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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
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NEW YEAR, NEW INNOVATIONS
Welcome to our 27th edition of North America Outlook.
Entering 2025, the continent’s truck manufacturing sector is at a pivotal moment as it undergoes a seismic shift toward sustainability, electrification, autonomous driving, connectivity solutions, and more.
At the forefront of these industry innovations is our first cover star of the year, Daimler Truck North America (DTNA).
A subsidiary of the global automotive pioneer, DTNA strongly invests in R&D to develop cutting-edge technology solutions.
“We’re not just building trucks; we’re shaping the future of logistics and transportation,” acclaims CIO, Lutz Beck.
HMM America has likewise achieved its leading position at the forefront of the global maritime industry with a focus on innovation, as well as expansion and sustainability.
The shipping agency based in Irving, Texas combines technology and expertise to create the ultimate smart shipping experience and strives to support customer needs as they shift to a more sustainable future.
“With our green efforts, we are honing our craft and magnifying results to make this world safer and reduce our carbon footprint,” highlights Kathleen DePrizio, Director of Marine and Terminal Operations.
There has also been major transformation in South America’s copper mining industry since the inception of Collahuasi, one of the world’s primary copper producers.
The company has contributed significantly to Chilean mining and mineral production, particularly as resources such as copper become increasingly vital within the global energy transition.
Among its plethora of projects, Collahausi is investing in the modernization of its mining facilities and processes by incorporating automation technology in mineral transport and processing.
“All our projects are key to achieving Collahuasi’s objective to realize the full potential of our asset in the context of a growing global demand for copper,” asserts CEO, Jorge Gómez.
This issue also includes innovative insights from the likes of Chevron Lummus Global, NEXDINE Hospitality, and Southlake Health, promising a prosperous year ahead.
We hope that you enjoy your read.
Jack Salter
Head
of Editorial, Outlook Publishing
A SURPLUS SUPPLY OF SPIRITS
MEXICO IS SITTING on an inventory of more than half a billion liters of tequila as demand for the once rapidly growing industry begins to decline.
Over the past decade, the spirit hit the mainstream thanks to celebritybacked brands such as George Clooney’s Casamigos. However, consumption has dropped, creating a
‘tequila lake’ as more of the product is being distilled than sold.
After reportedly outselling whiskey in the US, the tequila industry is set for a rocky 2025 as thirst for the blue agave-type mezcal dries up. The incoming US government’s proposed tariffs on imports from Mexico could also have a detrimental effect.
TECHNOLOGY
META’S MEGA MAGA MAKEOVER
META IS REMOVING independent fact-checkers and reducing censorship on Facebook and Instagram, opting for X-style Community Notes instead.
Mark Zuckerberg is working to enhance his relationship with President-elect Donald Trump. As such, Meta has announced a $1 million donation to Trump’s inauguration fund, and Zuckerberg intends to take an “active role” in discussions about technology policy.
Campaigners against hate speech online have reacted with dismay, claiming that the decision is a political move as Meta notified Trump’s team of the change ahead of the official announcement.
TRUMP UNWILLING TO KILL THE DRILLING
CURRENT PRESIDENT, JOE BIDEN, has banned new offshore oil and gas drilling in US coastal waters weeks before the Trump administration takes office, which has pledged to heavily increase fossil fuel production.
The ban covers the entire Atlantic coast and eastern Gulf of Mexico, as well as the Pacific coast off California,
Oregon, and Washington, and a section of the Bering Sea off Alaska.
Trump has responded by saying he has the right to reverse the ban and will do so immediately. However, the law does not permit presidents the legal authority to overturn prior bans and will likely require an act of Congress, which the Republican Party now controls.
CANADA’S CAPITAL COMEBACK
EXPERTS SAY THAT investor interest will likely return to Canada’s real estate market in 2025 as more capital could be allocated to the industry amid falling borrowing costs. In addition to lower lending rates, factors such as the labor market and political uncertainty, both domestically and in the US, could play
AI MEDICAL ASSISTANCE
ARTIFICIAL
INTELLIGENCE (AI) is rapidly changing medical research and treatments, and the latest development is designed to spot signs of cancer through new blood tests.
Audra Moran, Head of the Ovarian Cancer Research Alliance (OCRA) –a global charity based in New York – says that ovarian cancer is rare, underfunded, and deadly. Therefore, OCRA is funding a large-scale patient registry to train algorithms on data.
a role in determining housing activity. According to the Canadian Real Estate Association, the number of homes sold in November 2024 experienced an uptick of 26 percent compared to the year prior, with an even stronger market predicted for 2025.
The pattern of molecules is too subtle for human detection, but AI can obtain a higher accuracy than the best cancer biomarkers currently available. It can also recognize 600 organisms that can cause pneumonia, speeding up and simplifying the process.
FOOD & BEVERAGE
HAPPY DEAL SHAKES UP MENU
A NEW MCVALUE MENU is being rolled out at McDonald’s outlets across the US in a bid to supersize growth after several dismal quarters.
The average price of items has soared by around 40 percent since 2019, but the chain has now enlisted WWE wrestler turned actor John Cena, a lifelong fan of the fast-food restaurant.
The McValue menu will feature a new ‘buy one, add one for $1’ option, including breakfast and the popular $5 meal deal.
More exclusive offers will be available on the app, in addition to local food and drink deals organized by franchisees.
RETAIL
BERO HITS THE TARGET
US RETAILER, TARGET, has announced Hollywood actor Tom Holland will sell his non-alcoholic beer brand, Bero, in 1,400 of its 2,000 stores, increasing availability across the country.
Holland has recently been candid about his struggle with sobriety and created Bero to feel included in social situations.
Sales of non-alcoholic beer, spirits, and wine surged by 27 percent in 2024, and the sober space is set to continue to expand as people are increasingly reducing their drinking habits or quitting altogether, with Dry January a popular trend among the younger generation in particular.
THE FUTURE OF CORPORATE TRAVEL PAYMENTS
Why Virtual Cards Are Vital
As digital technologies continue to evolve and the demand for efficiency and convenience in business grows, the popularity of virtual cards is expected to rise. Jonathan Davis, Head of Travel and North America at Conferma, highlights the benefits of virtual currency in the travel industry
Writer: Jonathan Davis, Head of Travel and North America, Conferma
Corporate travel payments are undergoing a profound transformation. With businesses striving to optimize operations and achieve growth, financial decisionmakers, and travel managers are increasingly turning to virtual card technologies to streamline processes and enhance security.
In a recent survey of 400 global decision-makers commissioned by virtual payments provider, Conferma, nearly nine in 10 (88
percent) reported that they are either already using or actively considering virtual cards for their business payments. This shift underscores a growing realization: traditional payment methods are no longer aligned with the demands of modern business.
What is driving this surge in adoption? How can suppliers like travel management companies (TMCs) and hotels align with evolving corporate expectations?
UNDERSTANDING THE SHIFT TO VIRTUAL PAYMENTS
Rising costs and operational inefficiencies are two of the biggest hurdles modern businesses face.
Almost half (44 percent) of survey respondents named spiraling costs as their greatest threat to growth, while one-third saw inefficiencies in day-today operations as another significant barrier. Enter virtual cards – an effective solution to both challenges.
Unlike traditional credit cards, virtual cards are designed for singleuse or limited transactions. When a virtual card is created, a unique card number is generated with a preset spending limit and time constraints. These features provide finance teams with greater control and transparency over expenditures, helping businesses evaluate and manage costs in real time.
Additionally, virtual cards simplify the often time-consuming and costly reconciliation process. When a booking is made, a virtual card is generated with all transaction details appended. This means that when the card is charged, the associated data follows seamlessly, creating a smoother, more efficient reconciliation process.
Furthermore, the benefits of adopting virtual cards extend far beyond the finance department. On average, employees currently spend over three hours each week on financial tasks such as expense reporting, diverting valuable time away from their core responsibilities. With virtual cards, travelers no longer have to worry about being left out of pocket. Instead, they can enjoy a simple, low-touch payment process that removes the need for cumbersome reimbursement procedures, improving productivity across the board.
Security is also a fundamental driver behind the growing adoption of virtual cards. As there’s no physical card to lose or steal, and every transaction is closely tied to purchase data, virtual cards significantly reduce the risk of fraud. In fact, among existing users, enhanced security and fraud prevention were most widely
recognized as the primary benefits of virtual cards.
Investing in advanced payment technologies is already a wellestablished strategy for many organizations. 57 percent of surveyed decision-makers said they are actively allocating resources here to foster growth. Additionally, more than half believe that instant payments are the technological advancement that could significantly impact efficiency.
Juniper Research predicts that the value of virtual cards will more than triple in five years, growing to $6.8 trillion by 2026. With the benefits of security, control, and efficiency mentioned above, it’s easy to see why more and more businesses are turning to these payment solutions.
WHY THE TRAVEL INDUSTRY MUST EMBRACE CHANGE
The travel industry is navigating a rapidly shifting landscape shaped by digital transformation, increasing corporate demands, and a heightened focus on efficiency. As businesses seek smarter, faster, and more transparent ways to manage travel, virtual cards represent an attractive solution - and they expect suppliers to be ready to accommodate this preference.
As the popularity of virtual cards grows, it’s not just hotels that will be expected to accept them either. 82 percent of decision-makers plan to expand their virtual card usage in the next 12 months, and many are already recognizing how virtual cards could be used to optimize payments across all pre-booked travel, including flights, ground transportation, and car rental.
THE GROWING IMPORTANCE OF VIRTUAL PAYMENTS
The shift to virtual card payments reflects a broader evolution in business operations. Beyond their practical benefits, virtual cards represent a new standard in corporate efficiency, security, and adaptability.
As businesses face mounting pressure to reduce costs and streamline operations, these tools have moved from being “nice-tohave” to a necessity.
For the travel industry, this evolution presents an opportunity to align with the changing expectations of corporate clients and reap the rewards of smoother processes and enhanced customer experiences.
For hotels, integrating virtual payment capabilities into their property management and central reservation systems is a vital step. As virtual cards are generated for a specific purpose, the booking data is linked to a unique card number when a reservation is made. As well as a seamless check-in experience, this means that payment is automatically reconciled with the relevant invoice when a guest checks out, streamlining the entire journey.
Jonathan Davis is a seasoned commercial leader with over 20 years of experience in the travel, FinTech, and commercial payments space. He has worked with leading global organizations, including Marqeta, Visa, Fraedom, Accenture, PwC, and HRG, building and leading teams to develop and manage strategic, complex, and high-value commercial partnerships. As Head of Travel and North America at Conferma, he leverages his expertise in working with payment schemes, issuers, TMCs, and enterprise brands.
AN EXPERT IN SPACE AND INTELLIGENCE
The career background of Ram Riojas, President and CEO of Delta Defense Group, LLC (Delta), includes almost three decades in the defense, aerospace, and intelligence sectors.
Riojas spent 26 years on military active duty in the US Air Force (USAF) and US Intelligence Community, starting in 1995 as a second lieutenant and concluding in 2022 when he retired as a colonel, and for the past three years has worked as a global defense consultant and advisor.
In terms of the space sector, Riojas’ expertise comes from civilian education, military training, and the execution of space operations.
On the civilian education side, he studied aerospace engineering as an undergraduate at the University of Texas and received a master’s degree in aeronautical science from Embry-Riddle Aeronautical University in Daytona Beach, Florida.
Riojas has also completed military training and certifications across every space, intelligence, and nuclear missile operations discipline in the USAF, including missile warning, space surveillance, space launch,
Equipped with extensive experience
and
expertise, Ram Riojas, President and CEO of Delta Defense Group, LLC, provides us with valuable insights into the North American space and intelligence sectors
Writer: Jack Salter
command and control, intelligence (signals, imagery, and human), and intercontinental ballistic missile operations.
Eventually, Riojas was able to leverage his academic background and tactical operational expertise to become a strategic-level space and intelligence expert.
Today, he stays engaged in every aspect of these industries in order to conduct global defense consulting engagements and support a variety of customers across government and the private sector.
Equipped with extensive experience and expertise, Riojas offers his informed perspective on space and intelligence in North America.
North America Outlook (NA): What is your current take on the space and intelligence sectors in North America?
Ram Riojas, President and CEO (RR): At the moment, the space and intelligence sectors in North America are rapidly growing in capability and capacity and greatly influencing every other industry.
This trend has been ongoing for the past several years and is primarily enabled by advancements in technology, reduced space launch costs, and private sector investment in R&D.
This is an extremely exciting time, like the space race, with tremendous interest from the worldwide public. The major difference in this era is that these new advancements are truly part of our everyday life, such as the
“THE GROWTH OF THE NORTH AMERICAN COMMERCIAL SPACE AND INTELLIGENCE SECTORS WILL HELP EXPAND COMMERCE ACROSS ALL OTHER FIELDS AND GEOGRAPHIC AREAS THROUGHOUT THE WORLD”
– RAM RIOJAS, PRESIDENT AND CEO, DELTA DEFENSE GROUP, LLC
internet, GPS navigation, banking, e-commerce, logistics, healthcare, and mobile communications.
This is not without challenges though, including the management of incredibly powerful technology such as remote sensing/surveillance from space and the preservation of public privacy and freedoms, while legislation and regulation are also struggling to keep up with technology advancements.
Additionally, there will be a point in time when the space and intelligence markets become saturated with providers and technology advancements reach their limit, so it will be interesting to see what happens to the plethora of new and legacy companies in business today.
NA: Can you tell us more about the new space economy?
RR: Worldwide, the space economy is valued at approximately $600 billion per year and is projected to triple in the next decade. These figures may be low since they only account for the first-order effects and impacts of space-related activities such as satellite and rocket manufacturing, defense and intelligence space systems, space tourism, and satellite communications (SATCOM).
In addition to these, the second and third-order effects on other areas of the economy that are enabled by space capabilities are even larger. For example, financial transactions across all sectors are dependent on spacebased technology such as GPS and SATCOM.
Healthcare, agriculture, oil and gas, and academia likewise rely on space capabilities for day-to-day operations including data storage, computation, analysis, and transmission.
Internet technology also enables every aspect of the global economy and has allowed human talent to be leveraged from all over the world in a seamless fashion.
NA: What about the growth of intelligence, surveillance, and reconnaissance (ISR)?
RR: There is significant growth in this area, especially in commercial spacebased synthetic aperture radar (SAR) and commercial radio frequency (RF) monitoring, detection, and geolocation.
Other areas such as traditional electro-optical imagery have also improved in terms of resolution and latency, but those have been available commercially for decades. In contrast, SAR and RF sensing from space was exclusively reserved for government use and gave advanced nations a tremendous edge when conducting ISR and military operations.
SAR uses radar technology instead of typical optical sensors like most digital cameras. The advantage of this is the ability to image objects on Earth in any light or weather condition, and it can also see through camouflage and concealment.
RF space sensing technology helps map any human, machine, or radar
SPACE INNOVATIONS THE COMMERCIAL SECTOR IS DRIVING
• Reusability (space launches and satellites)
• Space-based internet
• Smaller/cheaper satellites
• Commercial space ISR direct to consumers
• On-orbit space manufacturing
• Space cargo transportation
• Space exploration for lunar and Mars missions
• Large rockets to enable interplanetary travel
• In-orbit space servicing
• Non-Earth imaging
activity on the ground, in the air, or at sea, which helps establish patterns of life and enables change detection analysis.
Commercial companies leading the charge in SAR and RF ISR from space offer significant value for their services and are being embraced by the US government to augment existing capabilities and reduce spending.
NA: Can you provide some insights into the major shift in the traditional market share of the space sector?
RR: Historically, the space sector’s
market share has been 80 percent government and 20 percent commercial. Today, it’s 80 percent commercial and 20 percent government.
The commercial sector’s increased market share has primarily been driven by user equipment availability, faster internet speeds, and increased mobile bandwidth.
Commercial consumers can now ingest and use most space-based services during their daily life. This was not possible years ago, so naturally the main consumer of spacebased services was the government sector.
“EVERY PERSON WITH A SMARTPHONE OR INTERNET ACCESS TODAY HAS INFINITE POWER, ONLY LIMITED BY THEIR IMAGINATION, TALENT, AND AMBITION”
– RAM RIOJAS, PRESIDENT AND CEO, DELTA DEFENSE GROUP, LLC
However, the government’s market share has decreased as it has decided to leverage the commercial sector and avoid the need to develop technology from scratch, added to the fact that most commercial space services are dual-use technologies. This allows the government to focus on areas not being developed commercially for civilians. There are also newer policies and legislation
in place in the US that direct federal agencies to leverage commercially available technologies before creating a new government-funded program.
NA: How will the growth of the commercial space and intelligence sectors benefit North America, as well as other parts of the world?
RR: The growth of the North
American commercial space and intelligence sectors will help expand commerce across all other fields and geographic areas throughout the world.
As most space and intelligence capabilities are dual-use, the private sector continues to invest resources into R&D, marketing, and manufacturing because they are confident that their systems and services can be used by both the government and commercial customers.
There will be a direct economic impact on jobs and services related to space activities, and more remote areas and underserved communities will be connected to national and global economies. There are secondary benefits for the rest of the world when the North American
economy is strong, since it is one of the largest consumer markets globally.
It will also increase affordability for employees as they can work remotely and live in areas with a lower cost of living while supporting high-cost hubs of commerce, finance, and technology.
Additionally, it will enable the ability to recruit a wide variety of talent without geographic limitations, conduct business meetings and transactions remotely, and maximize crop yields by better managing agriculture based on the latest climate shifts.
NA: Looking ahead, how do you see the space and intelligence sectors developing over the next five to 10 years?
RR: There will be rapid growth in the next five years. Every aspect of these sectors is expanding at a fast pace, and currently what we are seeing is the growth of infrastructure and technology.
The next related aspect that has not started to rapidly grow yet is the consumer sector. We have barely scratched the surface of what the consumer will be able to do with all these new space and intelligence capabilities and capacity.
That portion of the market will be five to 10 times larger than the actual space and intelligence systems themselves. The possibilities are endless in terms of consumer communications, financial activities, commerce, healthcare, travel, etc.
Remember how much the global economy grew with the advent of the fixed-site terrestrial internet in the late 1990s and early 2000s? Now, fast-forward to today and imagine the power of exponentially faster internet at the consumer’s fingertips on their smart mobile devices while on the go.
Every person with a smartphone or internet access today has infinite power, only limited by their imagination, talent, and ambition.
commerce can grow, so having highspeed broadband internet and cloud computing anywhere on the globe on a mobile device will boost commerce across every field – a new era of consumerism that will exceed what we have seen with Amazon or eBay.
In the next 10 years, there will continue to be growth, likely 10 to 15 percent per year, as technology advancements slow down a bit and the industry finds its footing in terms of size and services.
This all assumes a steady state of world affairs in terms of defense, security, and economic stability. Therefore, any major change in military operations, large conflicts, economic sanctions/tariffs, or another global pandemic of sorts could alter these assessments, but technology advancements have always prevailed and are difficult to stop.
Smartphones and 5G technology have provided a glimpse of how much brand.site/deltadefensegroup
SPREADING ITS WINGS ACROSS CANADA WITH JPK CAPITAL
Offering the ultimate consumer experience, Wingstop’s reputation for innovation and iconic flavors precedes it. Matt Jenkyns, COO at Wingstop Canada, provides us with an insight into the company’s expansion across the region
Writer: Lily Sawyer
As the worldwide food and beverage industry becomes increasingly focused on experiential products and services, Wingstop Canada has emerged as a market leader capitalizing on this evolution.
Providing an augmented in-store experience that exceeds industry expectations, Wingstop’s restaurants in the country boast a unique atmosphere, innovative menu offerings, and progressive, contemporary designs.
“We currently have 12 locations in Ontario and expect to continue our momentum in 2025. We have committed to a minimum of 100 restaurants across Canada and have been thrilled by the response from Canadians to our iconic flavors,” introduces Matt Jenkyns, COO at Wingstop Canada.
Known globally for its hand saucedand-tossed wings, hand-cut seasoned fries, and famous ranch dressing, Wingstop’s menu comprises 12 core flavors that vary in intensity and spiciness.
Serving both classic and boneless wings, alongside crispy chicken tenders, the company’s product offering in Canada is diverse.
“Our commitment to excellence also drives our social media-first and events-based marketing initiatives,” Jenkyns adds.
As a regular host of underground comedy nights, local art exhibitions, and live DJ sets at its venues, Wingstop Canada ensures that such events are communicated via social
media in a format that resonates with its young audience.
Those that frequent the company’s restaurants have made it abundantly clear that there is a huge appetite and craving for the Wingstop flavor experience in the country, garnering particular attention from an emerging Gen Z market.
CRAVEABLE EXPERIENCES
Based on Gen Z’s inclination toward unique experiences, authenticity, and community – among other things
ICONIC FLAVORS
– Wingstop Canada has designed its restaurants to be inviting, vibrant, and exciting, bringing the swagger and cool factor that the brand is globally known for.
This includes industrial aesthetic features such as exposed brick walls and concrete floors that feel raw and authentic, as well as large communal tables that encourage social engagement.
There are 12 flavors available on Wingstop Canada’s classic wings, boneless wings, and crispy tenders:
• Honey garlic – A Wingstop Canada twist on popular local flavors.
• Spicy Korean Q – Where ginger, garlic, honey, and siracha collide.
• Louisiana rub – A crisp, dry rub mixing garlic, herbs, and spices.
• Mild – Classic buffalo flavors without the heat.
• Garlic parmesan – Buttery parmesan and delicious garlic that satisfies the palate.
• Hawaiian – Fruity, sweet, and tangy citrus combined with savory Asian flavors.
“WATCH AS WE REALLY ‘SPREAD OUR WINGS’ ACROSS THE COUNTRY OVER THE COMING YEARS”
– MATT JENKYNS, COO, WINGSTOP CANADA
“That said, we are still extremely approachable as a brand and have attracted all audiences,” Jenkyns points out.
Meanwhile, Wingstop Canada’s recent growth can be largely attributed to its high percentage of digital transactions – a channel that is predominantly driven by a young audience.
Alongside the company’s uniquely Gen Z marketing, its bold, distinctive flavors differentiate it from the competition.
“Wingstop Canada is in a category of one – no one does it like we do. Our flavors stand out in a sea of simply plain or spicy chicken options,” he prides.
Customers can choose from the company’s iconic lemon pepper, original hot, and mango habanero
flavors, or local favorite, honey garlic, to name a few.
Moreover, quality is king at Wingstop Canada, whose ranch and bleu cheese dips are made in-house each morning and wings are cooked to order.
“The craveable menu and experience at our restaurants have carved out a special place for Wingstop Canada in today’s society – not just participating in cultural happenings, but driving them.”
A RECIPE FOR SUCCESS
From a marketing perspective, Wingstop Canada’s focus is centered around bringing people and communities together, empowering them, and providing platforms to showcase what they can do.
In 2024, the company therefore
significantly contributed to the arts, music, and sports spaces.
“For example, during our Pride Month campaign, we collaborated with four small business owners from the LGBTQ+ community, giving them an opportunity to share their stories and showcase their businesses,” Jenkyns informs us.
Wingstop Canada featured business owner interviews on in-restaurant screens with QR codes, directing guests to their social media platforms to increase visibility and support.
Another highlight has been Wingstop Canada’s 3-on-3 basketball tournament in partnership with the Canadian National Exhibition (CNE) Foundation and the Ontario Basketball Association (OBA).
“This was our third year running this activation, where we dedicated time and resources to bring kids from across Ontario and Toronto together through regional tournaments,” he explains.
The finals, held this year at the OVO Athletic Center in Toronto,
PARTNERSHIP WITH JPK CAPITAL
Wingstop Canada’s roaring success can be largely attributed to its exceptional partnership with its parent company, JPK Capital, a single-family office motivated by sustainable change, technological innovation, and a long-term vision.
JPK Capital partners with consumer businesses to provide long-term capital, strategic direction, and technology expertise essential for scaling operations and achieving transformative growth.
Since opening the first Wingstop Canada outlet in 2022, JPK Capital has grown the brand to 12 locations in Ontario, with 100 planned across Canada by 2031.
were a two-day event during which Wingstop Canada provided a food truck and created an amazing experience for those involved.
“It was very important to us from the outset of this project to find ways to sink roots into the community, both locally in Toronto and nationally across Canada,” Jenkyns reflects.
As well as gaining brand exposure, the tournament presented the opportunity for further collaboration.
Thus, what started as a one-off sponsorship quickly became a deep-rooted partnership between Wingstop Canada and OBA.
“This initiative reflects our commitment to social responsibility as well as supporting and investing in today’s youth through sport, which will not only have a positive impact on young lives but also build brand loyalty for years to come.”
MARINATING A BRIGHT FUTURE
On a mission to serve the world flavor,
“WINGSTOP CANADA IS IN A CATEGORY OF ONE – NO ONE DOES IT LIKE WE DO”
– MATT JENKYNS, COO, WINGSTOP CANADA
Wingstop Canada’s customers, or ‘fans’, are at the center of everything it does.
The company’s simple, streamlined menu reflects how every decision it makes is for the betterment of fans’ flavor experience –without overcomplicating staff responsibilities.
“The simplicity and quality of our menu, combined with delivering great value, are what set us apart and allowsus to lead in this space,” Jenkyns prides.
In 2025, Wingstop Canada plans to invest heavily in its people and culture while delivering exciting new changes to its back-of-house layout and equipment, targeted specifically at improving crew member satisfaction.
“Instead of using artificial intelligence (AI) and technology to replace our crew members, we are using it to make their jobs easier, freeing up bandwidth to focus on delivering the best possible guest experience,” he reveals.
Meanwhile, in the absence of alcohol, Wingstop Canada’s primary focus is on delivering quality and
value through flavor to appeal to young audiences and families alike.
Elsewhere, strong demand for food delivery, supplemented by a bestin-class digital ordering experience, allows fans to navigate the menu easily.
In 2025 and beyond, Wingstop Canada plans to continue to develop the brand and open new restaurants across the country, finding new ways to improve the flavor experience.
“We will continue to push the boundaries of the industry with greatlooking restaurants that are authentic and innovative.
“Watch as we really ‘spread our wings’ across the country over the coming years,” Jenkyns passionately concludes.
POWER, PROMISE, AND PRIDE
Emily Arthun, CEO of the American Coal Council, highlights the importance of the resource to the US economy and the coal industry’s exciting potential in 2025
Writer: Lucy Pilgrim
North America Outlook (NA): Firstly, please could you introduce us to the American Coal Council?
Emily Arthun, CEO (EA): The American Coal Council (ACC) was founded in 1982 as a private industry trade group to promote the exports of Western US coal to the Pacific Rim, previously known as the Western Coal Export Council.
The ACC exclusively represents the collective and mutual interests
of the entire coal industry. Its membership includes coal suppliers and consumers, energy traders, coal transportation companies, and support service firms.
We rebranded in 2024 with the establishment of the council’s five pillars, which are the building blocks required for the organization to solidify coal’s stake in an evolving global market. They include:
• Serving our members, stakeholders, and communities
– Support the supply chain with relevant educational options to promote viability and engage with all constituents to build a prosperous future for the industry.
• Championing rigorous, full value chain support – Ensure sustainability along the entire ecosystem to encourage and guarantee progress in coal communities as they fight for sustainable, family-supportive employment.
• Promoting ongoing viability and sustainability – Foster responsible business methods via innovation while preserving the industry’s heritage by working in harmony with viable energy supply chains and local governments, achieving the industry’s potential.
• Advocating awareness, education, and policy – Advocate for the industry and build the supply chain via facts and data in the face of inaccuracies, while also collaborating to educate, promote, and preserve its place as a cornerstone of our nation’s economy and for the industry’s various stakeholders.
• Encouraging advancements, innovation, and cooperation –Build a future where coal maintains its integral role in a broad global economy, facilitate data-based solutions to issues, and invest in modern methods of production while inspiring continued innovation.
NA: What is your current take on the US coal industry? Is it particularly exciting or challenging to work in?
EA: Coal is a critical resource as it provides fuel for the electrification of our lives, resulting in everyday comforts.
Coal also provides coke that allows for the manufacturing of steel, and with it, the building of cities, automobiles, ships, and planes. It additionally facilitates many of the materials used in our high-technology products, from carbon foam to graphene and beyond.
Coal is additionally used in the manufacturing of rockets that take our astronauts into space, and it is a basic component of everything from bowling balls to modern medicine.
In the US, the dismissal of this resource by the Obama and Biden administrations has been a tragedy, jeopardizing the well-being of
“THE REALITY IS THAT MANY STILL DO NOT FULLY UNDERSTAND THE ESSENTIAL ROLE COAL PLAYS IN PROVIDING MORE THAN JUST ENERGY. IT IS INTEGRAL TO MEETING SOME OF OUR MOST BASIC NEEDS AND IT IS TIME TO ENSURE THIS MESSAGE IS HEARD”
–
EMILY ARTHUN, CEO, AMERICAN COAL COUNCIL
US citizens and the economy. As we move on from the Biden administration to a new Trump administration, we have a unique opportunity to reset natural resource policy to one grounded in common sense.
The results of the election show that people across the country are calling for a shift in how we approach energy and industry. There is a growing recognition that affordable, reliable energy is critical for the well-being of our communities and nation.
For those of us in the coal industry, this presents a tremendous opportunity to emphasize the resource’s vital role in not only powering our homes and businesses but supporting our daily lives.
The reality is that many still do not fully understand the essential role coal plays in providing more than just energy. It is integral to meeting some
of our most basic needs and it is time to ensure this message is heard.
Looking ahead, it is exciting to know that we have a favorable federal government that we will be able to work with. The challenge will be to reverse the war on coal narrative and show US citizens that coal is critical to their well-being.
NA: Can you tell us more about how the ACC advances the commercial and professional development interests of members?
EA: The ACC hosts several conferences each year that include in-depth discussions and analysis about coal production, governmental policies, regulations, transportation, generation, and emerging markets, as well as facilitating concentrated networking and business building opportunities with industry leaders.
The second annual Miami Coal Forum, taking place from February 11th-13th 2025, is a partnership with McCloskey by OPIS, a Dow Jones Industrial Average company. This event will focus on all aspects of the coal industry, highlighting North America’s pivotal role in supplying both established and emerging markets.
The Coal Innovation and Market Strategies Conference, happening from August 19th-21st 2025 in Park City, Utah focuses on industry innovations and domestic and international markets, including coal, natural gas, and minerals.
The ACC recognized the importance of federal interactions and has hosted two Day on the Hill events, giving members an opportunity to talk about all things coal with Congress. The third event will be held in the spring of 2025.
NA: Likewise, how does the ACC represent the collective interests of the US coal industry in advocating for coal as an economic, abundant, and environmentally sound critical resource?
EA: The ACC is very cognizant of the diversity of our business members. Therefore, we advocate for coal and find common ground.
To ensure that coal can continue to be a critical resource, there are four key issues:
1. Protecting the nation’s coal supply chain.
2. Ensuring safe and accessible transportation for coal production.
3. Focusing on the affordability and reliability of the electric grid.
4. Promoting and developing the coal workforce.
Protecting the nation’s coal supply chain is crucial, and key to that is permitting reform. It is essential to
“THERE IS A GROWING RECOGNITION THAT AFFORDABLE, RELIABLE ENERGY IS CRITICAL FOR THE WELL-BEING OF OUR COMMUNITIES AND NATION”
– EMILY ARTHUN, CEO, AMERICAN COAL COUNCIL
streamline the process of obtaining permits and prevent the federal government from revoking existing permits.
Safeguarding and enhancing the transportation infrastructure for coal, encompassing rail access, port and river transport facilities, and roadways, is another key component
in our nation’s energy policy moving forward.
This effort plays a pivotal role in boosting our economic competitiveness by cutting down the expenses associated with coal delivery, thus maintaining the competitiveness of US coal in both domestic and international markets.
The enhancement of transport systems, including railways, ports, and inland waterways, facilitates the efficient and cost-effective access of coal to international markets. Furthermore, the improvement and expansion of transportation systems leads to job creation in various sectors such as construction, engineering, and operations, ultimately benefiting local economies.
Coal plays a crucial role in ensuring electric grid reliability by providing a constant supply of energy that is needed to meet demand.
Unlike some renewable sources, coal-fired plants operate continuously, contributing significantly to the grid even during high electricity demand periods such as extreme weather events.
Moreover, the ability of coal plants to maintain large fuel stockpiles on-site enhances their resilience to supply chain disruptions, ensuring price stability in the electricity market. This reliability instills confidence in the energy system’s capacity to meet future demands, benefiting industries and consumers alike.
The US workforce is essential for addressing the shortage of trade skills in fields like welding, mechanics, and electricians.
NA: What makes the ACC an essential resource for industry, policymakers, and public interest groups?
EA: I see an organization that over the last two and a half years has taken
significant steps to shape the future of coal.
The ACC has become more active on social media, published op-eds, launched a grassroots election video campaign supporting coal, and witnessed a resurgence in attendance at our conferences.
Personally, I’ve spent time traveling, discussing coal, attending meetings in Washington, D.C., engaging with members at conferences, and touring our exceptional supply chain.
Now more than ever, it is crucial for the ACC to be bold in its commitment to the coal industry as we have laid a strong foundation to become the leading advocate for the resource.
2024 began with a fresh look and a renewed dedication to our industry. Our rebranding was met with enthusiasm as we embraced the past, present, and future of coal, boldly proclaiming that we’re “Proud To Be American | Proud To Be Coal” with a clear vision to champion our industry, product, and people.
NA: Finally, what are the AAC’s key priorities in order to continue representing the interests of the nation’s coal industry?
EA: Our country is fortunate to have some of the world’s greatest natural resources, which if properly managed can contribute to both energy and economic security worldwide.
Coal is, and must remain, one of those resources. The natural resource community must work together for the best outcome for our nation’s citizens. Whether you drill, mine, harvest, or grow a natural resource, the time to be bold and find a common message that all natural resources will need for a vibrant, strong world is now.
We must clearly communicate the importance of coal and its role in securing our nation’s future. Celebrate this amazing industry by telling everyone how proud you are to be part of coal.
SPOTLIGHT ON JAMAICAN MANUFACTURERS AND EXPORTERS
Jamaica’s manufacturing and exporting landscapes exhibit significant potential and, supported by recent positive trends, are poised to take center stage as a major driver of domestic growth
Writer: Ed Budds | Project Manager: Krisha Canlas
Jamaica’s manufacturing industry is undergoing significant transformation, driven by emerging trends that are reshaping the sector.
Companies are actively embracing cuttingedge technologies to enhance productivity and streamline operations, from automation in production lines to the integration of digital tools for supply chain management.
This aligns with the push toward Industry 4.0, where technological innovations such as robotics, artificial intelligence (AI), and digital fabrication are becoming integral to competitiveness.
Another key trend is the shift towards export-driven growth, as manufacturers recognize the limitations of relying solely on the Jamaican market and are actively exploring opportunities in regional and global markets.
This diversification strategy is fostering economic growth and positioning Jamaican products to compete on a broader scale.
To support these efforts, the Jamaican government has introduced Product Input Relief (PIR), an initiative offering exemptions or reductions on duties and taxes for production inputs.
This policy enables manufacturers to
reduce costs, improve resource utilization, and maintain global competitiveness while aligning with international trade standards.
Additionally, a significant enabler of this transformation is the development of an industry skills upgrade strategy.
This focuses on upskilling and reskilling workers, mitigating workforce displacement, and fostering digital inclusion. It also emphasizes collaborative efforts between the Jamaican government, educational institutions, and industry stakeholders to ensure a future-ready workforce.
These measures are closely tied to Jamaica’s national goals, which include increasing the manufacturing sector’s gross domestic product (GDP) contribution to JMD$81 billion by 2025, generating employment, and enhancing exports. Achieving these ambitious targets requires ongoing innovation, infrastructure expansion, and a skilled workforce.
By leveraging these trends – technological innovation, export market exploration, government support, and strategic workforce development – the Jamaican manufacturing industry is positioning itself for sustained growth and resilience in an increasingly competitive global environment.
JAMAICA MANUFACTURERS AND EXPORTERS ASSOCIATION INTERVIEW:
The Jamaica Manufacturers and Exporters Association (JMEA) is the country’s leading industry association, serving as the voice of exporters, manufacturers, service providers, and micro, small, and medium-sized enterprises (MSMEs). We speak with Executive Director, Kamesha Blake, to find out about the association’s exciting developments and what the future holds for this burgeoning industry
North America Outlook (NA): Firstly, could you talk us through the beginnings of JMEA?
Kamesha Blake, Executive Director (KB): JMEA is the product of a significant merger between the Jamaica Manufacturers Association (JMA) and the Jamaica Exporters Association (JEA) in 2018.
Together, JMA and JEA brought 77 years of collective experience and legacy to the table, enabling JMEA to represent a wider range of sectors including manufacturing, mining, services, and primary products.
This merger positioned JMEA to champion Jamaica’s presence in both local and global markets more effectively, fostering innovation, collaboration, and sustainable economic growth.
“JMEA’S MANDATE IS TO SUPPORT ITS MEMBERS THROUGH ADVOCACY AND STRATEGIC PARTNERSHIPS. OVER THE NEXT FIVE YEARS, WE ENVISION STRENGTHENING THESE PARTNERSHIPS TO DRIVE INNOVATION AND GROWTH ACROSS THE MANUFACTURING AND EXPORT SECTORS”
– KAMESHA BLAKE, EXECUTIVE DIRECTOR, JAMAICA MANUFACTURERS AND EXPORTERS ASSOCIATION
the global market. However, the transition is hindered by several challenges, including workforce shortages and a significant skills gap.
Between 2018 and 2022, employment in manufacturing declined by approximately 6,000 workers, exacerbating labor shortages. A misalignment between education and industry needs further compounds this issue, underscoring the importance of workforce development and educational reform.
Despite potential gains, the sector’s reliance on laborintensive production methods highlights the need for widespread adoption of digital technologies, including automation and AI, to enhance productivity and global competitiveness.
Additionally, while export growth is a positive indicator, the industry faces the challenge of sustaining this momentum by penetrating new markets and diversifying its export base.
Efforts to address these challenges are underway, including the development of a national five-year strategy, aiming to increase the sector’s GDP contribution to JMD$81 billion by 2025 and exports to USD$531 million.
Moving forward, key priorities include enhancing workforce productivity, improving cost efficiency, fostering innovation, and expanding market access.
In the broader Caribbean context, many nations face similar hurdles when transitioning to advanced manufacturing and integrating global best practices, making collaboration and regional policy alignment critical for success.
NA: Please give us your current take on the manufacturing and exporting landscapes across Jamaica – what are some of the major challenges and developments?
KB: Over the past five years, the manufacturing sector has contributed approximately JMD$60-65 billion to Jamaica’s GDP, with a 35.4 percent increase in exports recorded in 2022.
Key growth areas include food, beverages, and tobacco, reflecting resilience and a strong foundation for expansion.
The sector’s shift from Industries 2.0 and 3.0 toward Industry 4.0 is crucial to boosting competitiveness in
Kamesha Blake and President, Sydney Thwaites (second from right), talk with association members at the Manufacture 360° Conference in May 2024
Jamaica Bauxite Mining (JBM)
Pioneering Sustainable Industrial Growth in Jamaica
Since its inception in 1975, Jamaica Bauxite Mining Ltd. (JBM) has been a cornerstone of Jamaica’s industrial sector, driving productivity and facilitating export growth. As a government-owned entity with a business enterprise mandate, JBM is dedicated to optimizing both social and financial returns on Government of Jamaica investments while promoting sector expansion in an environmentally responsible manner.
JBM is actively repurposing its legacy assets to create prime logistics and industrial spaces tailored for international manufacturers and exporters. Our facilities in Lydford, St. Ann, are strategically located between Jamaica’s north and south coasts, offering seamless connectivity to major transportation networks. This advantageous positioning enables efficient distribution channels, access to skilled labor, and proximity to burgeoning tourism and global services markets.
dry docking for small to medium fishing and catamaran boats.
A recent upgrade has enhanced its’ dry docking capacity.
At the heart of our operations is Reynold’s Pier in Ocho Rios, Jamaica, a multifaceted port facility catering to diverse maritime needs. The port operates and manages bulk material export and the berthing of cargo vessels, cruise ships, and naval vessels. Another port offering is
“Sustainability is at the core of JBM’s diversification strategy. The company is undertaking a slew of innovative initiatives, ensuring that we remain resilient and adaptable in an ever-changing global environment,” informs Mrs. Donna Howe, Managing Director at JBM.
JBM’s unwavering commitment to sustainable development and adherence to rigorous environmental monitoring and management practices makes us an ideal partner for local and international manufacturers and exporters seeking to establish or expand operations in and throughout Jamaica.
We invite industry leaders to explore the opportunities that JBM offers and join us in driving Jamaica’s industrial growth while upholding the highest standards of environmental responsibility.
“JAMAICA’S RICH HERITAGE – EMBODIED IN ITS MUSIC, CUISINE, ATHLETIC PROWESS, AND ICONIC CULTURAL SYMBOLS –RESONATES POWERFULLY ON THE INTERNATIONAL STAGE”
– KAMESHA BLAKE, EXECUTIVE DIRECTOR, JAMAICA MANUFACTURERS AND EXPORTERS ASSOCIATION
NA: What is the key to successfully promoting Jamaican brands?
KB: The key to successfully promoting Jamaican brands lies in leveraging the island’s dynamic and globally dominant culture.
Jamaica’s rich heritage – embodied in its music, cuisine, athletic prowess, and iconic cultural symbols – resonates powerfully on the international stage. This cultural identity offers a compelling narrative that captivates audiences and fosters emotional connections with consumers.
Global markets increasingly value authenticity and storytelling, seeking brands that evoke a sense of place and purpose.
Jamaican brands, steeped in a legacy of resilience, creativity, and excellence, have a natural advantage in this regard as they can tap into the strong global recognition of “Brand Jamaica”, which evokes images of vibrancy, passion, and authenticity.
NA: What key investments or recent projects has JMEA been working on?
KB: We have been prioritizing skills development to address the critical labor shortage in the manufacturing sector.
One key initiative is our partnership with the InterAmerican Development Bank (IDB) and the HEART/NSTA Trust to establish the Manufacturing Sector Skills Council (MSSC).
MSSC aims to create diverse and adaptable training programs aligned with the evolving demands of a modern manufacturing industry. This initiative is a pivotal step in building a workforce capable of driving innovation, efficiency, and excellence in the sector.
Additionally, we have partnered with the University of Technology, Jamaica through a memorandum of understanding (MoU) to bridge the gap between education and the job market.
President Sydney Thwaites (center) with JMEA executives
This collaboration equips students with essential technical skills while strengthening the talent pipeline for Jamaica’s manufacturing industry.
Additionally, under this partnership, third- and fourthyear undergraduate students gain hands-on industry experience, contributing directly to member companies in areas such as manufacturing, technology, project management, and occupational health and safety.
These initiatives are critical to ensuring a skilled and future-ready workforce for Jamaica’s manufacturing sector.
NA: What about Expo Jamaica and the exciting opportunities this tradeshow presents?
KB: Expo Jamaica is a cornerstone event that connects Jamaica’s vibrant business community with the global market.
The tradeshow is a unique platform for international and local buyers to directly engage with Jamaican products and services and explore opportunities for trade partnerships.
Expo Jamaica is the largest and most influential exhibition and trade show in the English-speaking Caribbean, exclusively dedicated to showcasing Jamaicanmade products and services.
President Sydney Thwaites (left) with third- and fourthyear undergraduate students at Expo Jamaica
Delivering fresh produce
Carita Jamaica Limited is the premier provider of fresh grown produce from Jamaica.
As an 100 percent family-owned and operated company, our focus is delivering fresh produce to you.
From farms throughout Jamaica, Carita is a year-round supplier of the very best fresh fruits and vegetables to the United States, Canada and the UK.
Celebrating thirty years in business, this year Carita is expanding its product line beyond fresh produce to include frozen items, soups, and Jamaican natural teas, under the “Carita Premium” brand.
Since its inception in 1971, this biennial event has become a beacon for trade and investment, attracting not only local businesses but also members of the diaspora and international buyers.
It provides a powerful avenue for building brands, maximizing product awareness, and unlocking significant trade opportunities. The event also plays a crucial role in advancing local industry development, expanding markets, and fostering strong trade relationships with traditional and non-traditional global partners.
From 3rd-6th April 2025, with the theme “Global
Partnership, Local Impact, Advancing Jamaica’s Reach”, Expo Jamaica will once again serve as the central hub for Jamaican commerce.
The event will spotlight the strengths of Jamaica’s productive sectors, providing international buyers first-hand experience of the innovation, quality, and craftsmanship that define Jamaican products.
This multi-sector exposition will feature a diverse range of participants, including manufacturers, service providers, primary producers, exporters, and representatives from the tourism industry.
Exhibitors will range from pioneering start-ups to established industry leaders, offering attendees a comprehensive look at the best of Jamaica’s business landscape.
For international buyers, Expo Jamaica represents an unparalleled opportunity to source products, forge meaningful partnerships, and participate in the growth of Jamaica’s economy.
NA: How do you see JMEA developing over the next five years, and what specific targets do you hope to achieve moving forward?
KB: JMEA’s mandate is to support its members through advocacy and strategic partnerships. Over the next five years, we envision strengthening these partnerships to drive innovation and growth across the manufacturing and export sectors.
We will likewise intensify our lobbying efforts with the Jamaican government to enhance incentives and policies that foster economic development and empower our members to thrive in an evolving global market.
We are also aiming to keep increasing membership numbers and expanding our network to include a broader range of manufacturers and exporters, fostering greater collaboration and representation.
Elsewhere, we are advocating for better incentives by working closely with policymakers to secure more robust incentives that drive competitiveness and economic growth.
Additionally, by facilitating infrastructural development, we are championing initiatives to improve infrastructure critical to the success of the manufacturing and export industries, ensuring sustainable growth and enhanced productivity.
Elhydro Limited, located in Montego Bay, Saint James, Jamaica, is a multifaceted company specializing in manufacturing and distributing industrial lubricants, fluids, greases, oils, chemicals, natural gases, biofuels, petroleum distillates, heavy duty hard and soft parts, filtration system and products, and offers ISO17025 A2LAaccredited laboratory oil analysis services. Under the leadership of CEO Tanya Morgan and President Phillip Scott, the
company aims to advance renewable energy solutions in Jamaica.
In October 2018, Elhydro Limited partnered with the University of Technology, Jamaica (UTech, Ja.) through a Memorandum of Understanding (MoU) to collaborate on biodiesel production
This initiative seeks to create innovative methods for producing biodiesel from local feedstocks, such as castor oil and waste vegetable oils while meeting
One of planet earth’s most sophisticated INNOVATORS
international fuel standards like ASTM and European EN.
Elhydro Limited is a major privately held manufacturer and distributor of refined and renewable petroleum products worldwide. Its portfolio includes petrochemical feedstocks, naphtha specialties, lubricating oils, greases, and biofuels such as biodiesel. The company serves the automotive, industrial, and heavy-duty markets with packaged and
bulk shipments and offers customized services for various industries, including agriculture and power generation.
Elhydro explores island-wide biodiesel’s application in diesel engines, highlighting benefits like improved lubricity, lower toxicity, and reduced emissions. Furthermore, it is investigating the production of valuable by-products, including glycerin, fertilizers, and pharmaceuticals.
INDUSTRIES SERVED
Elhydro offers various products, including Starfire branded items, and collaborates with companies Starfire Premium Products, Pennstar Lubricants, Kleenoil USA, Triarii Advisors, STARFIRE Century laboratory, and DAMERA International. Through these efforts, Elhydro remains committed energy and environmental stewardship.
In 2014, Elhydro patented a hydrogen energy source in Jamaica, positioning itself as an innovator in renewable energy. This technology could serve as a standalone power source or complement existing systems, potentially changing the island’s energy landscape.
The company’s dedication to environmental sustainability is further demonstrated through its association with Kleenoil Jamaica, which focuses on efficiency and ecological intelligence. Operating from Bogue Industrial Estate, St. James, offers services to enhance operational efficiency while minimizing environmental impact.
Elhydro Limited is a key player in Jamaica’s energy sector, collaborating with institutions like UTech to promote renewable energy and sustainable solutions. The company aims to reduce reliance on fossil fuels and support the nation’s energy sustainability goals.
A potential partnership with the Ministry of Science, Energy, Telecommunications, and Transport (M.S.E.T.T.) and Petrojam Limited focuses on developing biodiesel from locally grown Castor Plant Beans as feedstock, thought a proposed farmers’ cooperative utilizing farming communities and farm lands, in addition to long term lease arrangement for lands such as reclaimed mined out bauxite lands instituted by Elhydro will transformed Jamaica’s energy, transportation, agriculture, and manufacturing sectors while bolstering economic growth.
companies like Coolants Plus Inc., Century ISO17025 A2LA-accredited committed to innovation in renewable
Marine Rail Transport
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As manufacturing organizations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
A multi-channel brand, Manufacturing Outlook brings you the positive developments driven by organizations across the global manufacturing industry through its various platforms.
Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered straight to your inbox with a bi-weekly newsletter.
Through these compelling media channels, Manufacturing Outlook will continue to foreground the movers and shakers of the industry.
To participate as a featured company and join us in this exciting endeavor, contact one of our Project Managers today.
A TRUCKLOAD OF INNOVATION
Daimler Truck AG has decades of experience in the automotive and trucking industry and has maintained its strong position.”
A subsidiary of the global automotive pioneer, Daimler Truck North America (DTNA) designs, engineers, manufactures, and markets medium and heavy-duty trucks, school buses, vehicle chassis, and their associated technologies and components under the Freightliner, Western Star, Thomas Built Buses,
Freightliner Custom Chassis Corp, and Detroit brands.
“Our brands cater to a wide variety of needs, from long-haul logistics to vocational and school buses,” continues CIO, Lutz Beck.
“The breadth of this unmatched product portfolio allows us to meet the specific requirements of our diverse client base, which ranges from logistics companies to municipal fleets.”
Headquartered in Portland, Oregon, the company also has manufacturing
Lutz Beck, CIO
Lutz Beck, CIO, outlines how Daimler Truck North America is shaping the future of logistics and transportation through the development of cutting-edge technology solutions
Writer: Jack Salter | Project Manager: Michael Sommerfield
plants in Cleveland, Gastonia, and High Point (North Carolina), Mount Holly and Gaffney (South Carolina), and Redford (Michigan), as well as Saltillo and Santiago (Mexico).
These facilities also house cuttingedge engineering and testing centers that drive innovation in every aspect of DTNA’s vehicles.
“We operate state-of-the-art manufacturing facilities and robust supply chains to ensure operational efficiency and high-quality production,” Beck explains.
“DTNA also has unparalleled aftermarket support through expansive parts distribution centers and service networks.”
AT THE FOREFRONT OF INNOVATION
The North American truck manufacturing sector is at a pivotal moment as it undergoes a seismic shift toward sustainability, electrification, autonomous driving, connectivity solutions, and more. DTNA is at the forefront of
these industry innovations as the company strongly invests in R&D to develop cutting-edge solutions and technologies.
“We’re not just building trucks; we’re shaping the future of logistics and transportation,” acclaims Beck.
One such innovation is the fifthgeneration Cascadia, which DTNA unveiled in October 2024.
The newest addition to the Freightliner family builds on its legacy as the industry’s preferred on-highway truck with advanced safety features,
increased aerodynamic efficiency, and the addition of new business intelligence tools to benefit profitability.
The vehicle also features active safety systems as part of DTNA’s Detroit Assurance suite of safety systems, including Active Brake Assist 6 (ABA 6), which mitigates potential collisions by calculating the truck’s speed and distance to stationary and moving objects to determine if a
warning or braking action is needed and automatically activates partial and full braking if necessary.
“Lane Departure Warning alerts the driver if the truck deviates from its lane without a turning signal, while Adaptive Cruise Control to 0mph maintains a safe following distance and adjusts the speed automatically,” adds Beck.
The driver-assist functions are part
of the Cascadia’s automated driving capabilities, where the vehicle can control both steering as well as acceleration and deceleration under certain circumstances while a human driver remains actively engaged at all times. DTNA is deeply invested in developing autonomous driving solutions in the trucking industry with the goal to make roads safer and help customers boost productivity.
“WE’RE NOT JUST BUILDING TRUCKS; WE’RE SHAPING THE FUTURE OF LOGISTICS AND TRANSPORTATION”
–
LUTZ BECK, CIO, DAIMLER TRUCK NORTH AMERICA
CONNECTIVITY, E-COMMERCE, AND AUGMENTED REALITY
The Cascadia is additionally equipped with Detroit Connect® services, offering real-time tracking and data insights, remote diagnostics, and performance monitoring to optimize fleet operations.
Detroit Connect® forms part of DTNA’s strong portfolio of connectivity services.
“Our trucks are becoming increasingly connected, enabling predictive maintenance and enhanced operational efficiency for fleet owners,” informs Beck.
“To drive business performance and innovation, IT and business functions need to work closely together and collaborate as IT is
increasingly embedded in products, services, and business processes. We maintain a strong project pipeline to continuously improve IT operations, support our various business functions, and develop new technology solutions.”
One such solution is Excelerator, DTNA’s next-generation e-commerce platform which launched in 2020.
Excelerator connects DTNA customers to its distribution network, allowing them to get the right part at the right place and time, which significantly reduces vehicle repair times. In early 2023, Excelerator online retail sales reached $1 billion for DTNA parts.
“Excelerator is a great example of how IT supports DTNA by building
Harnessing technology for a competitive edge
A strategic imperative
In today’s rapidly evolving business landscape, aligning IT with business objectives has proven invaluable, but is this alignment creating a competitive edge? The answer to this question is more critical than ever. As manufacturing environments grow increasingly complex, forward-looking manufacturers are leveraging data to meet new market realities, balance competing priorities, and advance competitive advantage in the market. Strategic alignment is about transforming data into actionable insights that drive smart, sustainable, and resilient manufacturing operations, thus creating lasting competitive advantage.
The role of data-driven manufacturing
Data-driven manufacturing (DDM) is a unique approach that aligns business objectives with data strategies and solutions to transform data into actionable insights. This approach helps implement a digital continuum that enables highly productive teams, processes, and systems built to adapt and evolve. Manufacturers can implement and advance industrial IoT, cloud, and automation initiatives by acting as a unified organization across the entire business value chain and the broader ecosystem while fostering better innovation and communication within their teams.
Strategic and operational insights
Manufacturers who use data for strategic and operational insights are outpacing their peers in
competitive advantage and operational effectiveness. They optimize operations through enhanced monitoring, collaboration, and innovation, taking preemptive action to future-proof against additional changes. This positions them better to realize their strategic objectives and balance growth with sustainability through insight-led innovation.
The shift to Industry 5.0
With Industry 5.0 taking shape, stakeholders are pushing manufacturers to evolve beyond using technology solely for profit. They are expected to become responsible leaders for the future, addressing current economic conditions, geopolitical disruptions, and a scarce supply of modern skills and talent. This shift has accelerated the need for transformation, making it imperative for manufacturers to leverage data across their value chains to guide decision-making.
Building a data strategy aligned with business value
Manufacturers can unlock the transformative power of data by building and executing a comprehensive data strategy aligned with their values and business objectives. This strategy should accelerate outcomes by strategically aligning initiatives to business value, enabling data and analytics to adapt as business and customer priorities change. It should also identify the maximum value with the minimum scope to deliver initiatives that result in a return on investment (ROI).
Managing data as a strategic asset
Data must be managed as an asset, ensuring it is fit for purpose and aligned with business objectives. This requires an informed approach across the complete data life cycle—from creation to end-oflife. Manufacturers can shift from reactive decisionmaking to proactive planning based on forecasts and predictions by collecting, processing, and analyzing critical data.
Raising enterprise intelligence
Enterprise intelligence is the ability to turn contextrelevant data into actionable insights that drive business value, whether it’s new growth opportunities, better customer experiences, or lower costs. By applying increasingly complex analytics and AI, manufacturers can gain powerful insights that help reduce waste, improve efficiency, and enhance the customer experience.
Ensuring organizational readiness
A data-first mindset is critical to building trust and ensuring ROI on data investments. Whether it’s a small initiative or an extensive transformation program, a structured approach helps effectively manage the human side of change. Initiatives underpinned by a data-first culture and excellent change management strategies have a higher chance of meeting their objectives and supporting transformation.
Benefits of transforming into a datadriven enterprise
Becoming more data-driven allows a manufacturer to make decisions based on facts rather than intuition alone. This drives a more unified organization across the entire business value chain and the wider ecosystem. Specific benefits include:
• Build highly productive teams that work from the most insightful and supportive data in real-time— enabling true innovation and cross-pollination.
• Move beyond just optimizing operations to preempting change and responding proactively with strong business and IT alignment.
• Gain true insight across vast data stores to create new services, products and ways of doing business.
• Connect with external ecosystems and enjoy win-win benefits with new and sometimes unlikely partners.
• Reflect, learn and continuously improve to realize your vision and demonstrate measurable results.
• Embrace responsible and transparent practices and processes and adopt enabling technologies
that unearth the relevant data required to take measurable action and demonstrate sustainability progress.
• Retain and attract new talent by offering employees a career with purpose.
Conclusion
As manufacturing becomes more unified, transforming data into actionable business insights will be critical to addressing new market realities and driving smart, sustainable, and resilient operations. By aligning technology with business objectives, manufacturers will confidently navigate the future, leveraging data to create a competitive edge and achieve their strategic goals.
About CGI
Insights you can act on
Founded in 1976, CGI is among the largest IT and business consulting services firms in the world. We are insights-driven and outcomes-based to help accelerate returns on your investments. Across hundreds of locations worldwide, we provide comprehensive, scalable and sustainable IT and business consulting services that are informed globally and delivered locally. CGI.com
AN ESTABLISHED CAREER
Having grown up in Stuttgart, Germany, which has a rich automotive history and is the home of Daimler AG, Mercedes-Benz, and Porsche, Beck has always been interested in truck manufacturing.
Before becoming CIO at DTNA, Beck was CIO at Daimler Truck Asia (Mitsubishi Fuso Truck in Japan and Bharat Benz in India).
In Asia, Beck was responsible for the overarching IT strategy as well as the entire development, delivery, and governance of IT. Under his leadership, connectivity and big data analytics were initiated, developed, and successfully established within Daimler Truck Asia.
Before moving to Japan, Beck held various management positions within Daimler AG, eventually working his way up to the role of IT Director for Finance and Controlling, Procurement, and Business Intelligence.
Prior to joining Daimler AG, he worked at a large consultancy firm, focusing on the implementation of enterprise resource planning (ERP) and SAP template implementations, as well as other IT projects.
Beck gained work experience in numerous countries as a consultant, including Singapore, South Africa, Japan, Australia, Thailand, Indonesia, China, South Korea, and Malaysia.
new business models and driving revenue,” states Beck.
Another example is HoloLens, a cutting-edge augmented reality platform from Microsoft that DTNA has piloted as a virtual collaboration tool with dealers and customers.
In testing, DTNA leveraged a combination of Microsoft technologies, including the HoloLens 2 platform, Dynamics 365 Remote Assist, and Teams.
This enabled service technicians to connect directly to DTNA subject matter experts across the organization, who were able to project service manuals, schematics, and other documentation across their field of vision while troubleshooting vehicle repairs.
“DTNA WORKS CLOSELY WITH A NETWORK OF STRATEGIC PARTNERS, INCLUDING TECHNOLOGY PROVIDERS, LOGISTICS COMPANIES, AND FLEET OPERATORS, ALL OF WHICH ARE KEY TO OUR BUSINESS”
– LUTZ BECK, CIO, DAIMLER TRUCK NORTH AMERICA
FUTURE FRONTIERS
DTNA’s initiatives also include community engagement programs, employee development opportunities, and partnerships that foster sustainable practices throughout its supply chain.
For 2025, meanwhile, DTNA’s top priorities are to advance autonomous
driving technologies, expand its digital services, and continue to innovate within its products and operations, at the heart of which are its 20,000+ employees across North America.
“We invest heavily in talent recruitment, retention, and development through training
programs, upskilling initiatives, and various career opportunities,” concludes Beck, emphasizing the human element of DTNA’s work.
“Behind every truck we build are the people whose dedication and ingenuity make it all possible. Our focus on innovation is matched by our commitment to fostering a supportive and empowering environment for our employees.”
Tel: 503.745.8000
northamerica.daimlertruck.com
READY FOR WHAT’S NEXT
Kratos Defense and Security Solutions has expertly positioned itself at the futuristic forefront of aerospace and defense technology, with its industry transforming array of unmanned vehicles and drone development. We learn more with President of the company’s Unmanned Systems Division, Steve Fendley
Writer: Ed Budds | Project Manager: Michael Sommerfield
The expansive North American aerospace and defense industry is currently experiencing continued transformation, propelled by game-changing advancements in digital technologies, strategic investments, and a renewed focus on both workforce development and supply chain visibility.
From securing new talent to unearthing supply chain opportunities, swathes of aerospace and defense companies are now working to integrate digital technologies and artificial intelligence (AI) into their businesses to address some of the industry’s most persistent problems.
Flourishing within this vast industry is Kratos Defense and Security Solutions (Kratos), a technology, products, and systems company addressing the defense, national security, and commercial markets worldwide.
Headquartered in San Diego, California, the company today specializes in internally funded R&D, capital, and other investments in order to rapidly advance, produce, and field solutions that address its customers’ mission-critical needs and tailored requirements.
At Kratos, affordability is viewed as a crucial aspect of technology, and the company seeks to utilize its
proven combination of leading-edge approaches and innovative technology, which are expertly combined to reduce costs, time, and risk, enabling the company to be first to market with cost-effective solutions.
WITNESSING INCREDIBLE TRANSFORMATION
Since January 2017, Steven Fendley has served as President of Kratos’ Unmanned Systems Division, which comprises six business units –Kratos Unmanned Aerial Systems, Micro Systems, Inc. (MSI), Technical Directions, Inc. (TDI), 5-D Systems, Sierra Technical Services (STS), and Kratos Australia.
“I always knew I wanted to be an engineer from a very young age. My dad was a Navy fighter pilot and later a test pilot for a defense contractor, and that really started my initial trajectory into the industry,” he recalls fondly.
“Right out of college, my first job was in the development of military drones and related technology, and that’s been my passion and focus for my whole career ever since,” Fendley adds.
Having witnessed an incredible transformation of the entire defense industry in the last couple of decades, Fendley believes the power that new technology possesses is virtually
“WE BELIEVE THAT WE’RE NOW KNOWN AS AN INNOVATIVE AND DISRUPTIVE AGENT OF CHANGE IN THE INDUSTRY, ONE THAT IS AN EXPERT IN DESIGNING PRODUCTS AND SYSTEMS”
– STEVE FENDLEY, PRESIDENT – UNMANNED SYSTEMS DIVISION, KRATOS DEFENSE AND SECURITY SOLUTIONS
limitless and still holds the exciting promise of saving lives and making a substantial difference.
“When I first started working in this burgeoning field, I was lucky enough to be involved with a program that I was really passionate about, working on old F-4 fighter jets and converting them to being uncrewed systems,” Fendley shares.
These programs were extremely rare at the time in terms of operating aircraft from the ground with autonomous capabilities and without a human pilot on board.
However, in the last decade, such initiatives have skyrocketed in both
quantity and scope as technology has continuously evolved.
“It’s such an exciting time to be involved in this work as I used to have to really hunt around for such opportunities, but now they’re everywhere,” he excites.
A GROWING PORTFOLIO
As a mid-tier contractor comprising around 4,000 members of staff, Kratos views itself as a technology company that truly specializes in defense.
“We believe that we’re now known as an innovative and disruptive agent of change in the industry, one that is an expert in designing products and
systems,” Fendley tells us.
Kratos’ primary business areas include virtualized ground systems for satellites and space vehicles, such as command and control (C2) and telemetry software, tracking and control, jet-powered unmanned aerial drone systems, hypersonic vehicles, and rocket systems.
As well as this, the company is currently involved with a comprehensive array of propulsion systems for drones, missiles, loitering munitions, supersonic systems, spacecraft, and launch systems, alongside its work on microwave electronic products for missile, radar, missile defense, space, satellite, counter unmanned aerial systems (UAS), directed energy, communication, and virtual augmented reality training systems for warfighters.
DRIVERLESS VEHICLE SOLUTIONS
Across the US, one of the major problems encountered at present for a multitude of industries is a severe shortage of drivers.
Kratos is responding to this challenge through its array of self-driving trucks deployed on the road across the US, supporting new deployment cases and territories.
The company’s self-driving truck solutions continue to act as industry game-changers by addressing issues that continue to burden the key transportation and supply chain activities of today.
“We are uniquely positioned as a developer of transformative systems, platforms, and products to adapt technology developed for military and defense applications into commercial markets,” details Fendley.
“Leveraging field-proven pilotless, driverless, communications, C2, and other advanced technologies developed across Kratos enables our commercial driverless truck deployments to be safe, adaptable,
AERIAL TARGET SERVICES
Kratos offers customized aerial target services that are an affordable pay-peruse option, ideal for customers with smaller budgets. This service allows the company to provide realistic mission scenarios tailored to customers’ unique specifications.
LOGISTICS – Whether it’s the Arctic or the desert, Kratos can go where its customers are.
MISSION PLANNING AND ANALYSIS – Kratos works with customers to plan each mission and analyze the resultant data.
SYSTEM MAINTENANCE – Kratos completes all required maintenance of the target system.
FLIGHT OPERATIONS – The company offers several different high-performance target platforms to deliver the highest level of training realism.
and reliable in harsh environments not previously considered by other self-driving truck companies.
“Plus, our focus is on areas where there is a driver shortage, so we’re not taking jobs away, we’re enabling key industries to process in spite of the nationwide driver shortage.”
Ensuring safety and business continuity are critical customer concerns for the company, and Kratos’ self-driving trucks are proving to be a viable solution for meeting these crucial goals.
FLIGHT OF THE VALKYRIE
The pride of the company’s portfolio, the Kratos XQ-58 Valkyrie
is a stealthy, unmanned combat aerial vehicle (UCAV) originally designed and built by Kratos and demonstrated to the US Air Force through the Low-Cost Attritable Strike Demonstrator (LCASD) program, under the Air Force Research Laboratory’s Low-Cost Attritable Aircraft Technology (LCAAT) project portfolio.
“The LCAAT portfolio was established to break the escalating cost trajectory of tactically relevant aircraft and provide an affordable, lightweight solution as an unmanned escort or wingman aircraft alongside a crewed fighter aircraft in combat scenarios,” Fendley sets out.
“Representing a clean-sheet, low-cost tactical UAS, the XQ-58A is changing the paradigm for tactical UAS technology,” he adds.
Flying since 2019, the Kratos XQ-58A Valkyrie is a high-performance, survivable, tactical UCAV capable of long-range flights at high subsonic speeds and is currently in production in Oklahoma City.
The impressive aircraft can serve as a loyal wingman, conduct single UAS operations, or operate in swarms.
Combined with its affordability, survivability, long range, maneuverability, and ability to carry flexible mission kit configurations and a mix of lethal weapons from its internal bomb bay and wing stations, the Kratos XQ-58A Valkyrie provides extreme flexibility for the multiple Department of Defense customers that have acquired the vehicle under contract today.
“It is also a key technology to prove the effectiveness of autonomous electronic support to crewed platforms, as well as demonstrate the potential for AI-enabled platforms to augment combat air patrols while continuing to mature other manned-unmanned teaming capability objectives.”
Undoubtedly, the ability to be pre-deployed and operated remotely from a substantial distance, without requiring runway or airfield operations, makes it a critical deterrent for near-peer adversaries.
POSITIONED AT THE FOREFRONT
With the emergence of near-peer adversaries and the ever-increasing cost of tactical aircraft acquisition costs, the Kratos UAS business unit has been at the forefront of the development of reusable UAS for use in manned-unmanned teaming (MUM-T) operations in a contested environment.
In this way, Kratos UAS leverages its elite knowledge of high-performance subscale aerial targets to design, develop, and demonstrate the first
KRATOS UNMANNED SYSTEMS DIVISION PRODUCTS –AT A GLANCE
AIR – Kratos provides reliable products and systems that are fully qualified to military standards and designed to operate and survive the extreme environments defined by the mission requirements.
LAND AND SEA – The company offers world-class unmanned vehicle control capability to meet the challenges of customer requirements.
AVIONICS – Kratos offers a series of transponders for C2 data links, radar tracking, identifying friend or foe (IFF) applications and other specialty electronic and radio frequency (RF) systems for UAS, missiles, and loitering munitions.
purpose-built attritable UAS.
“We remain at the forefront of delivering a family of innovative, affordable, expeditionary, and highperformance tactical UAS,” Fendley prides.
Growth across this invigorating and future-facing industry is likely to continue on its current trajectory, with Kratos’ new advances in technology underlying each step.
The myriad technologies applied throughout the industry offer a plethora of opportunities for companies such as Kratos, ones that can help drive both margins and innovations for the future and seize the exciting opportunities that lie ahead.
Tel: (858) 812-7300 www.KratosDefense.com
Fueling the Future: Innovative Pump Solutions & Brushless Motors
Weldon Pump, established in 1942 as a division of the Weldon Tool Company in Cleveland, Ohio, gained recognition during World War II for designing innovative vane pumps to deice military aircraft. Their contributions earned the prestigious U.S. Army-Navy “E” Award in 1944. Post-war, Weldon leveraged its expertise to serve the growing general aviation market, expanding its product line to include fuel boost, metering, transfer, hydraulic, lubrication, and circulating pumps for aviation, military, and high-performance applications.
Today, Weldon Pump is a family-owned, small business that continues to serve the aviation and defense industries with an expanding range of pumps, motors, and valves. For over a decade, Weldon Pump has been a trusted partner of Kratos, delivering advanced fuel pump solutions and motors for Kratos’ target drone platforms. Our commitment to high-quality, dependable technology supports the next generation of unmanned systems in demanding operational settings. With our commitment to innovation, Weldon Pump has developed a certified brushless motor offering distinct advantages, such as enhanced efficiency, weight reduction, and minimized avionics interference. Unlike conventional designs, our brushless motor eliminates the need for software, streamlining operation and enhancing reliability.
Notably, the motor also features unique in-rush current control and current-limiting capabilities, delivering smooth and consistent performance. To further support these advancements, Weldon Pump completed a major renovation and expansion of our Cleveland, Ohio manufacturing and engineering facilities in 2023. This development has more than doubled our production capacity and allows for full in-house manufacturing and assembly of all pumps and brushless motors.
With over 80 years of experience, rigorous quality standards, and extensive in-house capabilities, Weldon Pump has built a reputation as a trusted partner to leading companies like Kratos. We are proud to contribute to advancing technology in the aviation and defense sectors, delivering products that meet the highest standards of performance and quality.
Phone: 440-232-2282
Email: info@weldonpumps.com
Website: www.weldonpumps.com
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As mining organizations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
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To participate as a featured company and join us in this exciting endeavor, contact one of our Project Managers today.
THE HOUSE OF THE
MINER
Collahuasi’s executive team comes together to discuss the company’s extensive contribution to Chilean mining and mineral production –particularly as resources such as copper become increasingly critical within the global energy transition – while emphasizing its role in supporting local communities and economies
Chile, the distinctive ribbon of land that runs along the west coast of South America, is a curiously shaped country abundant with vast natural landscapes – from the rolling sands of the Atacama Desert, the driest non-polar desert in the world, to the peaks of the Torres del Paine National Park.
The vibrant capital of Santiago, meanwhile, is a bustling urban metropolis that perfectly juxtaposes against this tranquility.
Among its beautiful landscapes,
Chile is also the world’s largest producer of copper, responsible for around a quarter of global production.
Bordering Peru and Bolivia, the Tarapacá region in the north of the country demonstrates Chile’s longstanding tradition as an epicenter for mining and mineral production.
In fact, many abandoned mining towns can still be found in the area, offering an insight into the region’s historical economic significance and the ways in which vital mineral resources were fought over in the War of the Pacific.
Today, Tarapacá remains home to numerous significant mining operations and some of the world’s most desired resources, including copper and naturally occurring sources of sodium and potassium nitrate.
Chilean mining company, Collahuasi, meaning ‘the house of the miner’ in the local Aymara language, boasts an extensive operation located in Tarapacá.
As one of the world’s primary copper producers and the second largest in Chile, Collahuasi is renowned for the extraction and production of copper and molybdenum concentrate.
Diligently mining its two major deposits, Rosario and Ujina, the company contributes significantly to the country’s gross domestic product (GDP) each year.
A BRIEF HISTORY
Collahuasi’s origins date back to the second half of the 19th century, when commercial exploitation of highgrade copper-silver veins began in Tarapacá.
However, mining activities in the area were interrupted in 1930 with the arrival of the Great Depression, only recommencing in Collahuasi’s current area of operation in 1978 after key features of the Rosario deposit’s exceptional copper grades were identified.
13 years later, the adjacent Ujina deposit was discovered, with the feasibility and environmental impact studies for its exploitation approved in 1995 and commercial operation commencing in 1999.
“In 2003, we more than doubled our sulfide ore treatment capacity, increasing our output from the initial project’s 60 thousand tons per day (ktpd) to around 130ktpd,” introduces Jorge Gómez, CEO.
Since then, various process optimizations have delivered an
increase in capacity, equating to around 155ktpd in 2023.
Two years prior, the company also obtained the environmental permits required to extend the operation for 20 years and increase its ore treatment capacity up to 210ktpd.
Today, Collahuasi has an installed capacity of 170ktpd, with other debottlenecking projects in the process of implementation or under review to increase this capacity further in the coming years.
In terms of production and distribution, a 203-kilometer (km)long system of slurry pipelines transports copper concentrate from the company’s concentration plant in Ujina to the Collahuasi Maritime Terminal in Punta Patache, 65km south of the city of Iquique.
From this facility, where the
company’s molybdenum and concentrate filtering plants are also located, products are shipped to international markets – primarily China and other parts of Asia.
2023 saw Collahuasi record C1 costs of $1.27 per pound of copper, positioning the company in the first
“COLLAHUASI’S FOUNDING PRINCIPLES ARE FOCUSED ON THE RESPONSIBLE AND EFFICIENT DEVELOPMENT OF RESOURCES –FIRST AND FOREMOST, THE SAFETY OF OUR WORKERS, RESPECT FOR THE ENVIRONMENT, AND THE SUPPORT OF OUR LOCAL COMMUNITIES”
–
JORGE GÓMEZ, CEO, COLLAHUASI
quartile of the industry.
Its direct and indirect economic contribution to the Chilean economy during the same year was equivalent to 1.34 percent of national GDP and 56.31 percent of GDP in the Tarapacá region.
In addition, Collahuasi generated a significant contribution to the country
through tax payments of $809 million.
“Collahuasi’s founding principles are focused on the responsible and efficient development of resources – first and foremost, the safety of our workers, respect for the environment, and the support of our local communities,” Gómez prides.
Over 40 years of excellence
United Pipeline Systems is a global specialty contractor, providing solutions to pipeline integrity challenges through high-performance thermoplastic internal pipeline lining systems for the oil and gas, industrial, mining, and municipal industries.
United works worldwide to safeguard mining companies’ pipelines by extending their life and helping to meet regulatory requirements. Our Tite Liner® solution prevents internal corrosion and erosion to help ensure the integrity of these critical pipelines.
High Performance Lining Systems across all Major Sectors
Our long-standing partnerships with leading mining companies, along with thousands of miles of Tite Liner being in service for over two decades, attest to the effectiveness and durability of our Tite Liner solution.
Providing tangible evidence of its ability to extend pipeline durability and meet stringent regulatory requirements across all aspects of mining pipeline infrastructure, including: • Tailings • Concentrate • Acid lines • PLS • Water lines
United’s Tite Liner® system protects your critical pipeline system around the clock.
The Tite Liner® system can often rehabilitate pipelines at half the cost and time of dig-and-replace solutions. The transportation of corrosive or abrasive materials in the oil & gas, mining, industrial and municipal markets can wreak havoc on your pipelines. Internal corrosion and abrasion can lead to leaks, pipeline failure, environmental damage and lost production.
Complete replacement of these pipelines is costly and time-consuming. Internal abrasion and corrosion can be avoided by utilizing the pipeline construction capabilities of United Pipeline Systems.
The Tite Liner® System United developed the Tite Liner® system, a technology that enables a thermoplastic liner to fit tightly inside a host pipe.
The Tite Liner® system is manufactured with a larger outside diameter (OD) than inside diameter (ID) of the host pipe.
The Tite Liner® system temporarily reduces the thermoplastic liner’s diameter for insertion. The liner then expands tight following installation. The tight-fitting liner acts as a continuous barrier between the host pipe and the corrosive or abrasive material.
The corrosion and abrasion resistance properties of thermoplastic allow the Tite Liner® system to protect pipelines from a variety of chemicals
and abrasives through a broad range of temperatures and pressures. It is an efficient and cost-effective way to protect new or existing pipelines and its use can often extend the life of a pipeline far beyond the expected life of an asset. The Tite Liner® system comes in sizes from 50 mm to 1,300 mm (2 inches to 52 inches) in diameter, with larger diameters possible in certain situations.
The Tite Liner® system offers many benefits:
• Long pull lengths: Average pull lengths are approximately 600 meters to 800 meters (1,900 feet to 2,600 feet) and longer. Pull lengths of 2.5 km (8,000 feet) have been achieved (individual section length depends on the diameter, bends, terrain and condition of the host pipe).
• Low cost and time: The Tite Liner® system can often rehabilitate your pipelines for less than one half the cost and time of dig-and-replace solutions.
• No maintenance: The Tite Liner® system is a “fit and forget” solution, unlike chemical injection alternatives that require ongoing maintenance and operating costs.
• Temperature limitation: The polyethylene pipe utilized in the Tite Liner® system exhibits superior mechanical properties
in temperatures up to 90ºC (194º) for water and oil emulsion service. For higher temperatures or more aggressive fluids, United can recommend alternative lining materials.
• Chemical resistance: Thermoplastic is very resistant to chemicals and other media such as acids, alkalis and salts, which makes it suitable in almost every process application.
• Field bends: The lining system can easily negotiate field bends of 50D or greater. Bends as low as 20D have been achieved and tighter bends may be possible.
• No pressure limitation: The Tite Liner® system has no pressure limitation since the pressure is contained by the host pipe.
• Leak-free connections: Tite Liner® system flange fittings have been successfully used in projects with pressures up to 340 bar (5,000 psi). The connection has been tested and independently verified up to 500 bar (7,500 psi).
• Increased operating efficiencies: A Tite Liner®- protected pipeline often experiences increased operating efficiencies because the smooth thermoplastic liner improves hydraulic properties over and above a slight reduction of the inside diameter.
AN EVOLVING INDUSTRY
An industry stalwart, Collahuasi has noted major transformation in South America’s copper mining industry since its inception.
“Not only has the scale of the industry grown in line with global demand, but we have also seen dramatic changes in the landscape in terms of innovation and automation, while the sector has embraced and
“WE HAVE A SUSTAINABILITY POLICY APPLICABLE TO ALL OUR ACTIVITIES, WHICH SEEKS TO HARMONIZE FOUR KEY DIMENSIONS – BUSINESS, ENVIRONMENT, COMMUNITIES, AND PEOPLE”
– MARIO QUIÑONES, VICE PRESIDENT OF DEVELOPMENT AND SUSTAINABILITY, COLLAHUASI
made significant progress toward sustainability alongside inclusion and diversity goals,” Gómez surmises.
Globally, demand for copper has grown due to the emergence of the resource as a critical mineral within the green energy transition – a trend that will continue to have a great impact on the future of the planet.
South America, and Chile in particular, therefore remain key for the
global supply of copper.
However, the sector also faces challenges such as access to water and increasing regulatory pressures, while fluctuating commodity prices are expected to remain a feature of a rapidly changing world.
“While accessing and developing the human capital needed for the future is a challenge, it is also an opportunity to accelerate the
transformation of our workforce to be more inclusive and diverse,” he notes.
Mining, particularly copper mining, is a key pillar of development for Chile and plays a key role in attracting investment, driving economic growth, and contributing significant fiscal resources to the nation.
Chile and Peru dominate copper production in South America, accounting for more than 35 percent of global production combined, while other countries in the region such as Argentina, Brazil, and Ecuador play a smaller but steadily increasing role.
South America as a whole, meanwhile, has a significant 40 to 45 percent share of world copper production as it is home to some of the world’s largest and highestyielding copper mines.
CONTRIBUTING TO LOCAL DEVELOPMENT
In 2023, Chile’s mining sector accounted for 11.9 percent of the
country’s GDP, while its exports accounted for 56 percent, with a total value of $53 billion.
In the same year, Collahuasi was the third-largest copper producer in the world, responsible for the direct employment of around 2,000 workers and 3,000 contractors, with a strong focus on the development of local suppliers.
“We are committed to regional growth and being a positive contributor to neighboring local communities,” informs Trevor Dyer, CFO.
“Our focus is on generating shared value, ensuring that Collahuasi’s economic progress also translates into tangible benefits for our local communities.”
Indeed, Collahuasi has implemented various initiatives through the Collahuasi Foundation which is focused on entrepreneurship, socioeconomic development, capacity building, and education.
COLLAHUASI SHAREHOLDERS
ANGLO AMERICAN (44 PERCENT) – The largest producer of platinum on the planet, Anglo American’s portfolio also comprises copper, diamonds, iron ore, and steelmaking coal. Based primarily in the UK, the organization also has operations in North America, Africa, Asia, and Australia.
GLENCORE (44 PERCENT) –
A world leader in diversified natural resources, Glencore produces and markets more than 60 assets internationally across 35 countries.
JAPAN COLLAHUASI RESOURCES (12 PERCENT) –
A subsidiary of Mitsui & Co., the consortium of companies is involved in a variety of mining operations across Chile and is one of the largest trading and investment companies in Japan.
Innomotics
and Collahuasi:
Achieving Mining Excellence Through Collaboration
In the ever-changing landscape of the mining industry, the enduring partnership between Innomotics and Minera Collahuasi stands as a prime example of how technological innovation can drive operational excellence. By working together, the two companies have implemented cutting-edge technologies that not only optimize efficiency and productivity at the giant Collahuasi copper mine but have also improved safety conditions for personnel and contractors and increased the sustainability of the business.
“Innomotics is proud to be at the forefront of mining innovation with Collahuasi. We are not just solving today’s problems; we are laying the groundwork for tomorrow’s opportunities,” said Hector Andrade, Country Business Unit Manager for Innomotics Solutions.
Drive Systems: Enhancing Operational Efficiency
Central to the collaboration is the integration of advanced drive systems tailored to meet the unique needs of Minera Collahuasi’s operations.
The mining industry demands robust, reliable, and efficient equipment, and Innomotics’ drive technology is designed to handle these challenges seamlessly. These drives are crucial in enhancing the efficiency of
Collahuasi’s operations, especially in critical areas like the grinding process.
In 2016, Innomotics carried out the modernization of the Dual Pinion drive systems for four mills in Collahuasi’s Ujina concentrator plant.
This involved the installation of four 4.85MW motors for the two ball mills and four 4MW for the two SAG mils, plus four E-houses equipped with SL150 converters and auxiliary systems, and an automation system based on cutting edge technologies.
As well as providing the equipment, the company was also responsible for transporting the hardware to the plant site, located at more than 4,400 meters above sea level, as well as installation supervision, commissioning, start-up services and training.
The modernization process also complied with the customer’s requirement of just 10 days of downtime for the SAG and then the Ball mills.
“Our goal is to ensure that Collahuasi’s machinery not only meets but exceeds performance expectations. By implementing state-of-the-art drive systems, we are contributing to a more sustainable and productive mining process,” said Andrade.
Integral Plant Maintenance
Innomotics’ partnership with Minera Collahuasi has continued through
the provision of Integral Plant Maintenance service to its plants for the last ten years. One of the largest maintenance contracts in the global mining industry, the contract today covers the crushing operations at the mine, the Ujina concentrator and the port facility at Puerto Patache.
Through its IPM service, Innomotics aims to provide optimal maintenance of the equipment, minimizing costs and downtime while achieving the highest levels of safety for its personnel. Sensors embedded in drive systems, conveyors, and crushers continuously collect data on equipment performance. Innomotics is developing methodologies to analyze this data to identify early warning signs of wear and tear, enabling timely interventions and reducing unplanned shutdowns
The emphasis on integral maintenance not only extends the lifespan of critical equipment but also improves overall safety and reliability. Furthermore, it aligns with Collahuasi’s commitment to operational excellence and sustainability by reducing resource waste and enhancing equipment utilization.
“Integral Plant Maintenance is about moving from a reactive to a proactive mindset. By using data to forecast potential failures, we are moving forward together with Collahuasi reshaping how we face the mining of the future,” says Andrade.
Digitalization: Leveraging Data for Smarter Operations
One of the most transformative elements of the InnomoticsCollahuasi partnership is the focus on digitalization. In line with Collahuasi’s
strategy to achieve the algorithmization of its business, Innomotics has worked with its team to implement a Digital Twin, that is a virtual replica of its physical assets and operation which operators can use to test out new operating criteria without affecting the productivity of the operation.
At Collahuasi, the Digital Twin simulates the crushing process at the Rosario sector of the mine. By analyzing information such as hopper levels, ore reduction, and conveyor belt speed, the team has been able to optimize a traffic-light system based on Artificial Intelligence that indicates to operators exactly when they should unload to keep the volume of ore in the crusher chamber at optimal levels avoiding bottlenecks.
“We are excited about the promising results of the digital twin in optimizing the crushing process. The data-driven insights have shown us how much more value we can extract from our current systems helping us to define future expansions more precisely,” explains Andrade.
Conclusion: A New Era of Mining Excellence
The collaboration between Innomotics and Minera Collahuasi is a testament to the transformative power of technology in mining. By focusing on advanced drive systems, digitalization, and innovative forms of maintenance, the partnership is setting new standards for efficiency, sustainability, and operational excellence.
“This is more than a technological upgrade; it’s a shift in how we approach mining. Together with Collahuasi, we are proving that the future of mining is intelligent, sustainable, and resilient,” comments Andrade.
Through the Collahuasi Foundation, high-quality educational establishments are co-managed and teach technical careers related to mining.
The foundation is critical in this regard, as the company actively invests in the education and co-management of two municipal technical high schools, raising the overall quality of education in the Tarapacá region.
Currently, more than 300 graduates from these schools work at Collahuasi or its contractor companies.
The contribution of mining in terms of direct employment in Chile last year reached 278,000 workers, a figure that rises to 986,000 if indirect employment is included –equivalent to 10.9 percent of national employment.
SUSTAINABILITY POLICY
Collahuasi’s sustainability policy drives productivity, permeates every area of the company, and is based on a number of international sustainability standards, including:
UNITED NATIONS (UN) GLOBAL
COMPACT – Revolves around a set of 10 principles, including human rights, labor, environment, and anti-corruption.
UNIVERSAL DECLARATION OF HUMAN RIGHTS (UDHR) –
Developed by the UN Human Rights Commission in 1948, the UDHR seeks to ensure global freedom, equality, and dignity.
TRANSPARENCY
INTERNATIONAL – The Chilean chapter of the association promotes accountability, integrity, and transparency.
Policies implemented in Chile also ensure that mining royalties paid by companies in the sector are distributed to regional governments and municipalities throughout the country to fund community-centered initiatives.
“For example, some of these resources are allocated to national funds. These include the Territorial Equity Fund, which seeks to reduce the gaps that exist between
municipalities’ incomes, the Mining Communities Fund, which focuses on the impacts of mining activity, and a fund for citizen security,” Dyer explains.
A STAND-OUT OPERATION
Differentiated by its management model, Collahuasi applies a risk management cycle framework throughout the entire value chain.
Chilean Minister of Mining visiting a Collahuasi Foundation technical high school
Chilean Minister of Mining observing a Collahuasi Foundation student operating a CAEX hauling truck simulator
A Rolls-Royce solution
Power for your business
It fills us with pride and happiness to be able to accompany Collahuasi for more than 30 years of uninterrupted cooperation in its operations, reiterating our commitment to continue developing and implementing technologies that enhance mineral transportation aligned with shared values, visions and objectives of safety, energy efficiency, productivity and respect for the environment.
This has been the foundation for the company’s ongoing history of operational excellence, ensuring that learnings and opportunities are captured in a way that generate value for the business and the environment.
“Today, we stand out as one of the safest, most efficient, productive, and sustainable mining operations worldwide,” Gómez shares.
This is despite the fact Collahuasi’s main mine is located in the highlands of the Atacama Desert at an altitude of over 4,400 meters above sea level, close to the border between Chile and Bolivia, which has historically presented unique challenges in terms of operations and logistics.
As a result, the mine faces climatic conditions that vary widely from other mining operations in the country.
“For this reason, we have implemented advanced technologies to both protect the health and safety of our employees while ensuring operational continuity and productivity,” he outlines.
Collahuasi is one of the world’s true
Tier 1 copper resources, both in terms of its absolute size but also because of its exceptional quality.
The asset’s copper reserves alone stand at over four billion tons with an average grade of 0.8 percent – a key factor that will help to maintain the exceptionally strong competitive
COLLAHUASI’S ACTIONS TO PROTECT BIODIVERSITY
• Environmental management and compliance through the company’s sustainability policy.
• Efficiently using water resources through the C20+ project.
• Adhering to the principles of a circular economy.
• Exclusively using renewable energy since 2020 in order to achieve its net zero goal by 2040.
• Enacting measures to reduce Scope 1, 2, and 3 emissions.
• Adhering to UN Sustainable Development Goal (SDG) 15 by protecting nearby ecosystems.
• Implementing a forest management plan for 20+ years.
• Introducing a program in 2019 to restore and revitalize 15.4 hectares (ha) of the bofedales in the local area.
• Reforestation of native queñoa trees over a 22-year period, covering a total of 102ha.
position of Collahuasi in the long term.
“To realize the full potential of our asset, there are a number of projects that are either in the execution or development stages,” Gómez asserts.
A PLETHORA OF PROJECTS
One key focus is the growth project at the Ujina plant, which incorporates a number of initiatives required to increase the treatment capacity of the concentrator to the environmentally approved maximum capacity of 210ktpd.
“The various elements of this project will allow us to reach a production of over 600kt of copper per year, positioning Collahuasi as one of the leading copper producers in the world,” he adds.
At the same time, the company is also executing the construction of the C20+ project, which will provide the operation with a desalinated water supply.
The project, which will have an initial capacity of 1,050 liters per second, includes the construction of the desalination plant and water impulsion system, which will see water transported 194km from sea to mine.
Ujina concentration plant
The world needs more metals to thrive. At Collahuasi, the integration of ShovelSense® and BeltSense® delivers complete ore stream coverage, enabling actionable decisions that drive downstream optimization and maximize recovery. Across the globe, millions of tons of valuable ore are lost each year due to material misclassification as a result of limited orebody knowledge, blast movement and mixing, and allocation errors – factors that lead to dilution entering the ore stream and loss of potentially valuable resources.
MineSense’s mine-to-mill digital solutions deliver real-time data to optimize mining operations, starting at the beginning of the mining process – extraction. At the mine face, ShovelSense uniquely delivers real-time ore characterization by the bucket, using innovative X-Ray Fluorescence (XRF) sensors custom installed in the shovel of existing excavators, creating powerful datasets that drive more informed operational decisions. By integrating with a mine’s Fleet Management System (FMS), ShovelSense also enables automated truck routing, ensuring that assessed payloads are routed to the mill, stockpiles,
or waste dumps based on their economic viability. This stepchange in efficiency, driven by advanced material classification and ore sorting, improves the mill head grade and reduces grade variability, resulting in a more efficient mill process.
BeltSense is equipped with the same XRF technology as ShovelSense and installed on top of conveyor belts at key control points along the grinding circuit to complement ShovelSense’s at-face readings, resulting in continuous, end-to-end material tracking. The combined measurements of both technologies deliver actionable data that reduce grade variability, refine process control, and optimize the entire mining operation.
MineSense’s mine-to-mill optimization begins at the mine face and continues seamlessly across the entire production process. By leveraging high-resolution datasets and real-time actionable insights, the company helps mines improve efficiency, boost productivity, and enhance sustainability. Trusted by the world’s largest mining operations, MineSense’s proven digital solutions increase the recovery of payable metals, delivering significant data-driven gains in profitability and sustainability.
Mine-to-Mill powered by ShovelSense ®
Writer: Lucy Pilgrim
ShovelSense's XRF sensor package is custom installed onto existing excavators
BeltSense equipped with the same XRF technology as ShovelSense is installed at key control points along the grinding circuit to provide continuous material tracking data
This will ensure the supply of desalinated water for current operations and future growth projects, reducing pressure on local water resources, thus achieving a very significant milestone in line with enhancing the sustainability of Collahuasi’s processes.
“This is a crucial step to ensure operational continuity in an environment where water is a limited resource,” Gómez outlines.
While the project is still in its construction phase, it is expected to
“WE SEEK TO BE MUCH MORE THAN JUST A COPPER MINING COMPANY –OUR PURPOSE IS TO CONTRIBUTE TO A BETTER SOCIETY”
– TREVOR DYER, CFO, COLLAHUASI
lower emissions.
These include the operation of autonomous trucks, the use of a trolley system for its trucks in dumps, and the robotization of maintenance activities at the Ujina plant.
“All our projects are key to achieving Collahuasi’s objective to realize the full potential of our asset in the context of a growing global demand for copper.
be fully operational during the first half of 2026.
Collahuasi is also moving forward at pace with studies to prepare for the future growth of the company, with the intention of significantly increasing its ore processing capacity.
Finally, the company is investing in the modernization of its mining facilities and processes by incorporating automation technology in mineral transport and processing, which will allow it to operate more efficiently and with
“Further, these projects will enable the delivery of a more resilient, competitive, and sustainable operation, which will benefit all our stakeholders,” he asserts.
SUSTAINING PEOPLE AND PLANET
The Chilean mining industry has adopted more sustainable practices, such as the use of renewable energy sources and desalinated water and the optimization of processes through digitalization and automation, promoting the longevity of the country’s copper mining industry and long-term employment.
The use of reusable water bottles at work reduces 120 tons of disposable plastic per year
Delivering the mining industry’s rst Integrity Management System
Find a better way.
Safeguarding assets and operations for one of the largest copper mines in the world.
Together with Collahuasi, a global leader in mining operational efficiency, Ausenco delivered an Integrity Management System for their mine’s concentrate pipelines, tailings management facilities, and water management system. We provided an overarching framework to guide the management of critical non-processing infrastructure that resulted in increased productivity, reduced downtime and minimised environmental and safety risks.
Collahuasi is a pioneer of sustainability in the country due to its use of renewable energy, with 100 percent of the company’s energy coming from clean sources such as solar and wind power.
Sustainability is therefore a core guiding framework for Collahuasi and applies to all levels of the organization, spanning people, projects, operations, facilities, and products.
“For this reason, we have a sustainability policy applicable to all our activities, which seeks to harmonize four key dimensions –business, environment, communities, and people,” clarifies Mario Quiñones, Vice President of Development and Sustainability.
Since 2021, the company has been implementing an environmental, social, and governance (ESG) management strategy, which includes specific medium and long-term commitments.
LET’S TAKE CARE OF TARAPACÁ
Another example of Collahuasi’s support for local communities, Cuidemos Tarapacá – which translates as ‘let’s take care of Tarapacá’ – directly benefits residents in the region.
In the spirit of collaboration and through alliances with public and private partners, the program seeks to deepen Collahuasi’s contribution to the socioeconomic development of Tarapacá and respond to the needs of its inhabitants.
ITS ACTION LINES INCLUDE: TARAPACÁ SONRÍE – Improving the dental health of more than 300 women in the area.
IQUIQUE SE CUIDA – Related to the care and recovery of the historic center of Iquique so that the city remains a safe and attractive meeting place for residents and visitors.
MUJER AVANZA – Supports the work of 300 female entrepreneurs from the Tarapacá region through financing, training, and the formalization of their ventures.
IQUIQUE CIRCULAR – Strengthening Collahuasi’s commitment to caring for the environment by promoting circular economy initiatives to reduce waste generated in the city, making the current refuse problem an opportunity for local development.
Female entrepreneurs supported by Collahuasi’s Mujer Avanza program
Iquique Circular
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This entire policy is framed within the ambition to deliver sustainable development – harmonizing the company’s economic growth with the construction of a transparent and ethical relationship with stakeholders, alongside the consideration of the ESG needs and expectations of communities.
“Sustainability considerations are an integral part of our business planning and decision-making processes.
“They contribute to responsible resource management and allow us to better manage risks while achieving improved outcomes for all,” Quiñones explains.
Alongside the environment, Collahuasi recognizes the importance of sustaining people as its most valuable asset. Therefore, it promotes a company-wide culture of safety, inclusion, and personal development.
“Our continuous training programs ensure that employees and contractor partners can improve their skills and grow within the organization,” Gómez tells us.
The company also fosters an inclusive environment where diversity is seen as a strength and recognizes talent through incentive and recognition programs that value both individual and team contributions.
“The goal is not only to offer employment but create opportunities for professional growth,” he adds.
DEVELOPMENT PROGRAMS
In line with the aforementioned,
PARTNERSHIP WITH MINESENSE
Collahuasi’s partnership with MineSense is transforming mining operations, leveraging the power of data through technologies such as ShovelSense® and BeltSense® to revolutionize ore stream management. Through MineSense’s solutions, companies can achieve complete ore stream coverage, enabling real-time, actionable insights that drive downstream optimization, maximize metal recovery, and improve sustainability.
MineSense’s revolutionary ShovelSense technology powers mine-to-mill optimization, beginning at the point of extraction. ShovelSense delivers several advantages at the mine face, beginning with accurate ore characterizations and grading with each bucket. Equally, ShovelSense seamlessly integrates with Fleet Management Systems to enable automated truck routing to the mill, stockpiles, or waste dump based on the payload grade to greatly increase recovery and reduce dilution.
Deployed in strategic areas along the grinding circuit, BeltSense provides continuous material tracking to further optimize and improve ore control and enhance downstream performance at the mill.
Collahuasi exemplifies the success of MineSense’s innovative technologies, achieving significant improvements in efficiency, productivity, and profitability while setting new benchmarks for operational excellence. www.minesense.com
Collahuasi has developed a range of employee development programs.
Among them, the Professionals in Training initiative seeks to strengthen and diversify its portfolio of emerging professionals, encouraging their participation in and contribution to various strategic and functional areas of the company.
Alongside its employee development
programs, Collahuasi’s local supplier development programs encourage the hiring of regional companies, generating employment and economic growth in the Tarapacá region.
During 2023, 47 percent of supplier spending was made with local or mixed companies, reaching $1.398 million across 853 companies.
“We seek to be much more than
Alumni of Liceo Juan Pablo II (part of the Collahuasi Foundation)
just a copper mining company – our purpose is to contribute to a better society,” asserts Dyer.
Collahuasi’s local supplier development programs are part a series of initiatives and measures that go beyond the business.
“We also maintain commitments with different indigenous and local organizations which, among other things, consist of carrying out participatory environmental monitoring that considers flora, fauna, and water resources,” adds Quiñones.
By joining community organizations in this work, the company ensures complete traceability regarding its work methodologies, measurements, and reporting.
“In this way, we have made progress in achieving greater transparency and strengthening trust in our management,” he points out.
LOOKING AHEAD
Going forward, in the short term, Collahuasi’s priorities include expanding production capacity in a sustainable manner, implementing new technologies to optimize operations, and completing the construction of the C20+ project.
“We are also advancing our strategy of reducing carbon emissions and the digitalization of our processes,” Quiñones divulges.
In addition, the company is deepening its commitment to local communities by expanding regional development programs.
Collahuasi is also working to deliver its medium and long-term growth agenda through the implementation of various ongoing projects.
“Given the aforementioned potential of Collahuasi´s resources, this includes the advancement of studies, which will allow us to continue on the pathway of growth for our
Founded and led by engineers with over 25 years of experience,
as a
Focused on exceeding client expectations, El Toqui stands out for its adaptability to industry challenges. Through an innovative vision and personalized service, it strives not only to meet standards but also to create a positive and responsible impact on the environment. Its leadership team is firmly committed to excellence, ensuring that every project meets the highest standards of quality and sustainability.
www.eltoqui.cl
company,” he adds.
As Collahuasi’s purpose and values state, it seeks to challenge the present to contribute to a better society for the future.
“Through this goal, we seek to create a positive legacy for our employees and local communities, as well as for the country,” prides Gómez.
Equally, it seeks to be a facilitator of development – socially, economically, and environmentally.
“All of this aligns with our commitment to develop a more sustainable mining company,” he passionately concludes.
www.collahuasi.cl/en/
Constructora El Toqui has positioned itself
benchmark in the development of large-scale, high-complexity projects. Its main clients include Doña Inés de Collahuasi Mining Company, one of the six largest copper producers in the world, and Statkraft, the largest renewable energy generator in Europe.
The global resource for supply chain professionals and organizations
Building on the global success of our regional titles – EME Outlook, Africa Outlook, APAC Outlook, and North America Outlook – Outlook Publishing is proud to introduce a digital magazine and web platform, dedicated to the supply chain sector.
As supply chain organizations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
A multi-channel brand, Supply Chain Outlook brings you the positive developments driven by organizations across the global supply chain industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.
Through this compelling new venture, we foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavor, contact one of our Project Managers today.
THE OCEAN CARRIER OF CHOICE
Kathleen DePrizio, Director of Marine and Terminal Operations at HMM America, tells us how the shipping agency has achieved its leading position at the forefront of the global maritime industry with a focus on innovation, expansion, and sustainability
Writer: Lucy Pilgrim
Project Manager: Poppi Burke
Apassion for marine shipping and transportation is an integral trait for those entering the field, which is currently under considerable strain across North America.
Kathleen DePrizio, Director of Marine and Terminal Operations at HMM America, has been in the industry for over three decades, not to mention the fact that she is the only woman in the world to hold such a role at this
time and only the second woman to ever hold this position for a carrier.
Evidently, DePrizio’s determination has carried her forward in the transportation and logistics sector from a young age.
HMM Algeciras, Suez Canal
“The beginning of my career was a little different to others in the business. I was still in high school at the time and working at a gas station, but I knew I wanted something better,” she opens.
At the age of 16, she started working after school at a trucking company and went full-time following her graduation and various office administration roles, before moving on to work with a non-vessel
operating common carrier (NVOCC) in its warehouse office. While in these two positions, she found a true love for the logistics industry.
“It was exciting and there was always something happening.
NORTH AMERICA OUTLOOK: HOW DO YOU EMPOWER YOUR STAFF AND RECOGNIZE THEIR CONTRIBUTIONS?
Kathleen DePrizio, Director of Marine and Terminal Operations:
“Our team is incredibly diverse, encompassing roles such as port captains, vessel planners, schedulers, and compliance staff. Collectively, my departments bring over 330 years of experience to the table – expertise that is essential for driving the company forward.
“Empowering our employees is non-negotiable. We hire skilled individuals for specific roles, provide thorough training, and then trust them to excel in their responsibilities every single day. Along the way, we emphasize continuous learning and professional growth, while reinforcing that safety is our top priority as an ocean carrier.
“We also make it a point to engage with and support our employees, because without their dedication and hard work, the company simply couldn’t function.”
“THE PEOPLE ARE WHAT DRIVE THIS BUSINESS TO GREATNESS EVERY DAY, AS IT IS, QUITE LITERALLY, WHAT MAKES THE WORLD MOVE”
– KATHLEEN DEPRIZIO, DIRECTOR OF MARINE AND TERMINAL OPERATIONS, HMM AMERICA
SMART SHIPPING EXPERIENCE
HMM America is a shipping agency based in Irving, Texas that operates on behalf of parent company, HMM, and oversees marine, terminal, compliance, equipment, maintenance and repair, and intermodal operations, alongside other sales and service coordination activities.
You can also learn a lot of things by talking to the people, which is one of my favorite parts of the role.”
DePrizio has subsequently had a varied career, working in freight forwarding before experiencing myriad roles with numerous ocean carriers, where her enthusiasm for the sector was ignited.
“It was a whole new world. Ports, terminals, rail roads, truckers – all of it was exciting,” she proclaims.
DePrizio was able to visit a variety of ports and terminals while working with ship captains and crews.
After being relocated to the east coast of the US, she began developing relationships with the commercial and operational teams conducting port and vessel tours.
“I got to go on ships when they were in the port, travel, and attend conferences to learn everything I could about this business, build relationships, and just thrive!”
Therefore, when the opportunity arose to take on the role of Director of Marine and Terminal Operations at HMM America, working to grow relationships with major ports and terminals across the US and Canada, DePrizio could not pass up the chance.
“I would not hold this position without the help of those that I respect and cherish. The people are what drive this business to greatness every day, as it is, quite literally, what makes the world move,” she shares.
The company offers state-of-theart ocean services across East-West and Trans-Pacific global trade routes, spanning from the US, Canada, Mexico, and South America to Asia, the Far East, and India.
“We work with almost every port and terminal in the Western Hemisphere, roughly 20 to 40 of which are in North America alone,” DePrizio points out.
HMM America’s enviable geographical presence makes it the world’s eighth largest global carrier, achieved by consistently putting the customer first and combining technology and expertise to create the ultimate smart shipping experience.
HMM America actively responds to its customers’ needs with a wide
LEADING OPERATOR PORT
Experience a new era in port logistics As the leading container terminal in Mexico, we respond quickly to the changing needs of the global market, delivering exceptional quality, efficiency, and safety
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range of services, including dry, frozen, and special cargo, which are delivered through a variety of ship types, ports, and terminals.
The company likewise strives to support customer needs as they shift to a more sustainable future.
“With our green efforts, we are honing our craft and magnifying results to
make this world safer and reduce our carbon footprint,” highlights DePrizio.
As part of this objective, customers are offered HMM America’s Green Sailing Service, whereby it works with multiple port authorities and nations to create green shipping corridors.
With the aim of achieving net zero carbon emissions by 2045, the
company is purposefully building ships to utilize alternative fuels and ensure it reduces the amount of greenhouse gases (GHGs) produced on the water.
HMM is taking its environmental practices one step further in South Korea, signing a memorandum of understanding (MoU) with the Korea Railroad Corporation (KORAIL) to develop of a low-carbon transportation system.
Enhancing inland rail transportation, the MoU involves utilizing domestic rail infrastructure for refrigerated cargo and establishing an Intermodal One-Stop Transportation System that connects rail and maritime freight.
HMM and KORAIL will team up to improve the efficiency of a new container yard, which the latter is scheduled to secure. From here, the project aims to build an international multimodal transport network for reefer containers.
HMM - Corporate Film 2024
HMM Helsinki, Singapore
McAllister Towing is proud to be a partner with HMM for more than 40 years servicing their vessels throughout the entire US East Coast
As such, the collaboration between the two organizations will help create an eco-friendly service by decarbonizing domestic refrigerated transportation.
Elsewhere, HMM America is also expanding its fleet and, in turn, strengthening its competitiveness.
This includes adding two 7,700 twenty-foot equivalent unit (TEU), liquefied natural gas (LNG)-powered vessels, as well as nine 9,000 TEU methanol dual fuel ships, which will be delivered in April 2025.
Worth $1.1 billion, this project is only a small part of HMM America’s strategy to expand its low-carbon fleet.
EVOLUTION ACCORDING TO INNOVATION
HMM America’s journey coincides with the innovations of its parent company, meeting bulk transportation needs for nearly 50 years.
Indeed, the company was formed
“WITH OUR GREEN EFFORTS, WE ARE HONING OUR CRAFT AND MAGNIFYING RESULTS TO MAKE THIS WORLD SAFER AND REDUCE OUR CARBON FOOTPRINT”
– KATHLEEN DEPRIZIO, DIRECTOR OF MARINE AND TERMINAL OPERATIONS, HMM AMERICA
in 1976 as a bulk carrier then known as Asia Merchant Marine. In the following two years, the company introduced bulk tramp services as well as a container service between the Far and Middle East.
The 1980s witnessed the commencement of the Asia to Middle East liner service and the introduction of many Hyundai carrier vessels, including the Hyundai No.1 and Hyundai Pacific.
After establishing a subsidiary in the US, the company then launched
its first service between the Far East, the US, and the Gulf of Mexico in 1982.
A year later, the business rebranded to Hyundai Merchant Marine and opened terminals in Los Angeles and California, while also merging with Korea Marine Transport Co., Ltd. (KMTC).
The following decade was a time of growth for the company, with a specialist service branch known as Hyundai America Shipping Agency creating an avenue for customer expansion in the US.
Meanwhile, it also opened branches in Thailand and China, introduced an initial public offering, and secured a terminal at the Port of Tacoma in Washington.
“Around the end of the 1990s, shipping companies began to form alliances to try and gain an advantage in a tough market. The Grand Alliance and New World Alliance were then created, with Hyundai being part of the latter when it began in 1998,” DePrizio informs.
HMM AMERICA’S ENVIRONMENTAL, SOCIAL, AND GOVERNANCE (ESG) STRATEGY TIMELINE
2021 – Secured large and highly efficient container ships, improving the fleet’s energy efficiency.
2022 – Launched its ESG Management Committee, established governance for climate action, and formed the Alternative Fuels Task Force Team.
2023 – Upgraded its supply chain carbon calculator, which provides data on the company’s cargo footprint. HMM America also started a service that utilizes biofuel, established a biofuel supply chain, and launched its Green Sailing Service.
2024 – Acquired a number of global ESG evaluation ratings from reputable institutions, including CDP and EcoVadis. The company also established a GHG inventory system and introduced a standardized methodology across the organization.
2025 – Seeks to deliver methanol dual fuel vessels into its fleet.
2030 – Aims to reduce absolute GHG emissions across its operations.
2045 – Working toward achieving net zero five years ahead of regulation requirements.
HMM Antwerp, Busan
HMM Nuri, Greece
In 2010, the two alliances merged to create the G6 Alliance, which meant that Hyundai was part of the world’s largest shipping alliance.
Toward the end of the 2010s, however, the company came together with other industry players and joined 2M after departing the G6 Alliance, and then later joined THE Alliance, a global network of shipping companies.
The Hyundai Merchant Marine name was subsequently rebranded to HMM in 2020, marking a new era for the company as it continued its growth strategy.
GLOBAL LEADERS IN ECOFRIENDLY SHIPPING
As part of its ambitious expansion goals, HMM plans to spend $17.5 billion in investments over the next five years, more than half of which will facilitate new container ships and equipment.
The parent company will spend $9.5 billion on 70 new container ships as part of its sustainable growth plan, which centers around achieving net zero emissions across its container, bulk, and logistics operations.
Thus, HMM will increase its fleet to 130 vessels by 2030, meaning that it is well positioned to withstand the reorganization of global shipping alliances, strengthen its core business competitiveness, and establish a carbon-neutral ecosystem.
With HMM’s average profitability increasing by 125 percent year on year, the highest in the ocean carrier sector, the company is allocating $3.1 billion to shipping and logistics infrastructure to accommodate this rapid growth, extending its existing terminals while also acquiring new ones.
Furthermore, in line with its 2045 net zero goal, the company will spend $750 million on retrofitting ship engines, securing a supply chain for green fuels, and improving operational stability and efficiency through digitalization.
Alongside these substantial investments, HMM America’s success is also due to its work with tugs, pilots, railroads, and terminals, as well as its proactive labor force.
“These partnerships are always at the forefront of our minds. We strive to keep communication open and have healthy relationships,” DePrizio impassions.
As such, the company’s terminal contract team is consistently in contact with vendors to ensure their requirements are met, guaranteeing that vessels are serviced to the adequate standards and cater to customer needs.
Looking across the shipping horizon, there will be a joint effort across HMM America to streamline efficiencies.
“We will ensure that all team members are on board and feel the same drive to succeed, continuing on their chosen paths in this great world of transportation.”
The company strives to realize this strategy and grow its employee base and fleet to be the carrier of choice.
“I wish to be part of a great team that will lead the charge in this business to go green and set the standard for others,” closes DePrizio.
“We will be successful.”
Tel: 972-501-1378
Kathleen.deprizio@hmm21.com
www.hmm21.com/company.do
HMM Victory, Hong Kong
HMM Algeciras, Hamburg
DRIVING SUCCESS ACROSS THE NATION
Providing passenger transportation solutions for over a century, Coach USA has established itself as a leader in the North American mobility and transportation industry. Derrick Waters, CEO, shares insights into his leadership journey, the company’s unwavering commitment to safety, and its forward-thinking plans for innovation and growth.
Coach USA, a leading provider of ground passenger transportation and mobility solutions in North America, has proudly delivered over 100 years of dedicated passenger transportation services.
With a network of companies that carry millions of passengers annually throughout the US and Canada, the company not only
provides transportation services but also promotes and generates wider economic growth through job creation and improved access to safe, reliable, and affordable transportation.
“Our mission is to connect people, places, and opportunities,” opens Derrick Waters, CEO of Coach USA.
“This drives our daily operations, from strategic route planning to providing accessible services in
underserved areas. By focusing on community needs and enhancing connectivity, we help individuals access vital services and opportunities while ensuring a seamless travel experience.”
Waters has built his career over 30 years in the transportation and logistics industry, including 34 years at UPS®, where he retired in 2021 as Vice President of Package Operations.
He then joined Coach USA as COO and, in 2023, became CEO, continuing his focus on innovation and operational excellence.
His passion for supply chain management stems from its critical role in driving business success and community connectivity.
“I’ve always been drawn to how the supply chain creates seamless operations and directly impacts the customer experience,” Waters explains.
In addition to his corporate roles, Waters serves as Board President of the Nate McMillan Foundation,
“WE STRIVE TO NOT JUST MEET BUT EXCEED CUSTOMER EXPECTATIONS BY DELIVERING SAFE, RELIABLE, COMFORTABLE, AND CONVENIENT TRANSPORTATION, SUPPORTED BY THE DEDICATION OF OUR PEOPLE AND OUR FOCUS ON INNOVATION”
– DERRICK WATERS, CEO, COACH USA
an organization dedicated to mentoring and empowering young men affected by fatherlessness. He is also a member of the US Department of Transportation (DOT) Human Trafficking Advisory Board, where he focuses on leveraging transportation networks to combat trafficking and support broader societal initiatives.
Waters views the supply chain industry as a consistently exciting and dynamic field, with innovations and transformations on the horizon.
“The industry is currently undergoing significant transformation. The integration of
technology, a heightened focus on sustainability, and the demand for resilience make it a dynamic space,” he says.
For transportation specifically, supply chain efficiency directly impacts service delivery and customer satisfaction, presenting challenges and growth opportunities.
OVER A CENTURY OF INNOVATION
Coach USA and its affiliated companies are trusted business partners providing commuter and line run services, airport transfers, charter
bus rentals, tours, and many contract service solutions. Through the company’s affiliates and subsidiaries, it has been offering passenger transportation solutions for nearly 100 years.
“Coach USA has always remained committed to safety, innovation, and adaptability. From our early days of providing local bus services to becoming a leading provider of transportation solutions, we have continuously evolved to meet the changing needs of our passengers,” informs Waters.
Today, the company operates a comprehensive network connecting urban centers and rural communities, offering services such as commuter bus routes, airport shuttles, charter services, and sightseeing tours.
Additionally, it has operations in 13 locations throughout the US and Canada, alongside more than 1,700 employees and 1,100 buses.
What truly sets Coach USA apart from the rest is the company’s unwavering commitment to its mission and pillars.
“Our mission drives every aspect of our business. We strive to not just meet but exceed customer expectations by delivering safe, reliable, comfortable, and convenient transportation, supported by the dedication of our people and our focus on innovation,” impassions Waters.
Specifically, the company highlights safety, planning, training, implementation and execution, customer-centric values, and strong community partnerships as its distinctive elements.
Effective planning underpins the company’s operational success, as it firmly believes this is essential to delivering on its service commitments.
This proactive approach enables it to anticipate challenges and adapt to changing market needs, ensuring it consistently provides seamless transportation solutions.
Equally, implementation and execution are where Coach USA turns its plans into action – whether by launching new contracts, integrating advanced technologies, or expanding its service network, the dedicated management team guarantees each initiative is executed with precision and efficiency.
Furthermore, the company tailors its services to meet the unique needs of the communities it serves, prioritizing accessibility and inclusivity.
These customer-centric values and strong community partnerships, combined with a drive for continuous improvement and technological advancement, allow Coach USA to deliver transportation solutions that truly connect people, places, and opportunities.
“Our pillars of safety, planning, training, and execution, alongside our mission-driven focus on innovation and community engagement, set us apart as a leader in passenger transportation,” declares Waters.
COMMITTED TO SAFETY
For Coach USA, safety is a top priority, setting it apart in an industry where reliability and trust are paramount.
“There are many things that we do best, but the most critical one is safety, which is at the very core of everything we do. We are dedicated to a ‘safety first, last, and always’ attitude,” emphasizes Waters.
The company adheres to rigorous safety protocols, ensuring the well-being of both passengers and employees.
COACH USA SERVICES
The company operates a wide variety of passenger transportation services, including:
• Commuter bus services
• Airport shuttle and university shuttle bus operations
• Charter bus rentals
• Bus tours
• Contract services and transportation management
From its fleet to its facilities, safety considerations guide the company’s operations, with comprehensive training programs reinforcing a culture of safety across the organization.
The foundation of the company’s commitment to safety is embodied in its safety program and training, where new drivers undergo a minimum of 150 hours of classroom and behind-the-wheel training before they begin service. Even those with an existing commercial driver’s license are required to complete more than 90 hours of theory and practical training.
“Our driving team is one of the best-trained in the industry,” states Waters.
Serving as a cornerstone of Coach USA’s competitive edge, the company invests heavily in its people by offering extensive training that covers dispatch, fleet management, customer engagement, driver safety, and leadership development.
“By nurturing talent and fostering
diversity, we empower our employees to excel in their roles and drive the company’s success,” further expands Waters.
Equally, Coach USA also invests in new technology and innovations to ensure it remains an industry leader.
The company consistently reviews its digital touchpoints to guarantee it is offering an exceptional user experience and even provides customers peace of mind with bus tracking, allowing them to readily monitor the status of their trip in real time.
“We’ve introduced chatbots on our Coach USA and Megabus websites, which helps us to assist a much higher volume of inquiries, even outside of typical business hours, and has dramatically improved the customer experience,” prides Waters.
GOING GREEN
Partnerships are crucial to the ongoing success of Coach USA, with the company consistently leveraging
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Helping the greater Garden State & Northern Metro area with our licensed professional contracting, our company is here to help anyone in the industrial, commercial or residential market, as well as with the environmental & petrochemicals, mining, energy, agriculture, waste management, or other adjacent industries.
Hazardous Waste Management
BDI is dedicated to cleaning up New Jersey and surrounding states. We are a full-service environmental contractor company here to help you achieve the best possible management of hazardous waste material. Whether your site has been contaminated by a release, spill or leak, or you are cleaning up a decommissioned property from potential environmental issues on site, or you need to properly dispose of any kind of ongoing or one-time hazardous waste or soil contaminate, BDI is here to make sure it is done both safely and efficiently in compliance with all applicable regulations.
Site Investigation & Remediation
No matter what stage of the clean-up process your site is in, Bristol Developers Inc. can provide an expert environmental site assessment, removal, or remediation. From the soil to the groundwater, air, and sediment conditions, we will take a comprehensive and detailed look at your site’s environmental risks to eliminate any and all present or potential issues or concerns.
Why work with Bristol Developers in NJ?
BDI is based in Morris County, Denville, NJ, an area which is known as the Hub of NJ, and we have worked with both national and international companies as part of our quality work experiences. Bristol Developers, Inc. consists of a small, seasoned team of professional environmental contracting & construction personnel with superior solutions skills offering all types of environmental, natural, cultural, and sustainable resources to help maintain and support our clients’ needs and facility operating requirements. BDI is licensed, certified, and insured to guarantee success. We stand behind all of our services and take great pride in our reputation for customer satisfaction. As a full-service environmental contractor with decades of experience and community involvement, there is no better choice for your one-stop shop for all your environmental & contracting services than Bristol Developers Inc.
For BDI there is no job too large or too small, our NJ-based environmental contracting & construction services can travel to help anyone in need of efficient and professional assistance. Please contact us today or call (732) 558-7517 Bristol Developers Inc today.
NORTH AMERICA OUTLOOK: HOW IMPORTANT ARE PARTNER AND SUPPLIER RELATIONSHIPS TO THE SUCCESS OF YOUR BUSINESS?
DERRICK WATERS, CEO: “Partners are essential to the success of our business, and one of our key offerings is through Megabus. We’re pivoting to position the brand as a leading retailer in the transportation industry and already have many partners actively on board.
“Partners provide the buses, but we provide advanced technology solutions, a state-of-the-art website and sales engine, and access to a nationally recognized name.
“Additionally, partners receive award-winning customer service and access to our centralized team of experts in various fields, including yield management, pricing and scheduling, marketing, e-commerce, and more.”
such relationships to expand its network and enhance connectivity.
A significant component of its strategy involves collaborating with smaller bus companies to link routes and streamline ticketing through shared platforms.
One such example is the company’s partnership with Transcor Data Services (TDS), allowing it to integrate real-time booking and capacity sharing with regional partners such as Peter Pan Bus Lines, Northwestern Stage Lines, and Salt Lake Express.
“These collaborations enable partner bus companies to sell tickets via our website, offering passengers broader travel options while maintaining the unique local service these companies provide,” details Waters.
“By fostering these partnerships, we’re building a more connected and efficient transportation network for the future.”
Equally as important to the
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continued progression of Coach USA and the future of the industry as a whole are the company’s eco-friendly solutions, as it works to make bus travel the best alternative and green form of transportation.
In recent years, Coach USA has reduced the carbon impact of its business by 37 percent in the US and 26 percent in Canada.
This has been achieved through programs focusing on improving energy efficiency at its facilities and reducing carbon emissions from its fleet, helping customers by offering greener transportation services.
“We are actively working on sustainability through route optimization, fuel efficiency, and sustainable maintenance practices. These efforts reduce our environmental impact and position bus travel as an eco-friendly alternative to personal vehicles,” expands Waters.
As Coach USA looks ahead
to another century of success, innovation, and transportation solutions, it is focusing on key priorities such as expanding services to underserved areas, enhancing safety and operational efficiency, investing in technology and talent development, and strengthening sustainability initiatives and community partnerships.
In addition to these priorities, the company is committed to its employees’ and customers’ safety, security, and well-being.
As part of this commitment, it is striving toward Destination Zero - an international strategy to achieve zero preventable accidents and injuries. While the primary focus of Destination Zero is safety, it extends into all areas of the company’s operations, including maintenance, where the goal is to achieve zero emissions across the company’s fleet by 2050.
Coach USA is committed to being
the safest transportation company in North America. That is why the company launched its Pedestrian, Passenger, Bicyclist, and Scooter Safety Campaign (P.B.S.S.), a program specifically dedicated to eliminating passenger and traffic fatalities and serious injuries involving its fleet.
“We will also be seeking growth opportunities through partnerships from the lens of a ‘hunter’s mentality’. Cost controls and sustainability will be key to ensuring our financial health as we move forward,” concludes Waters.
Chevron Lummus Global’s innovative hydroprocessing technologies are creating an impact in the energy industry. CEO, Rajesh Samarth, provides illuminating insights into how the company became an expert in a competitive field
For 25 years, Chevron Lummus Global (CLG) has been the leader in successful innovation in hydroprocessing technologies that has transformed the energy industry. Established on January 1st in the year 2000, as a joint venture between two industry leaders — Chevron and Lummus Technology — CLG formalized an already successful alliance, combining Chevron’s leadership in hydroprocessing technology which includes R&D and refinery operations starting in 1960 with Lummus’ expertise in developing
and commercializing cutting-edge technologies.
As the company marks its silver anniversary, CEO Rajesh Samarth reflects on a legacy of innovation, partnership, and resilience that has positioned CLG as a global leader in providing advanced engineering, licensing proprietary technologies, and delivering catalysts and equipment to the oil and gas industry. Looking ahead, CLG remains committed to meeting the challenges of a dynamic energy landscape with sustainable, value-driven solutions.
Rajesh Samarth, CEO
PIONEERING INNOVATION FROM SOLID FOUNDATIONS
Building on the strengths of both parent companies – Lummus Technology with its strong track record of developing and commercializing new, transformative technologies and Chevron as a worldclass refiner and operator bringing world-class R&D capabilities – CLG has brought practical, reliable, and performance-driven solutions to the market.
“What truly distinguishes CLG is the depth and breadth of the expertise we have built over the last 25 years. We offer a unique combination of technology and catalyst solutions, supported by the strength of Chevron and Lummus Technology,” observes Samarth.
The energy sector has evolved significantly in the company first
25 years of CLG, presenting both challenges and opportunities that the company has approached with innovative solutions and solid partnerships that have enabled customers to thrive and grow in a continually dynamic market.
This evolution continues today across the globe as operators grapple with climate change and everchanging laws and regulations.
“Our commitment to innovation keeps us at the forefront of industry trends, whether in traditional refining, petrochemicals, or renewable and sustainable technologies.
“By understanding both the technical and commercial challenges our clients face, we can deliver solutions that not only enhance performance but also create value in a dynamic energy landscape. Further, our deep understanding of the energy
markets and customer needs also differentiates us as a trusted partner,” says Samarth.
WORLD-CLASS TECHNOLOGIES
CLG operates in multiple global markets within the refining and petrochemical sectors, catering to integrated oil businesses, independent refiners, and prominent petrochemical producers. The company also partners with stakeholders in emerging areas such as renewable energy, synthetic carbon, and crude-to-chemicals (TC2C).
Addressing the needs for broad yet customized solutions, CLG’s comprehensive portfolio includes hydrocracking (ISOCRACKING) and hydrotreating (ISOTREATING) technologies for converting or upgrading crude oil, ISODEWAXING and ISOFINISHING for the
“WE ARE EXCITED TO HELP OUR CUSTOMERS PRODUCE LOWER-CARBON INTENSITY FUELS THROUGH THE CREATIVE APPLICATIONS OF OUR FULLY COMMERCIALIZED TECHNOLOGIES”
– RAJESH SAMARTH, CEO, CHEVRON LUMMUS GLOBAL
production of premium lubricant base oils, and RDS/VRDS for residue oil hydrotreating.
Additionally, the company offers coking and solvent deasphalting (SDA) as carbon rejection processes for upgrading vacuum residue, LC-FINING, LC-MAX, and LC-SLURRY for residue hydrocracking, and innovative lower-carbon technologies like BIOFUELS ISOCONVERSION (BIC) and ISOTERRA for producing renewable diesel and sustainable aviation fuel (SAF).
CLG also engages in circular feedstock processing and offers various pathways for crude-to-chemicals production, enabling significant capital expenditure (CapEx) and operational expenditure (OpEx) savings through advanced hydroprocessing solutions.
“This full spectrum of technologies primarily utilizes catalysis to convert low-value molecules into higher-value preferred molecules. This process enables the production of clean fuels, petrochemical feedstocks, and premium base oils from conventional
feedstocks, as well as upgrading vegetable oils or animal fats to lowercarbon renewable fuels.
“Our technological solutions and catalysts deliver superior product yields, increased energy efficiency, and reduced environmental footprints. For instance, hydrocracking technologies enable refiners to maximize the production of cleaner fuels that meet rigorous environmental regulations,” he insights.
TRAILBLAZING ADVANCES
One distinguishing achievement over its first 25 years is CLG’s expertise in producing high-quality lubricant base oils. Its advanced lubricant technologies enable clients to
“CLG’S INVENTION OF ISODEWAXING TECHNOLOGY TO PRODUCE PREMIUM BASE OILS TRULY TRANSFORMED
THE GLOBAL
STANDARDS USED FOR MEASURING AND QUALIFYING BASE OILS FOR THE ENTIRE LUBRICANTS INDUSTRY”
– RAJESH SAMARTH, CEO, CHEVRON LUMMUS GLOBAL
manufacture cleaner, more efficient products that comply with ever more stringent global standards.
“CLG’s invention of ISODEWAXING technology to produce premium base oils truly transformed the global standards used for measuring and qualifying
base oils for the entire lubricants industry,” boasts Samarth.
Further, in the absence of hydrogen, CLG’s state-of-the-art coking technology can also be used to upgrade vacuum residue feedstocks into lighter products through a carbon rejection route.
Additionally, SDA technology utilizes a liquid extraction method to produce feedstock for downstream hydroprocessing units.
“Our needle coking is among the best technologies for converting a wide variety of feedstocks and producing synthetic graphite for lithium-ion battery (LIB) anodes. It also produces high-quality needle coke, which is essential for manufacturing high and ultra-high-power electrodes used in the production of steel in electric arc furnaces from scrap metal,” he describes.
In Asia, there is strong petrochemical growth and moderate refining product growth, and CLG is well-positioned to participate through its crude-to-chemicals technology and integrated hydroprocessing technologies.
Together with its parent company, Lummus Technology, CLG offers unparalleled synergy in crude-to-chemicals integration, combining the broadest technology portfolio in the industry with deep expertise across refining and petrochemicals.
“The continuous harmony of integration and optimization of CLG’s trailblazing technologies allows us to provide clients with even more innovative, end-to-end solutions that maximize value,
minimize CapEx and energy consumption, and lower carbon emissions, enabling a successful transition to the future,” says Samarth.
POISED FOR THE FUTURE
The worldwide energy outlook appears increasingly positive, driven by significant population growth and enhanced living standards primarily occurring in Asia, where improvements to quality of life and access to energy resources are leading to a more dynamic and robust demand for energy on a global scale.
In the US, the energy industry remains an exciting and evolving space, requiring nimble and creative yet reliable solutions.
Though there have been some policy and market uncertainties in the lower-carbon renewable fuels sector, there is consensus among energy producers and users of
the continued growing demand for lower-carbon fuels.
In the renewable fuels sector, CLG successfully implemented the first ISOTERRA unit at Chevron’s El Segundo refinery, showcasing performance that significantly surpassed that of the leading competitor.
Additionally, CLG’s ISOTERRA technology delivers substantially higher SAF yields compared to any other solution available in the market.
“We see ISOTERRA as a leading technology for CLG and our customers for renewables feed processing. Our licensees benefit when the highest-priced product is maximized over lower-priced products with minimum energy input, and ISOTERRA leads the pack in creating the highest value for our customers at a lower carbon intensity,” he remarks.
Moreover, CLG plans to start processing nextgeneration, lower-carbon, or circular feedstocks such
as lignocellulose, crude bio feed, sewage extracts, and common plastics in its LC reactor platform technologies, such as LC-FINING or LC-SLURRY.
“Additionally, CLG offers hydroprocessing solutions combined with Lummus Technology’s alcohol dehydration technology for converting alcohol-to-jet (ATJ) fuel. Our hydroprocessing capabilities also extend to fuel production, and we utilize the LC platform for advanced biofeed and circular feed solutions.
“We are excited to help our customers produce lowercarbon intensity fuels through the creative applications of our fully commercialized technologies,” Samarth imparts.
With the energy transition in full swing, the US refining sector is lacking growth in new capacity addition but is seeing capacity increases in some existing facilities, all with a drive toward lower carbon. There is also a
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significant focus on automation, digitalization, and investment in energy efficiency to reduce emissions.
“In the next quarter century, CLG will continue to rely on our steadfast commitment to innovation, the strengths of Chevron and Lummus Technology, and the ongoing collaborations with our customers and partners to again enable us to transform the technologies that bring reliable and affordable energy to the world,” promises Samarth.
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Exclusive, appetising content, delivered straight to your inbox
Adding to the success of its regional titles; Africa Outlook, EME Outlook, APAC Outlook, and North America Outlook, Outlook Publishing is proud to introduce a new platform dedicated to the food and beverage sector.
A multi-channel brand, Food & Beverage Outlook serves up all the positive global developments driven by companies across the food and beverage industry. Discover exclusive content presented through its website, social media channels and dispatches, delivered straight to your inbox with a bi-weekly newsletter.
Through this compelling new venture, Food & Beverage Outlook foregrounds the movers and shakers of the industry by confronting unprecedented change, showcasing technological innovations and incorporating critical environmental sustainability agendas.
To participate as a featured company and join us in this exciting endeavor, contact one of our Project Managers today.
THE FUTURE OF DINING AND HOSPITALITY
With a recipe for success that starts with high-quality ingredients backed by a commitment to serve 100 percent fresh food, NEXDINE Hospitality is an industry leader in the dining and hospitality sectors. Larry Abrams, President and Managing Partner, provides us with further details
Choosing the right dining and hospitality service management provider is a significant decision, one that can play a substantial part in enhancing employee satisfaction and productivity, creating lasting differentiation for companies, and ensuring that healthy and nutritious options are readily available.
This is exactly where NEXDINE Hospitality (NEXDINE) shines.
The future of dining and hospitality across the US, NEXDINE started its journey in 2008 when co-Founder and CEO, David Lanci, set off to establish a destination workplace where the most talented and passionate hospitality professionals wanted to be.
Since then, the company has partnered with senior living,
healthcare, corporate dining, and private education institutions alongside a team of 2,000+ colleagues and 100+ client partner locations nationally.
“Hospitality begins with the treatment and focus of our colleagues and culture. This philosophy is the cornerstone of all our decision making, and a key contributor to our growth,” introduces Larry Abrams, President and Managing Partner.
As a privately owned company, it is equally important for NEXDINE to emphasize building its clients’ and partners’ brands and ensure NEXDINE’s top priorities continue to be its people and culture.
“Our holistic approach begins with the fundamental elements essential to creating amazing experiences for
our guests, serving as the foundation for building these unique brands,” Abrams asserts.
NEXDINE has worked diligently for nearly two decades in order to reside at the forefront of the industry’s inflection point and thus solve a growing number of issues related to recruiting and retaining talent, misaligned customer expectations, and poor management, truly setting itself apart from the rest.
A HOLISTIC APPROACH
Abrams has been integrated into the restaurant and hospitality industries since childhood as his parents worked for a broadline distributor, meaning he quickly became accustomed to what occurs in the kitchen.
“Those experiences were the
driving force behind my decision to go into food service management,” he expands.
“After teaching culinary arts and hospitality, I was very fortunate to be introduced to hospital and senior living dining and hospitality, which I have been passionate about for the past 30+ years.”
Having brought his vast experience and excitement to NEXDINE and worked to expand the brand and its reliable, high-quality reputation across the US, Abrams views the industry as exciting and innovative, with each day bringing forth new ideas and revelations.
Not a traditional catering firm, NEXDINE primarily serves as a hospitality contract management company, partnering with businesses in the senior living, healthcare, corporate, and education verticals
“WE RELISH IN THE OPPORTUNITY TO DELIVER ON THE HIGH EXPECTATIONS OF AN EVER-MORE DISCERNING CUSTOMER BASE AND PARTNERING TO CREATE UNIQUE SOLUTIONS THAT FIT THEIR NEEDS”
– LARRY ABRAMS, PRESIDENT AND MANAGING PARTNER, NEXDINE HOSPITALITY
to provide hospitality services throughout.
NEXDINE’s focus is on delivering amazing experiences, whether tableside in a private dining room, servicing a workplace restaurant, or managing housekeeping solutions through XENDELLA – NEXDINE’s facilities management company.
“As trends change across all our service lines, the largest constant
we see is in the education of our consumers,” insights Abrams.
“We relish in the opportunity to deliver on the high expectations of an ever-more discerning customer base and partnering to create unique solutions that fit their needs. It is exciting to meet new challenges and bring innovative solutions that address the marketplace’s requirements.”
NEXDINE has directly shown the
results of this dedication and tenacity, having been named a ‘Top Riser’ in revenue growth rate two years in a row by Food Management and recognized as a Top 50 Foodservice Management Company nationally.
The organization’s approach to dining services management addresses the dining experience’s pivotal role in the happiness, productivity, and preference of employees, residents, students, and other diners.
While NEXDINE appreciates these awards and recognitions, it asserts that the real reward comes from the opportunity that growth provides.
“Growth yields opportunity, and as a people and culture-focused organization, we have recognized that the strongest tool in colleague retention is career advancement. Our revenue growth gives us an exceptional tool to provide those advancement opportunities for our colleagues,” dictates Abrams.
NORTH AMERICA OUTLOOK: WHAT IS NEXDINE’S GREATEST DIFFERENTIATOR SURROUNDING THE SUPPLY CHAIN?
Larry Abrams, President and Managing Director: “The biggest differentiator we see is ‘Our Culinary Commitments’ and the fact that our local menus drive our procurement – not the other way around.
“We allow our chefs to do what they do best by owning their menus with a focus on fresh ingredients, seasonality, and regionality. We leverage national relationships to drive purchasing power and strong partnerships while still focusing on regionally specific and specialty solutions.
“I can think of one location in Bronx, New York, where our team conducted a blind tasting of multiple bagel shops. The community at large worked together to pick their favorite local bagel, which is something very important to New Yorkers, and today we order dozens of bagels, delivered daily hot and fresh from the owner of the shop.
“Our vendors are our partners, and just like with our clients, we focus on long-term, mutually beneficial relationships.”
BREAKING THE MOLD
NEXDINE prides itself on delivering an amazing dining experience by utilizing a recipe for success that centers around the promise of 100 percent fresh, high-quality ingredients.
This promise is directly seen through the company’s Live Forward health and wellness platform, which extends far beyond traditional diet management and into holistic wellness by highlighting the five dimensions of well-being: physical, emotional, social, spiritual, and intellectual.
“Through our Live Forward programming, guests can make balanced choices without sacrificing flavor, indulgence, and community,” details Abrams.
“No longer will wellness choices be relegated simply to a corner or salad bar, but now guests will be able to dine anywhere within our business with empowered solutions.”
Equally, NEXDINE offers pop-up restaurant experiences in order to create a memorable monotony breaker across all levels of care.
With chef-curated menus that provide authentic ingredients, the pop-up restaurants do not just reflect a change in menu but truly transform guest experiences.
Through brand-specific uniforms, signage, background music, and décor, NEXDINE creates excitement, engagement, and connection.
In addition to these already available dining and hospitality experiences, the team at NEXDINE has been diligently working on its soon-to-be-released SnackWise program.
This new program provides balanced snack choices that promote energy and alertness while fulfilling the cravings many experience.
“The most exciting part of this program is its versatility across the populations we serve. SnackWise will be indulged by students, workplace guests, seniors, and patients. Creating
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.
NEXDINE’S MANAGEMENT SERVICES
There are multiple key elements required for successful, thorough hospitality services management.
NEXDINE approaches hospitality and dining management from all angles so customers can get the most out of its services.
NEXDINE’s holistic approach transforms businesses and consumer experiences for the better, and guests, clients, and employees all notice the difference. This approach includes:
• Finance and budgeting
• Data-driven goals and vision
• Innovative technology
• Exceptional dining
• Operational excellence
• Rigid safety and cleanliness standards
• Inspiring environments and positive culture
• High standards for service and customer engagement
• Flexible service models
• Sustainability and giving back to the planet
a balanced solution to keep our guests running throughout the day,” insights Abrams.
NEXDINE is also excited to continue its growth in the education market with a new brand that blends the walls of the café and the classroom. Led by its student board, this innovative dining program will be curated for students by students.
“Experiential learning is foundational in creating the world’s next generation of leaders and will be instrumental in providing students with the tools to make informed decisions on their own dining choices daily,” informs Abrams.
A RECIPE FOR SUCCESS
One of NEXDINE’s most prominent markets is the senior living industry. Driven by a desire to leverage the strengths of the company’s holistic approach to hospitality, the decision was made in 2019 to break into this sector.
With senior living communities being vastly different today than in the past, as residents are welltraveled, well-fed, and focused on the experience in the community as much as the care, NEXDINE’s ability to provide unique and innovative solutions customized to residents’ needs is different from any other solution in the marketplace.
“We do not approach the business with a cookie-cutter model hoping the partner fits into our box; instead, we choose to build the box around the partnership,” impassions Abrams.
“This ability to be nimble and responsive has resulted in tremendous growth and will be an instrumental part of our focus moving forward.”
Equally important to the continued growth and success of NEXDINE is its dedicated and passionate team, alongside ensuring the company culture is one of communication and inclusivity.
This is emulated through its
“HOSPITALITY BEGINS WITH THE TREATMENT AND FOCUS OF OUR COLLEAGUES AND CULTURE. THIS PHILOSOPHY IS THE CORNERSTONE OF ALL OUR DECISION MAKING, AND A KEY CONTRIBUTOR TO OUR GROWTH”
– LARRY ABRAMS, PRESIDENT AND MANAGING PARTNER, NEXDINE HOSPITALITY
guiding principles, which foster an environment of transparency, honesty, and peer accountability, thus creating a culture full of mutual respect and empowerment.
“Every individual in our organization is referred to as a colleague intentionally as a form of empowerment through respect,” details Abrams.
Additionally, NEXDINE leverages technology to recognize the many efforts of its team. Through its
BeHeard survey tool, the company receives instantaneous feedback from guests nationwide.
Leveraging this tool as a means to thank its colleagues for creating amazing experiences for guests has become very powerful for the team.
As the company continues to look toward the future of the dining and hospitality industries, it will keep delivering its brand identity and exceed the expectations of its client partnerships.
“As we consistently deliver on the promise we have made to our colleagues, clients, and the marketplace, we will continue to see growth and create meaningful opportunities for our current and future colleagues,” concludes Abrams.
Tel: +978 6748464 info@nexdine.com nexdine.com
COOKING UP A CULINARY REVOLUTION
Elevating the food experience by providing first-class, rapid cook ovens, TurboChef Technologies’ equipment has evolved to accommodate toasted sandwich enthusiasts and dishes for gourmands. Leslie Banados, Senior Vice President of Global Sales and Marketing, shares the company’s recipe for success
The kitchen has always been the heart of the home and serves as an inspirational hub for innovation.
Since the introduction of mid-century microwaves and the advent of induction cooktops in the 1970s, the world of gastronomy has evolved significantly. In our fast-paced society, there is increasing demand for quick and efficient methods to perform essential tasks like cooking, and technology is advancing accordingly.
One such pioneering company revolutionized the food service industry in 1991 and has since become a global leader in rapid cook ovens. TurboChef Technologies (TurboChef)
is headquartered in Carrollton, Texas, where it operates a state-of-the-art manufacturing facility and employs over 200 dedicated staff members.
“As a company with over 30 years as a leader in food service manufacturing, we have navigated many economic changes as well as the COVID-19 pandemic. Despite that, people still want to experience a great meal, whether from their local grocer, a drivethrough café, a more formal restaurant setting, or a take-out,” introduces Leslie Banados, Senior Vice President of Global Sales and Marketing at TurboChef and its induction brand, CookTek.
TurboChef has consistently combatted challenges and has been able to provide equipment that is compact, efficient, and easy to operate to ensure that quality food is produced daily without the need for a certified chef.
By developing state-of-the-art ovens that combine hot forced air with microwave energy and highquality rapid cooking, TurboChef remains at the forefront of cuttingedge cooking solutions that serve a wide range of sectors, from restaurants to convenience stores while consistently delivering speed and excellence.
Furthermore, TurboChef has both domestic and international sales teams, with a Regional Vice President (RVP) for Europe located in the UK.
“Our culinary, marketing, and international teams support all our global initiatives. As a manufacturer, we operate four production lines and have the capacity to produce over 400 ovens each week. Additionally, we have a production line that is dedicated solely to CookTek, which operates as a separate entity under one umbrella,” elaborates Banados.
A CONTINUALLY CHANGING CULINARY SCENE
As the food and beverage industry evolves, TurboChef continues to adapt. Key to this journey is Middleby – the parent company that acquired TurboChef in 2009, consolidating all TurboChef offices to Carrollton, thereby merging manufacturing and corporate teams.
“To meet the demographics and needs of our operators, we have
“TO MEET THE DEMOGRAPHICS AND NEEDS OF OUR OPERATORS, WE HAVE FOCUSED ON DESIGN, AESTHETICS, AND TECHNOLOGY WHILE PROVIDING A FRICTIONLESS CUSTOMER EXPERIENCE”
– LESLIE BANADOS, SENIOR VICE PRESIDENT OF GLOBAL SALES AND MARKETING, TURBOCHEF TECHNOLOGIES AND COOKTE K
focused on design, aesthetics, and technology while providing a frictionless customer experience. Middleby has supported us in this endeavor, providing the resources necessary for us to continue innovating and growing,” Banados informs. TurboChef now offers cloudbased menu management and troubleshooting through their sister company, Powerhouse Dynamics, ensuring customers have easy access
DUAL-USE TURBOCHEF TECHNOLOGY
The new PLEXOR M2
Ventless Cooking
Oven will be TurboChef’s flagship product for 2025, as it significantly impacts the accelerated cooking market. Utilizing both impingement and rapid cooking with microwave assistance, two cooking methods are combined in a single piece of equipment, effectively functioning as two different ovens within one compact footprint.
“Its countertop design and small footprint will be a major focus for TurboChef in 2025, particularly from a global standpoint,” Banados reveals.
to limited time offers and the same options, regardless of their location in the world, alongside oven servicing information.
“We have transitioned to OneTouch controls, similar to several of our sister brands, to make our ovens easier to operate because much of our innovation is driven by customer feedback. We listen to what they need to improve the efficiency of their operations, which we keep in mind when developing new products,” she emphasizes.
To enhance the back-of-house experience, the company is dedicated to providing equipment that both line cooks and master chefs can use easily. This will lead to happier staff, the production of great meals, satisfied guests, and generate new and repeat business.
“Dining out has evolved, and customers now expect a seamless guest experience along with a quality meal every time. As we advance our technology, we must ensure that we can create a product capable of consistently cooking simple dishes, such as flatbread pizza, to a Michelin star standard, as well as more complex offerings like oysters with prosciutto di Parma and Nixta Licor de Elote cream sauce.”
Like any acquisition, TurboChef has had to embrace change. With Middleby as an asset, the company can continue to develop its products, taking ventless and accelerated cooking platforms to the next level.
“Being part of Middleby has enabled us to offer ventless, turnkey solutions to customers worldwide,” observes Banados.
CREATIVITY AND COLLABORATION AT
THE CORE TurboChef encourages and empowers its employees to voice their opinions and feel that their contributions have a direct impact on the company.
Creativity is a core value of the company that drives innovation. As it
THE TURBOCHEF TEAM
People are the company’s greatest asset, and key investments will continue to ensure that the TurboChef and CookTek family feel valued and driven to impact the company’s success.
In 2025, culture and connections will feature heavily in TurboChef’s list of goals; having already implemented its core values to the entire company, and the mantra ‘new year, new us’ is in full effect. Gratitude, togetherness, and celebrating each other’s achievements embody these values, and the team connects through company events, such as traditional Thanksgiving dinners.
In order to create a frictionless customer experience, it is essential that all employees work as a cohesive team, no matter their job title, from engineers to the marketing and sales departments, the latter of which are all certified chefs by trade.
By fostering a collaborative environment, the team continues to enjoy developing cutting-edge ovens, positioning TurboChef as a leader in its field.
engages in new product development and process implementation, it is essential to incorporate feedback from internal customers who regularly interact with external ones.
“We form tiger teams when challenges arise in the field – for product development, we engage multiple cross-functional teams, such as culinary, sales, service, engineering, marketing, and manufacturing, to go through stage gates prior to launch.
“Once we prove the business case internally, we gather feedback from some of our key external partners, so we are confident that every aspect of R&D is covered,” Banados outlines.
TurboChef also utilizes resources from its sister companies and outside partners who are eager to innovate, which is equally important.
“When we want to improve, we team up with partners that operate with the same mindset of creativity and innovation as we do to produce the best product on the market –for example, our cleaner partner, Magnus,” she enlightens.
A game-changing partnership occurred in 2004 when TurboChef supplied 25,000 ovens to Subway for its toasted sandwich initiative. This milestone drove rapid growth and cemented the company as a market leader.
“Our unparalleled ability to deliver high-performance ovens at scale differentiated us from our competitors. Subway’s competition was already toasting sandwiches, therefore, our ovens had to produce noticeably superior results – perfectly crisp with no sogginess,” Banados prides.
CUTTING-EDGE COOKING FOR CHEFS
TurboChef ovens are designed for versatility, efficiently producing entire menus by flawlessly combining speed and quality. For instance, rapid cook ovens utilize microwave assistance to significantly reduce cooking times
TurboChef reduces gallon bottle waste by 100% and spray bottle waste by 67%
Competitor annual landfill waste:
• 45,000 gallon bottles
• 45,000 spray bottles and triggers
TurboChef annual landfill waste:
• 0 gallon bottles
• 15,000 spray bottles and triggers
TurboChef reduces total freight costs by around $177,955
Competitor annual shipping costs:
• $195,000 total freight cost, $390 per pallet
• 90 cases per pallet, weighing total 1,350 lbs
TurboChef annual shipping costs:
• $17,045 total freight cost, $300 per pallet
• 264 cases per pallet, weighing total 528 lbs
TurboChef Case
includes 8 powder packets, 1 24 oz bottle and sprayer
• 15,141 sprays per case
• measures 10.25” x 7.25” x 4.25”, 316” cu
• weighs 2 lb
without compromising on the taste or integrity of the food.
Features such as precisely engineered jet plates deliver controlled bursts of air for evenly distributed cooking, while rack oscillation technology ensures uniform results.
“Whether it’s a gourmet dish like oven-roasted octopus with romesco sauce or a ready-in-20-seconds toasted sub, our ovens provide a precision and adaptability that make them indispensable in any commercial kitchen.
“Additionally, due to their small footprint and ventless capability, our ovens require minimal space and can replace multiple pieces of equipment in a kitchen, from a microwave to a convection oven or salamander, depending on the models and applications needed. It can even take the pressure off the grill, allowing operators to reduce their hood footprint and save money
“WHEN WE INCORPORATED COOKTEK INTO THE MIDDLEBY FAMILY, IT WAS ABOUT PROVIDING A TURNKEY SOLUTION FOR THE KITCHEN”
– LESLIE BANADOS, SENIOR VICE PRESIDENT OF GLOBAL SALES AND MARKETING, TURBOCHEF TECHNOLOGIES AND COOKTEK
on maintenance and operation,” impassions Banados.
Notable for their versatile cooking capacity, ventless operation is also a standout feature of TurboChef models, regardless of the technology employed. Moreover, an integral catalytic converter is a significant advantage for kitchens lacking extensive ventilation systems.
The oven enhances kitchen design and functionality while reducing costs by
eliminating the need for expensive hoods or ductwork.
training. In addition, the easy-touse and program element takes the guesswork out of cooking.
“From baking trays full of pastries, roasting fresh vegetables, or finishing a shepherd’s pie, TurboChef can do it all,” she smiles.
A FUTURE FOCUS ON FLAVOR
2025 presents exciting opportunities for the CookTek brand, which aims to expand its product line. Its range of induction units, both holding and cooking, enables speed and consistency, and from an operational perspective, it eliminates hoods, maintenance, and, by extension, expense, as well as the need for water and the associated plumbing and drains for holding wells.
“When we incorporated CookTek into the Middleby family, it was about providing a turnkey solution for the kitchen. Its induction range creates numerous synergies and efficiencies for tasks like food preparation, boiling
pasta, making stock, and finishing in the TurboChef oven,” explains Banados.
This year, the team’s goal is to make CookTek a more robust solution through product development.
“Based on feedback from the consultant community, we will focus on enhancing CookTek offerings for businesses, healthcare, universities, and non-traditional industries.”
TurboChef is constantly innovating with customers and employees. At the North American Association of Food Equipment Manufacturers (NAFEM) in February, the company will introduce a new and improved CookTek Induction unit, primarily based on feedback from its consultant partners.
As it advances, a global presence is crucial to TurboChef. Indeed, the company participated in its first Flavours of Innovation Tour in Europe last year at its Innovation Kitchens in Madrid, Spain, and Wigham, UK,
demonstrating what can be achieved when innovative equipment elevates a menu.
“Events will be big news for our brand in 2025 – there has already been a request to host Flavours of Innovation in Germany and Italy.
“We have a lot of exciting things in the pipeline, but you will have to follow us on social media and TurboChef TV to find out!” Banados concludes.
Tel: 1-800-90-TURBO turbochef.com
SERVING UP A SENSATION
In recent years, the North American food and beverage industry has leveled-up with food delivery apps and quick-service restaurants (QSRs) now offering almost endless options and speedier service than ever. The everyday ease when it comes to accessibility has translated to employees having higher expectations for food offerings in the workplace.
Increasingly diverse dietary preferences have also raised the bar, requiring businesses to offer more choices than ever before for their staff. Additionally, workplaces must provide not only convenient choices but healthy ones, as employees are more health-conscious while having busier working environments.
As a result, companies are continuously innovating with exciting ways to deliver around-the-clock food and beverage offerings to their staff.
Enter Continental, a dining and refreshments provider that partners with companies to understand food and beverage complexities and design services customized to their employees.
Client-centric workplace food and beverage leader, Continental, does more than just dish up great meals – it creates memorable experiences for employees. We catch up with Senior Vice President of Business Development and Strategic Partnerships, Brent Basch, who outlines the company’s specialty of connecting people through world-class offerings
Continental’s guest-first approach has made it the market leader in the Midwest, serving communities and workplaces across Indiana, Michigan, New York, Ohio, and Pennsylvania.
“We design our services around our guests, not our guests around our services,” says Brent Basch, Senior Vice President of Business Development and Strategic
“OUR CORE VALUES OF HOSPITALITY, COLLABORATION, INNOVATION, RESPONSIBILITY, AND EXCELLENCE SET THE FOUNDATION FOR EVERYTHING WE DO”
- BRENT BASCH, SENIOR VICE PRESIDENT OF BUSINESS DEVELOPMENT AND STRATEGIC PARTNERSHIPS, CONTINENTAL
Partnerships.
Continental is redefining how workplace food and beverage services should be by giving clients the freedom to customize their food programs in order to meet the unique needs of their teams.
This is the basis behind its ongoing campaign, Food Your Way™, which promotes personalization and tailors
clients’ individual food offerings to suit all different tastes, schedules, and workplace environments.
Whether it’s a simple snack, a gourmet meal, or something in between, Continental delivers flexible, high-quality offerings that exceed expectations.
“No matter where your team works, great food and beverage offerings
should always be within reach,” Basch adds.
The company partners with employers who look to not only support their teams with food, but with experiences that bring them together, because Continental believes fueling the day and fostering a sense of community go hand-in-hand.
STANDING OUT FROM THE COMPETITION
Serving more than 2,800 clients, ranging from manufacturing sites to hospitals, universities, and major corporations, Continental stands out with its hands-on, personalized approach that comes from a deeprooted understanding of its clients’ needs.
“What sets us apart from other providers are our homegrown concepts, initially developed out of
what we ourselves wanted in our own workplaces,” explains Basch.
This means that clients can expect 24/7 access to fresh, crave-worthy food, with more than 1,000 snacks and beverages at their fingertips, premium, exclusive coffee blends, and chefcrafted meals from the company’s 12+ signature restaurant concepts featuring global flavors.
“From chef-crafted meals to the latest technology-enabled vending, we allow the client to design what truly works for them as a one-stop provider,” he clarifies.
The company even offers its very own mobile app for order-ahead convenience as well as meal delivery, enabling clients to plan their meals up to a week in advance.
Continental is proud to both serve small businesses and Fortune 100 companies who value quality offerings
and personalized attention.
No matter how large or small the client, for Continental, its focus remains the same: putting the guest first, with a clear focus on hospitality and service.
CUP-OF-JOE CONNOISSEURS
Developing each of Continental’s food and beverage offerings in-house from high-quality ingredients, the company is determined to provide only the best of the best for workplaces.
Continental is so committed to quality that when it fails to find products that match its exacting standards, it develops its very own.
Take for instance Continental’s exclusive coffee brand, Built & Brewed Coffee Co. The proprietary blends were created when the company struck out trying to source a java offering that was full-bodied, rich, and complex.
“WE DESIGN OUR SERVICES AROUND OUR GUESTS, NOT OUR GUESTS AROUND OUR SERVICES”
- BRENT BASCH, SENIOR VICE PRESIDENT OF BUSINESS DEVELOPMENT AND STRATEGIC PARTNERSHIPS, CONTINENTAL
“We’re a bit coffee-obsessed here – you could even say we’re cup-ofjoe connoisseurs! So, we created our very own coffee brand. We did tons of research, partnered with a local, familyowned roaster with four generations of expertise, and perfected the blends side-by-side,” Basch says.
Today, Continental offers Built & Brewed Coffee Co. to workplaces in premium, small-batch blends, roasted in Detroit with hand-selected beans from the world’s most renowned fields in South America and Africa.
Whether enjoying a cup with a colleague or grabbing one to go, Continental’s custom coffee and
water services are designed to keep workplaces energized and hydrated around-the-clock.
“We believe our clients and guests deserve the best, and we always figure out how to make it happen.
“It’s just one of the ways we go above and beyond to create the food and beverage offerings that we ourselves want to enjoy at work,” he adds.
WHOLESOME OFFERINGS FOR ALL
Continental has always prioritized wholesome offerings for all, which is why it’s particularly focused on
creating food options to suit a variety of dietary preferences while ensuring allergens are communicated clearly.
“We know how difficult it can be to find delicious options that align with clients’ needs, and we never want anyone to struggle or question whether there’s something for them,” Basch reflects.
This is why Continental offers an array of plant-based, allergen-free offerings, whether that’s good-foryou goodies, grab-and-go smoothies, power snacks, fresh grain bowls, or vegan meals.
By designing its menus with the freshest ingredients featuring fewer preservatives, the company confidently delivers real, delicious food.
Continental has doubled down on the diversity of its offerings with the development of home-grown concept, Enlighten, which supports guests on their path to their best selves.
“Each item is guided by recommendations from the American Heart Association but still packed with flavor, not artificial additives,” Basch says.
In addition, Continental regularly partners with local chefs and culinary leaders to extend its array of wholesome offerings and introduce rotating specials.
A TECHNOLOGY-ENABLED FUTURE
There’s no doubt that technology has been instrumental for Continental
as it continues to lead the pack and deliver an exceptional guest experience.
“Technology helps us everywhere, from providing food at the click of a button in our mobile app to tracking clients’ order delivery status and taking payments at our micro-market kiosks,” Basch says.
These systems allow Continental to guarantee its guests have what they want, when they want it.
The company continues to scale food offerings through first-class logistics solutions and by integrating
TAILORED WORKPLACE FOOD OFFERINGS
Continental’s boutique, personalized approach allows it to tailor workplace food and beverage programs around its clients’ needs. By offering an extensive suite of services, Continental caters to all.
• WORKPLACE MEAL DELIVERY – Featuring in-app ordering and next-level logistics, Continental’s workplace meal delivery services are second-to-none.
• ON-DEMAND, 24/7 OFFERINGS – Market Twenty 4 Seven and Continental’s innovative vending solutions provide expansive choices, including snack favorites and fresh, wholesome meals.
• WORKPLACE PERKS – Premium coffee and water services with exclusive, small-batch Built & Brewed Coffee Co. blends pair perfectly with a fully stocked pantry.
• UNPARALLELED ON-SITE DINING – From team-building lunches at gourmet cafés to special events catering, it’s always more than a meal - it’s an experience that nurtures company culture.
• ELEVATED EVENTS – Continental’s portfolio of landmark managed venues across Detroit plus its premier events caterer, Forte Belanger, mean memorable moments are guaranteed.
the latest technologies, including artificial intelligence (AI), though there’s no substitute for personal attention and guest interaction with its detail-oriented team.
Continental is constantly pursuing the future with further expansion to bring more of its offerings to workplaces throughout the Midwest while exploring non-traditional opportunities in public settings as well as hotels.
Underpinning Continental’s success is its entrepreneurial spirit, which permeates the company culture.
“Our core values of hospitality, collaboration, innovation, responsibility, and excellence set the foundation for everything we do, and I speak for all of us when I say we’re excited for what’s next,” Basch concludes.
Skjodt-Barrett Foods has diligently manufactured high-quality food products for the world’s most beloved brands for the last four decades. We dig into the company’s success story with President and CEO, Jamie Chiarotto, and Chief Revenue Officer, Guy Burton
Writer: Ed Budds | Project Manager: Scarlett Burke
The global food industry is thriving, driven by consumer demand for better-for-you products, clean labels, and a greater level of transparency.
Nowadays, people want to know where their food comes from, its nutritional value, and its carbon footprint.
As such, one company consistently meeting these new demands is SkjodtBarrett Foods (Skjodt-Barrett).
Founded in 1985, Skjodt-Barrett operates two main divisions, with the Custom
Ingredients division encompassing fruit fillings, toppings, caramels, and sauces sold in bulk across the food service, bakery, and confectionery sectors.
The company’s Contract Manufacturing arm, meanwhile, covers flexible packaging for baby food, fruit snacks, spreads, sauces, and more.
Since inception, Skjodt-Barrett has established a solid track record of success built upon a foundation of trust, transparency, and open collaboration.
President and CEO, Jamie Chiarotto (left) with Chief Revenue Officer, Guy Burton
“We foster a customer-centric culture of entrepreneurism where we keep it simple, tell it like it is, and believe that actions speak louder than words,” introduces Jamie Chiarotto, President and CEO.
Chiarotto’s first 14 years of work in the industry were spent with Kraft Canada (later KraftHeinz Canada), where he gained invaluable experience in personal and professional growth, before a former colleague invited Chiarotto to join Skjodt-Barrett in 2018.
“Initially hesitant to leave my safety net, I learned more about the company over a casual meeting and became convinced it was the right fit. After five years in finance and one in supply chain, I was honored to be given the opportunity to lead such a great organization,” he enthuses.
HOW SKJODT-BARRETT IS EVOLVING THE INDUSTRY
LEADERS IN INNOVATION – Skjodt-Barrett is passionate about leading the food manufacturing industry in developing and implementing nutritious, sustainable food products.
NUTRITIOUS FOOD FOR GOOD HEALTH – The company believes that eating healthy should be accessible and takes pride in delighting its customers with great-tasting products using functional, nutritious, and sustainable ingredients.
SOLUTIONS FOR A SUSTAINABLE FUTURE
– It is everyone’s responsibility at Skjodt-Barrett to do their part for the planet. The company strives to accelerate the adoption of sustainable packaging and food products for the good of the environment and aims to localize supply chains to reduce waste and emissions.
VALUE
CHAIN COLLABORATION – As a preferred partner to its customers and suppliers, Skjodt-Barrett leverages its leadership position to stimulate industry cooperation and value chain creation. The company believes that success is shared and welcomes opportunities to work together to design and develop innovative, sustainable solutions.
With 800 employees across Brampton, Ontario, and Lebanon, Indiana, Skjodt-Barrett creates tailored food solutions for a swathe of leading North American brands.
The original founders of the company, Dan Skjodt and Paul Barrett, also remain active in the business, with Dan maintaining an ownership position alongside being a key member of the board.
“WE COMMIT TO USING OUR BUSINESS AS A DRIVER OF CHANGE AND ARE PASSIONATE ABOUT EXPANDING OUR SUSTAINABILITY FOOTPRINT”
– JAMIE CHIAROTTO, PRESIDENT AND CEO, SKJODT-BARRETT FOODS
BUILDING THE BRAND
Trusted by many of North America’s most recognized brands, SkjodtBarrett is a leading co-manufacturer of retail-ready, re-sealable spouted and non-spouted pouch products.
“Our expertise in manufacturing and product development translates into high-quality consistency you can bank on,” Chiarotto acclaims.
“A number of our products have
become staples in countless households, particularly in the field of baby food. Therefore, safety and quality are paramount, backed by rigorous development programs,” he tells us.
As such, Skjodt-Barrett hosts an in-house product development team led by the company’s new Chief Revenue Officer, Guy Burton. The team plays a key role in shaping the customer experience.
“Both our customer and product development teams take pride in their collaborative approach with our customers to bring innovative ingredients and finished goods to market,” says Burton, a 17-year food industry veteran with a passion for transformation.
“We’re also leading the way in better-for-you innovations, such as no added sugar caramel and our range of organic pouches, while a further exciting trend is the expansion of organic fruit purées into active and occasion-based segments,” he continues.
As an expert in wet food ingredients, the company provides formulation and manufacturing proficiency across a multitude of product categories and packaging formats, servicing a range of industry segments and applications.
Skjodt-Barrett likes to say that “if it fits in a pouch, we’ll put it there”. For example, the company recently partnered on the launch of a squeezable fruit spread that eliminates the hassle of jars and, along with other innovations, continues to position the business as a pioneer in the pouch market.
Products such as these are created and rigorously tested within stateof-the-art facilities with the most advanced quality certifications and frequently audited by national retailers, major brands, and regulatory agencies.
The company’s commitment to quality, however, extends beyond investments in its facilities and certifications.
“Implementing these programs and supporting these operations is our dedicated team of technicians and food science professionals,” Chiarotto affirms.
This comprehensive development process provides Skjodt-Barrett customers with the confidence and peace of mind that the efficient and safe production of their products is in good hands.
Skjodt-Barrett Foods video
“All of our products are produced in line with Global Food Safety Initiative (GFSI) standards. Our procedures are industry-leading, meticulous, and refined across every manufacturing stage.”
COMMUNICATE, EMPOWER, DELIVER
Founded as a family-owned business, Skjodt-Barrett cares deeply about finding and fostering the best talent in the field while nurturing a culture of transparency, responsibility, and integrity.
“This is what drives us to make great-tasting, convenient, and healthy foods that our customers depend on. Our people are our pride, the reason for our past success, and the
innovators driving the future of food,” Chiarotto sets out.
Furthermore, Skjodt-Barrett is committed to building an inclusive culture that helps to create longevity, growth, and innovation across the vast food industry.
“We live our values daily, fostering an environment where employees are empowered to make decisions. Our team members are experts in their fields and we trust them to move the business forward,” he prides.
Transparency likewise encourages the entire team at Skjodt-Barrett, with everyone involved in mapping out the company’s journey.
This creates a sense of ownership and purpose, making the path ahead much more engaging for its people.
Paperboard Packaging Solutions: Better for People, Better
for the Planet
We’re committed to creating sustainable packaging solutions that are more circular, more functional, and more convenient.
Graphic Packaging is proud to be a Skjodt-Barrett Foods supply partner.
graphicpkg.com
BUILDING A BETTER INDUSTRY
Skjodt-Barrett has worked tirelessly to establish its legacy of providing healthy foods and custom ingredients to its clients and their customers.
Similarly, if you look behind the scenes, the company’s dedication to making a positive impact on the world around it shines through as a foundational pillar.
“We commit to using our business as a driver of change and are passionate about expanding our sustainability footprint,” Chiarotto divulges.
“Elsewhere, our facilities maintain the highest safety standards and are continuously improving in areas of efficiency and environmental impact. We work hand-in-hand with our suppliers to find the most efficient and economical ways of doing business, including the continuous evolution of recyclable packaging,” he clarifies.
Alongside this, Skjodt-Barrett
carefully sources the highest-quality ingredients from suppliers all over the world.
The company takes its role as a supply chain partner to heart and adheres to strict supplier standards to ensure its vendors uphold the same integrity and values.
FUTURE PRIORITIES
Beyond financial targets, SkjodtBarrett aims to strengthen customer relationships, partner on innovative ideas, and execute exciting product launches, as the power of collaboration remains at the heart of its approach leading into the future.
“Looking ahead, we’re passionate about driving innovation in caramel, bakery fillings, dairy, and confectionery ingredients. In the pouch sector, we’re excited to launch the next generation of better-for-you purée products,” Burton excites.
“We’re also expanding our offerings to enhance customer portfolios.
Earlier this year, we doubled the footprint of our Indiana facility, providing space for growth and new product launches,” Chiarotto concludes proudly.
Now boasting a superior level of product quality compared to many other competitors in the industry, Skjodt-Barrett has meticulously evolved its manufacturing and formulation expertise, honed over decades of service to the food sector, translating into high-quality consistency that can always be relied on.
Canadian Operations (Ontario): 905-671-2884
US Operations (Indiana): 765-482-6856 www.sbfoods.com
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AN EXTENSIVE OPERATION
Promoting a new operating strategy, Southlake Health plans to push care beyond hospital walls and into the community in innovative new ways by building a Distributed Health Network. We speak with Dr. Paul Woods, President and CEO, about the organization’s renewed focus on pushing care into the community through collaboration
Around the world, many healthcare systems have found themselves in crisis, as demand for care begins to significantly outstrip supply alongside the emergence of various financial challenges.
Canada’s healthcare system is no different and, like countless others, is struggling to meet the needs of the population, particularly when it comes to the rise of ‘hallway healthcare’ as a result of overcrowding.
Southlake Health (Southlake), a large acute care provider in Ontario, shines as a beacon of hope amidst this turbulent healthcare climate,
driven by its new-found mission to more deeply integrate clinical services within surrounding communities.
“While our core catchment area is nearly 1,200 square kilometers, our service area spans suburban centers and into rural areas,” opens Dr. Paul Woods, President and CEO.
Originally designed to accommodate roughly 360 hospital beds, Southlake’s site on Davis Drive now houses 504, but requires more, with no significant acute care capital expansion in over 20 years.
The hospital also attends to more than 123,000 emergency department visits annually, despite operating in
less than half the space required by today’s standards.
“When you apply this statistic to our day-to-day operations, a new patient comes through our doors every four and a half minutes on average,” he emphasizes.
To improve patient services and outcomes and safeguard Ontario’s healthcare system for the future,
Southlake has developed a new strategy for the decade ahead that will transform its operating model to produce what it is calling a Distributed Health Network.
Working with partners across the care continuum, Southlake is
partnering with communities to create customized, specialized strategies for preventive health by meeting more patient needs upstream where they are through virtual means and communitybased clinics.
“We’re striving toward the extension of our expertise within communities, as opposed to solely being available at our site on Davis Drive,” Dr. Woods details.
“We’re so committed to this new strategy, we’re moving away from a single center approach and rebranding as Southlake Health, focused on delivering leading-edge care, close to home.”
TACKLING SYSTEMIC HEALTHCARE ISSUES
Since its inception over 100 years ago, capacity and space at Southlake have become increasingly inadequate, especially when coupled with a fastgrowing population across a vast geographic area.
“Reviewing our geoanalytic data, we see that lack of access to care, close to home, leads to worse health outcomes, driving unnecessarily high acute care utilization and costs. This, in turn, leads to overcrowding in hospital facilities that are too old and too small to meet demand in our communities, which are some of the
fastest growing in Canada,” Dr. Woods explains.
Southlake is driving toward improving both its upstream and downstream healthcare services by distributing healthcare services throughout its catchment area.
“As a family physician, I know that healthcare professionals are motivated by altruism, but right now, we’re having trouble meeting the needs of the people we serve,” he reflects.
Therefore, Southlake’s new strategy has seen it assess the needs of its patients on the ground through community consultations and assessments.
“Some of the main feedback we received was about increasing access to care closer to home.”
As a result, Southlake has announced its new Extensivist Program, a first-of-its kind in Canada, that comprises three components.
The outpatient care program includes a unique clinical approach, where patients have increased access to specialized care, treatment, and expertise in their local communities as opposed to traveling to the hospital.
“We’re also working to roll out virtual care, which would play into a similar model, but rather than needing to attend any sort of facility, a consultant or physician could attend to patients virtually,” Dr. Woods informs.
“If we’re able to successfully integrate ‘extensivism’, we can stem the tide of people needlessly attending the hospital by intervening at an earlier stage. We seek to keep care where it belongs – out in the
community in lower cost settings that are more convenient for patients and families.” he adds.
In addition, Southlake is working to expand its overall footprint and emergency department to account for the downstream of patients who are unable to avoid attending its primary hospital facility.
EXPANSION AND EVOLUTION
It’s important to note that, despite a renewed focus on preventive, accessible, and community-based healthcare, Southlake’s main hospital site on Davis Drive will remain as a core component of its new strategy.
Developing a second hospital site is in progress and looks to add over 240 additional inpatient beds, expanding acute, post-acute, and emergency care, as well as diagnostic imaging, surgical, and mental health facilities. This will not only lead to additional space but create an environment
where the notion of attending to the most acutely ill within the hospital walls is carried forward in the form of intense services for a shorter period before repatriating care into the community.
“Something we’re excited about is a more modern care delivery model, with the acute care footprint to match,” Dr. Woods confirms.
In addition, Southlake is proud of its emergency department’s current time-to-physician initial assessment, which remains one of the lowest in the province at roughly 40 minutes.
“This is a testament to the diligence and professionalism of the people working at Southlake Health. They’ve engineered a flexible staffing model that can accommodate unexpected surges,” he prides.
The expansion of its emergency department will enable Southlake to fine-tune admission processes and assess patients more fluidly and
effectively, which is anticipated to have a positive knock-on effect on job satisfaction for Southlake’s workforce of nearly 6,000 staff.
“We hope to achieve a better patient and staff experience by making our emergency department a more pleasant place to be overall,” Dr. Woods outlines.
At the same time, Southlake is looking to continue to push care further into the community by collaborating with municipalities and private corporations to improve community health and wellness.
A recent memorandum of understanding (MoU) signed in partnership with the Town of Georgina and the Northern York South Simcoe Ontario Health Team (NYSS OHT) outlined areas for collaboration through new facilities, expanded health and wellness programming, advocacy and community engagement, data sharing, research, and innovation.
“This partnership will help us strengthen local healthcare services as we work to bring care closer to home,” he shares.
NORTH AMERICA OUTLOOK: HOW DOES SOUTHLAKE’S NEW STRATEGY DIFFER FROM OTHER HOSPITAL MODELS?
Dr. Paul Woods, President and CEO: “Health systems cannot focus solely on beds and traditional approaches. To meet the needs of our rapidly growing communities we are flipping the traditional model on its head.
“We’ll always have our main hospital site, but we’re focusing on how to push things further into the community, so people don’t necessarily need to come to the hospital in the first place.
“Driving that cultural change is all about reassuring patients that there are other access points to high-quality care, and increasing access to follow-up care, remote monitoring, and other initiatives.
“We’re not expecting to suddenly see a dramatic reduction in the number of beds required. It’s more a matter of bending the demand curve and shifting supply creatively so that they’re closer together.
“They say the journey of a thousand miles begins with the first step – I’d say we’ve taken the first, second, and third steps; we’re moving quickly and aggressively on this.”
“WE’RE STRIVING TOWARD THE EXTENSION OF OUR EXPERTISE WITHIN COMMUNITIES, AS OPPOSED TO SOLELY BEING AVAILABLE AT OUR SITE ON DAVIS DRIVE”
– DR. PAUL WOODS, PRESIDENT AND CEO, SOUTHLAKE HEALTH
EXEMPLARY CARE, CLINICAL EXCELLENCE
Woods is proud to be Southlake’s CEO with its deep history of clinical excellence, quality, and patient safety, having been accredited with Exemplary Standing by Accreditation Canada for the last 16 years.
“As leaders, we need to carry forward the mantle of clinical excellence, be present, and remember that our true work is done on the ground. Our business is not doing interviews and budgets, but delivering care,” he points out.
As such, leading-edge care at Southlake remains an unflinching promise, and it is both the words and actions of its leaders that drive this message home.
“WE ARE THINKING DIFFERENTLY ABOUT A HOSPITAL’S ROLE AND BRINGING NEW INNOVATIVE MODELS OF CARE TO CANADA TO PRODUCE BETTER OUTCOMES AND SUPPORT SUSTAINABILITY AT SOUTHLAKE HEALTH”
– DR. PAUL WOODS, PRESIDENT AND CEO, SOUTHLAKE HEALTH
Meanwhile, thoughtful investment is essential to maintaining Southlake’s award-winning status, which continues to enable unparalleled care.
“We must choose carefully how we allocate our extremely scarce resources to adequately fund our teams and invest in the tools and
support they require to continue doing their jobs well,” Dr. Woods asserts.
In this way, Southlake is grateful for its volunteer board of directors and loyal base of community support. Despite a challenging financial environment, the board has courageously supported the
organization’s change in direction to accommodate its new strategy.
“Partnerships and support are what will make us successful and prove to Ontario that we can deliver integrated care at scale and achieve better outcomes as a result,” he explains.
A FUTURE OF INNOVATION AND EXPANSION
Looking forward to 2025 and beyond, Southlake seeks to achieve two main targets, the first of which is continuing to be good stewards of Ontario’s tax dollars.
“We’ve readily embraced the notion of financial stewardship, and we continue to do the best we can with the scarce resources we have,” Dr. Woods details.
FINDINGS FROM THE ONTARIO HOSPITAL ASSOCIATION
A recently published study from the Ontario Hospital Association (OHA), based on 18 years of carefully extrapolated patient data, seeks to understand the current and future disease burden on Ontario’s healthcare system as far as 2040.
The study estimates that there will be 3.1 million people living with major illness in Ontario in 2040, up from 1.8 million in 2020, with approximately one in four adults over the age of 30 requiring significant hospital care.
The studies have major implications for healthcare in Ontario, with the growing burden of illness set to place significant strain on the system. Thus, prevention, early treatment, and effective management strategies have become more important than ever before.
“Early detection and management of chronic conditions can be managed outside of hospitals, reducing hospital strain. Addressing this burden will require focusing on community care and addressing the determinants of health to sustain system capacity,” the report’s summary concludes.
As such, Southlake’s new strategy is not only innovative and groundbreaking, but arguably essential to safeguarding the future of healthcare in Ontario.
Southlake’s second target is to fluidly implement its new operating model through collaboration as it moves into the new year.
This goal is making significant headway having already signed MoUs with two out of the six municipalities primarily served by Southlake.
Meanwhile, it will also continue to widely implement extensivism, through which it hopes to change the way people typically perceive hospital treatment and the requirement for patient care to occur exclusively in a hospital setting.
“Across Ontario, we hope to change the culture surrounding patient care and the role of a hospital within an integrated delivery system, but we must do this by proving our model works – just saying it does won’t change anything.”
To achieve this, Southlake is putting supportive digital infrastructure in place in the form of data and predictive analytics, artificial intelligence (AI), and machine learning (ML) to more readily anticipate patient illnesses and proactively intervene.
Southlake is also learning from other leading hospitals in Canada, such as Jewish General Hospital in Montreal, which has an effective virtual unit.
“As well-placed data infrastructure and patient care coordination increases, so does our ability to deliver virtual care effectively,” comments Dr. Woods, emphasizing the significance of technology in advancing extensivism.
“When people begin to experience these different ways of receiving care,
they’ll start to think Southlake is really doing something different here,” he concludes.
Tel: 905-895-4521
corporatecommunications@ southlake.ca
www.southlake.ca
CHATS and Southlake, working together to support seniors in our community.
CHATS delivers client-centred programs and services for older adults based on their unique wants and needs.
Insight Health Tech Planning (IHP) Inc. is a healthcare technology planning firm with offices in Ontario, Nova Scotia, and Tennessee. Our core focuses include healthcare FF&E Planning, Procurement, and ICAT consulting services. AT IHP, WE LISTEN, INNOVATE, AND DELIVER.
Client Focused, Data Driven.
chats.on.ca @chatsseniors
info@insight-htp.com
www.insight-htp.com
BOILER LIFECYCLE SOLUTIONS
THE BEST OF MIDWEST AGRICULTURE
From its conveniently located, state-of-the-art engineering and manufacturing facilities in the Midwest, AGRA Industries, Inc offers comprehensive design, engineering, fabrication, equipment supply, and construction services to niche industrial agriculture markets across the US
Writer: Jack Salter | Project Manager: Lauren Robinson
Situated in north-central Wisconsin (WI), AGRA Industries, Inc (AGRA) takes pride in its Midwestern work ethic, which is often attributed to the region’s deep agricultural roots.
The Midwestern states are commonly referred to as the ‘Corn Belt’, owing to their intensive production and extensive agricultural land, of which there is more than 127 million acres.
AGRA’s complete emphasis on industrial agriculture stretches back to the 1960s, providing the company with decades of experience and a substantial mix of equipment manufacturing and construction know-how.
This has allowed AGRA to become a premier, full-service general contractor and equipment supplier to its target markets, understanding the challenges of modern-day industrial agriculture businesses and meeting their needs with the goal of enhancing efficiency, productivity, and profitability.
As a full-service general contractor, the company oversees every step of projects from conception to completion, resulting in exceptional quality and timely delivery.
Indeed, with best-in-field knowledge, AGRA’s full-service technicians can perform any task, from routine inspections to full-scale rebuilds or replacements, and possess the tools, specialty equipment, and experience to keep facilities running.
The company’s expertise includes new turnkey processes and innovative industrial agriculture solutions for feed mills, grain handling, bulk storage, biomass pellets, seed processing facilities, and ethanol production plants.
This comprehensive suite keeps customers ahead in a competitive and ever-changing market, empowering them to adapt and thrive.
FEED MILL EXPERTISE
AGRA’s complete feed mill designs,
several of which have been commissioned in recent years, are fully engineered and compliant with Occupational Safety and Health Administration (OSHA) and National Fire Protection Association (NFPA) standards, ensuring they are ready to hit the ground running.
The company controls steel fabrication and the majority of material handling and storage manufacturing for feed mill projects, which translates into unmatched lead times and reliable delivery schedules.
In late fall last year, AGRA was busy at a feed mill expansion, installing bin panels that were the company’s own proprietary design and built in WI, whilst construction is in progress for a feed mill structure and hoppers in Tennessee (TN).
Coupled with its expertise in feed mills, the company’s equipment manufacturing division, Merrill Fab, is dedicated to producing top-of-the-line
machinery that guarantees superior performance and durability.
Merrill Fab is an American Institute of Steel Construction (AISC)-certified fabricator with an outstanding reputation and focus on quality, providing full-service engineering, detailing, fabrication, and logistics services to structural steel, commercial, and industrial clients worldwide.
To ensure an on-time, quality job, the engineering and shop drawing process is controlled by Merrill Fab, whose team has grown to more than 20 detailers and engineers.
INNOVATIVE SOLUTIONS
Efficient grain handling and bulk storage, meanwhile, are crucial for any agricultural operation, with AGRA offering innovative solutions to securely manage and store grains, thereby reducing waste and ensuring seamless distribution.
STEEL FABRICATION AND PRODUCTS
STRUCTURES – AGRA engineers, details, and fabricates finished structural steel for bin systems, towers, catwalks, and warehouse buildings.
BOLTED BINS – The company fabricates modular bin systems that are complete, robust, efficient to install, and built to last.
TANKS – AGRA manufactures carbon and stainless steel liquid storage tanks for many industries. These field-erected tanks are safe and efficient to install.
CONVEYORS – Hard at work in processing facilities worldwide, AGRA’s durable construction and robust conveyor designs are developed to exceed customer demands for efficiency and uptime reliability.
SCREW FEEDERS – The company’s screw feeders and live bottoms are built to stand the test of time. Featuring heavy-duty assemblies and variable pitch flighting, its augers are robust and worry-free.
BUCKET ELEVATORS – AGRA manufactures safe and reliable bucket elevators that are NFPA-compliant and feature bearing monitoring, belt tracking, and explosion-resistant trunking to keep facilities safe.
CHOPPERS – Biomass chopping systems are also manufactured by the company.
BATCH DRYERS – AGRA’s batch dryers control airflow and temperatures.
Equally, the company’s advanced technology for seed processing and ethanol production optimize operations to maximize efficiency and yield.
AGRA previously revealed to us in June 2022 that it was also working to address and overcome the problems faced by traditional pellet plants, such as the bridging of materials, capacity, and the quality of pellet production.
Biomass pellet production with waste streams and invasive feedstock is one of the many opportunities that excites the company.
As such, it is working on a project to turn paper waste into burnable pellets, as well as developing the sorting and drying technologies.
AGRA is well versed in the latter, as approximately one third of US corn seed production is dried using its equipment.
Those looking to explore renewable energy sources can also utilize the company’s cutting-edge biomass pellet solutions, which allow sustainable energy to be harnessed efficiently.
Mudd Jockies is a Christian based company. Our mission is to meet and exceed our customers’ expectations by maintaining the highest quality, service and commitment in all that we do.
Mudd Jockies will optimize all resources with a strong commitment to safety and quality, providing maximum satisfaction to all customers, employees, shareholders and suppliers.
Address: 1722 Holland Dr., Grand Island, NE 68803
Phone Number: (308) 398-0683 www.muddjockies.com
Jeff Suck: (308) 380-7891 jeff.muddjockies@gmail.com
REDUCING CARBON EMISSIONS
Elsewhere, AGRA is also branching into recycling and has signed a memorandum of understanding (MoU) with Carbon Clean, a leader in revolutionizing carbon capture solutions for hard-to-abate industries.
CaptureX, Carbon Clean’s semimodular technology, captures carbon dioxide (CO2) from multiple industrial plants around the world.
It is proven across 49 sites globally and prefabricated, with 80 percent of the solution modularized and containerized, substantially reducing on-site activity and installation time compared to open-plant construction.
Under the strategic partnership, which was announced in June 2024, AGRA and Carbon Clean will collaborate to provide CaptureX to companies in agriculture-related sectors, including the production of biofuel, ethanol, and sustainable aviation fuels (SAFs).
This will allow customers to capture CO2 released during the biofuel fermentation stage, enabling fuel production with a lower carbon intensity rating and enhancing the ability of biofuel producers to claim Inflation Reduction Act (IRA) credits.
The collaboration demonstrates how AGRA has further expedited North America’s green energy transition, as mentioned when we last spoke to AGRA, with the two companies set to make a positive impact by reducing carbon emissions.
Carbon Clean’s CaptureX solution and deep expertise in modular carbon capture technologies, combined with AGRA’s decades of specialist experience in design-build skid modularization, will provide a compelling one-stop shop for the US biofuels production industry.
STRINGENT SAFETY
As well as its practical engineering, robust equipment, and quick
turnaround times, AGRA is known for its stringent construction safety procedures.
Indeed, the company prides itself on providing a challenging but safe work experience for its team members, who are part of the AGRA family.
The company’s Compensation Program, meanwhile, gives welders, machine operators, and painters the chance to develop their skills.
Likewise, the program rewards these employees for contributing to the organization’s ongoing success, which promises to continue in 2025.
To round off each issue, we ask our contributing business leaders for their views on the same question
How do you create motivation for yourself and your team?
Lutz Beck
CIO, Daimler Truck North America
“Motivation stems from a clear purpose. For me, it's about seeing how our work impacts lives - delivering goods, building economies, and enabling sustainability.
“For the team, I prioritize open communication, celebrating successes, and creating opportunities for growth. When everyone feels valued and connected to a shared vision, motivation becomes second nature.”
Leslie Banados
Senior Vice President of Global Sales and Marketing, TurboChef Technologies and CookTek
“2024 has been a year of change and growth for both TurboChef and CookTek. With myself and our new President, Katie Cox, coming on board in February, our focus has been to take a pause, reset, and focus on what matters – our people, values, core focus, and niche – in order to produce the best customer experience possible with the best products in food service.
“Our focus, values, and niche are something we spent the year developing with our new leadership team. We want to simplify life through innovation while providing cooking solutions that produce chef-quality meals. In order to do that, we need our entire TurboChef and CookTek family to live our core values on a daily basis.
"You will see these values posted in our front lobby, and we provide bracelets for all employees to wear to remind them that we are working toward the same goal of world domination in food service!
“Happy people plus happy products equals repeat business and retained customers. We celebrate our wins, support each other during losses, embrace change, treat each other like family, take accountability and ownership, and make sure that we do what it takes to provide a frictionless customer experience. Most of all, we have fun while doing it! As our President says – if it’s not fun, it’s not worth it!”
Brent Basch
Senior Vice President of Business Development and Strategic Partnerships, Continental
“My team is full of high performers, so for me, it’s about developing a motivating environment and setting a tone where we can feed off our energies.
“I focus on strategic performance rhythms that foster collaboration and communication and create a space for team members to succeed.”
Derrick Waters CEO, Coach USA
“Motivation comes from fostering an environment where creativity, collaboration, and personal growth are encouraged. By celebrating success, providing opportunities for development, and leading by example, we ensure our
team remains engaged and aligned with our mission to connect people, places, and opportunities.
“Motivating the team begins with showing consistent appreciation and acknowledgment of those who have gone above and beyond. Consistent communication is key to this, and goes both ways. Entertaining feedback from the team and keeping them informed is paramount.
“We create motivation for ourselves and the team by setting goals that challenge us. We also recognize and reward people when they are performing exceptionally above and beyond our goals.”
Larry Abrams
President and Managing Partner, NEXDINE Hospitality
“The reason I joined NEXDINE Hospitality is the same reason I wake up every day. I am excited it’s a new day, knowing that we care about our colleagues and are making business decisions and innovating for the right reasons. We are making a difference to the experiences of our colleagues, guests, and clients."
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