged to harness the power of their unique skill sets.
POWERED BY A COLLECTIVE
Over the course of Lighthouse Electric’s proud 40-year history, it has embarked on a variety of projects that continually showcase the company’s expertise and desire for ongoing creative innovation.
Specifically, Dole has participated in planning, modeling, and installing thousands of prefabricated electrical assemblies on multiple mega-scale
projects, with multiple high-profile data centers and EV battery plants being some of the developments he is the proudest to have been a part of over the years.
“When working in the field, I had the opportunity to personally install many of the systems in The Tower at PNC Plaza in Pittsburgh, Pennsylvania (PA). Whenever I drive by that building, I can see the light fixtures I helped to install; that is a great feeling,” he prides.
Some of the projects that Lighthouse Electric has successfully completed and unveiled include the New Stanton Amazon Fulfillment Center, the Cardinal FOH, the Cleveland Clinic Foundation Lerner Research Institute, the University of Pittsburgh Medical Center (UPMC) Presbyterian Heart and Vascular Institute, the BlueOval SK Battery Park, and Pittsburgh International Airport.
“These projects represent the best of what we have to offer in terms of innovation, impact, differentiation, strategic importance, and employee engagement,” comments Andy Hatcher, Director of Business Development and Marketing.
LIGHTHOUSE ELECTRIC THROUGH THE YEARS
1984 – Lighthouse Electric was founded by the Mikec family.
1988 – The company’s first major school installation takes place at Peters Township Middle School.
1992 – Corporate office is established in Canonsburg, PA.
1998 – PNC Firstside Operations Center marks the company’s first large project in Pittsburgh.
2006 – The company enters its first data center project with Holder Construction.
2007 – United Hospital West Virginia marks the company’s first large healthcare project.
2011 – SCI Benner Prison construction begins as the company enters the designbuild marketplace.
2012 – Lighthouse Electric tops 600 electricians on-site while working on ATI’s new hot strip mill.
2016 – The company’s first logistics facility opens with plans to begin off-site fabrication.
2017 – Henrico Data Center construction marks the company’s first significant joint venture.
2022 – Lighthouse Electric corporate office moves to Southpointe, PA.
2022 – The company moves to its current 130,000 sqft fabrication facility and opens its first branch office in Richmond, PA.
2023 – Lighthouse Electric opens its second branch office in Columbus, Ohio.
“They serve as a key part of Lighthouse Electric’s success story and help to position ourselves for future growth.”
Pittsburgh International Airport was a particularly exciting project that sought to construct a modernized and adaptable terminal to allow for greater ease and more rapid access to the passenger journey.
The new 815,000 square foot (sqft) structure, anticipated to open in 2025, will consolidate check-in, ticketing, security, and baggage operations into one connected facility.
The electrical scope involved work comprised of medium voltage primary distribution, main distribution throughout, branch distribution, all LV raceways, front and back of house lighting, lightning protection, emergency generation, green space outdoor lighting, new baggage handling facilities, new departures, arrivals, ticketing, TSA checkpoints, and core and shell for retail concessions.
POWERING A BRIGHT FUTURE
Lighthouse Electric is a true champion of its people, recognizing that they are the driving force that powers the company’s success.
Through collaboration, candor, and constant communication, its team is able to identify efficiencies and solve problems in the early stages of a project, easing its transition into the field for fabrication and completion.
“I encourage people to take ownership of their tasks and keep me up to date on their progress so I can help with any possible roadblocks to their success. When people have great ideas or accomplish a goal, I try to recognize and celebrate that success with them,” expands Dole.
Collective capability is what sets the company’s workforce apart from the rest. By working together, it can truly harness the power of a conglomeration of unique individuals, skill sets, and combined years of unparalleled experience.
Equally as important as a communicative and well-rounded environment for employees to thrive is a safe workspace that ensures individuals can return home each day in the same, if not better, condition than they arrived in.
“The safety of our employees is our most important priority,” states Greg Tarosky, Director of Safety.
“Our safety culture is based on a practical approach that looks beyond the minimum regulations. We believe that in order to have a positive input, the methods, procedures, tooling, and training must be fully understood down to the smallest detail.”
To achieve these stringent standards, the company utilizes standard operating procedures (SOPs) created by top field installers.
Additionally, in conjunction with the efforts of its pre-construction planning department, prefabrication aids the company’s employees who take the materials to their final
installation.
Ultimately, the business is attempting to eliminate steps in the procedure that can potentially create hazards within its planning processes.
As Lighthouse Electric looks ahead towards a further 40 years of success and expansion, it will continue to couple innovative thought with calculated, collaborative execution, cementing itself as a leader in the electrical and technological design and construction industries.
We return to Turner Construction, whose Vice President and General Manager, Stuart Smith Jr., tells us how the company is proactively expanding its market presence and supporting local organizations
Writer: Lucy Pilgrim | Project Manager: Michael Sommerfield
Historically experiencing a number of fluctuations, the Canadian construction industry has remained comparatively stable over the last year.
Although many market areas have experienced reduced activity, such as the commercial market across Toronto, other sectors have continued to flourish, including critical facilities and data centers, higher education and life sciences projects, as well as the nation’s healthcare industry.
Following this trend, the construction sector has also witnessed a significant push toward the creation of affordable housing to support communities across Canada, and in the Ontario area in particular.
“Our biggest focus remains on building the next generation of craft labor and trade contractors within the market, ensuring that labor is available
to keep pace with scaling housing projects and increased market demands,” introduces Stuart Smith Jr., Vice President and General Manager of Turner Construction (Turner), an industry-leading construction services company operating across Canada and worldwide.
Established in 1902, the business was founded on the core values of teamwork, integrity, and commitment, which still drive Turner today.
“As the business has grown over the past century, we have really made an effort to evolve and learn from the market and community, and evolve the company,” insights Smith.
Indeed, central to Turner’s growth is its focus on actively caring for the local areas where it works, which has guided the company philosophy over the last seven years, relating to areas of engagement, culture, and diversity,
equity, and inclusion (DEI).
More recently, Turner has also had a strong grip on its environmental, social, and governance (ESG) practices, further cementing its role as a frontrunner in the international construction industry.
“We want to transform the industry landscape to be the best possible place for people who want to be a part of it, building long-lasting careers,” he affirms.
STRENGTH IN UNITY
Over the past year, Turner has increased its presence across critical facilities and advanced manufacturing markets in Europe thanks to the completion of a diverse and strategic acquisition.
Through a collaboration with parent organizations Hochtief and HCS Construction, Turner recently finished a transaction for the acquisition of Doran Consulting, an Irish civil and
structural engineering consultancy agency that operates across the European critical facilities market.
The company’s drive and growth strategy are further bolstered by the merging of Turner’s two sister companies, Flatiron Construction and Dragados.
The unity between the two organizations will be headed by Turner’s President and CEO, Peter Davoren, who will become the new entity’s Chairman for North America.
“The combined entity will be the leading civil contractor in the region, which is a huge asset for us, particularly as we look more toward larger infrastructure and advanced manufacturing initiatives holistically,” expands Smith.
Elsewhere, the company is fortunate enough to be highly active in the data center and life sciences markets, showcased by a plethora of amazing, recently completed projects.
For example, Turner completed the conversion of a commercial space into a Level 2 biomedical lab in collaboration with the University of Toronto and Canderel, one of Canada’s largest commercial and residential developers.
This particular venture proved to be a leading-edge project, as the company innovatively transformed a space so that it could be efficiently used by a renowned teaching institution.
Additionally, Turner continues to pursue different strategies to expertly utilize mass timber to support the affordable housing market, whilst also creating a sustainable environment and giving back to the community.
BUILDING TODAY, TRANSFORMING TOMORROW
Demonstrated by its most recent projects, Turner is devoted to transforming the industry whilst also
actively caring for its people and sustaining the planet.
These values continue to be equally as important as the company’s founding ethos of teamwork, integrity, and commitment.
“If we can make a positive difference to the lives of people in the local communities where we work, and marry that with our industry, we will continue to create generations of construction workers who will support growth and become leaders for the next generation,” emphasizes Smith.
This is most aptly shown by the company’s community engagement projects across Toronto, its work with a local dog guide organization being a particular standout.
“An opportunity was presented to us to be a part of the construction of a national dog guide training facility for the Lions Foundation of Canada Dog Guides. As a result of the project, the organization will be able to deliver over 300 support dogs a year,” explains Smith.
FAQ Better Built Containment Solutions for Data Center Construction
1. What are the key benefits of using Tate's containment solutions for data center construction?
Tate's containment solutions offer enhanced cooling efficiency, improved energy savings, and optimized airflow management in data centers. These benefits help maintain consistent temperatures, reduce energy consumption, and ensure reliable operation of equipment. Additionally, their modular design allows for easy integration and scalability.
2. How do Tate's containment systems improve energy efficiency in data centers?
Tate's containment systems improve energy efficiency by preventing hot and cold air from mixing, which enhances the effectiveness of cooling systems. This targeted airflow management reduces the need for excessive cooling, leading to significant energy savings. By maintaining optimal operating conditions, these systems also extend the lifespan of equipment.
3. What types of containment solutions does Tate offer for data centers?
Tate offers various containment solutions, including hot aisle containment (HAC) and cold aisle containment (CAC). These solutions are designed to fit different data center configurations and cooling strategies. The company provides both standard and custom solutions to meet specific operational needs and enhance data center performance.
4. How do Tate's containment solutions contribute to the overall reliability of a data center?
By ensuring effective airflow management and maintaining consistent temperatures, Tate's containment solutions enhance the reliability of data centers. These systems prevent overheating, reduce the risk of equipment failure, and contribute to stable and continuous operation. Reliable cooling helps in protecting sensitive equipment and maintaining optimal performance.
5. Can Tate's containment solutions be customized to fit specific data center requirements?
Yes, Tate's containment solutions can be customized to meet specific data center requirements. They offer flexible designs that can be tailored to different room sizes, rack configurations, and cooling needs. This customization ensures optimal performance and integration with existing infrastructure.
For more information or to connect with one of our sales representatives, please visit www.tateinc.com or call us at 410-799-4200
6. What materials are used in Tate’s containment products, and how do they ensure durability and performance?
Tate’s containment products are made from highquality materials like aluminum and poly carbonate These materials ensure durability, and long-term performance. The robust construction of these products helps in maintaining structural integrity and effective containment under various operational conditions.
7. How does Tate’s raised floor system integrate with their containment solutions?
Tate’s raised floor systems are designed to seamlessly integrate with their containment solutions, providing a comprehensive approach to data center cooling. The raised floors facilitate efficient underfloor airflow distribution, while the containment systems manage hot and cold air separation. This integration ensures optimal cooling performance and energy efficiency.
8. What installation support and services does Tate provide for their containment solutions?
Tate provides comprehensive installation support and services for their containment solutions,including site assessments, design consultation,and professional installation. Their team of experts ensures that the solutions are correctly implemented and optimized for maximum efficiency and performance. Postinstallation support and maintenance services are also available.
9. Are Tate’s containment solutions compliant with industry standards and certifications?
Yes, Tate’s containment solutions comply with industry standards and certifications, ensuring they meet the highest quality and performance criteria. Their products are designed to adhere to regulations such as those set by ASHRAE and other relevant organizations. Compliance guarantees reliability, safety, and efficiency in data center operations.
10. How do Tate products address the growing need for planet sustainability?
Tate Inc. demonstrates a strong commitment to sustainability by aiming for zero waste to landfill and implementing significant solar power systems at their facilities. They actively manage energy consumption and continuously improve their products and processes to meet and exceed industry standards for environmental r esponsibility. This dedication to sustainable practices reflects their role as a leader in the industry, ensuring that their operations have a minimal climate impact. Tate’s ongoing efforts highlight their unwaivering commitment of adopting sustainable manufacturing processes
AWARD-WINNING CULTURE
Turner is proud to have been featured on Forbes’ Best Employers for Women 2024 and America’s Best Employers for New Grads 2024 lists. Smith owes this achievement to the company’s ability to foster an open-minded and inclusive work environment.
“I think it all starts with our active caring philosophy and commitment to building a culture for our employees where everyone has a voice and feels comfortable enough to feel they can contribute and add value. We strive to create an industry where all people can be at their best, be authentic, and are treated with dignity and respect,” shares Smith.
Indeed, the two highly prestigious awards are a recognition of the leadership team’s ability to create an environment that sets ambitious but achievable goals.
“I believe that our employees should take advantage of these opportunities to lead and grow their careers through networking in the organization and make change across the industry.”
The new facility will contain a number of apartment units where the recipient of the support animal can participate in the training process and learn how to work with the dogs.
When completing the project, the company was asked whether it would ever consider taking onboard one of the dogs, and as a result, it adopted a black labrador named Turner, who has made a major positive difference on-site.
“She has increased the morale of our team members overwhelmingly. All our trade workers love to see
Turner in the site trailer area and really enjoy her presence, so it has been a great journey for us,” smiles Smith.
Elsewhere, the company also supported Youth Without Shelter (YWS), an Ontario-based organization that provides housing support and educational opportunities for young people who have made the decision to restart their lives and distance themselves from difficult situations.
The company has built a broad network of support with YWS and
continues to establish partnerships by offering programs in craft training and trade support, as well as educating younger generations about the construction industry.
“Our hope is that this will provide continuous opportunities for individuals who are transitioning their lives to the best they can be.”
On top of this, Turner has welcomed interns from a local women’s shelter, supporting many in re-energizing their lives and careers by starting on a new path with the company.
“WE WANT TO TRANSFORM THE INDUSTRY LANDSCAPE TO BE THE BEST POSSIBLE PLACE FOR PEOPLE WHO WANT TO BE A PART OF IT, BUILDING LONG-LASTING CAREERS”
– STUART SMITH JR., VICE PRESIDENT AND GENERAL MANAGER, TURNER CONSTRUCTION
Turner also recently partnered with The Riverwood Conservancy in Ontario as part of a clean-up initiative to help beautify a nature park located
west of Toronto, so that it continues to be a place of nature and relaxation for years to come.
“These initiatives that we’ve been a
“IF WE CAN MAKE A POSITIVE DIFFERENCE TO THE LIVES OF PEOPLE IN THE LOCAL COMMUNITIES WHERE WE WORK, AND MARRY THAT WITH OUR INDUSTRY, WE WILL CONTINUE TO CREATE GENERATIONS OF CONSTRUCTION WORKERS WHO WILL SUPPORT GROWTH AND BECOME LEADERS FOR THE NEXT GENERATION”
– STUART SMITH JR., VICE PRESIDENT AND GENERAL MANAGER, TURNER CONSTRUCTION
part of are all core to our mission as an organization to support growth and give back to the community,” Smith expresses.
SPEARHEADING INNOVATIVE SOLUTIONS
Turner strongly believes in finding the best solutions to support its clients’ initiatives, primarily through its procurement entity, SourceBlue, which has rapidly expanded over the last year.
Indeed, the brand enables the company to work directly with manufacturers to help accelerate their schedules and cement production cycles, whilst also receiving prioritized pricing.
“All in all, this leads to significant benefits for our clients, who need to order mechanical or electrical equipment, for example, before the design is complete,” highlights Smith.
SourceBlue therefore brings the required expertise of its team members to the table, leveraging experience to create what the
business calls bridging documents.
These support the transition of equipment to trade contractors who will eventually install it and work with the SourceBlue team to commission it for the client.
This reflects Turner’s commitment to overseeing and ensuring the success of its clients’ supply chain, as it hopes to continue to broaden SourceBlue’s scope going forward.
The company’s future goals also include organic and holistic growth across North America, with a particular focus on core markets across Toronto.
“We see an opportunity in the Greater Toronto area to increase our market penetration and diversify into other sectors that we are not currently engaged in, including healthcare and aviation,” closes Smith.
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CHAIN
INNOVATION IN COLD CHAIN MANAGEMENT FOR LIFE SCIENCES
CEO
of
Cold Chain Technologies, Ranjeet Banerjee,
emphasizes how the company not only produces cuttingedge packaging for transporting biopharmaceuticals and vaccines but also plays a pivotal role in saving lives by ensuring the safe and effective delivery of vital drugs
Writer: Rachel Carr | Project Manager: Michael Sommerfield
The US boasts the world’s largest pharmaceuticals market, with more leading companies than any other country.
The drug industry is supported by a robust pharma services sector, which includes packaging manufacturers.
The BioTech, pharmaceutical, and medical technology industries are experiencing significant growth in the healthcare sector. Therefore, specialized transportation methods, advanced thermal packaging, and digital monitoring solutions are vital to maintaining the efficacy and safety of pharmaceuticals and vaccines globally.
Crucial to a delivery network of lifesaving care from the doors of specialty pharmacies, life sciences distributors, and manufacturers to patients is Cold Chain Technologies (CCT).
Pharmaceuticals must be transported under controlled conditions and temperatures, which is where CCT’s products, services, and digital solutions come in.
“We played a significant role in developing thermal packaging for the global transportation of the mRNA COVID-19 vaccine. In addition, we now provide this service for a broader range of biopharmaceuticals,” opens Ranjeet Banerjee, CEO.
Headquartered in Franklin near Boston, Massachusetts, and operating for over five decades, CCT has focused on driving innovative life sciences solutions and products for the last 25 years.
“We have multiple ISO-certified locations, including manufacturing facilities, distribution centres, and offices in the US, Europe, Latin America, and Asia,” Banerjee adds.
The team at CCT partners with customers to understand problems and potential challenges and they collaboratively select the appropriate packaging solution tailored to their needs.
“We provide two options: a comprehensive portfolio of existing products, or, as we have the capabilities to do so, we can
CCT’S PLANS AND PRIORITIES
On a journey to become the trusted knowledge partner for life sciences customers, CCT offers expertise in products and services, understands its clients’ needs, and delivers comprehensive solutions to address those needs.
“It is challenging to maintain every individual product at a specific temperature, as there are millions of shipments happening around the world and each one has to be delivered while meeting the right conditions.
“If that fails, not only are millions of dollars at stake but more importantly, someone’s life could be at risk. A key motto at CCT is “Our Work Matters”, Banerjee points out.
CCT prides in being a trusted and knowledgeable partner through advanced products, services, and global presence. It strives to be the top choice for customers by leveraging its expertise in collaboration with companies that excel in drug development.
“We specialize in ensuring that drugs are maintained under the right conditions to the very end. As someone said during the COVID-19 pandemic, having a vaccine available is not the same as being vaccinated, because the entire endto-end process, from factory to patient or recipient, needs to have a high level of assurance,” he notes.
design something tailored to the needs of our strategic partners. Any product undergoes testing, and our customers will be provided the validation documents for quality and compliance purposes,” he elaborates.
FORCING THE PHARMACEUTICAL FRONTIER
Banerjee is excited about the global and complex aspects of supply chain trends and the new therapeutics in drug development are experiencing significant innovation.
“Biopharmaceuticals, such as vaccines, antibody drugs, and cell and gene therapy, are large-molecule formulations that require special temperature monitoring and control during transportation.
“Companies can excel in drug development and manufacturing, but if the transportation isn’t handled properly, the drugs could lose their efficacy and safety, which impacts patient outcomes – this is where we come in,” Banerjee voices.
With many years of experience working with multiple large global pharmaceuticals, medical technology, and diagnostic companies and distributors worldwide, CCT offers its expertise through a comprehensive product portfolio and service as well as providing consulting expertise.
Through advanced product design and digital capabilities, CCT delivers high-quality solutions to track, trace, and predict, which can often prevent any temperature excursions before they occur.
“Ultimately, we aim to assure customers that the lifesaving vaccines and other pharmaceutical products transported in our advanced solutions are maintained under the precise conditions required throughout their journey from lab or plant to patient.”
Acutely aware of compromising patient safety, CCT ensures efficient deliveries through digital solutions for remote tracking, tracing, and monitoring with state-of-the-art
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• Reusable/Recyclable
• Cost Effective Packaging Expertise
• 40 Years of Plastics Engineering Experience
• Automation
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Customer Solutions
• Diagnostic Reservoirs
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Internet of Things (IoT) devices.
“Our data and digital tracking platforms go one step further by predicting issues such as interruptions in the supply chain and assist in decision making. For instance, if there is a delay in air freight, we can remotely detect it, which will lead to an alert, and that in turn could lead to an intervention if necessary,” explains Banerjee.
While technology can lead to substantial cost savings, Banerjee acknowledges that what is more important is the benefits of improving patient safety and driving better patient outcomes.
“According to an independent study,
$35 billion worth of pharmaceutical products are wasted yearly due to temperature fluctuations. Ensuring the safe administration of drugs and vaccines is a significant and challenging task as it involves transporting them from A to B and then to the recipient,” he shares.
FROM DESIGN TO DELIVERY
With diverse core competencies and a broad portfolio of solutions, customers can confidently approach CCT with unique challenges.
“During the COVID-19 pandemic, a vaccine manufacturer approached us with a product that required
NORTH AMERICA OUTLOOK: DID CCT’S ROLE IN THE COVID-19 PANDEMIC INCREASE ITS VISIBILITY WITHIN THE LIFE SCIENCES INDUSTRY?
Ranjeet Banerjee, CEO: “We have spent the past 25 years establishing trust in the healthcare sector; it is ingrained in our company culture to prioritize the well-being of our customers and the wider industry.
“We never cut corners, especially considering we transport life-saving drugs and vaccines. This trust has only continued to strengthen over the past four years as we supported the COVID-19 vaccine distribution, demonstrating the reliability and quality of our work during a crisis.
“We were featured in the national news and showcased on primetime television when the first shipments of the COVID-19 vaccine began. As a purpose-driven organization, our role served as a reminder that there is a patient at the end of everything we do.”
transportation at ultra-low temperatures. We collaborated with the company, leveraging our thermal design and engineering capabilities to solve the issue,” Banerjee reflects.
Another facet of CCT is its material science capabilities, including its proprietary phase-change materials (PCMs), a thermal energy storage and release technique.
The company utilizes cuttingedge insulations, and the interplay of thermal design and engineering ensures that the temperature is maintained for extended periods.
Subject to rigorous testing, CCT also adheres to industry standards to validate products.
“In our R&D centre near Boston, we operate one of the largest ISTA-certified testing laboratories for thermal packaging solutions worldwide. The reports from these tests are often included in regulatory submissions,” he notes.
Moreover, customers are continually supported during onboarding to ensure they use the products correctly. Additionally, digital tracking and optimization provide customers with package location updates.
“Even though carriers can provide package tracking information, what sets us apart is our ability to monitor temperatures accurately. We can also predict temperature excursions, offering a comprehensive range of capabilities from design and selection to manufacturing and tracking,” Banerjee emphasizes.
ADVANCED SUSTAINABLE SOLUTIONS
Addressing important challenges in manufacturing, CCT offers sustainable packaging solutions that also meet customer performance and cost requirements.
“Our extensive line of reusable products features EcoFlex™, a parcel shipping solution that includes a fully capable monitoring platform, allowing us to track and trace the location
of items and monitor the temperatures they are exposed to,” Banerjee enlightens.
The company took its first significant step towards sustainability four years ago when EcoFlex™ was extensively used for transporting the COVID-19 vaccine.
“We were a large part of the Operation Warp Speed program for the US federal government. The product is performing exceptionally well, and as a result, we have expanded our product line to include an ultra-low temperature range of -80°F,” he divulges.
“ULTIMATELY, WE AIM TO ASSURE CUSTOMERS THAT THE LIFESAVING VACCINES AND OTHER
PHARMACEUTICAL PRODUCTS TRANSPORTED IN OUR ADVANCED SOLUTIONS ARE MAINTAINED UNDER THE PRECISE CONDITIONS REQUIRED THROUGHOUT THEIR JOURNEY FROM LAB OR PLANT TO PATIENT”
– RANJEET BANERJEE, CEO, COLD CHAIN TECHNOLOGIES
Furthermore, CCT has the industry’s largest fleet for EcoFlex™, reducing fossil fuel-based raw material use through container reuse. The other element of sustainability is high-quality, high-performing, yet affordable
single-use sustainable products. Two years ago, CCT acquired Packaging Technology Group (PTG) and subsequently gained capabilities in using cellulose, a naturally occurring material, in thermal packaging.
Creating high-quality, highperforming insulation from cellulose, which can be transformed into singleuse packaging using automated programs, results in cost-effective products.
“We have successfully launched our cellulose-based eco-friendly packaging in Europe and the US,” states Banerjee.
The EcoFlex™ and cellulose packaging options both aim to provide customers with sustainable solutions. CCT also equips customers with data to support environmental benefit claims from using their products.
ADVANCING VALUABLE CONNECTIONS
Continuing the development of sustainable products and reducing reliance on fossil fuel-based materials are two important goals for CCT.
“Initially, we wanted to avoid 50 million pounds (Ibs) of landfill by 2025, and we beat that ahead of time because our reusable products started taking off. We extended our goal to 75 million lbs, and now we are on track to eliminate 100 million lbs through sustainable products and solutions. We have the largest fleet, and as we keep growing, so do the sustainability benefits,” Banerjee explains.
STATE-OF-THE-ART DIGITAL SOLUTIONS
Furthermore, CCT is excited about assuring customers with sophisticated digital solutions. Predicting an excursion and intervening before it happens is a powerful tool that the company can achieve through automated monitoring.
Innovative
PACKAGING SOLUTIONS FOR
OVER
50 YEARS
For more than five decades, DonahueCorry has been a trusted name in the packaging industry.
Our partnership with Cold Chain Technologies exemplifies our dedication to the pharmaceutical sector. Together, we provide cutting-edge flexible packaging solutions that guarantee the safe transport of critical pharmaceuticals, reflecting our unwavering commitment to quality and reliability.
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Donahue-Corry.com
A WORLD OF CHEMICAL PRODUCTS
“WE NEVER CUT CORNERS, ESPECIALLY CONSIDERING WE TRANSPORT LIFE-SAVING DRUGS AND VACCINES”
– RANJEET BANERJEE, CEO, COLD CHAIN TECHNOLOGIES
“We are also incorporating decision support capabilities that can reduce waste in last-mile delivery, create value, and improve patient safety,” he points out.
This convergence of IoT and artificial intelligence (AI) in data sciences means CCT now collects and utilizes data from its packaging.
“Our packages transmit data – the ‘intelligent connective tissue’ across the last mile from manufacturer to patient. The information we receive from this can be used to support decision making,” outlines Banerjee.
CCT, therefore, uses data to minimize waste in the system,
enhance patient safety, and is planning to roll out intelligent applications on an ongoing basis.
GLOBAL EXPANSION
The company continues to expand globally and is currently building another plant to complement its multiple locations in Europe, as well as the recent acquisition of a company in Europe.
“We recently established a new manufacturing facility in Breda, Netherlands, which is now up and running. Additionally, we are expanding our operations in São Paulo, Brazil – there is a lot of expansion occurring
within the pharmaceutical value chain worldwide,” concludes Banerjee.
Demonstrating a commitment to patients, CCT takes pride in addressing the unique challenges faced by the life sciences sector. Through innovative packaging technology, it ensures that products receive the correct care throughout the cold chain journey, thereby entrusting the future of healthcare to the vanguard of the manufacturing industry.
+1 (800) 370-8566
MEETS
CRAFTMANSHIP
Growing from a small, family-run business to an expert trailer organization, Delco Trailers has quickly become a titan of the industry. William Dyck, COO of the company, reveals the secret to its success
Writer: Lucy Pilgrim
Project Manager: Michael Sommerfield
The light to medium trailer market in the US has experienced considerable turbulence in recent years, particularly after the onset of the COVID-19 pandemic, when many companies raced to maximize their capacity and meet increasing demand. However, market demand significantly decreased in the following years, whilst production capacity remained at an alltime high, resulting in fierce competition across the trailer industry.
Meanwhile, myriad new companies have entered the sector during this time, with many originating from Mexico, where lower labor and material costs make the US trailer industry an attractive venture, consequently further increasing the competition.
“While we notice the influx of trailers from Mexico, we are confident that manufacturing in Texas is alive and well, and with an emphasis on efficient manufacturing, we continue to thrive,” opens William Dyck, COO of Delco Trailers (Delco).
However, the benefit of increasing industry players is that companies are encouraged to evolve and develop their products and capabilities.
So much so that over the last 10 to 15 years, Dyck has observed an increased output across the board as businesses continue to improve.
“Many manufacturing organizations, including ourselves,
RADICAL GROWTH
Headquartered in Paris, Texas, Delco thrives in a city at the center of the black-iron trailer country.
The business specializes in light to
hotshot trailers, and offers tailored equipment and steel cargo.
Delco consistently endeavors to work with its clients to create the perfect custom order.
“As the manufacturer, our mission is to create the best possible product and support our incredible dealer network, consisting of approximately 180 independent retailers that span the country,” Dyck informs.
This is supported by a dedicated team of nearly 200 staff members who care deeply about their work, the trailers the company creates, and the customers it serves.
Established as a one-man show operating from a small, 4,800 square foot (sqft) facility in 2006, Delco has experienced organic growth. By 2014, it evolved from a small-scale operation to producing six to eight trailers a week. Three years later, the company explosively expanded by diversifying its product line to
“AS THE MANUFACTURER, OUR MISSION IS TO CREATE THE BEST POSSIBLE PRODUCT AND SUPPORT OUR INCREDIBLE DEALER NETWORK”
– WILLIAM DYCK, COO, DELCO TRAILERS
William Dyck, COO
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Increase your shop’s productivity by choosing from a wide range of cutting machines, offering multiple process options of plasma/laser bevel cutting up to 20kW, oxyfuel, and marking. By adding material handling solutions you can save time and money. From dual pallet shuttles or intelligent sorting, conveyors, to fully automatic storage towers and retrieval systems, you can dramatically increase your shop’s throughput.
Could you introduce us to Messer Cutting Systems and its services, facilities, products, and processes?
Messer Cutting Systems is a global leader in computer numerical control (CNC) cutting systems, providing advanced solutions for metalworking industries.
Our core services include sales, installation, training, and support for CNC plasma, laser, and oxyfuel cutting machines. We operate state-of-the-art facilities worldwide, producing high-quality cutting equipment and software solutions.
Our processes emphasize innovation, precision, and customercentric service to ensure optimal performance and reliability in all our products and services.
By leveraging cutting-edge technology and a deep understanding of our customers’ needs, we strive to deliver solutions that enhance productivity and efficiency in metalworking operations.
What type of industries and clients does Messer Cutting Systems serve?
We serve a diverse range of industries, including automotive, aerospace, shipbuilding, construction, and metal fabrication. Our customers range from small workshops to large manufacturing enterprises seeking high-quality, efficient, and reliable cutting solutions for their metalworking needs.
Our cutting systems are used in the automotive industry to create precise vehicle components, ensuring high performance and safety standards.
The aerospace industry relies on our technology for producing lightweight, durable parts that meet strict regulatory requirements. In shipbuilding, our machines facilitate the construction of robust, seaworthy vessels by enabling accurate cutting of large metal sheets.
Our solutions benefit the construction sector, as they are utilized in the fabrication of structural components for buildings and infrastructure projects.
Large and small metal fabrication shops depend on our cutting systems to deliver precise cuts and high-quality finishes for a wide range of applications.
How does your software streamline processes?
Our OmniWin, OmniFab, and OmniBevel software solutions streamline processes by integrating advanced cutting technologies with intuitive user interfaces.
These software packages enable efficient machine operation, real-time monitoring, and seamless automation, which significantly reduces setup times and minimizes errors.
The result is enhanced productivity and consistent, precise results across various cutting applications.
OmniWin focuses on optimizing cutting plans and improving material utilization, while OmniFab provides a comprehensive solution for managing the entire production process.
OmniBevel offers specialized tools for creating complex bevel cuts with high accuracy.
Our software allows customers to achieve greater operational efficiency, reduce waste, and improve overall production quality.
Is there any innovative or state-of-the-art equipment or technology the company uses or is planning to invest in?
We continuously invest in innovative, state-of-the-art equipment and technology to stay ahead of the competition and meet our customers’ evolving needs.
Our advanced CNC plasma, laser and laser beveling solutions, along with our oxyfuel cutting machines, represent the pinnacle of cutting technology. We are also developing and integrating cuttingedge software solutions to enhance material handling, precision, and efficiency in our processes.
This commitment to innovation ensures that our customers benefit from the latest advancements in cutting technology, which translates to improved productivity, higher-quality products, and greater operational efficiency.
Our research and development team works tirelessly to explore new technologies and incorporate them into our product offerings.
What does 360° service mean, and how does it benefit your customers?
Our 360° service means providing comprehensive support throughout the entire lifecycle of our products, from initial consultation and installation to training, maintenance, and upgrades. This ensures our customers receive continuous, reliable assistance, maximizing their equipment’s performance and longevity and ultimately enhancing their operational efficiency and productivity.
Our service team is dedicated to providing professional support to address any issues that may arise, minimizing downtime and ensuring that our customers can maintain their production schedules.
We offer a range of service plans tailored to meet each customer’s specific needs, including preventive maintenance programs, emergency repair services, remote support, and virtual support options.
In addition to technical support, we provide extensive training programs to help our customers get the most out of their equipment.
What sets Messer Cutting Systems apart from the competition?
Our unwavering commitment to innovation, quality, and customercentric service sets us apart.
We offer a comprehensive range of cutting solutions backed by advanced technology and a global support network. This ensures our clients receive tailored, reliable, and efficient solutions that meet their unique needs.
Our focus on continuous improvement drives us to develop new products and enhance existing ones, ensuring we remain at the forefront of the cutting industry.
Our customer-centric approach means we listen to our clients’ needs and work closely with them to develop solutions that address their specific challenges.
Our global presence allows us to provide localized support and services, ensuring our customers receive prompt, personalized assistance regardless of location.
Is there anything you would like to pay special mention to?
I’d like to highlight our dedication to continuous improvement and customer satisfaction. We always look for ways to innovate and enhance our products and services, ensuring we meet and exceed our customers’ expectations.
Our global team of experts is committed to providing exceptional support and delivering cutting-edge solutions that drive our clients’ success.
Our commitment to excellence extends beyond our products and services to every aspect of our business, from our internal processes and corporate culture to our interactions with customers, partners, and the communities we serve.
We are proud of our legacy of innovation and customer satisfaction, and we look forward to continuing to lead the industry and deliver exceptional value to our clients.
Despite small year-on-year additions that solved immediate capacity restraints, the business did not anticipate its long-term growth.
For instance, by 2020, Delco worked in a 180,000 sqft facility that was completely maximized and had little room for capacity development. Therefore, the space was inefficient for housing new additions, which resulted in a disjointed and inefficient manufacturing process.
“We started envisioning our dream space, taking our years of experience and lessons learned from elements that didn’t work so well in order to create our new facility,” Dyck explains.
The result was the introduction of a 600,000 sqft manufacturing facility in 2023 that placed an emphasis on production flow, new machinery, automation, and fixtures, enabling the company to produce 150 to 200 trailers per week with a production capacity of 500 units in the same timeframe.
The new facility enables Delco to build better, more consistent
ABOUT MESSER CUTTING SYSTEMS
Positioned at the forefront of the metal working industry, Messer Cutting Systems is a global supplier of top-of-the-range equipment, tailored service packages, and state-of-theart technologies that exceed international standards.
Levering the expertise of approximately 1,000 experienced employees across five production sites, the company is proud to provide value-added solutions for the international thermal cutting sector.
Messer Cutting Systems’ unparalleled product portfolio includes spare parts, repairs, retrofitting, maintenance and service, environmental technology, and in-house software solutions.
products and increase production and efficiency.
THE DELCO DIFFERENCE
Delco stands out in the industry thanks to its unwavering commitment to customer service.
“Being a family-owned and operated business deeply invested in our craft, we extend our passion and values to every customer interaction, striving to enhance their success,” highlights Dyck.
The company’s strengths also lie in the diversity of its product offerings, which include comprehensive steel trailer solutions ranging from 53-inch cattle trailers to rugged enclosed and 10-inch light-duty utility trailers.
“We prioritize quality and consistency, leveraging automation and standardization methods to ensure each trailer produced maintains our hallmark of being well built and high quality, every time.”
Moreover, as a family-run organization, Delco’s relationship
“BEING A FAMILY-OWNED AND OPERATED BUSINESS DEEPLY INVESTED IN OUR CRAFT, WE EXTEND OUR PASSION AND VALUES TO EVERY CUSTOMER INTERACTION, STRIVING TO ENHANCE THEIR SUCCESS”
– WILLIAM DYCK, COO, DELCO TRAILERS
with its clients is crucial. Every trailer component, including steel, axles, wheels, lighting, and decking, is sourced from a variety of vendors, making supplier relationships invaluable.
Moreover, the recent appointment of Dyck’s brother as Purchasing Manager has strengthened the company’s supplier relationships, some of which have lasted for nearly 20 years. This ultimately ensures the timely procurement of quality products.
Additionally, Delco is further differentiated by its staff base, who
are at the heart of the organization and have unwavering dedication and talent.
“As a family-run business, we hold dear the values of trust, respect, and support, which extend to every member of our team.”
The company empowers its employees by fostering an inclusive environment where everyone’s voice is heard and respected, with each team member encouraged to take ownership of their work and contribute their unique skills and perspectives.
As such, recognition is a
cornerstone of Delco’s approach, celebrating both big and small successes.
“Our organization thrives because of the dedication and passion of our team. They are not just employees; they are integral members of our work family, and their commitment drives our daily mission,” prides Dyck.
MOVING THE BUSINESS FORWARD
Presently, Delco is focused on its automated powder coating line.
“When seeing a trailer, the first thing anyone will notice is the finish.
BCG Trailer Parts is the premier provider of trailer parts in the East Texas area. Known for their extensive inventory and exceptional customer service, they cater to a wide range of trailer needs. BCG Trailer Parts offers top-quality products to
With that in mind, we’re putting a lot of effort into our finish line,” Dyck points out.
This means that automated overhead trolleys meet the unfinished trailer at the end of the welding
process and are immediately attached to the overhead rail, which transports the trailer through the final operations.
“Before this process, we were manually moving the trailers to a
SUPPORTING THE COMMUNITY
Delco is deeply committed to making a positive impact in the local community. The company actively supports initiatives such as breast cancer awareness campaigns, which raise funds to help those affected.
Beyond fundraising, Delco encourages its team members to devotedly engage in community activities, fostering a culture of giving back and volunteerism.
Additionally, the company proudly sponsors and participates in events that benefit local charities, including Court Appointed Special Advocates (CASA) For Kids, Boys & Girls Clubs of America, and United Way. These partnerships allow the business to directly contribute to important causes that improve the lives of individuals and families in the area.
“Being involved in our community isn’t just a responsibility; it’s a core part of who we are as an organization.
“We believe in making a difference through our business practices and active support of community entities that share our values and goals.”
storage location before moving them again to the finish line; therefore, we have now eliminated two touches,” he expands.
The overhead trolleys are also moved mechanically instead of being manually pushed by forklifts or hand, as they were previously. With over 2,500 inches of rail, this innovation has eliminated significant amounts of manpower.
Meanwhile, the company is currently in the process of the construction and implementation of automated wash bays projected for functionality at the end of Q3 2024, significantly improving efficiency and consistency.
Alongside product and manufacturing innovation, Delco is looking inward to refine its processes to maximize the company’s organization.
“We are working on many initiatives, such as fine-tuning our forecasting to ensure a lower material inventory whilst streamlining our warehouse procedures to better keep track of trailer components, eliminating inefficiencies and missing parts,” explains Dyck.
The company has also implemented an internal ordering system for in-house parts and sub-assemblies, which allows departments to better enter and keep track of these different processes.
As such, Delco is focused on streamlining its operations to
maximize its new facility space and ensure it is well-positioned for growth.
“As a company that started from scratch, we learn something new every day, and we are constantly focused on improving the little things, knowing that they make up the bigger picture,” Dyck closes.
(903) 739-9400
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A UNITED ENDEAVOR
Deeply linked to its communities, Endeavor Health is committed to setting a new standard for healthcare, one that redefines the expectations of community-connected care. We speak to Justin Brueck, System Vice President of Innovation and Research, about blending cutting-edge technologies and precision medicine with compassionate and personalized care to establish a new standard and expectation for 21st century medicine
Endeavor Health (Endeavor) is an integrated, community-based health system serving more than 1.3 million Illinois residents across a service area of 4.2 million people. Operating across nine regional hospitals, more than 300 care locations, and supported by over 27,000 team members, its network is extensive.
Today, its mission is to help everyone in its communities be their best by delivering pioneering, worldclass care and a seamless, personal patient experience.
“I believe that the only way for us to care for patients better is to know them better,” opens Justin Brueck, System Vice President of Innovation and Research at Endeavor. Having joined the organization in 2010 as an administrative fellow, Brueck has held leadership roles across radiology, laboratory medicine, and hospital operations. Today, he oversees the Mark R. Neaman
Center for Personalized Medicine (one of the largest genomics-based programs in the country), the newly established Davis Family Center for Preventive Genomics, the Grainger Center for Simulation and Innovation, as well as the Endeavor Health Research Institute. Passionate about transforming health through new technologies and approaches to care delivery, Brueck seeks to evolve the
current practice of medicine from one that manages reactive, ‘sick care’ to a new paradigm that embraces proactive and personalized ‘health care’.
“This is going to require the industry to radically shift the way we think about care delivery,” he remarks.
“Given that the majority of care still happens locally, it also means we have to start with redefining the role and expectation of health systems. Endeavor has a unique opportunity to do just that by reimagining the way we engage with patients and viewing them in a way that new entrants see them – as ‘consumers of health’.
“This means understanding how they now choose to receive services across other industries –whether banking, flying, or ordering takeout – and considering how those innovations can be tailored to create
“GIVEN THAT THE MAJORITY OF CARE STILL HAPPENS LOCALLY, IT ALSO MEANS WE
HAVE TO START WITH REDEFINING THE ROLE AND EXPECTATION OF HEALTH SYSTEMS. ENDEAVOR HAS A UNIQUE OPPORTUNITY TO DO JUST THAT BY REIMAGINING THE WAY WE ENGAGE WITH PATIENTS AND VIEWING THEM IN A WAY THAT NEW ENTRANTS SEE THEM – AS
‘CONSUMERS OF HEALTH’”
– JUSTIN BRUECK, SYSTEM VICE PRESIDENT OF INNOVATION AND RESEARCH, ENDEAVOR HEALTH
a seamless, world-class experience within healthcare.”
KEY INNOVATION FOCUS AREAS
The growing influx of entrants and technologies is providing Brueck with many options to consider as he and his teams work to design a more consumer-centric approach to care at Endeavor.
For example, digital health is now about careon-demand – how, where, and when patients want to receive care on their terms.
This means changing the current practice of ‘the doctor will see you now’ to a repositioned experience expectation where ‘the
patient will see you now’.
The wearable technology movement is further enabling a digital-first approach to care by allowing clinicians to remotely monitor and diagnose illnesses that might not be as readily identified through current, often timelimited, care interactions. Additionally, through new omnichannel technologies that allow for the collection of patient-reported outcomes in real time, clinicians can now gain direct insight into patients’ own perspectives on their health status, treatment experience, and overall quality of life.
Endeavor has recently co-developed Motiv, a healthcare technology company that brings virtual
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Laboratories and diagnostic institutions are facing pressure to do more with less from scarce resources and reduced budgets, to faster turnaround requirements and the need to grow in an increasingly competitive environment.
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PatientIQ partners with health systems to elevate patient care through the collection of patient-reported outcomes (PROs). PROs are patient surveys that capture the patient’s perspective on their health status, treatment experience, and overall quality of life.
By leveraging PROs in clinical workflows, healthcare providers gain direct insights into patient outcomes, enabling more personalized and effective care throughout a patient’s surgical journey. PatientIQ’s seamless integration with Epic systems not only improves data accuracy but also reduces the administrative burden on both patients and providers.
Collecting PROs is essential for tracking patient perspective over time, identifying areas for improvement, and ensuring that care is aligned with patient needs and expectations.
PatientIQ is a testament to innovation and excellence in patient care.
cardiac recovery to patients’ homes rather than being exclusively offered at hospitals or outpatient centers.
“When you think about patients who don’t have the ability to take time off work or travel to our sites – single parents, or those caring for others, for example – Motiv allows them to recover when it’s convenient for them,” Brueck affirms.
TECHNOLOGY: A NEW ENABLER TO CARE
“Having recently ranked amongst the top 25 providers in the nation for artificial intelligence (AI) readiness, Endeavor’s innovation approach is also heavily focused on leveraging this game-changing technology.”
Brueck shares that AI is already helping Endeavor clinicians know and care for their patients better. Through AI, significant amounts of healthcare data are able to be instantaneously analyzed to create personalized insights. These insights lead to a
better understanding of how patients may respond to a given therapy or treatment regimen. It also provides a window into underlying variables that may be impacting outcomes.
As a practical example, Brueck notes that, typically, when a patient presents to the emergency department (ED), clinicians assess what’s in front of them.
“They’re not able to perform a robust chart review, so they might not immediately understand how underlying social determinants of health, such as homelessness or abuse, may be contributing to the visit,” he comments.
However, Endeavor’s innovative new AI capabilities can identify risk factors that may be buried in the electronic medical record (EMR) in real-time, assigning the patient a ‘score’ that social workers can then use to identify those who require prioritization for further intervention.
Given the success of these early
use cases, the health system plans to leverage its existing data assets to further expand and train AI
Meanwhile, with the demands on healthcare growing and the available pool of workers shrinking, innovating for the workforce is more critical than ever. For Endeavor, workforce empowerment means supporting team members in practicing at the top of their licenses, implementing technologies that allow them to focus more directly on patient care, and exploring new ways to engage with the next generation of healthcare
For example, Endeavor is exploring a new approach which enables a team of dedicated and experienced nurses to work closely with patients’ bedside nurses from a remote location, leveraging computer vision and a multi-sensor network. With this model, they will help monitor vital signs and provide reminders, education, and support around the clock. Not only does this new approach benefit bedside nurses, but it is also designed to provide patients
with extra support, helping enhance the overall care experience.
Further, to help enable staff to spend more quality time with patients and focus on their clinical work, Endeavor has recently rolled out Moxi, an autonomous robot with the ability to navigate wards, push elevator buttons, and deliver supplies. All of these technologies are grounded in a philosophy that Brueck believes helps bring joy back to the bedside.
While AI, wearables, and robots are bringing transformational change to how care is delivered at Endeavor, Brueck believes one of the most innovative technologies that is finally ready for primetime is a unique capability Endeavor has been incubating for the past two decades: genomics.
THE NEXT GENERATION OF MEDICINE
Today, Endeavor boasts one of the largest primary care-based genomics
programs in the country, where over 250,000 patients have completed a Genetic and Wellness Assessment that informed genetic testing for over 50,000 patients. While Brueck notes that this is an impressive milestone, he believes that the system is just scratching the surface when it comes to unlocking the potential of genomics in personalizing care.
As such, it recently announced the Davis Family Center for Preventive Genomics, which will utilize advanced genome testing to inform early diagnosis, prevention strategies, and personalized treatment options for patients.
“The idea behind preventive genomics is to move away from ‘trial and error’ medicine toward a world in which we create tailored screening and treatment plans. Through knowing you better – at the level of your DNA – we can deliver an elevated approach that ensures we provide you with the right care, at the right time –the first time,” Brueck explains.
Other innovative interventions are being evaluated at the center
such as multi-cancer early detection (MCED) tests, through which a liquid biopsy can be used to identify cancer potentially before standard radiology screening would be able to. These types of innovations have the ability to meet patients where they are and provide new ways to identify diseases that could previously go undetected.
In the near future, Brueck believes every patient should have access to their genomic information. But having this is just the beginning as clinicians will need new tools to understand how to convert genomic information into actionable insights.
To begin bridging that gap, Endeavor recently launched a new partnership with GenomicMD. Through this collaboration, Endeavor’s Research Institute developed and validated a
next-generation test called a polygenic risk score (PRS) which provides a personalized lifetime risk assessment for clinicians treating complex genetic conditions.
“We’re one of only a handful of health systems in the US, and even internationally, that is incorporating PRS as part of care today,” Brueck enthuses.
UNLOCKING ADVANCED, LOCAL HEALTHCARE
Passionate about providing accessible healthcare to local communities, Brueck cites
“THE IDEA BEHIND PREVENTIVE GENOMICS IS TO MOVE AWAY FROM ‘TRIAL AND ERROR’ MEDICINE TOWARD A WORLD IN WHICH WE CREATE TAILORED SCREENING AND TREATMENT PLANS”
– JUSTIN BRUECK, SYSTEM VICE PRESIDENT OF INNOVATION AND RESEARCH, ENDEAVOR HEALTH
the importance of innovation and research while noting how both are often intrinsically linked to the immediate population.
“When medical research is carried out locally and embedded in communities, it thrives. At Endeavor, we have access to a broad patient cohort across diverse social groups and demographics in our community, allowing us a comprehensive and representative perspective,” he excites.
For example, The Johns Hopkins University School of Medicine in Baltimore was running a convalescent plasma trial during the COVID-19 pandemic. Because of its trusted connection to the community, Endeavor subsequently became the
second-highest enrolling site in the landmark trial, providing hope and options for patients when there were no other approved treatments.
The importance of local health data for research purposes has also been recently highlighted by the Food and Drug Administration (FDA), which is looking to integrate more diversity into its clinical trials.
As part of a new commitment to research and innovation, Endeavor has established a Scientific Advisory Group which uses health equity criteria to evaluate how its research leads to more inclusive participation. Through this work, the system has recently expanded many of its trials to Swedish Hospital – its safety net site in Chicago.
“In my view, we have an obligation and an opportunity at Endeavor
NORTH AMERICA OUTLOOK:
DO YOU HAVE ANY ADVICE FOR OTHER COMMUNITYBASED HEALTH SYSTEMS LOOKING TO INTEGRATE INNOVATIVE APPROACHES INTO THEIR CARE DELIVERY?
JUSTIN
BRUECK, SYSTEM VICE
PRESIDENT
OF INNOVATION AND RESEARCH: “It’s all about finding out what your unique capabilities are and deciding whether that provides you with a market advantage that hasn’t already been tapped into.
‘‘You can then leverage that strategic advantage to enable a multiplier effect. For us, this was personalized medicine.
‘‘I would also caution health systems not to start with solutions in search of problems. If you do this, you’ll ultimately spend time trying to convince people to adopt new technologies for something that’s already perfectly functional. In short, my advice is to always start with the opportunity or problem statement, and not allow a product or solution to dictate your strategy.”
to make the latest in medical breakthroughs and treatments accessible in patients’ own backyards. You shouldn’t have to drive past any of our hospitals to access those services.”
EVOLUTION ON THE HORIZON
Going forward, Brueck is focused on leveraging new technologies and innovations to tailor care and personalize it in a way that is differentiated – whether that be through genomics, data insights, or even self-reported patient outcomes.
“Personalization and hyperpersonalization are going to be critical to our success as we seek to leverage the right digital tools, tailored outreach, and technologies to achieve our goal to be a model for what vibrant, community-connected health systems can be,” Brueck comments.
“Meeting the needs of our future workforce is equally of critical importance. As it stands, there are not enough people available to meet the anticipated demands of our patients and communities in the future,” he shares.
Endeavor seeks to become smarter, more efficient, and leverage automation to help streamline its processes and support its team members.
Further on the horizon, Brueck is excited to see how the next generation of genomics and AI enables the concept of ‘digital twins’ in which clinicians will be able to leverage simulated digital versions of patients to understand and explain how they are likely to respond to a given treatment.
“It’s a very exciting space when
you consider the possibilities of truly tailoring care based on your genetic makeup, phenotypes, and behaviors,” he suggests.
Currently, digital twinning is used to test medications and treatments for side effects and reactions, but the possibilities are endless.
“The digital age is here and now. We need to be preparing and educating ourselves – clinicians, patients, and communities – for the future of reimagined care delivery. Thankfully, in healthcare, it’s not just about the latest technology. There is a life at
the end of every interaction that we have the ability to improve. It’s a really rewarding and exciting time to be in the space,” he concludes.
Committed to improving health in the communities of Hawai‘i, AlohaCare embraces a journey of well-being. CEO, Francoise Culley-Trotman, provides valuable insights into industry challenges and proactive programs to overcome them
Hawai‘i, a beautiful and remote island chain in the US, exudes a unique and desirable sense of community due to its isolation.
The beautiful jewel-toned waters, lush green mountains, and captivating misty waterfalls create an enchanting natural landscape.
It is notable that life in Hawai‘i is further enriched by residents enjoying the longest life expectancy in the country, which can be partially attributed to the high standard of medical services available.
Indeed, US News and World Report has recognized the state as number one in terms of healthcare access – aiding its world-class wellness is AlohaCare, unique to Hawai‘i and
headquartered in the capital city of Honolulu.
“We are the only communityfounded, non-profit safety net health plan that exclusively serves Medicaid and dual-eligible Medicare members,” introduces Francoise Culley-Trotman, CEO of AlohaCare.
“Our origins go back to 1994, the same year that Hawai‘i’s Medicaid program, QUEST Integration, was established,” she continues.
With unwavering dedication, Community Health Centers (CHCs) across the islands came together to champion a bold local healthcare plan to care for the needs of often underserved communities.
“Today, our board is comprised
of representatives from those same CHCs and other organizations; moreover, through the years, we have been faithful to empowering individual and community health.”
AlohaCare has focused on a holistic approach, considering behavioral and social factors that impact members’ overall well-being, including housing, nutrition, education, culture, and community.
Blossoming into a full organization from an idea incepted 30 years ago, it employs almost 300 people and serves over 75,000 members throughout the Hawaiian islands.
“Witnessing our impact on our members and communities is a remarkable anniversary gift. Even
though we have grown and evolved, we have remained true to our roots and mission to continue to promote health equity across Hawai‘i,” declares Culley-Trotman.
COMBATING CHALLENGES IN CARE
In Hawai‘i, the healthcare industry faces challenges similar to the US as a whole, with limited access to care due to poverty and homelessness coupled with the highest cost of living in the US.
A sustainable healthcare system relies on reducing and controlling the total cost of care, putting pressure on government health plans like AlohaCare and state governments
that operate Medicaid and dualeligible Medicare programs.
“We are excited about innovative approaches to empower Medicaid and dual-eligible Medicare beneficiaries, expand the healthcare workforce, and address social determinants of health. Our state and local entities are collaborating to find solutions to improve the lives of the communities we serve,” affirms Culley-Trotman.
Despite one major improvement being the adoption of social identifiers of health and whole-person care, which is still a work in progress, there are additional barriers to overcome.
For example, access to healthcare
in Hawai‘i is challenging due to provider shortages in rural areas and neighboring islands.
“Accessing services and specialists often requires traveling to O‘ahu, where business and commerce are centered. Additionally, the state-wide provider shortage and long appointment wait times can worsen this challenge.
“If an individual misses their flight or it is canceled, they may experience extreme wait times to get the service they need. This puts at-risk individuals such as mothers with high-risk pregnancies at an extreme disadvantage, and some have had to move to O‘ahu for care,” CulleyTrotman explains.
Healthcare disparities and shortages exist in rural US areas. Fortunately, Hawai‘i defends women’s reproductive rights, which have been eroded in other states, but it still faces a high degree of homelessness, exacerbating issues related to poverty, health, and resources.
Despite these challenges, as a non-profit health plan, AlohaCare continuously advocates for accessible healthcare for all.
“IT TAKES A VILLAGE TO GET THIS WORK DONE, AND OUR STRONG COMMUNITY PARTNERSHIPS ARE ONE OF OUR KEY STRENGTHS”
– FRANCOISE CULLEY-TROTMAN, CEO, ALOHACARE
A HOPE FOR HEALING
Cost-free, AlohaCare’s Value-Added Services programs are essential tools to improve members’ health.
Value-Added Services are member benefits that are non-reimbursable to AlohaCare. Culturally appropriate Native Hawaiian healing services are the first of their kind in Hawai‘i.
“Ke Aloha Mau is our Native Hawaiian healing program, providing traditional services like hula dancing,
ho‘oponopono for conflict resolution, lomilomi for physiotherapy and massages, and ai pono for nutrition and meals. These services are person-centered, addressing cultural disparities and bridging Western medicine and Native Hawaiian health,” Culley-Trotman highlights.
Education, language, literacy, and career training have been proven to better economic outcomes and increase overall well-being.
As a result, AlohaCare’s A Promise of Hope educational program partners with the Waipahu Community School for Adults and has expanded its covered benefits to provide a more flexible and attainable route with three educational options – English language, high school equivalency exam, and career transitional support.
“Built on community partnerships, non-profit CHCs are the cornerstone of Hawai‘i’s healthcare system, providing essential and quality care to historically underserved communities.
“It takes a village to get this work done, and our strong community partnerships are one of our key strengths. Additionally, our business partnerships with vendors, who bring best-in-class expertise, enable us to continually innovate and provide the best possible services to our members,” she prides.
As a result of the health disparities
NORTH AMERICA OUTLOOK: DOES ALOHACARE HAVE ANY 30TH ANNIVERSARY CELEBRATION PLANS?
Francoise Culley-Trotman, CEO: “It is important to celebrate the wins and accomplishments with our founders, members, partners, family, and friends who have all supported us. Therefore, we have multiple plans in the pipeline, and some events have already happened.
“We give employees a small token of appreciation each quarter and have our 30 Acts of Aloha program, in which they complete a bingo card with unique actions. Those who finish will be entered into a draw to win special prizes at our employee appreciation event.
“This year, we’ve been hosting events on each island for our Medicaid and dual-eligible Medicare members to say thank you. Members enjoy a meal and entertainment and have the chance to get information about their benefits. The final event will be held in O‘ahu in October, alongside Hawai‘i Children & Youth Day. Another celebration with our key stakeholders will occur in the same month.”
that were exacerbated during the COVID-19 pandemic, AlohaCare formed a strategic partnership with Papa Ola Lōkahi to work together to improve the physical, mental, and spiritual health of Native Hawaiians.
WITH GOOD GRACE
The company’s GRACE (Geriatric Resources for Assessing and Caring for Elders) program, developed by Indiana University and adopted by AlohaCare, exemplifies its investment in a team approach for high-need populations.
This collaborative effort with provider teams aims to enable seniors to receive care at home and reduce the risk and cost of repeated hospitalizations.
“We partnered with three provider groups as part of our GRACE program to address the needs of our complex members with geriatric conditions. A nurse and a social worker assess
the member’s condition, gather input and recommendations, and share them with the primary care provider and an interdisciplinary team which includes a behavioral health specialist and a pharmacist to develop a comprehensive health plan,” details Culley-Trotman.
The program has assisted in stabilizing the health of participating members and reducing the overall cost of care.
“In our policy advocacy work, we partner with government, for-profit, and non-profit organizations. Our collaborative efforts have led to victories such as reinstating adult dental coverage for Medicaid members, extending post-partum coverage, addressing language accessibility in Hawai‘i’s healthcare system, and providing meals for Hawai‘i’s children during the summer break through the Summer Electronic Benefit Transfer (Summer EBT)
Congratulations to AlohaCare for 30 years of service!
We are the proud coordinator of mobility services to AlohaCare, the 'Ohana Health Plan and many other providers and communities across the U.S.
transdevNA.com/healthsolutions
program, also known as SUN Bucks.
“Through our philanthropic efforts, we have seen the impact we make by funding programs that would not otherwise be sustainable. For instance, a CHC started one schoolbased clinic on Hawai‘i Island, which has many rural areas. It was launched successfully, leading to the opening of an additional eight locations,” CulleyTrotman enthuses.
With a special interest in creating pathways for community-based organizations to bill for their services, AlohaCare worked with one partner that began offering free housing
and clinical services to community members. Today, that partner can bill Medicaid for services and has created a sustainable means of funding its future work.
STRATEGIES FOR SOCIAL SOLUTIONS
AlohaCare is a safety net plan, which is evident in its name and perpetuated in its organizational priorities and culture.
“While Hawai‘i is often perceived as a dream vacation destination, living here can be tough for many residents – it’s one of the most expensive US
“THE DIVERSITY AND CULTURE THAT MAKES US UNIQUE ARE INTEGRAL TO OVERALL WELLNESS AND HOW RESIDENTS ACCESS CARE”
– FRANCOISE CULLEY-TROTMAN, CEO, ALOHACARE
states and one of the most isolated populated landmasses in the world,” Culley-Trotman reveals.
The majority of Hawai‘i’s goods are also imported, land for agricultural use is minimal, and the state has the second-highest rate of homelessness in the nation.
“The diversity and culture that makes us unique are integral to overall wellness and how residents access care. We have significant health disparities, especially among Native Hawaiians and Pacific Islanders,” she notes.
Programs such as Imua Loa – a giving initiative supporting vulnerable populations, housing, education, community and cultural strengthening, disaster recovery, and public health – aim to improve health outcomes by supporting AlohaCare’s members and mitigating or eliminating barriers alongside its A Promise of Hope, Ke Aloha Mau, and GRACE programs.
QUEST INTEGRATION FAST FACTS
• Hawai‘i’s Medicaid program, QUEST Integration, is housed within the Department of Human Services’ MedQUEST division.
• QUEST stands for quality care, universal access, efficient utilization, stabilizing costs, and transforming how healthcare is provided to members.
• Since 2015, QUEST Integration has combined services for families and children with expanded access for aged, blind, and disabled residents.
• The program covers around one in three people, and approximately 40 percent of children in Hawai‘i have QUEST Integration coverage.
• QUEST Integration health plans are free to members and cover doctors, hospital visits, prescription drugs, tests, preventive care, family planning, telehealth, longterm service coordination, and support.
• Medicaid eligibility is primarily based on income according to Federal Poverty Level (FPL) thresholds, household size, and disability status. Criteria vary for different groups, such as children, pregnant women, parent/caretaker relatives, and adults over 65.
More information can be found at medquest.hawaii.gov
“Unite Hawai‘i, a branch of Unite Us, provides a closed-loop referral platform connecting members to social services. Our partners sign up through Unite Hawai‘i to receive member referrals and centralize utilization data,” adds Culley-Trotman.
Furthermore, AlohaCare has partnered with Tutu Bert’s medical respite home on the island of O‘ahu to reduce the number of days a homeless member is unavoidably waitlisted at an acute facility.
The home allows contracted providers to supply additional recovery services while accommodation is located.
“It provides a sober living environment linked to outpatient recovery services for individuals with substance use disorder. This has reduced hospital stays and lowered readmissions and emergency department visits,” Culley-Trotman elaborates.
Over the past year, AlohaCare has been dedicated to providing stability to its members by ensuring they don’t lose coverage for preventable reasons during the state’s Medicaid eligibility review process, which resumed after a multi-year pause due to the COVID-19 pandemic.
“We are focused on supporting members impacted by Maui and Hawai‘i Island wildfires. Our clinical operations are refining care
programs for specific populations with the greatest needs,” assures Culley-Trotman.
Care teams prioritize pregnant mothers and infants, preventative care, and support for individuals with difficult-to-manage chronic conditions like diabetes and heart disease, as well as isolated senior members needing the highest level
context. It encourages users to take positive actions without disrupting provider workflow, resulting in savings, reduced care gaps, shorter lengths of stay, increased trial recruitment, and more.”
at CHCs,” concludes Culley-Trotman.
AlohaCare has evolved over three decades, embracing technology and transitioning to whole-person care with incentivized preventative services.
AlohaCare recognizes the important role that its large network
To achieve all of this, it is imperative that local workforce shortages are addressed. As part of a cohesive strategy that includes scholarships, workforce development grants, and expanded internships, AlohaCare provides $5,000 annual scholarships to members and their families for post-high school students pursuing a healthcare career.
“We host internship programs for high school and college students to create a pipeline of employees who understand the populations we serve. Additionally, we’ve partnered with the John A. Burns School of Medicine (JABSOM) for a summer course that allows medical students to learn about population health while on-site
The organization is proud to be an innovator, expanding multicultural community knowledge through the Community Health Advisory Partnership (CHAP) and offering culturally appropriate Native Hawaiian healing services, setting the stage for the next intriguing chapter in its journey.
Tel: 808-973-0712
https://www.alohacare.org/
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BRINGING REAL FOOD TO LIFE
What does real food mean in today’s fast-paced food service? We explore the value of fresh, wholesome ingredients and mindful consumption with Thomas Cuisine’s President and CEO, Alison Patt
Writer: Lucy Pilgrim | Project
Manager:
Scarlett Burke
In recent years, the world has shifted to focus on healthier living with nutritious ingredients. Thomas Cuisine stands at the forefront of this movement, positioning itself as a leading food service provider across North America by emphasizing real food.
First founded in 1986 by Thad Thomas, the company was born from the belief that there was a better way to deliver food service.
Earlier in his career, Thad worked for some of the largest food service providers in the country, which went through a series of changes and acquisitions. Ultimately, this impacted the people within the companies and those they served.
“While the leaders at the top of these organizations really benefited from that process, the people who paid the price for those transitions were the team members, partners, clients, and customers,” introduces Alison Patt, President and CEO of Thomas Cuisine.
Alison Patt, CEO
“Thad truly believed that you could do food service in a way that actually took care of these stakeholders. This speaks to the fact that he was a risktaker and an innovator who truly stuck to a set of principles that still play a key role in the company today,” adds Patt.
Over the last 35 years, Thomas Cuisine has significantly progressed, evolving from its initial mission of providing delicious food and genuine service, to having a meaningful, positive difference in the lives of others by offering real food.
Today, Thomas Cuisine caters to those who care about what they consume and serves many sectors, including healthcare, senior living, corporate dining, and independent schools.
“As we continue to grow as an organization, our mission is not to be the biggest, but to be the best,” shares Patt.
WHAT REAL FOOD MEANS
Nutrition and real food can take on different meanings depending on who you ask. For Thomas Cuisine, it’s about scratch-made foods, starting with clean, wholesome ingredients.
“Sometimes we overcomplicate health and try to break it down solely to macros, proteins, and calories. For us, it’s much more about promoting something that is wholesome and good for you. We often ask ‘would your grandma recognize that ingredient? Can you pronounce it, and if not, can you feel strongly that the ingredients you’re using are real?’” explains Patt.
In the food and beverage industry, processed and frozen meals have become more and more commonplace. As a food service provider who serves millions of meals each year, Thomas Cuisine feels a responsibility to promote balanced nutrition using fresh ingredients.
“You lose out on so much of the valuable nutrition with frozen or
THAD THOMAS’ FOUNDING VISION
Make sure our “why” is fueled by doing the right thing and integrity in decision-making.
Take care of our client partners and work hard for them each and every day.
Be generous with our people and remember those not in the spotlight.
Ensure outstanding food through constant evolution and innovation.
processed meals,” says Patt.
“From the very beginning, that’s what our founder Thad wanted to eliminate from food service.”
Although Thomas Cuisine has always been committed to scratchmade cooking, the company’s real food movement has gained momentum in the last decade. In 2016, Thomas Cuisine instituted its “no-fly list” to remove preservatives and additives from its kitchens.
The company has also built a dedicated procurement team to consistently source new whole, fresh ingredients. As a result, Thomas Cuisine’s chefs have access to clean proteins such as chicken and beef, as well as locally grown fruit and vegetables.
Advancing People, Planet and Business Health around the World
Partnering to deliver value through comprehensive and sustainable programs that help achieve people, planet and business health.
People Health
With more than 1,200 scientists, engineers and technical specialists, we help our customers address both known and emerging public health and food safety issues. Our solutions and services help promote good hygiene, address water scarcity and prevent the spread of pathogens to keep people healthy where they eat, sleep, work, play and heal.
Our experts help keep food safe all along the supply chain, helping prevent foodborne illnesses and providing safe, high-quality food for people around the world. And our purification solutions for the healthcare, personal care and pharmaceutical industries help enable product safety and quality for life-saving drugs and vaccines.
By 2030, we expect to positively impact the lives of more than 3 billion people each year through water, food and hygiene solutions.
Planet Health
At Ecolab, we believe what’s good for the planet is good for business. If done well, operating sustainably can cost less, not more, and we help customers prioritize sustainability while advancing operational goals.
We advise on smart water use and water conservation systems to help customers improve water resiliency and business outcomes. Our tailored solutions drive profitability while advancing sustainability.
By 2030, we expect to achieve a positive water and climate impact by saving water and avoiding emissions.
Business Health
We help businesses thrive by building resilience and reducing risk to help safeguard their reputations and their bottom line. We do this by providing deep expertise and comprehensive programs to help customers solve complex operational challenges and meet business goals.
We are committed to being a responsible corporate citizen and a leader in water conservation strategies, embracing our role in ESG and operating ethically and sustainably.
We help businesses achieve sustainable outcomes alongside exponential economic return.
“AS WE CONTINUE TO GROW AS AN ORGANIZATION, OUR MISSION IS NOT TO BE THE BIGGEST, BUT TO BE THE BEST”
– ALISON PATT, PRESIDENT AND CEO, THOMAS CUISINE
TRANSPARENCY IN SOURCING
One word Thomas Cuisine often uses to describe its food and business practices is transparency.
“Transparency in the food chain has never been a bigger topic to those we serve,” highlights Patt.
“We believe that those we serve are looking for the whole package — they want it to taste good and know that what they’re eating comes from a source they can feel good about.”
Patt goes on to explain that the food industry currently exists as a transactional entity; however, the company is striving to transform food service to be more relational.
“When the customer knows the person who grew the food and scratch-cooked the dish, they are so
much more excited about their meal,” she states.
To support transparent sourcing, Thomas Cuisine partnered with Central Montana Beef, a local cattle ranch, to have direct access to grassfed, grass-finished beef. The company is part of the journey from start to finish, and can witness firsthand how the cattle are raised, fed, and treated.
Through this partnership, Thomas Cuisine delivers nutritious, sustainable beef directly from the ranch to those they serve.
“By working directly with the ranchers, we got to see the cows grow up over the course of the year, ensuring integrity in every step of the process,” adds Patt.
“They are grass-fed, grass-finished
cows on a piece of land that provides clean water, air, and space for the cows to be healthy and, in turn, healthy food for humans.”
As part of the program, the company conducts tastings in its kitchens and gives feedback to the rancher, certifying top-quality, flavorful beef.
The program took two years from inception to the final beef product, which was introduced to Thomas Cuisine’s client partners in the mountain states, including Idaho, Montana, and Utah.
Outside of the Central Montana Beef partnership, the company’s chefs work with broadline distributors and regional organizations to help encourage the local sourcing of ingredients.
For example, Thomas Cuisine’s chefs in Salt Lake City, Utah, wanted to showcase local fruits, vegetables, and meats in their dishes. As such, the chefs introduced many local vendors to the procurement team to ensure
they met this requirement.
“We try to support small, local vendors, especially those that are women and minority-owned, which has become a big desire of our client partners and chefs,” says Patt.
“We have an opportunity to really showcase these local partners, and it’s a fun way for us to make an impact on our local communities.”
CULTIVATING THE COMMUNITY
With the company’s mission to spread awareness of real food, Thomas Cuisine offers the Cultivate Teaching Kitchen program as a way to educate and advocate for the joy of scratch-cooking.
The program debuted at a cancer center in Montana, where a state-ofthe-art kitchen was specially designed to offer an open space with seating for chef demonstrations. Thomas Cuisine’s chefs and dietitians worked closely with the hospital care team to develop a comprehensive curriculum
Responsibly Sourced Eco Focused Reduced Waste
focused on nutrition during cancer treatment.
“Many patients had lost their appetites and didn’t feel equipped to cook in their own homes in a way that would promote health throughout their treatment,” explains Patt.
The Cultivate Teaching Kitchen program includes educational workshops from dietitians, paired with hands-on demonstrations and cooking classes by chefs. Overall, the program is designed to make cooking more approachable and tie in elements that matter most to the health outcomes of patients.
Due to the resounding success of the program in the healthcare space, it has now been expanded into other areas that the company serves, such as senior living.
Thomas Cuisine is also currently developing a community series that will provide classes to younger generations without access to education on nutrition and scratchmade cooking.
“We quickly realized that the Cultivate Teaching Kitchen program is a great way to help those that are intimidated by new ingredients and provides a learning space to test and taste new things,” says Patt.
“Teaching people how to harness their own health in their own kitchen is something that we’re very passionate about.”
Alongside its Cultivate Teaching Kitchen program and other community initiatives, Thomas Cuisine recently launched the WellBeing ThinkTank. The inaugural event
“TEACHING PEOPLE HOW TO HARNESS THEIR OWN HEALTH IN THEIR OWN KITCHEN IS SOMETHING THAT WE’RE VERY PASSIONATE ABOUT”
– ALISON PATT, PRESIDENT AND CEO, THOMAS CUISINE
brought together leaders in the senior living industry, including authors and experts from institutions such as Tufts University, to discuss strategies for longevity and holistic living.
“We really loved the idea of being part of a thought leadership group, bringing together amazing minds to shift the space going forward and promote well-being across the industry,” states Patt.
PEOPLE-FIRST PLEDGE
Thomas Cuisine promotes a team-centric culture and strongly believes that every member is vital to the company’s overall mission.
“It’s like an orchestra; you can’t have a full ensemble without a violin player. Equally, you can’t have a kitchen without a cook, chef, or dishwasher, so we believe in celebrating every team member and their unique contributions,” Patt shares.
To support this belief, the Thomas Cuisine leadership structure is set up to serve its team members rather than vice versa. This ensures the company’s staff are fully equipped and supported in serving client partners.
One of Thomas Cuisine’s core values — teamwork — is embodied by the onboarding process. New team leaders participate in a New Management Orientation at the company’s home office in Boise, Idaho, to learn about how the organization was founded and its guiding principles. The orientation also involves a communal dinner where everyone, including the owners and leadership team, can get to know each other and build strong bonds.
This type of meaningful connection between senior members of the company and team members is rarely seen across the industry and stands out as one of Thomas Cuisine’s greatest strengths.
STRATEGIC GROWTH, SHARED VISION
Above all else, Thomas Cuisine strives to continue its overarching mission of bringing real food to the forefront, which presents uniquely for each individual client partner.
Instead of prescribing a onesize-fits-all program, the company provides custom plans to best meet the needs of all they serve. When choosing who to partner with, Thomas Cuisine takes careful consideration to make sure it’s the right fit.
“We are very thoughtful about the organizations we work with. I typically get the chance to meet every single partner before we enter into a contract to ensure our values and mission around food service align,” states Patt.
She further adds how the company deeply cares about growing the right way rather than the fast way. As part of this commitment, Thomas Cuisine aims to remain disciplined and grow the geographies where it is already anchored to better serve client partners and build relationships with local providers.
“Often, as businesses grow, they take their eye off the basics. We are doubling down on the fundamentals and making sure we have the right tools and processes in place to enable our team to deliver nourishing, delicious food,” says Patt.
Lastly, the company is dedicated to investing in its greatest asset: its people.
“Our people are the heart of Thomas Cuisine. We believe that if our team members are well taken care
of, they are going to bring a better version of themselves to work. Our goal is to grow thoughtfully, ensuring our team members benefit from that growth.”
As the company has expanded, new benefits have been introduced to team members, including expanded family leave and bereavement benefits, alongside initiatives like profit sharing that have been anchors for the organization.
Another key part of Thomas Cuisine’s culture is promoting the health and well-being of individual team members. To aid this goal, the company teaches team members how to cook and educates them about the importance of wholesome ingredients and real food.
“We have the opportunity every day to share a little bit about how food
can play a powerful role in each of our 1,900 team members’ lives. We’re on a mission to make the world better through real food, and that starts with us,” concludes Patt.
Tel: 208-884-5766
hello@thomascuisine.com thomascuisine.com
THE FINAL WORD
To round off each issue, we ask our contributing business leaders for their views on the same question
What hobbies outside of work have helped you to become a better leader?
Scott Mitchell CEO, Deep Blue
“I have several hobbies outside of work, but I think reading broadly has done the most to make me a better leader. Reading from a diverse library has helped me train my mind to analyze and evaluate new ideas, perspectives, and philosophies.
“It has also improved my ability to communicate across various topics and to diverse audiences. In my current role, I can find myself talking about highly technical issues with our operations team, work-life balance with our Head of HR, or global economic trends with investors in the boardroom. In each case I need to have a fundamental understanding of the topic, analyze its potential impact on our company, and communicate our plan to move forward."
Matthew Dole Director of Workforce Development, Lighthouse Electric Company, Inc.
“Becoming a husband and father; learning to navigate the challenges of marriage and raising children with my wife has certainly helped me to grow. Recently, both my children learned to ride bicycles. They are two years apart – my daughter being eight years of age and my son six. Teaching my daughter was easy, as she responded well to my style of teaching and was off her training wheels the same summer we started.
“My son, however, was a different story. He did not respond well to my style and that led to frustrations with both of us trying to get to the point where he did not need his training wheels anymore. I realized that he wasn’t responding well to the same instructions that my daughter did so
well with. I changed my approach to allow him to move at his own pace and within a month he no longer needed his training wheels, the frustration we both felt was gone, and now all of us can ride our bikes together and enjoy our time.
“This reinforced to me how each person is unique and that I need to understand the people I work with and be willing to adjust my own style to help support them in the best way I can.”
Francoise CulleyTrotman CEO, AlohaCare
“Volunteering and reading. Volunteering in partnership with our local March of Dimes, American Heart Association, and Boys & Girls Clubs of America provides an important opportunity to prioritize and recognize the contributions of others. I have learned to greatly appreciate the many opportunities I have been given and to create pathways for others. Reading relaxes me and fuels my mind. It often inspires new connections, thought-provoking conversations, and clarity to help with problem-solving.”
Ranjeet
Banerjee CEO, Cold Chain Technologies
“I like to play sports and learn music. For example, tennis is a highly technical game; you need the right technique, and with leadership, you need a talented team, but instead of technique, it’s about processes. You also need strategic leadership and the intent of where you are headed; it’s an aspiration test where I want to be better and play at my highest level.”
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