Business Times Magazine | Issue 105 | Oct 24

BUSINESS TIMES

business-timesmedia.com October 2024

GREATER TORONTO

AREA AIRPORTS:

pioneering technology &

customer experience

HOUSTON

AIRPORT SYSTEM:

transforming

air travel

HENNIGES

AUTOMOTIVE:

driving industry

innovations

CYCLECT

GROUP:

engineering

excellence

GOLD FIELDS

GHANA:

revolutionary

mining tech

boosts efficiency

STARLINK:

shaking up

competition

in africa

THE GLASS

CEILING

WITH MARETHA GERBER

INTRODUCTION

RECEIVE

EVERY

ISSUE

DIRECT

TO YOUR

INBOX

SUBSCRIBE

CONTRIBUTORS

MALVERN KANDEMWA

Director of Strategic Partnerships

HOWARD BARCLAY

Chief Project Director

EMILY SMITH

Senior Project Director

EDWARD KAYS

Project Director

JAMES HENNESSEY

Project Director

SAMUEL JOHNSON

Social Media Manager

MIKE ASHLEY

Head of Finance & Accounts

ANN QUINN

Head of Production

MICHELLE DUNCAN

Editor in Chief

TOM JENKINS

Graphic Design

4 BUSINESS TIMES MAGAZINE OCTOBER 2024

INTRODUCTION

EDITOR’S

FOREWORD

Welcome to the October issue of Business

Times Magazine!

As the vibrant colours of October unfold, we

find ourselves not only immersed in the beauty

of the changing seasons but also reflecting

on the transformative shifts happening in the

world of business. In this month’s issue, we

delve into the themes of innovation, adaptation,

and resilience that are so crucial in today’s

dynamic landscape.

October marks a time of reflection and

growth, and this publication embraces that

spirit by highlighting organisations and leaders

who are pushing the boundaries of what

is possible. Our feature articles showcase

groundbreaking advancements in technology,

sustainable practices, and market strategies

that are redefining industries and setting

new standards for success.

One of the highlights of this issue is our in-depth

exploration of how businesses across various

sectors are integrating sustainability into

their core operations. As we continue to face

global challenges related to climate change and

social responsibility, it is inspiring to see companies

rise to the occasion, pioneering initiatives

that balance profitability with purpose.

We’re also excited to introduce exclusive interviews

with thought leaders and industry

pioneers who share their insights on navigating

challenges while fostering innovation.

Their experiences underscore the importance

of adaptability and forward-thinking in maintaining

a competitive advantage.

This October, as we embrace the spirit of

change, we encourage you, our valued readers,

to explore new ideas, challenge the status

quo, and invest in solutions that drive both

growth and positive impact.

Thank you for being part of our community.

We hope you find inspiration and valuable insights

in this month’s pages.

Enjoy the issue!

The Business Times Media Group Team

If you have a business story you wish to share

in Business Times Magazine, please contact

our Head of Production via production@

business-timesmedia.com

BUSINESS-TIMESMEDIA.COM

5

CONTENTS

08

DAIMLER TRUCK SA

BREAKING THE GLASS

CEILING: MARETHA GERBER

14

TECH NEWS

HUBSPOT ACQUIRES

CACHEFLOW

18

TECH NEWS

AKTIIA’S AI-POWERED

BLOOD PRESSURE TECH

REVOLUTION

22

TECH NEWS

STARLINK SHAKING UP

COMPETITION IN AFRICA

26

GTAA

PIONEERING TECHNOLOGY

AND CUSTOMER EXPERIENCE

38 HOUSTON AIRPORT SYSTEM

TRANSFORMING AIR TRAVEL

50

HENNIGES AUTOMOTIVE

DRIVING INNOVATION

62

CYCLECT GROUP

ENGINEERING EXCELLENCE

AND INNOVATION FOR A

SUSTAINABLE FUTURE

72

GOLD FIELDS GHANA

REVOLUTIONARY MINING

TECH BOOSTS EFFICIENCY


CONTENTS


7

LEADERSHIP


FEATURE

THE GLASS

CEILING

MARETHA GERBER’S

JOURNEY TO THE TOP

OF DAIMLER TRUCK

SOUTHERN AFRICA

Project by: Malvern Kandemwa

Words by: Michelle Duncan

Maretha Gerber made history

as the first female President

and Group CEO of Daimler Truck

Southern Africa (DTSA), a milestone

that marks a significant shift

in the leadership landscape of the

automotive industry in South Africa.

Her ascent to this pivotal role

is a testament to her exceptional

leadership abilities, deep industry

knowledge, and unwavering commitment

to driving both business

success and employee development.

Maretha Gerber’s career in the

automotive industry spans over

two decades, characterised by

a steady rise through the ranks,

driven by her dedication, strategic

thinking, and a profound understanding

of the market. She began

her career in the automotive

sector at a time when the industry

was heavily male dominated.

However, her perseverance, coupled

with her ability to adapt and

excel in various roles, set her apart

as a leader to watch.

Gerber started her journey at Mercedes-Benz

South Africa (MBSA), a

division of Daimler AG, where she

held various positions in sales, marketing,

and business development.

Her early roles allowed her to gain

extensive experience in understanding

customer needs, market

dynamics, and the operational challenges

of the automotive industry.

Over the years, she proved a consistent

ability to deliver results, whether

it was increasing sales, improving

customer satisfaction, or driving innovation

within the company.

9

LEADERSHIP

the needs of DTSA’s diverse customer

base. Under her leadership,

the company has focused on enhancing

customer experiences

by offering innovative products

and services tailored to the specific

requirements of the Southern

African market. Recognizing the

growing importance of sustainability

in the automotive industry,

Gerber is also committed to

driving DTSA’s transition towards

more environmentally friendly

technologies. This includes exploring

alternative fuels, improving

fuel efficiency, and reducing the

carbon footprint of the company’s

operations.

Maretha Gerber, Group CEO,

Daimler Truck Southern Africa

Her leadership qualities became

increasingly clear as she took on

more significant responsibilities

within the organisation. Prior to

her appointment as President

and Group CEO of DTSA, Gerber

served as the Vice President

of Sales and Marketing for Mercedes-Benz

Trucks, a role in which

she was instrumental in expanding

the brand’s market share and

solidifying its reputation for quality

and reliability.

As the President and Group CEO

of DTSA, Maretha Gerber holds

the critical responsibility of defining

and implementing the overall

strategy for the organisation.

DTSA operates in a highly competitive

and evolving market, and

Gerber’s role involves steering the

company through these challenges

while positioning it for sustainable

growth and success.

MARETHA GERBER

PASSIONATELY BELIEVES

THAT A COMPANY’S MOST

VALUABLE ASSET IS ITS

PEOPLE.

Her strategic vision for DTSA is

built on several key pillars such as

customer centric approach. Gerber

places a strong emphasis on

understanding and anticipating

In today’s rapidly evolving technological

landscape, Gerber understands

the importance of leveraging

digital tools and data analytics

to improve operational efficiency,

customer engagement, and product

innovation. She has been a

strong advocate for DTSA’s digital

transformation, ensuring that the

company stays at the forefront of

industry trends. She is also focused

on improving DTSA’s operations to

improve efficiency, reduce costs,

and enhance overall productivity.

This involves streamlining processes,

adopting best practices from

across the Daimler Truck global

network, and fostering a culture of

continuous improvement within

the organisation.

Maretha Gerber passionately believes

that a company’s most valuable

asset is its people. As such,

one of her primary responsibilities

as President and Group CEO

is to lead, motivate, and develop

DTSA’s employees to ensure the

company’s long-term success.

Gerber is dedicated to creating a


FEATURE


11

LEADERSHIP

work environment that encourages

collaboration, innovation, and

personal growth. She believes that

when employees feel valued and

supported, they are more likely to

contribute to the company’s success.

Under her leadership, DTSA

has implemented various initiatives

aimed at improving employee

satisfaction and engagement.

As the first female leader of DTSA,

Gerber is acutely aware of the importance

of diversity and inclusion

in the workplace. She is a strong

advocate for gender equality and

has taken steps to ensure that

DTSA gives equal opportunities

to all employees, regardless of

gender, race, or background. Her

leadership has been instrumental

in promoting a more inclusive culture

within the organisation.

Gerber is committed to investing

in the professional development

of DTSA’s employees. She understands

that the success of the

company depends on the skills

and capabilities of its workforce.

To this end, she has championed

various training and development

programs aimed at equipping

employees with the knowledge

and skills they need to excel in

their roles and advance their careers.

She strongly advocates the

importance of employee well-being,

especially in the challenging

context of the global pandemic,

Gerber has prioritised initiatives

that support the physical and

mental health of DTSA’s workforce.

This includes flexible work

arrangements, health and wellness

programs, and resources to

help employees manage stress

and keep a healthy work-life balance.

IMPACT AND LEGACY

Maretha Gerber’s leadership at

Daimler Truck Southern Africa

is marked by her strategic vision,

her commitment to sustainability,

and her focus on employee development.

Her tenure as President

and Group CEO has seen DTSA

not only navigate the challenges

of a competitive market but also

appear as a leader in the industry,

known for its customer-centric

approach, operational excellence,

and innovative solutions.

Gerber’s impact extends beyond

the company’s financial performance.

She has set a new standard

for leadership in the automotive

industry, particularly in

Southern Africa, where her success

as the first female leader of

DTSA serves as an inspiration to

other women in the industry. Her

commitment to diversity, inclusion,

and employee well-being

has helped create a more positive

and supportive work environment

at DTSA, laying the foundation for

the company’s continued success

in the years to come. As DTSA

looks to the future, Maretha Gerber’s

leadership will undoubtedly

continue to play a crucial role in

shaping the company’s trajectory.

Her ability to balance strategic

goals with the needs and aspirations

of the company’s employees

makes her a truly transformative

leader, one whose legacy will be

felt for years to come.

FIND OUT MORE ABOUT

DAIMLER TRUCK SA

DTSA.DAIMLERTRUCK.COM


FEATURE


13

TECH


FEATURE

HUBSPOT

ACQUIRES

CACHEFLOW

A PLATFORM THAT HELPS

CLOSE SOFTWARE SALES


HubSpot has acquired Cacheflow,

a startup building tools for the

software sales closing process, for

an undisclosed amount.

HubSpot CEO Yamini Rangan

says that Cacheflow — which will

become a wholly-owned subsidiary

of HubSpot once the deal closes

— will expand HubSpot’s Commerce

Hub suite of subscription

billing management and configure,

price, and quote tools (CPQ).


“With Cacheflow, we’re doubling

down on our vision for

commerce by addressing two

important areas of the buying

experience: subscription billing

and CPQ,” Rangan said in a

statement. “Cacheflow is a leader

in this space and has helped

companies automate the purchase

process to capture revenue

faster.”


15

TECH

Cacheflow was founded in 2021

by Brian Zotter and Sarika Garg.

Garg previously was head of product

management at SAP’s Ariba

Network and chief strategy officer

at procurement automation

firm Tradeshift. Zotter was VP of

engineering at Salesforce before

co-founding account engagement

platform YesPath, which

Medium acquired in 2017.

At a high level, Cacheflow provides

billing and subscription

management solutions aimed at

simplifying business-to-business

(B2B) software selling and buying.

Through no-code dashboards,

users can configure quotes, close

deals, and upsell and renew customers.

“We made it our mission to reimagine

the old CPQ and billing

space, helping businesses automate

revenue management,

shorten the sales cycle, and get

paid fast,” Garg said in a press release.

“We believe deeply in the

power of our solution and are

thrilled to join HubSpot.”


FEATURE

Cacheflow’s team will be joining

HubSpot’s Commerce Hub org,

where it’ll focus specifically on

HubSpot’s tools for managing

buying processes. HubSpot sees

Commerce Hub as a new bright

spot in its business — one that’s

processed more than $1 billion in

gross merchandise value since its

2023 launch.

In a note to investors, investment

firm Stifel said that the Cacheflow

deal signals HubSpot’s “continued

focus” on its expansion.

“We believe in the deal … may accompany

a ‘relaunch’ similar to

what the company has recently

done with [its] Sales and Content

Hub,” Stifel J. Parker Lane wrote.

“[A] potential relaunch could be

a benefit to the SKU that’s largely

new and under-discussed.”

HubSpot shares rose 1.3% in late

morning trading on Friday.

HubSpot’s latest acquisition —

and its first since its $150 million

purchase of B2B data provider

Clearbit in 2023 — comes after an

eventful year for the marketing

and sales software giant.


17

TECH

AKTIIA TRAINED AI

ON 11 BILLION DATA

POINTS OF BLOOD

PRESSURE

AND NOW A CLINICALLY

CERTIFIED APP IS COMING




FEATURE

As well as being a major cause of

premature death worldwide, hypertension,

also known as high

blood pressure, is a major risk

factor for stroke, coronary artery

disease, heart failure, and a contributing

factor to dementia. It

also affects an estimated 1.3 billion

people, while up to 95% of

cases are due to lifestyle factors

(although genetics is also a factor).

Only around 20% of individuals

with high blood pressure

have it under control, and there’s

a simple reason why. The devices

to measure hypertension, those

inflatable “cuffs,” are expensive,

bulky, and unwieldy.

Now a Swiss startup says it has

produced a ground-breaking

technology that could make it far

easier for hypertension sufferers

to monitor their condition.

Aktiia (based out of Neuchatel, Switzerland,

but with a U.S. operation)

already specialised in blood pressure

technology with a hardware sensor

that sits at your wrist. However, it has

now achieved a coveted CE-mark for

its technology. The Conformite Europeene

(CE) mark indicates that a

product has been deemed to meet

EU safety, health, and environmental

protection requirements. The new

product does away with hardware,

and it requires no calibration.


19

TECH

Aktiia claims its app can give users

accurate blood pressure and

heart rate measurements from

the camera of a smartphone.

Users place their fingertip on the

camera, and in 90 seconds the

software will capture the physiological

data from the fingertip required

to provide accurate blood

pressure measurements. The

solution is likely to come to market

in 2025 in app form.

The product is the result of the

company applying generative AI

to 11 billion data points of annotated

data drawn from its platform.

Although the startup is playing

its cards close to its chest on how

it does this, it says the breakthrough

leverages “proprietary

foundation models,” according to

CEO Rags Gupta.


FEATURE

“We shine a light into your finger,

we capture signals and deliver

back a medically valid blood

pressure and heart rate reading,”

he said. “We got the CE mark

for this 10 days ago, and this is a

massive deal. It’s really exciting

because what it means is the era

of the hardware, of cuffs for measuring

blood pressure, is now an

AI and software problem and so

now anybody, with the palm of

their hand, can get a spot check

for blood pressure reading.”

He said the technology could be

transformational. “That’s a big

deal, because the earlier you

can screen people, the earlier

you can start getting them into

treatments, interventions, and

that saves massive, massive costs

downstream to the systems and

to people’s lives.”

He said the measurement doesn’t

require any other device or calibration

step.

Dr. Josep Solà, co-founder and

CTO of Aktiia, who worked on the

technology, added that the CE

mark comes under the EU’s new

Medical Device Regulation (MDR):

“It’s a new regulation for medical

devices in Europe. You need to

run clinical trials, and you need to

prove performances.”

But what moved the needle for Aktiia

was being able to train its model

on its own data set. “There was

no data set previously,” Sola said.

“But when we released our first

product, which allowed us to start

compiling a lot of data. Now we

have a massive data set within the

company’s 11 billion data points of

annotated data that we could use

to train this new AI. It went to a level

of accuracy that we could pass

all the regulations for CE marking.”

So far, Aktiia has raised $59.7 million

over five funding rounds. Its

last round was a $30 million Series

A earlier this year that involved Molten

Ventures, Khosla Ventures, and

Verve Ventures, among others.

The new CE mark for Aktiia’s technology

follows the March 2024 release

of the first version of its CAL-

FREE technology, allowing blood

pressure measurement at the wrist.

Launched in Switzerland in May

2018, Aktiia founders Dr. Mattia

Bertschi and Solà previously

spent 15 years at the prestigious

Swiss research institute CSEM, researching

blood pressure.

FIND OUT MORE

ABOUT AKTIIA

AKTIIA.COM


21

TECH

ELON MUSK’S

STARLINK

SHAKES UP

COMPETITION

IN AFRICA



Starlink’s satellite internet rollout

across Africa has triggered

complaints of unfair competition

from telecommunications companies

and internet service providers

that have invested heavily

in local networks.

Kenya’s communications regulator,

the country’s largest telecom

company, Safaricom, called

for stricter regulations on satellite

internet providers, including

Starlink, which is owned by Elon

Musk. Safaricom argued that satellite

providers should be required

to partner with local mobile network

operators rather than being

allowed to operate with independent

licences.

Safaricom, which is partially government-owned,

emphasised

that these satellite providers often

lack a physical presence in the

country, relying on third parties

and resellers to distribute their

hardware. This makes it challenging

for regulators to ensure compliance

and accountability.

The telco, which is partly government

owned, noted that these

providers often operate without

a physical presence in the country,

relying on third parties and

resellers to distribute their hardware,

which makes it difficult for

regulators to ensure accountability

and compliance.


FEATURE

And it’s not just in Kenya. ISPs and

telcos in Zimbabwe, Nigeria and

Cameroon have also raised concerns

about Starlink’s free rein,

lax regulatory requirements, and

their inability to compete fairly

with its services and pricing.

These companies have thousands

of employees across the region

while Starlink has next to no local

presence on the continent.

But the upside for consumers is

that some of these companies

have improved their existing offering

to compete. Safaricom, in

response to the growing presence

of Starlink in Kenya’s broadband

market, has doubled the speed of

its fibre internet packages. Similar

moves have been seen by ISPs in

Zimbabwe.

Starlink’s entry to the Kenyan market

in July 2023 boosted satellite

internet subscriber numbers more

than tenfold in the nine months

to Mar. 31 this year. The numbers

were still relatively small, at fewer

than 5,000 users in that period, but

it was perhaps a warning sign for

the traditional providers. The rapid

uptake of Starlink has been fueled

by aggressive marketing partnerships,

cheaper monthly plans and

a hardware rental option.


23

TECH

At the beginning of September, Zimbabwe

became the 16th nation in Africa to

get access to Starlink’s services. Starlink

is required to offer its service exclusively

through its local partner, IMC Communications

and can only operate through

approved agents, dealers, and ISPs.

But since May, when its licence was approved

by President Emmerson Mnangagwa,

telcos and ISPs have been

bracing for its launch, with TelOne, a

state-owned provider, partnering with

Eutelsat’s OneWeb to also offer satellite

internet, while ISPs, including Liquid

Home, the country’s largest fixed ISP

slashed prices.

There’s long been an expectation that

Low Earth Orbit (LEO) satellite internet

providers like Starlink, OneWeb, and

Telesat will capture market share from

traditional telecom companies if priced

appropriately. But it could possibly also

mean a loss of tax revenue for the government

as these firms operate without

physical offices on the continent and

provide plug-and-play connectivity.

Within two years of Starlink’s launch in

Nigeria, the communications regulator

Nigerian Communications Commission

(NCC) reported that the company has

become Nigeria’s third-largest dedicated

internet provider. Now, the company

has started building new ground stations

in three Nigerian states. However,

Starlink is only a threat to the standalone

ISP market (as against mobile network-based

internet), which collectively

serves 262,000 customers as of the last

quarter of 2023. In the same period, the

four mobile network operators, MTN,

Airtel, Globacom, and 9mobile had 163.8

million active internet subscriptions.

Starlink’s advanced technology and premium

brand image will likely continue

to gain approval from African governments.

FIND OUT MORE

ABOUT STARLINK

STARLINK.COM


FEATURE


25

GREA

TORO

AIRPO

AUTHO

INFRASTRUCTURE


FEATURE

TER

NTO

RTS

RITY


27

INFRASTRUCTURE


FEATURE

PIONEERING

TECHNOLOGY

& CUSTOMER

EXPERIENCE

DEBORAH FLINT’S VISION FOR GTAA

Project by:

Malvern Kandemwa

Words by:

Michelle Duncan

As the President and CEO of the

Greater Toronto Airports Authority,

which operates Toronto Pearson

International Airport, Flint

has extensive experience in the

field of aviation, with her career

nearing the 27-year milestone. A

graduate of San Jose State University

in California, she began

her journey in aviation as the Aviation

Director at the Port of Oakland,

where she managed, developed,

and operated Oakland

International Airport, ultimately

rising to the position of Executive

Port Director. Her career then

led her to Los Angeles, where

she was appointed by Mayor Eric

Garcetti as the CEO of Los Angeles

World Airports, overseeing

the operations of both LAX and

Van Nuys Airport. It was following

the successful execution of a

comprehensive modernization

program valued at US$15 billion,

aimed at realising what she refers

to as a “fresh vision of what LAX

could be,” that the opportunity

in Toronto emerged for her. This

role was particularly enticing for

several reasons. “I’m Canadian by

birth, but I hadn’t lived in Canada

since I was quite young,” she

reflects, highlighting her desire

to reconnect with her roots while

advancing her career in aviation.

Flint’s approach to leadership is

holistic, considering not just the

operational aspects of the airport

but also its broader impact

on the community and environ-


29

INFRASTRUCTURE

ment. She has emphasised the

importance of collaboration both

within the organisation and with

external stakeholders as crucial to

the airport’s success. Under her

leadership, GTAA has prioritised

sustainability, technological innovation,

and strategic partnerships,

setting a clear direction for the future

of Toronto Pearson.

The Greater Toronto Airports Authority

(GTAA) is a not-for-profit

corporation that runs Toronto

Pearson International Airport

(YYZ), which is not only the busiest

airport in Canada but also one

of the top 30 busiest airports in

the world by passenger traffic. In

2023, Toronto Pearson managed

over 50 million passengers, a testament

to its role as a crucial hub

in North American and global air

travel. The airport connects to

over 180 destinations worldwide

and serves as a major hub for

both domestic and international

flights, with extensive connections

to the United States, Europe,

Asia, and other regions.

The GTAA operates under a

unique governance model where

it does not receive taxpayer funding

but instead reinvests revenue

from operations back into the airport’s

infrastructure and services.

This business model has allowed

GTAA to keep financial independence

while focusing on continuous

improvement and expansion

to meet the growing demands of

passengers and airlines.

Toronto Pearson plays a vital role

in the Canadian economy, generating

billions of dollars in economic

activity and supporting

tens of thousands of jobs directly

and indirectly. The airport’s operations

include passenger services,

cargo operations, ground transportation,

and various ancillary

services, making it a complex and

dynamic organisation.

TORONTO PEARSON

PLAYS A VITAL ROLE

IN THE CANADIAN

ECONOMY, GENERATING

BILLIONS OF DOLLARS

IN ECONOMIC ACTIVITY

AND SUPPORTING TENS

OF THOUSANDS OF JOBS

Why is Canada experiencing such

rapid growth? “First, we are recognized

as a country that genuinely

cares about its people,” she emphasises.

“We also have a welcoming

approach to immigration, which is

crucial in a global economy that relies

on diverse skills and talents.”

Toronto Pearson, located in Canada’s

second-largest employment zone

where 300,000 jobs existed before

the pandemic, holds a key position

at the centre of Canada’s economic

hub. “It’s a dynamic, advanced region

of the country,” she notes, highlighting

the US$41.3 billion pharmaceuticals

and life sciences industry concentrated

in the Greater Toronto Area.


FEATURE


31

INFRASTRUCTURE

“Some of the world’s most

groundbreaking medicines have

origins in the labs and manufacturing

facilities of Dalton Pharma

Services, a Toronto-based company

with over three decades

of experience in drug development,

analysis, and manufacturing,”

she continues. “Location

has been a crucial factor in their

growth and success.”

Another localised example of

growth is the surge in artificial

intelligence (AI) startups. “Ontario

hosts an advanced manufacturing

supercluster, centred

in the Toronto-Waterloo innovation

corridor, which is enhancing

next-generation manufacturing

capabilities by integrating

technologies like advanced robotics

and 3D printing,” she explains.

“The Toronto region is at

the heart of Canada’s innovation

and technological activity,

consistently attracting top talent

and leading-edge companies

such as Cognizant and HCL

Technologies.”

“The future of electric and intelligent

transportation is also taking

shape in Toronto. This year, the

province’s automotive industry

has experienced a significant increase

in investment, particularly

in the production of electric vehicles

(EVs) and large-scale EV battery

manufacturing. Additionally,

with expertise in AI, connectivity,

cybersecurity, and quantum

computing, more than 250 companies

in Ontario are now actively

engaged in the development

of connected and autonomous

vehicles.”

As Canada prepares for the future

with a growing population and

the rapid expansion of dynamic

industries, Toronto Pearson must

evolve alongside it, according to

Flint. “This airport should be the

most technologically advanced,

seamless, and customer-centric

airport in the world,” she envi-

Partner focus: Avolta

As the leading global travel experience player,

Avolta has united travel convenience, specialty

retail, food and beverage, and duty free to

reimagine travel — and make travelers happier.

Avolta’s extensive footprint globally across 1,000

travel venues in 73 countries means that its stores

are available at the right place, at the right time,

for travelers wherever their journey takes them.

Throughout North America, Avolta’s family

of brands — HMSHost, Hudson, and Dufry —

are known for its innovation, vast portfolio of

concepts and partners, operational excellence,

and customer service. Individually, each is highly

respected for what they do. But together, they

are revolutionizing the travel experience.

At Avolta, the traveler is at the heart of everything.

From pushing the boundaries of travel retail and

staying ahead in convenience to redefining the

art of food and beverage, Avolta never ceases to

deliver what travelers need and want to create

an inspiring, seamless experience.

At Toronto’s airports, Avolta is making the journey

as rewarding as the destination for domestic and

international passengers alike. Its longstanding

relationship with the Greater Toronto Airports

Authority has brought excitement to the

terminals at Toronto Pearson International

Airport (YYZ) and Billy Bishop Toronto City

Airport (YTZ). Its duty-free and specialty retail

stores offer the most internationally recognized

and sought-after brands like Chanel and MAC,

while its restaurants create a sense of place

— and a taste of the community — through

partnerships with locally loved chefs such as

Lynn Crawford, Susur Lee, and Roger Mooking.

The voyage through Toronto’s airports is

only enhanced by Avolta’s focus on digital

engagement, whether it be self-checkout, selforder

kiosks, mobile order and pay, its loyalty

program, or through OpenTable reservations at

restaurants.

ESG also continues to be a defining ambition

for Avolta, as it embeds into its culture, as

part of its Destination 2027 strategy, the act of

creating a positive impact through its day-today

business.

As Avolta forges a path for the future of travel

alongside its partners and team members in

North America and around the world, it will

continue to bring immense value to create the

next generation of world-class airports.


INFRASTRUCTURE


FEATURE

sions. Flint emphasises that this

ambitious vision is what “we are

working on collectively every single

day.”

Flint believes that “passenger

traffic is the heartbeat of any

airport,” making the mass cancellation

of flights and the drastic

reduction in passenger numbers

due to the COVID-19 pandemic

particularly devastating. “We

have sustained significant financial

losses, totalling CAD$1.1 billion

[US$855 million] by the end

of 2021,” she explains. “Year over

year, passenger traffic dropped

by 74 percent in 2020, and in 2021,

traffic declined by an added 4.6

percent compared to 2020, highlighting

that we still have a long

road ahead in our recovery. As

the country embarks on its path

to recovery, the airport and the

surrounding employment zone

will play a crucial role in supporting

that process. Our top priority

is to keep travel healthy, safe,

simple, and as certain as possible

amidst the ever-changing travel

restrictions,” Flint emphasises.

Under Flint’s leadership, revenue

diversification has become

a central pillar of Toronto Pearson’s

strategic direction, with the

health sector appearing as a particularly

promising area of opportunity.

“We explored the market

for strong partners to integrate

health practices into the airport

environment,” she explains.

In 2021, Toronto Pearson partnered

with Switch Health, a Toronto-based

healthcare company, to

provide COVID-19 testing for departing

passengers, employees,

and the surrounding community.

“This partnership offered the convenience

of onsite services at the

airport,” Flint says, highlighting

the benefits of having a testing

clinic that runs around the clock,

in line with the airport’s 24/7 operations.

This initiative not only met a critical

need during the pandemic

but also created a new revenue

stream, helping to support the

airport’s financial recovery. “Our

business model ensures that customers

receive essential services

at competitive rates while generating

income for the airport,” she

adds.

The collaboration with Switch

Health has been so successful

that Flint is now exploring

the possibility of expanding this

model to other airports. “We have

positioned ourselves as a creative

leader in the aviation test-

Architecture | Engineering | Planning

HOK is a collective of future-forward thinkers and designers who are driven to face the critical challenges of our time. We are

dedicated to improving people’s lives, serving our clients and healing the planet.

At HOK, we are passionate about aviation and transportation. Our global Aviation + Transportation group understands the

power these civic projects wield in shaping impressions and sparking opportunities for commerce, trade and tourism. The

airports and transit stations we’ve designed are recognized as some of the world’s best for efficiency, beauty, engineering,

sustainability and—the most important touchstone of all—traveler experience.


35

INFRASTRUCTURE

ing space, which is crucial as the

industry must remain agile to

adapt to evolving border requirements

worldwide,” she notes.

This partnership has become a

key commercial part of Toronto

Pearson’s operations, and Flint

expects that added health services

will appear from it. “We’re

thrilled to be involved in this sector

because health and travel will

be permanently interconnected,”

she predicts. “The lessons we’ve

learned from this pandemic have

underscored the importance of

being prepared for future infectious

disease outbreaks.”

As Flint looks ahead to Toronto

Pearson’s recovery and longterm

growth, she acknowledges

the challenges of predicting the

future in such uncertain times.

However, she emphasises the

importance of scenario planning

and modelling as invaluable tools

in navigating these uncertainties.

“While it’s difficult to forecast the

exact trajectory of our growth,

especially in the current environment,

we rely heavily on scenario

planning to prepare for a range

of potential outcomes,” Flint explains.

This approach allows the

airport to still be flexible and responsive

to whatever challenges

and opportunities may arise in

the years ahead.

An airport of the future, by definition,

must also be a sustainable

one. “I’m very proud to be part of

the aviation industry’s commitment

to achieving carbon neutrality

by 2050,” Flint states. At

Toronto Pearson, she is building

on a solid foundation. “We have

a strong history in sustainability,”

she notes, highlighting that the

airport has already reduced its

greenhouse gas emissions by 60

percent since 2006. This commitment

to sustainability is central

to the airport’s long-term vision,

ensuring that it not only meets

the needs of today’s travellers but

also contributes to a healthier

planet for future generations.

Flint acknowledges that reaching

the carbon neutrality target

will be a significant challenge

for the aviation industry, but she

stays “bullish” about its potential

to succeed. “We need to work collectively

and collaboratively to

meet this goal,” she emphasises.

Achieving carbon neutrality will

involve multiple strategies. “Sustainable

aviation fuels will play a

crucial role,” she notes, “as will advancements

in aircraft technologies.”

Additionally, Flint points out

that airports themselves must

be prepared to support these

changes. “The airport and its facilities

will need to accommodate

next-generation aircraft to

support these efforts,” she says,

underscoring the comprehensive

approach required to realise

a sustainable future for aviation.

Flint’s optimism about the future

of Toronto Pearson and the

broader airport industry is fuelled

by the technological advancements

occurring across all aspects

of airport operations. “The

innovations happening in the air,

on the ground, within our facilities,

and with our partners give

me a lot of optimism about the

significant challenge of greening

the airport industry,” she says.

Despite her focus on sustainability,

Flint stays deeply aware of

the importance of the airport’s

experiential aspect. “The best airports

understand how symbolic

they are to what their country

represents,” she asserts. She is

enthusiastic about the chance

to highlight Canada’s strengths

through Toronto Pearson. “We’re

an epicentre of innovation and

economic development, but we

also have a rich cultural landscape,

including the arts and

entertainment,” she notes, highlighting

the Toronto International

Film Festival as an example. “By

integrating humanity and art

into the airport environment, we

reflect the culture and values of

Toronto and Canada.”

Creating a smart, healthy, and

profitable airport of the future

has been Flint’s guiding principle

from the outset of her tenure. It

has been her North Star, especially

during challenging times over

the past two years. “As a CEO,

I believe it is crucial to ensure

that your organisation, particularly

one with complex and specialised

functions—has a clear

understanding of what success

is anchored upon,” she advises,

underscoring the importance of

alignment and vision in leading

an organisation through transformative

periods.

FIND OUT MORE ABOUT

GTAA PEARSON

TORONTOPEARSON.COM


FEATURE


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HOUS

AIRP

SYST

INFRASTRUCTURE


FEATURE

TON

ORT

EM


39

INFRASTRUCTURE

40 BUSINESS TIMES MAGAZINE OCTOBER APRIL 2024 2024

FEATURE

TRANSFORMING

AIR TRAVEL

INFRASTRUCTURE UPGRADES

AT HOUSTON AIRPORT SYSTEM

Project by:

Malvern Kandemwa

Words by:

Michelle Duncan

The Houston Airport System

(HAS) stands as a critical gateway

to one of the most vibrant and

economically dynamic cities in

the United States - Houston, Texas.

With three major airports under

its jurisdiction George Bush

Intercontinental Airport (IAH),

William P. Hobby Airport (HOU),

and Ellington Field Joint Reserve

Base (EFD). HAS is one of the largest

airport systems in the nation.

Leading this expansive and complex

network is Jim Szczesniak,

a seasoned aviation professional

with a strong vision for the future.

Under his leadership, HAS

is undergoing significant transformations

in infrastructure and

technology innovation to meet

the demands of a rapidly evolving

aviation industry.

The Houston Airport System is a

critical transportation hub that

serves millions of passengers

each year. In 2023 alone, the system

handled over 58 million passengers,

solidifying its role as a

major international gateway and

a crucial driver of Houston’s economy.

The business model of HAS

is designed to maximise efficiency

and enhance passenger experience

while fostering economic

growth in the region. The system

operates under the oversight of


41

INFRASTRUCTURE

Jim Szczesniak, Director,

Houston Airport System

the City of Houston’s Department

of Aviation, which is responsible

for policy setting, regulatory compliance,

and ensuring the overall

strategic direction aligns with the

city’s broader economic goals.

The operations of the Houston

Airport System are characterised

by a commitment to safety, efficiency,

and customer service. Collectively,

IAH and HOU serve millions

of passengers annually and

offer numerous domestic and

international flights. The operational

framework emphasises the

seamless processing of passengers,

effective management of

cargo logistics, and collaboration

with airlines and other stakeholders

to improve service delivery.

Jim Szczesniak, the current Director

of the Houston Airport System

joined in February 2022 bringing

a wealth of experience in aviation

management and operations. Before

joining HAS, Szczesniak held

several key positions, including

serving as the Airport Director at

Ted Stevens Anchorage International

Airport, the world’s fourth

busiest air cargo airport and gateway

to Alaska. He led initiatives

that significantly enhanced cargo

operations and expanded international

reach. His expertise in managing

complex airport systems

and his strategic vision have been

instrumental in driving HAS’s current

and future growth.

Szczesniak’s leadership style is

characterised by a focus on innovation,

customer service excellence,

and sustainability. Szczesniak has

a track record of implementing airport

growth programs while managing

airports to an award-winning

level of customer service. He is

known for his ability to navigate the

challenges of a rapidly changing

aviation landscape while keeping a

sharp focus on operational efficiency

and strategic partnerships.


FOOD & DRINK

Fentress Architects is a global leader in airport terminal design,

committed to placing the passenger at the heart of the travel

experience. Our team embraces the belief that every project grows

from its people, place, and purpose. 650 million people visit Fentressdesigned

airports each year, instilling us with a profound sense of

responsibility to create architecture that is uplifting to the human spirit

and enduring in its legacy.

The new International Terminal Complex (ITC) at the

George Bush Intercontinental Airport is a celebration of

Houston. Designed by Fentress Architects, the ITC was

inspired by the city’s vibrant urban and natural environments.

As passengers move through the complex, a light-filtering

feature wall bathes the space in dappled sunlight that recalls

the delicate shade patterns created by a live oak canopy, as

seen in the image on the right. This ever-changing light instills

a sense of peace, more like a visit to an urban park than an

airport. A bold copper-colored spine graces the ceiling, as

seen in the image above, alluding to the lush Buffalo Bayou.

Throughout the design, Fentress remained focus on their stated

objective “to establish a continuous identity for the passenger

experience – curb to gate to curb – through interior finishes and

architecture that are inspired by Houston.”

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DENVER | WASHINGTON D.C. | NASHVILLE | HOUSTON | ST. LOUIS | LOS ANGELES | SACRAMENTO

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FEATURE

INFRASTRUCTURE

UPGRADES

One of the most significant areas

of focus under his leadership has

been the ongoing infrastructure

upgrades across HAS’s airports.

Recognizing the importance of

modern facilities in enhancing

passenger experience and operational

efficiency, Szczesniak has

spearheaded several key projects

which includes the Terminal Redevelopment

Program at IAH. A

multi-billion-dollar project, this

redevelopment aims to modernise

and expand the airport’s

international terminal, increasing

capacity and improving amenities

for travellers. This project includes

the construction of a new

state-of-the-art terminal that will

replace existing structures, providing

more gates, improved baggage

handling systems, and enhanced

passenger services.

Runway and Taxiway Improvements

to accommodate larger

and more advanced aircraft, HAS

invested heavily in runway and

taxiway enhancements. These

upgrades are designed to improve

safety, reduce delays, and

support the growing demand for

both passenger and cargo flights.

Furthermore, Szczesniak has

placed a strong emphasis on sustainability.

Recent infrastructure

projects have included the installation

of energy-efficient lighting,

the expansion of electric vehicle

charging stations, and the implementation

of water conservation

measures. These efforts are part

of a broader strategy to reduce

the environmental impact of airport

operations.

Another groundbreaking project

is the development of the Ellington

Airport Spaceport. This facility

is positioned to make Houston

a key player in the commercial

space industry, supporting space

tourism, research, and other aerospace

activities. The spaceport

is an example of HAS’s commitment

to innovation and future

growth.


45

INFRASTRUCTURE


FEATURE

Houston Airports is moving forward

with a $23 million phased

renovation of restrooms at Bush

Airport and $8 million in phased

renovations of restrooms at Hobby

Airport. The modernization of

facilities at Bush and Hobby airports

will provide a better airport

experience for millions and millions

of travellers annually.

• Houston Airports has plans to

replace flooring, walls, stalls,

lighting, sinks and counters

in each restroom.

• Houston Airports is leveraging

the latest technology to

provide the most efficient,

intuitive and functional experience.

Occupancy sensors

will be installed above each

full-height stall. Technology

within soap and paper towel

dispensers will alert airport

staff to low supply.

• Custodial closets will be

smartly positioned next to

the restrooms for an efficient

response to passenger needs,

and each restroom will better

meet ADA requirements.

• Restroom stalls will also be

bigger. Each stall will include

space for a carry-on suitcase

and a shelf for personal belongings.

• Mirrors along the counters

will be backlit with energy-efficient

LED lighting,

and new artwork and murals

will create a sense of place

that mirrors the carefully curated

ambiance throughout

Houston’s airports.


47

INFRASTRUCTURE

“IT’S IMPERATIVE

THAT HOUSTON

AIRPORTS CONTINUE

TO IMPROVE EXISTING

INFRASTRUCTURE TO

MEET INCREASING

DEMAND WHILE ALIGNING

OUR TERMINALS TO

MEET THE MODERN

AND SUSTAINABLE

DESIGN OF THE NEW

IAH INTERNATIONAL

TERMINAL”

“In 2023, Houston Airports welcomed

a record 60.1 million passengers,

with a vast majority flying

through Bush Airport,” said

Szczesniak. “It’s imperative that

Houston Airports continue to improve

existing infrastructure to

meet increasing demand while

aligning our terminals to meet

the modern and sustainable design

of the new IAH international

terminal. The result of these projects

will be a more resilient and

sustainable airport system that

delivers an efficient passenger

experience from curb to gate.”

“We’re partners, working together

to support the consumer—the

passenger,” he says. “In a sense,

we’re joint-venture partners,

sharing the rewards of ensuring

everything runs smoothly.

This means providing excellent

service, maintaining top-notch

facilities, ensuring cleanliness,

operational effectiveness, and

delivering outstanding customer

service in everything we do.”

He also collaborates closely with

regulators, whom he views as essential

partners in ensuring the

smooth operation of airports and

delivering positive customer experiences.

These partnerships extend

to organisations like United

States Customs and Border Protection

and the Transportation

Security Administration, which

handle screening passengers.

FIND OUT MORE ABOUT

HOUSTON AIRPORT

SYSTEM

FLY2HOUSTON.COM

Strategic partnerships are a cornerstone

of HAS’s success. Under

Szczesniak’s leadership, the airport

system has forged numerous

alliances that have bolstered

its operations and expanded its

influence in the aviation industry.

The relationships between airports

and airlines have historically

been tense. However, he prefers

to see airlines as partners rather

than just customers who rent

space and use services.


FEATURE


49

HENN

AUTOM

AUTOMOTIVE


FEATURE

IGES

OTIVE


51

AUTOMOTIVE


FEATURE

DRIVING

INNOVATION

LARRY WILLIAMS’ VISION FOR

HENNIGES AUTOMOTIVE

Project by:

Malvern Kandemwa

Words by:

Michelle Duncan

Larry Williams is the President

and Chief Executive Officer of

Henniges Automotive, a leading

global supplier of highly engineered

sealing and anti-vibration

solutions for the automotive

industry. With extensive experience

in the automotive sector,

Larry has successfully guided

Henniges Automotive toward innovation,

operational excellence,

and market expansion, positioning

the company as a key player

in the automotive supply chain.

After joining Henniges Automotive

in 2003 as CFO, Larry Williams

was elevated to interim CEO in

2015. By 2019, he officially assumed

the role of President and CEO following

the company’s acquisition

by a Chinese organisation. This

marked a significant milestone

in Larry’s career and a major advancement

for the company.

“It was an opportunity to lead

the company under new ownership,”

Larry Williams explains.

“We had recently been acquired

by AVIC Automotive, a Chinese

state-owned entity, which had

a long-term vision for the company’s

growth. I saw this as a

chance to implement a strategy

that would not only drive topline

growth and business expansion

but also strengthen the

company’s culture.”

Larry envisions the opportunity

unfolding through both local

and global growth, driven

by a solid financial foundation.

He emphasises that global expansion

is inherently tied to local

production, ensuring that

as Henniges grows internationally,

it also strengthens its local

manufacturing capabilities. This

approach not only supports the

company’s global ambitions but

also fosters sustainable development

within the regions where

Henniges operates.


53

AUTOMOTIVE

“We aim to expand in the Chinese

market by leveraging the

market strength of our owners

and capitalising on the growing

automotive sector in China,” Larry

Williams shares. “However, it’s

equally important to continue

building on our strong foundation

in North America. Financially,

we are backed by long-term

strategic owners who fully support

our vision, and the company

is profitable. Henniges is a very

healthy, growing company.”

UNDER WILLIAMS’

LEADERSHIP, HENNIGES

HAS REINFORCED

ITS COMMITMENT TO

QUALITY AND CUSTOMER

SATISFACTION,

WHICH HAS BEEN A

CORNERSTONE OF ITS

SUCCESS.

Henniges Automotive specialises

in providing highly engineered

sealing and anti-vibration solutions

for the automotive industry.

The company’s products are

critical components that contribute

to vehicle safety, comfort,

and overall performance.

These include door seals, window

seals, trunk seals, and other

rubber-to-metal bonded components

that are designed to reduce

noise, vibration, and harshness

(NVH) in vehicles. Henniges

serves a diverse clientele that includes

some of the world’s leading

automotive manufacturers,

providing them with tailored

solutions that meet the specific

needs of each vehicle model.

Under Williams’ leadership, Henniges

has reinforced its commitment

to quality and customer

satisfaction, which has been a

cornerstone of its success. The

company operates on a global

scale, with manufacturing

facilities and technical centres

strategically located in North

America, Europe, and Asia. This

global presence allows Henniges

to serve its customers efficiently,

ensuring prompt delivery and local

support, which are crucial in

the highly competitive automotive

industry.

OPERATIONS

Henniges consists of 19 manufacturing

sites in eight countries

with annual sales in excess of $1

billion and its operations are centred

around delivering high-quality

products through advanced

manufacturing processes. The

company opened a new European

Headquarters and Technical

Centre in the Czech Republic, a

35,800 square-foot facility aimed

at enhancing their engineering

capabilities and constructed the

company’s largest manufacturing

facility in China. They employ

ultramodern technologies

in its production facilities, ensuring

that each product meets

stringent quality standards. The

operations are supported by a

strong supply chain network that

is carefully managed to keep efficiency

and minimise lead times.

One of the key aspects of Henniges’

operations is its focus on

continuous improvement. The

company employs lean manufacturing

principles across its facilities

to enhance productivity

and reduce waste. This commitment

to operational excellence

has enabled Henniges to keep a

competitive edge in the industry,

even as it faces challenges such

as fluctuating raw material costs

and the need for rapid adaptation

to new automotive technologies.

Larry emphasises that local manufacturing

is crucial in today’s

global environment. “We focus

on producing our products

within the country for that specific

market,” he explains. “For

instance, what we produce in

China stays in China, and what

we manufacture in North America,

whether in the US or Mexico,

largely remains within those regions.

We’re not seeking out lowcost

labour markets to relocate

jobs and exploit those advantages.

Our priority is to maintain

production close to where our

products are needed, ensuring

quality and efficiency while supporting

local economies.”

THE COMPANY EMPLOYS

LEAN MANUFACTURING

PRINCIPLES ACROSS ITS

FACILITIES TO ENHANCE

PRODUCTIVITY AND

REDUCE WASTE.


The future of clamping profiles

has a name.

bfc – the innovative cut.

The bfc Group is a leading manufacturer of metallic lanced and stretched clamping

profiles, which are used as a stabilizing but flexible carrier for rubber seals. Due to its

high development competence and innovative strength, bfc has become an important

strategic partner of Henniges Automotive.

With production sites in North and Central America, Europe and Asia,

bfc is globally positioned and represented wherever it can support its

customers with high flexibility and short time to market. bfc works closely

with its customers and develops solutions according to their individual

requirements. We see ourselves as a true partner throughout the entire

value creation process, from the first inquiry to the completion of product

approval. bfc is therefore a valued adviser and agile, creative partner

for its customers.

A high vertical integrity of processes offers bfc the possibility to drive

superior solutions and to meet the consistently growing market requirements.

The development department has many years of specific technical

knowledge that is second to none. All machines and tools for production of

the lanced clamping profiles are developed and manufactured completely

in-house by bfc’s tool shop. This enables flexible intervention in the process

at any time and thus optimum support for the customer.

At a time when climate protection is increasingly at the center of economic

decisions, bfc has established itself as a pioneer in sustainability and

innovation. Since the beginning of 2024, bfc has been reporting the

Product Carbon Footprint (PCF) for each of its products, relying on the

„Cradle to Gate“ method, which covers the entire production process from

raw material extraction to leaving the factory. In this way, it makes a

significant contribution to transparency and environmental protection.

This approach allows the company to quantify exactly how much CO 2

emissions are generated during the production of a product. This gives

customers a clear view of the environmental impact of their purchasing

decisions. Another highlight of bfc is the development of innovative

products that further reduce CO 2

emissions. For example, new materials,

new patterns/designs and manufacturing processes have been introduced

that require less raw material use.

Customers appreciate the company‘s transparency and commitment, and

experts also praise its pioneering role in sustainability. Sales have increased

since the introduction of the PCF disclosures, which shows that conscious

consumers are willing to prefer sustainable products.

The bfc Group has a longstanding strategic partnership with Henniges

Automotive. Together, several significant new product developments have

been launched that will decisively increase the competitiveness of bfc and

Henniges.

The markets of the future will always confront us with new challenges. bfc

sees itself well equipped to meet these challenges with a young, dynamic

team that is stronger than ever after the acquisition of Arrowhead in 2023

and the establishment of a new production plant in Spain this year.

bfc is fast, flexible, solution-oriented, innovative and globally

positioned. We therefore see ourselves as the ideal partner

who knows how to support its customers and make decisive

contributions, allowing them to achieve their own goals.

info@bfc-profile.com

www.bfc-profile.com

Global Headquaters

bfc Fahrzeugteile GmbH

Industriestr. 17

74321 Bietigheim-Bissingen

Germany

P +49 7142 788909-0

North American HQ

bfc Profile USA

4545 Johnston Parkway

Cleveland, OH 44128

United States of America

Asia Pacific HQ

bfc Shanghai Metal Carrier Co. Ltd

B2, No502 Tianying Road

Qingpu County, Shanghai 201712

Republic of China

P +1 216 581 1500 BUSINESS-TIMESMEDIA.COM

P +86 21 592 271 82

55

AUTOMOTIVE

INFRASTRUCTURE

UPGRADES

Henniges Automotive has undertaken

significant infrastructure

upgrades to enhance its

manufacturing capabilities and

support its growth strategy.

These upgrades have included

the modernization of existing

facilities and the expansion

of production capacity to meet

the increasing demand for advanced

sealing and anti-vibration

solutions.

A key component of these infrastructure

improvements has

been the integration of advanced

automation and robotics into the

manufacturing process. This has

not only increased production

efficiency but also improved the

consistency and precision of the

products. Additionally, Henniges

has invested in the development

of its R&D facilities to foster innovation

and support the creation

of new products that meet the

evolving needs of the automotive

industry.

These infrastructure upgrades

have also extended to the company’s

IT systems, where Henniges

has implemented advanced

data analytics and enterprise resource

planning (ERP) systems.

These systems have enhanced

the company’s ability to monitor

and manage operations in

real-time, leading to better decision-making

and a more agile

response to market changes.


FEATURE

Larry elaborates on the company’s

operational strategy, stating,

“We’ve implemented what we

call ‘the Henniges Production

System,’ which closely resembles

the Toyota Production System. It

focuses on continuous improvement,

lean principles, and making

incremental enhancements

every day to drive operational

efficiency.”

He highlights the role of automation

and robotics in this strategy:

“We’re exploring ways to incorporate

automation and robotics

to handle some of the more

routine, manual tasks. This approach

allows us to elevate the

skill level of our workforce, transitioning

from basic manual labour

to managing and improving

robotic systems. It’s not just

about reducing headcount; it’s

about transforming the skill set

required and addressing gaps

in our workforce where finding

qualified employees is challenging.”

Larry also notes the company’s

success in retaining employees:

“Once we find the right people,

they tend to stay with us due

to our strong company culture

and the opportunities for career

advancement. We provide our

employees with the freedom to

shape their careers based on

their ambitions and efforts. Being

a global company offers numerous

opportunities to work in

diverse cultures and locations.

With 19 factories across eight

countries, our employees can

gain international experience

and further their careers in various

global contexts.”


57

FEATURE

STRATEGIC

PARTNERSHIPS

Strategic partnerships have

been a cornerstone of Henniges

Automotive’s success. Recognizing

the importance of collaboration

in driving innovation and

growth, Williams has prioritised

building strong relationships

with key players in the automotive

industry, including suppliers,

customers, and technology

partners.

Henniges’ partnerships with

automotive OEMs (Original

Equipment Manufacturers) are

particularly significant. These

collaborations have enabled the

company to work closely with vehicle

manufacturers during the

design and development phases,

ensuring that Henniges’ products

are perfectly tailored to the specific

requirements of each vehicle.

This close cooperation has not

only strengthened customer relationships

but has also positioned

Henniges as a preferred supplier

for many leading automakers.

Larry also emphasised the advantages

of long-term partnerships,

particularly in relation to capital

equipment expenditures. “One

of the biggest benefits of having

long-term partners is in managing

our capital equipment investments.

We collaborate closely with

our vendors to explore innovative

approaches for manufacturing

our products as we launch innovative

programs. This collaboration

helps us find ways to reduce our

capital expenditure while simultaneously

enhancing operational

efficiency,” he explains.


59

AUTOMOTIVE

He further elaborates on the process:

“By working together with

equipment suppliers, we can

develop best manufacturing

solutions rather than simply purchasing

off-the-shelf equipment

or dictating to suppliers how they

should perform their roles. Our

expertise lies in manufacturing,

not in designing equipment, so

leveraging the suppliers’ knowledge

and experience leads to

more effective and cost-efficient

solutions.”

Larry underscores that successful

strategic partnerships require

mutual benefit: “For these longterm

partnerships to be effective,

they must create a win-win scenario

for both parties. It’s about

finding shared value and achieving

the best outcomes for both

sides.”

FIND OUT MORE ABOUT

HENNIGES AUTOMOTIVE

HENNIGESAUTOMOTIVE.COM

60 BUSINESS TIMES MAGAZINE

FEATURE


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CYCL

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63

ENGINEERING

CYCLECT GROUP

ENGINEERING

EXCELLENCE AND

INNOVATION FOR

A SUSTAINABLE

FUTURE

Project by:

Malvern Kandemwa

Words by:

Michelle Duncan

Melvin Tan is the Group Managing

Director of Cyclect Group, a

prominent provider of integrated

engineering solutions with a focus

on electrical, mechanical, and

infrastructure services. Founded

in 1944, Cyclect has developed a

strong reputation for delivering

quality services and innovative

solutions across various sectors,

including construction, marine,

oil and gas, and renewable energy.

Under Melvin’s leadership, the

company has embraced growth

and transformation, positioning

itself as a leader in engineering

and technology services.

Cyclect operates as a multidisciplinary

engineering company,

offering a wide range of services

such as mechanical and electrical

engineering, energy management,

systems integration, and

maintenance services. Their core

competencies are deeply rooted

in electrical installations, plant

maintenance, and system upgrades,

especially for industries

like pharmaceuticals, data centres,

and marine.

The company has been able

to expand its offerings to more

complex, technology-driven

solutions. They also work on en-


FEATURE

Melvin Tan,

Group Managing Director,

Cyclect

ergy audits and management

systems to help industries optimise

their power consumption.

Cyclect’s electrical experts have

contributed to the development

of iconic landmarks such as Gardens

by the Bay, the Marina Bay

Sands Resort, and the Singapore

Grand Prix. In recent years, the

company has successfully diversified

into emerging fields like

robotics, renewable energy, and

cybersecurity, leading to significant

growth and expanding its

capabilities in cutting-edge industries.

One of Cyclect’s key strengths is

its ability to provide tailored solutions

to niche industries. Its diversified

range of services extends

to marine and offshore engineering,

infrastructure projects, and

the design and building of mission-critical

facilities.

Melvin Tan represents the third

generation of the Tan family to

lead Cyclect, which started as a

small machinery repair workshop

during the Japanese occupation

of Singapore in 1943. He joined

the company as a trainee in 1997,

during a time when its core business

focused primarily on ship

repairs. Under his leadership,

Cyclect has grown significantly,

and today, the company employs

around 700 people and operates

in nine countries, reflecting its

transformation into a global engineering

solutions provider.


65

ENGINEERING

INFRASTRUCTURE

UPGRADES

Cyclect has consistently invested

in modernising its infrastructure

to better meet the demands

of a rapidly evolving industrial

landscape. This has included upgrading

its engineering facilities,

adopting new tools, and incorporating

advanced software for

more accurate project planning

and execution. These upgrades

have allowed the company to

boost productivity, lower project

completion times, and offer more

efficient solutions to its clients.

For instance, Cyclect has incorporated

state-of-the-art technologies

in their testing and commissioning

processes, ensuring

that all projects meet the highest

standards of safety and efficiency.

The company has also enhanced

its digital capabilities, utilising

cloud-based management systems

and predictive maintenance

technologies that allow them to

proactively manage complex infrastructure.

Melvin highlights Cyclect’s expertise

in heat recovery and electrical

engineering, which has enabled

them to assist large manufacturing

facilities in reducing waste

and generating energy, ultimately

helping to lower carbon emissions.

Over the past decade, these

efforts have resulted in significant

carbon savings, with some plants

reducing their CO2 output by

hundreds of tonnes annually.

Sustainability, as Melvin emphasises,

must also align with responsibility.

For Cyclect, this means

ensuring that ethical considerations

are woven into every part

of the business, including supply

chain management. The company

takes care to scrutinise where

products are sourced from, making

sure they are not linked to unethical

practices, such as forced or

slave labour.

Under his leadership, Cyclect has

strategically partnered with international

firms to expand its reach

and technological capabilities.

These partnerships have been

crucial for tapping into global expertise,

enabling the company to

offer advanced solutions and stay

ahead in a competitive industry.

Some of these collaborations

have been with technology providers,

research institutions, and

global engineering companies,

which provide Cyclect access to

cutting-edge technologies and

practices.

By forming alliances with other

engineering companies, Cyclect

has been able to undertake

large-scale projects in areas such

as renewable energy and smart

city infrastructure. These partnerships

have also been pivotal in expanding

Cyclect’s operations beyond

Singapore to other regions

in Southeast Asia, broadening its

market base.

Melvin Tan is actively leveraging

Cyclect’s strengths in the battle

to decarbonize, a key focus for

the company in the face of growing

sustainability demands. Every

major project Cyclect undertakes

now includes a robust set of sustainability

Key Performance Indicators

(KPIs), and the company is

well-positioned to meet them.


FEATURE

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Signify, a global leader in lighting, has partnered

with Cyclect to promote sustainability through

solar energy and connected lighting solutions.

This collaboration aligns with Signify’s climate

transition plan to achieve net-zero carbon

emissions by 2040, showcasing commitment to

innovative, eco-friendly practices.

Together, Signify and Cyclect are transforming

the energy landscape by implementing

advanced solar power systems, which reduce

energy costs and significantly lower emissions.

Jitender Khurana, General Manager, Systems

and Services, Asia Pacific at Signify, emphasises

the value of the partnership: “Our collaboration

with Cyclect enables us to combine our expertise

in lighting and energy management with their

deep knowledge of engineering solutions.

Together, we’re empowering organisations to

meet their sustainability goals.”

The partnership also includes Signify’s Interact, a

revolutionising smart lighting solution, that helps

businesses reduce energy consumption and

improve productivity, through advanced sensors and

real-time data insights. The solution is implemented

in commercial and industrial operations, setting new

standards in energy efficiency and sustainability.

Supporting these efforts, Signify’s ultra-efficient

LED product line reinforces their dedication to

sustainable development.

Jitender adds: “The system’s powerful data and

analytics capabilities enable businesses to

monitor, analyse, and report their lighting usage,

energy savings, occupancy patterns and benefit

from remote management and predictive

management capabilities. By integrating

Interact with Cyclect’s engineering capabilities,

we create seamless, intelligent lighting systems

that deliver an attractive return on investment”

Together, Signify and Cyclect are paving the

way for a more sustainable future, proving that

innovation and partnership are vital in tackling

climate change and achieving impactful results.


67

ENGINEERING


FEATURE

ENHANCED

CONNECTIVITY

Melvin Tan sees the Internet of

Things (IoT) as one of the most

promising areas for growth, with

increasing connectivity across

devices and systems. “Everything

is connected, from the lights in

our homes to our phones and

cars,” he explains. Melvin himself

drives an electric vehicle linked to

his phone and office, a testament

to how interconnected our lives

are becoming. He believes that

this trend will only continue, with

more everyday objects integrating

into expansive data networks.

Cyclect is investing in this space

to explore how these connections

will evolve and create new opportunities,

knowing that many

more elements will be added to

this digital ecosystem.

Cybersecurity, in particular, stands

out as a critical component of this

future. Melvin identifies a significant

gap in the market for protecting

both individuals and corporations

from cyber threats like

malware and hackers. To address

this, Cyclect has partnered with

BDATA, an innovative Canadian

startup, to develop cutting-edge

cybersecurity solutions. These applications

are designed to safeguard

manufacturing facilities,

critical infrastructure, and military

assets. BDATA’s technology is

already being used in high-stakes

environments, including military

drones, autonomous mining operations,

pipelines, power plants,

and water treatment plants, helping

to prevent potentially devastating

attacks on essential infrastructure.

Melvin Tan’s strategic vision for

Cyclect over the next few years revolves

around the “three Ds”: digitalization,

development of skills,

and diversification. These key pillars

are designed to position the

company for long-term growth

and resilience in an evolving business

environment.


69

ENGINEERING

1. DIGITALIZATION

Melvin sees digitalization as a

transformative force impacting all

aspects of business. For Cyclect, it

represents a significant opportunity,

especially as digital systems

require power and robust cybersecurity

measures. The rise of remote

working and the need for

remote facility control have created

demand for advanced digital

tools. Melvin emphasises that even

traditionally manpower-intensive

tasks, like maintenance, are being

transformed by technologies

such as cameras and artificial intelligence.

These systems can now

detect issues like broken glass, fire,

smoke, or security breaches, auto

mating processes and improving

safety.

Cyclect’s digital transformation

goes beyond conventional customer

relationship management

(CRM) and enterprise resource

planning (ERP) systems. The company

is embracing data analytics

to anticipate equipment failures

and optimise operations, which

will further enhance productivity

and efficiency.

Moreso, they made strides in the

development of robotic technologies,

specifically to improve operations

in sectors like hospitality.

The company has created robotic

systems that work alongside humans

to streamline hotel banquet

operations, reducing costs and minimising

the need for manpower.

These robots enable one person to

handle the workload of four, lightening

the burden of heavy lifting

and improving overall efficiency.

This innovation reflects Cyclect’s

commitment to integrating automation

and robotics into its

services to better serve industries

facing labour shortages and rising

manpower costs.


FEATURE

2. DEVELOPMENT OF

SKILLS

The second “D” focuses on the

development of skills within the

workforce. With the cost of manpower

increasing, Cyclect recognizes

the importance of training

and retaining skilled employees

to boost productivity and stay

competitive. The company invests

in upskilling its staff, ensuring

they are equipped with the

latest knowledge and capabilities,

particularly in digital technologies

and advanced engineering

processes. This approach not only

enhances employee retention but

also ensures that Cyclect remains

at the forefront of industry trends.

3. DIVERSIFICATION

Lastly, diversification plays a crucial

role in Melvin’s strategic plan.

Cyclect is actively expanding its

offerings into new industries and

technologies, such as cybersecurity,

renewable energy, and robotics.

By diversifying its portfolio, the

company is better able to weather

economic shifts and seize new opportunities

in fast-growing sectors.

This broadening of scope aligns

with Melvin’s belief that innovation

and flexibility are key to sustaining

the company’s growth.

Together, these “three Ds” form

the backbone of Cyclect’s future

strategy, ensuring the company

remains agile, competitive, and

innovative in a rapidly changing

world.

FIND OUT MORE ABOUT

CYCLECT

CYCLECT.COM


71

GOLD F

GHA

RESOURCES


FEATURE

IELDS

NA


73

RESOURCES

74 BUSINESS TIMES MAGAZINE JULY 2024

FEATURE

GOLD FIELDS GHANA:

IMPLEMENTING

REVOLUTIONARY

MINING TECHNOLOGY

IN ORDER TO BOOST

EFFICIENCY

Project by:

Malvern Kandemwa

Words by:

Michelle Duncan

Ghana is a country found in West

Africa that is globally known for its

gold production. The mining industry

has played a critical role in

the country’s economy for centuries,

and Ghana Gold Fields is one

of the leading gold mining companies

in the region. The company

has been running in Ghana since

1993, and it has employed over

5,000 people who are directly and

indirectly involved in its operations.

It has implemented various strategies

that have contributed to its

success. One of the driving forces

behind this success has been the

leadership of their regional head of

supply chain, Mr Joshua Mortoti.

Mr Mortoti has been an instrumental

figure at the company, implementing

measures that have

significantly contributed to the

success of the company’s operations.

His leadership qualities have

been essential in easing the company’s

supply chain and ensuring

that the company has the resources

it requires to run efficiently.

The supply chain management

process of any company is crucial

to its success, and Mr Mortoti has

been able to streamline this process

effectively. He has implemented

efficient inventory management

systems, reduced lead times

and delivery durations, and improved

the quality of the company’s

supplies. With his leadership,

Gold Fields Ghana has been able to

keep its operational efficiency and

remain competitive in the mining

industry.


75

RESOURCES

One of the most significant challenges

that mining companies

face is environmental compliance.

Gold Fields Ghana has consistently

implemented environmental

best practices to mitigate

the impact of their mining activities.

The company’s partnership

with Knight Piesold Ghana limited

has been crucial in this regard.

Knight Piesold Ghana Limited is

an engineering and environmental

consulting company that supplies

environmental services to

various industries, including mining.

The firm has been a valuable

partner of Gold Fields Ghana,

supplying innovative solutions to

environmental challenges, and

improving the company’s environmental

performance.

Additionally, the partnership has

enabled Gold Fields Ghana to follow

local and international standards

and regulations on environmental

compliance. Knight

Piesold Ghana limited has also

provided the company with insights

and knowledge about best

practices in environmental management,

thus helping the company

to stay ahead of its peers.

GOLD FIELDS GHANA

HAS CONSISTENTLY

IMPLEMENTED

ENVIRONMENTAL BEST

PRACTICES TO MITIGATE

THE IMPACT OF THEIR

MINING ACTIVITIES. THE

COMPANY’S PARTNERSHIP

WITH KNIGHT PIESOLD

GHANA LIMITED HAS BEEN

CRUCIAL IN THIS REGARD.


ABOUT KNIGHT PIESOLD GHANA

Knight Piésold Ghana Limited was Incorporated

in 1996 and since that time has provided specialist

Engineering, Environmental, Geosciences and

Materials Testing services to the Mining sector

within Ghana and neighboring West Africa

countries.

The Knight Piésold group, of which Knight

Piésold Ghana is part, is an international company

of consulting Engineers and Environmental

scientists providing services to public and private

sector clients in the Water, Power, Mining and

Environmental fields.

We work closely with our clients, understanding

unique project characteristics within the context

of today’s global business environment. With

a commitment to quality, safety and technical

excellence, Knight Piésold specializes in creating

customized solutions at every stage of a project

life cycle, while delivering sustainable, bottomline

results. We have led numerous award-winning

projects to completion and have fostered many

long-term client relationships that hold strong today.

OUR EXPERTISE

Engineering: Geotechnical Engineering; Water

Resources Engineering; Structural Engineering

Environmental: Baseline Studies; Water Quality

Studies; Environmental Management Plans and

Monitoring; Environmental and Social Impact

Studies; Closure and reclamation; Environmental

Auditing; Water Quality Studies; Social Studies and

Community Engagement

Geosciences: Hydrology, Hydrogeology;

Geochemistry

Management and Testing: Construction

Supervision and QA/QC; Soils and Materials

Testing; Geographic Information System; Data

Management; Project Management

www.knightpiesold.com

Knight Piésold Ghana Ltd.

House No.20 2nd Close

Airport Residential Area

P.O Box C4122 Cantonments Accra

+233 30 702 1155

accra@knightpiesold.com

anketiah@knightpiesold.com

RESOURCES

MINING

OPERATIONS

Ghana Gold Fields’ mining operations

have played a vital role in the

company’s success in the region

over the years. The company has

two mining projects in Ghana: The

Tarkwa Mine and the Damang

Mine. The Tarkwa Mine is one of

the largest gold mines in Africa,

and it has been in operation since

1997. The Damang Mine is in the

Western Region of Ghana, and it

has been in operation since 1998.

The company aims to produce

over 1 million ounces of gold each

year, and it has invested heavily

in modern mining techniques to

achieve this goal.

THE COMPANY AIMS TO

PRODUCE OVER 1 MILLION

OUNCES OF GOLD A YEAR

TECHNOLOGY

TRANSFORMATION

The Ghana Gold Fields Mining

Company has invested heavily in

advanced mining technologies

to enhance productivity and efficiency,

reduce costs, and improve

safety for its employees.

The company has implemented

ultramodern mining equipment

and instrumentation such as GPS,

robotics, and automation, which

has led to better tracking and

management of mining activities.

The company uses autonomous

haul trucks, which can work

24/7 without the need for breaks

or drivers. This technology has

significantly reduced accidents

and improved productivity in the

mines. The company has also deployed

drones and other remote

sensing technologies, making it

possible to find and address issues

in real-time. This also helps

with mapping and surveying the

mines. The drones enable the

company to check its operations

in real-time and collect data that

is used to better understand its

overall operational excellence.


FEATURE

SUSTAINABILITY

Sustainability is a major part of

Ghana Gold Fields Mining Company’s

vision. The company has

adopted sustainable practices to

ensure responsible, ethical, and

environmentally friendly mining

operations. The company has implemented

measures to minimize

its carbon footprint and reduce

greenhouse gas emissions. It has

invested in renewable energy

systems such as solar panels and

wind turbines to reduce dependence

on fossil fuels. The company

also fosters good relationships

with local communities by

investing in their socio-economic

development through education,

healthcare, and other initiatives.

SOCIAL

RESPONSIBILITY

Gold Fields Ghana is also committed

to creating value and improving

the lives and communities

of its stakeholders. As part of

its corporate social responsibility

(CSR) strategy, the company has

implemented various initiatives

and projects aimed at improving

the social and economic well-being

of the communities in which

it works.

One of the key areas of focus of

their CSR strategy is community

development. The company has

set up a dedicated Community

Development Department (CDD)

tasked with implementing development

projects in collaboration

with community leaders and other

stakeholders. The CDD uses a

participatory approach to engage

communities in the identification

and prioritization of development

needs, ensuring that projects are

aligned with the needs and aspirations

of the people.

Another important aspect of the

CSR strategy is environmental

stewardship. The company has

implemented a comprehensive

environmental management system

aimed at minimizing the impact

of its operations on the environment.

They have invested in

various initiatives aimed at reducing

its carbon footprint, including

the use of renewable energy

sources, such as solar and wind

power.

Gold Fields is also committed to

promoting responsible mining

practices. The company has implemented

measures aimed at

improving occupational health

and safety, such as the provision

of personal protective equipment

to all employees and regular training

on health and safety issues.

They also have a strong commitment

to ethical conduct and have

implemented various anti-corruption

measures to ensure that

its operations are conducted in a

transparent and ethical manner.

THE COMPANY HAS SET UP

A DEDICATED COMMUNITY

DEVELOPMENT

DEPARTMENT (CDD)

TASKED WITH

IMPLEMENTING

DEVELOPMENT PROJECTS

IN COLLABORATION WITH

COMMUNITY LEADERS...


79

RESOURCES

In addition to the above, Gold

Fields Ghana has implemented

various initiatives aimed at improving

the quality of life of its

employees and their dependents.

The company supplies a range of

social services to its employees,

including health and medical

services, education and training

opportunities, and other welfare

services aimed at improving their

well-being.

Overall, Gold Fields’s CSR strategy

is aimed at creating a sustainable

future for both its stakeholders

and the wider Ghanaian society.

Through its various initiatives and

projects, the company is showing

its commitment to ethical conduct,

environmental stewardship,

and community development,

which are all critical to the longterm

success of its operations. As

such, this is setting the standard

for responsible mining practices

in Ghana and beyond.

The success of Gold Fields Ghana

operations is attributed to several

factors, including the leadership

of Mr Joshua Mortoti and strategic

partnerships like Knight Piesold

Ghana limited. The company’s

supply chain management

process has been streamlined,

and environmental compliance


FEATURE

has been prioritized, contributing

to the sustainability of the company’s

operations. As the mining

industry in Ghana continues to

grow, Gold Fields Ghana will undoubtedly

continue to be a significant

contributor to the development

of the country’s economy.

FIND OUT MORE ABOUT

GOLD FIELDS GHANA

GOLDFIELDS-GHANA.

COM


81

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