The province’s residents enjoy an enviable quality of life, low cost of living, zero percent provincial sales tax, and some of the most beautiful vistas in Canada, if not the world, which is once again causing the population to grow. But that growth comes with its fair share of challenges.

Measuring growth
When oil prices soared in the 1970s, Alberta experienced exceptional population growth, with people moving to the province to take advantage of the new windfall. This boom was inevitably met with a bust which slowed things down during the 1980s, a period marked by bailouts and economic challenges.

Sure enough, the hard times didn’t last and in the 1990s, forward momentum carried the province for another decade, until the economic blow that was the global financial crisis. Between 2009-2010 and 2015-2018, population growth slowed and negative net interprovincial migration caused an efflux of people, which the provincial government has been working to combat.

While much of the world shut down during the pandemic, Alberta was open for business. The province experienced record levels of growth fueled in large part by accelerated oil prices, interprovincial migration, specifically from Ontario and B.C., and non-permanent immigration. As a result, Alberta leads all provincial growth in Canada with a rate of four percent. StatsCan reports that approximately 74,000 people moved from B.C. and Ontario to Alberta last year, while the number of non-permanent residents is the highest since data first became available in 1971.

From an economic standpoint, growth is welcome. However, with this growth comes its share of problems including increased demand for infrastructure, services, and housing, of which the latter could be a major problem.

Pressure on housing
Population growth is good if you have somewhere to put people. Without question, the cost of living and housing is a major attraction for those relocating to Alberta, but there’s a good chance that shortly, supply will not satisfy demand and prices will go up.

In 2022, demand for housing in Calgary was the highest since 1990 when the city began collecting data. New housing inventory continues to be added, but vacancy rates, particularly for rental housing, are low, driving prices up.

Calgary’s rent prices have increased nearly 40 percent since 2020 and for renters seeking accommodation, the market is competitive and the windows of opportunity small. Similarly, rent prices in Edmonton increased by 17.1 percent to an average of $1,479 per month, which is still lower than many large cities in Canada but indicative of a dangerous upward trend.

The trick to maintaining low costs of living and reasonable housing prices (relative to other provinces) is to ensure adequate supply. The goal is to keep prices down through the provision of ample choices, smart development decisions, and keen policies. The challenge, particularly for places like Calgary, is ensuring supply while controlling the sprawl. Over the past five years, over 60 percent of all new units built in the city were new communities, many taking root in the city’s northwest end.

Certainly, the city is building houses, but not at a sufficient rate, especially for a city expected to grow to a population of two million over the next 50 to 60 years.

Despite having 14,770 housing starts in 2022, a record for the city thanks to bylaw changes to increase housing density and diversity, housing inventory was still at its lowest since the boom of 2006, which preceded the mortgage crisis in the U.S. that led to the global financial crisis. According to the Canada Mortgage and Housing Corporation (CMHC), Alberta will need 20,000 more new housing units than currently being produced to ensure affordability.

The Business Council of Alberta estimates that for every 20,000 new households in the province, only 8,000 new homes are built. The need for affordable housing is expected to reach 100,000 households by 2026 thanks to a perfect storm of population growth.

For many, rising costs are putting affordable housing beyond reach while also pushing the provision of services and resources to the brink of capacity. In addition to more housing, governments will be forced to expand infrastructure and services to sustain the growing population.

Developing priorities
Cities like Calgary are faced with some serious design challenges. For years the city dealt with extremely high rates of commercial vacancy in its downtown core, as many operations were shuttered during the pandemic.

To deal with this historic rate of vacancy and the impending housing crisis, Calgary changed its bylaws and created incentive programs to convert unused office space into residential units, a feat even more challenging than one would anticipate. While the program was a success, with the city having to cut off applications, new residential units in the city’s core introduced new challenges to infrastructure and services. The downtown is a commercial centre designed for the working population during the day, with suitable retail and restaurant options, but short on grocery stores, medical centres, and schools to service a growing population around the clock.

These challenges aren’t limited to the big cities, either. Airdrie, close to Calgary, had its population surpass 80,000 in 2023, while Leduc, near Edmonton, has seen nine percent population growth since 2019.

Smaller communities have limited funds and must quickly ensure that the needs of their residents are met. From adding police and fire stations, schools and medical centres, to expanding infrastructure and services, these improvements come at a price.

Base funding for municipalities delivered through the Local Government Fiscal Framework will increase by 14 percent to $820 million in 2025 to help sustain the growth, particularly for smaller communities. Some challenges, however, cannot be solved by money alone. In places like Airdrie and Okotoks, water supply constraints mean that growth must be managed so as not to outpace the availability of natural resources.

What’s next for Alberta?
Even with its record growth leading to a record low housing inventory, Calgary is poised to fare better than the rest of the province and country, but the strength of the market likely can’t be sustained long-term. While the Canadian economy has avoided recession and the outlook is generally positive thanks to the strength of the energy sector, skilled labour shortages and high interest rates are limiting its potential.

The energy sector typically insulates the Canadian economy from economic freefall, but in times of global recession, the province, and its major cities like Calgary, are particularly impacted for the worse. Luckily, crude oil exports are expected to continue to grow into 2028, though at a slower pace than the market is used to.

Likewise, with employment growth and real wages on the rise, particularly in manufacturing, and an increase of professional, scientific, and technical positions driven by growth in demand in the energy and technology sectors, earnings will be boosted and so too will consumer spending through 2024.

Despite employment and wage growth, any rise in earnings or consumer spending is likely to be offset by elevated inflation, high interest rates, and Canadian debt loads, though the outlook is that interest rates will begin to come down and spending will continue to increase, while population growth will slow.

The question is, will this slowdown be temporary or is it indicative of the shifting of economic cycles in the province once again? When interest rates are lowered, will a new influx of buyers spike demand in an already tapped housing market?

Only time will tell, but if Alberta wants to maintain the quality of life it has come to be known for—the value proposition upon which it continues to market itself and grow—it will have to ensure that development is balanced and adequately meets the needs of its growing population.

The post Alberta Called, and Many Answered<p class="company">A Look at Alberta’s Growth</p> appeared first on Business In Focus Magazine.

“It’s great having these short commute times, you get this sense of getting your time back,” says Lawson. Although she lives in Saskatoon’s far east side, getting to her job at the Saskatoon Regional Economic Development Authority (SREDA) in downtown Saskatoon takes only 10 minutes.

People, potential, and prosperity
A lifelong Saskatonian, Lawson first came to SREDA’s marketing and communications department in 2015, which she led for years before becoming the organization’s first female CEO last June.

What initially attracted her to SREDA almost a decade ago was the opportunity to work for an organization that could positively shape and contribute to the city she’d chosen to live and build her life in.

“The Saskatoon region has a lot to offer, and I am mindful of the opportunity we have here to tell the story of this community and the people who live and work in Saskatoon,” she says. “I love Saskatoon. It’s a great city, and I’m grateful to call it my home.”

SREDA is the economic development organization for the Saskatoon Region, and proudly supports the people, potential, and prosperity of Saskatoon and surrounding communities. Through intentional economic development services and initiatives, SREDA ensures a diverse, dynamic economy, helping businesses achieve strong, sustainable growth by providing pathways to success.

Advancing entrepreneurship, supporting Indigenous economic reconciliation, encouraging local business growth, and coordinating collaborative development provide abundant opportunities that will benefit the quality of life for residents and businesses of the region.

SREDA is an arm of the city, a non-profit primarily funded by the City of Saskatoon and industry partners. Through a variety of support programs, from investment attraction to growing businesses in the city and initiatives aimed at Indigenous economic reconciliation and development, SREDA focuses on four key sectors: agriculture, mining, manufacturing, and life sciences.

A region with everything
With almost 40 percent of the country’s entire farmland, Saskatchewan is fittingly known as ‘The Breadbasket of Canada.’ A combination of flat land, wide open spaces, and superior soil makes the province one of the world’s biggest exporters of canola and oilseeds, cereal grains and pulses, along with beef farming and feedlots, dairy and milk production, and much more.

“We are surrounded by natural resources and abundant farmland,” says Lawson. “We can proudly say that Saskatchewan, ‘feeds, fuels, and fertilizes the world.’”

The Saskatoon region is also home to some of the most advanced and prominent supporters of research and innovation in the Canadian agriculture sector, making for a unique ecosystem comprising some of the best and brightest minds working on global food security.

As well as agriculture, the Saskatoon region is famous for mining. Six minerals have been identified, including potash (used mainly in fertilizers), uranium, rare earth elements, helium, lithium, and copper. A world-renowned producer, Saskatchewan has attracted many leading mining companies, such as Nutrien, BHP, K+S, and others, bringing high-paying jobs to the regional economy. With a growing international focus on critical minerals, Saskatchewan is well-positioned for growth in the mining sector, including exploration and development.

“Mining has been a key part of our economy for years, so it is positive to see these developments in the industry,” says Lawson. “Through our work and key initiatives, our team will work to grow investment and business to this specific area.”

Today, manufacturing is another key economic driver, responsible for approximately 6.1 percent of the province’s GDP. This includes industries tied to agriculture—such as crop, food, and beverage processing—and leading-edge sectors like aerospace and defence, electronics, automotive, unmanned aerial vehicles (UAVs), and mining-related activity.

While some may not think of Saskatchewan as an innovation hub, the opposite is true, especially in life sciences, research, and biotechnology. With the province’s innovations in agriculture, health products, and nutraceuticals, Saskatchewan continues to attract leading companies in food sciences and food processing, animal sciences, medicine, and botany.

“Specifically in Saskatoon, we are unique in having this strong innovation hub,” says Lawson. “The focus on life sciences and biotechnology is seldom seen in other cities around the world, and we are fortunate to have these organizations that are unique to Canada.” These include Canadian Light Source (CLS), the country’s national synchrotron facility on the University of Saskatoon grounds, and Vaccine and Infectious Disease Organization (VIDO), Canada’s Centre for Pandemic Research.

These and other advanced institutions are housed in Innovation Place, near the University of Saskatchewan. “This makes for a unique mix, having traditional natural resources mixed in with research, development, and innovation. That is why we are seeing such a large growth in our population and city, because we are attracting talent from different regions, nationally and internationally.”

Building on success
The Saskatoon Regional Economic Development Authority continues to be part of many strategic initiatives and business incentives, including those centred on program development. This includes inbound hosting programs aimed at drawing international businesses to the city to explore offerings and build local connections. Business development initiatives such as tax abatement initiatives are focused on enabling businesses to attract new talent, facilitating investment, and long-term job creation. Efforts at a local level to support growth include assisting entrepreneurs.

And, with a significant Indigenous population, SREDA is proud to be behind SOAR, an Indigenous entrepreneurship support program. According to SREDA, “The number of Indigenous businesses in the Saskatoon region has almost doubled over the past decade, from 160 to 285, and spending by Indigenous business has nearly tripled in the last 10 years from $206 million (2011) to $608 million (2021).”

Through the SOAR kihiw paskîyâkêwin Indigenous Entrepreneurship Competition, presented by PIC Group, $25,000 in cash is awarded to promising Indigenous entrepreneurs poised for growth (https://sreda.com/what-we-do/soar-kihiw/).

“These types of programs have been our focus in the last few years, and will continue to be moving forward, with a highly strategic lens,” says Lawson. “Our goal is to support more Indigenous entrepreneurs, more local jobs, and investment to the region.”

SREDA is committed to building positive and meaningful relationships with Indigenous peoples, businesses, and communities. This means appropriate investment and participation in all aspects of its work.

“Economic reconciliation has the potential to be one of the most important economic growth opportunities in our province,” comments Lawson. “But it is important to note that there is still much work to be done to increase Indigenous participation in our economy and beyond.”

Expansion of the best kind
With considerable growth in recent years, the population of Saskatoon surpassed 300,000 last year, as thousands of new residents are being drawn to the city for reasons ranging from business opportunities to well-paying jobs, affordability to lifestyle.

For locals, the “three-song commute” not only means less stress getting places quickly, but more time for the things they enjoy, like the renowned art museum, Remai Modern, diverse restaurants and bars, conservation areas, farmers markets, and much more.

“The Saskatoon region isn’t just a great place to live; it is fast becoming one of the most attractive cities in Canada for business and investment expansion,” says Lawson. “Between our vibrant research and technology communities and advancements across our natural resources, we say Saskatoon is truly leading the way. And in terms of SREDA, we are here to support and connect businesses across all sectors, locally and internationally, and [help them meet] their expansion and growth needs. We have access to incentives and information, as well as a strong support network,” she says.

“One thing that’s nice about being a smaller city is we all know each other, and we can connect with key decision-makers in the city. We want to invite people to discover the benefits of living and working here.”

The post A City Where You Have the Time for the Moments That Matter<p class="company">Saskatoon Regional Economic Development Authority (SREDA)</p> appeared first on Business In Focus Magazine.

His department’s mission, Esparza tells us, is to attract, expand, and grow new businesses, focusing on high-growth industries that will create quality jobs for the city’s skilled labor force.

We speak with Esparza and Mayor Nieves Riedel, who lists some compelling reasons why San Luis is an ideal economic hub and an excellent place for both businesses and families to thrive. These reasons include the city’s affordable housing and reassuring ranking in 2023 by Safewise as Arizona’s safest city, a testament to the collaborative effort that has gone into maintaining this stellar record.

What seals the deal, however, is the sincerity that resonates in the mayor’s voice when she says that she and the city council “will bend over backward to make a business feel welcome in our safe and friendly city, no matter whether it plans to employ 20 people or 500. Everyone is treated with dignity and respect.”

According to the Arizona Office of Economic Opportunity, the city is estimated to grow in population to 57,664 in 2030 and 72,566 by 2050, a projected increase of 61.3 percent.

Location, location, location
San Luis’ strategic location in the southwest as a land port of entry gives businesses access to over 86 million consumers in a one-day trucking radius, including access to two of the world’s largest economies, Mexico and California, as well as Sonora and Baja California, Mexico, Central and South America, and Asian markets through the seaport of Ensenada, Mexico.

Because San Luis is only two and a half hours from San Diego and Venice and four hours from the port of Los Angeles, there’s an additional benefit of accessing the California market without having to operate in its high-cost, high-tax environment.

Moreover, because San Luis is within a Foreign Trade Zone (FTZ), industries have opportunities for the removal or reduction of tariffs, minimizing processing fees, and expediting the transport of goods from the port of entry.

Another advantage of the location is the amount of land available for expansion, as Mayor Riedel tells us. “We’re situated on a flat desert terrain, and we can grow as far as the eye can see, so the possibilities for businesses are unlimited. 25 years ago, San Luis occupied only three and a half square miles, with 10 to 12,000 people and one industrial park. Today we’re a 32-square-mile city with about 40,000 people and two industrial parks and there’s still room to grow, whereas ports like San Ysidro in San Diego and Nogales don’t have anywhere to grow.”

On the growth track
“This shows how we’ve had steady growth,” Mayor Riedel continues. In 2008 we had that horrible recession, and then we had COVID, but we were the only city that kept growing through both of those times, with people coming from California, Mexico, and other big cities. We think it’s because we are a safe place with good schools, affordable housing, and a mindset that welcomes people and businesses with open arms.”

Currently, she says, the city is looking to attract large retailers such as Lowe’s, which would benefit not only from local customers but from the “couple of million people who cross our border from Mexico and drive 30 miles to Yuma to shop.”

Although she couldn’t yet reveal details, she says the city was in talks with an electric battery component manufacturing company, a satellite communication company, and others who have shown interest.

Not only is San Luis welcoming young families and businesses, but with the opening of a medical mall and a hospital, Mayor Riedel says, the city is now ready to welcome seniors, who for medical reasons had tended to retire in Yuma, which has medical services but is much less affordable.

“I’m beginning to wine and dine Canadians now as we develop into a retirement center. Retirees bring so much to the table; they bring knowledge and volunteer in our schools and our kids learn from them and they learn from us.” Referring to her own Hispanic culture, she says, “We as Mexicans do respect and take care of the elderly because that is what our ancestors taught us.”

Major port project
Annually, the San Luis Ports of Entry I and II process over three million vehicles, over two and a half million pedestrians, and more than 30,000 commercial trucks carrying over one billion dollars in commodities.

Recognizing the critical role the San Luis Port of Entry I plays in the national economy, the Biden-Harris administration, through the U.S. General Services Administration (GSA) and the Department of Homeland Security, announced in June 2023 the launch of a $308 million project to modernize and expand it, replacing infrastructure not updated since the 1980s.

When completed, the port will see a 40 percent increase in pedestrian inspection capacity and a 100 percent increase in vehicle inspection capacity while alleviating congestion and boosting the local economy with well-paying jobs.

The port will double northbound vehicle inspection lanes from eight to 16, install a 16,000 square foot canopy, and support installation of the latest inspection technology in keeping with Customs and Border Protection. The project also includes a new 21,000 square foot pedestrian inspection building which will increase the number of booths from 10 to 14 and is expected to be fully operational in 2028.

In keeping with the Biden-Harris administration goals for the Federal Sustainability Plan, which calls for net-zero federal buildings by 2045, the port’s all-new electric and net-zero design integrates solar panels, advanced insulation materials, energy-efficient HVAC systems, and sustainable asphalt, concrete, and steel construction materials that will make the building more resilient in the desert environment.

“It’s a totally green project,” Mayor Riedel is happy to report. “Everything, from the LED lightbulbs to the air conditioning, is using solar energy. We can do that because we have 365 days of sun, which means we can depend on solar energy.”

Meanwhile, to connect the two ports of entry, which are on opposite sides of San Luis, the city is investing $62 million in the creation of a five-mile-long, four-lane boulevard to replace the current two-lane road. “This multi-modal corridor will be huge for us,” Esparza says, envisioning a dynamic future for the rapidly growing city.

San Luis’ demographic makeup is young, with a median age of 27.6 years, as compared with the state’s median age of 37.9 years and that of the nation at 38.8 as of the 2020 census.

Almost 40 percent are under the age of 19 and benefit from the San Luis education system that emphasizes career education, training people to take their place in a modern workforce. As Mayor Riedel tells us, “We have excellent schools and our kids in elementary grades are studying calculus. By the time some finish high school they’ve already received their associate’s degree from one of our three community colleges, and they’re well-prepared for work.”

Currently, San Luis has a labor force of more than 15,000 workers, with “99.9 percent of them fluent in both English and Spanish,” the mayor says, and a binational labor force of more than 43,000 workers, as per the U.S. Census Bureau and COPRESAN.

More affordable housing
As noted, San Luis is safe, having been ranked among the nation’s safest cities for many years and in 2023, the safest in Arizona. In addition, the schools are excellent. It boasts two community parks with another under construction, totaling nearly 51 acres, which Esparza says equates to 1.6 acres of space per 1,000 residents. El Golfo de Santa Clara, a sea town just 75 miles south of the border, offers recreational diving, sailing, swimming, and off-roading.

San Luis also offers a low cost of living and affordable housing, with houses of the same size and quality as those built in Yuma but priced up to $40,000 lower because the permit fees in Yuma are so high.

The number of high-quality, solar-powered, affordable houses in San Luis is also due in large part to the community development business Mayor Riedel began with her Michigan-born husband in 1999. “We could have built homes for the wealthy,” she says, “but we fell in love with the idea of making a difference by providing homes for people who were forgotten by the system.”

She herself came to the U.S. from Mexico as an 11-year-old with her family and says she and her husband “dedicated ourselves to building housing for people like my parents who never had the opportunity to own a home.” She goes on to note that the lumber used in their housing developments comes from Canada and that “our affordable homes are not one-room shacks; these are quality homes that families can be proud to own.”

Growing reflective, she says, “Our family has come a long way from working in the fields. Among the descendants of my parents are nurses, teachers, and business owners; two hold PhD degrees, three have master’s, and two have bachelor’s. Armando, our Economic Director, is another success story. His family also worked in the fields, and he now holds a master’s degree and is fluently bilingual. I’ve always said this is a land of opportunity and if you are willing to work, you can succeed.”

Not only are individuals succeeding here in San Luis, but it appears the city itself is on a highly successful trajectory.

The post A Thriving Economic Hub, Just Where a Hub Should Be<p class="company">City of San Luis, Arizona</p> appeared first on Business In Focus Magazine.

“The waste industry is constantly changing,” so the team needs to stay “five steps ahead,” says Director of Operations, Post Collection, Justin Raymond. Motivation comes from the values promoted by the Caglia family, who emphasize continuous improvement and sustainability. The company wants “to be at the forefront of anything new, great, and environmentally friendly,” he summarizes.

Robotics have been the latest focus. After expanding Fresno’s Cedar Avenue Recycling and Transfer Station (CARTS) in 2022, the team needed to increase efficiency. Robots were a natural next step because they free people to concentrate their efforts in areas of the facility where more labor is needed. “Also, robots just perform well,” says Plant Manager, Corey Stone, PE. “Robots are capable of doing some tasks that humans aren’t capable of. Sometimes that means speed but, more often than not, it’s about detection of material.”

A vast array of materials passes through the facility each day, making fast and efficient detection paramount. Take different types of plastics, for example. Polyethylene terephthalate (PET), low density polyethylene (LDPE), and high-density polyethylene (HDP) must all be carefully sorted—not an easy task for human eyes. So, the company received funding from The Recycling Partnership’s Polypropylene Recycling Coalition grant program to obtain a robot to sort all of this polypropylene plastic.

“Currently, in the line, we have a tandem robot that’s targeting PET and HDPE,” Stone says. “That robot, with its vision system and AI technology, is able to accurately determine [the] material type. Whereas with the naked eye, when you look at a cup or bottle, it’s really hard to tell if it’s LDPE, PET, or HDP. You’re trying to figure out ‘what is this piece of material?’ as it’s flying by you at 200 feet per minute, and that’s really hard for a person to do. That’s where this technology comes into play. In a fraction of a second, it can categorize that material, tell you how much area, estimate the mass, and choose if it should target this material.”

Typically, PET products must go to a secondary facility to be sorted before they can be sold. “In our case, we’re taking a comingled product where there’s everything—fiber, cardboard, metal, aluminum and plastic—and we’re already getting a very sorted product,” says Stone. Achieving this through artificial intelligence is breaking new ground. “To our knowledge, and to The Recycling Partnership’s knowledge, we are now the first single-stream MRF (material recovery facility) who, through sortation, provides three PET products,” he says.

Not surprisingly, the innovative system is catching the industry’s attention. “It generated a lot of buzz with The Recycling Partnership,” he says. “They were excited about it. Of course, Caglia is [eager] to set a precedent of being at the forefront of any sort of sustainability or sorting technology.”

Other facilities are already using the example as inspiration and guidance. “We are very excited about this project, not only for us in our facility… but also for this industry, what that could mean,” Stone says. “We are hearing whispers of other companies potentially building mega-MRFs where they would start doing this, and I think this is a great case that shows this is possible. You can take a comingled product, and you can have very specialized commodity streams. We’re all very proud to be the example set for the rest of the nation for what it looks like to spread PET into multiple products and that it can be done.”

In addition, the team has installed a next-generation robot to sort cans at the facility’s “last chance line,” identifying recyclables that would otherwise evade detection. The robot picks out material “that already went through our system, already went through a series of screens and optical sorters, potentially even areas where there was some human interaction, and it ended up on a belt that was destined for the landfills,” Raymond explains.

Can Manufacturers Institute (CMI) provided funding for the EverestLabs AI through a revenue sharing leasing model that enables MRFs to afford advanced sorting technology. “It was the first time that a robot was funded through CAN Manufacturers Institute in this kind of model,” he says. “It’s so unique in this industry.”

“We capture the aluminum that would otherwise be thrown away, and we share 50 percent of that revenue with them,” Stone explains. “It was really a win-win for us because, even if we’re not getting 100 percent of that value, our ultimate goal is sustainability. We want to make sure that as many recyclables as possible are not going to the landfill.”

This novel partnership is generating buzz as an example of what the industry can achieve by thinking outside the box. The project also has exciting implications that could potentially reach beyond the industry, since it demonstrates that “other companies can get involved in the recycling process even if they’re not a recycler,” Stone says. “We’re hoping that MRFs hear what we’ve done here and replicate that process through other projects of their own.”

Caglia Environmental is at the forefront of adopting new technology, but some things will always stay the same at the company. The team holds fast to the Caglia family values and work ethic that built the business over the decades. “As exciting as the technology is for the family, we get that it all started out with vision, with leadership, passion for the environment, and a passion for people,” says General Manager, Keith Hester. “The people that work here, they love working here. We just had a gentleman retire after 46 years. People come here and they stay here because of the culture the Caglia family has built.”

Founder Frank Caglia immigrated to the United States from Italy in 1920 and settled in Fresno, California. In 1924, at just 12 years old, he began working at the Electric Motor Shop and eventually bought the company after working his way to the top. Frank went on to buy the Orange Avenue Landfill from his father-in-law in 1941. “We owned and operated that for years and years,” Hester says.

The team was committed to sustainability even in those early days of the business. “In 1967, we began celebrating Earth Day—before it was a national holiday,” Hester says. “That’s how passionate the Caglia family was about diverting product.”

The team launched Industrial Waste and Salvage (IWS) in 1971 to collect waste and bring it to the landfill. The forward-thinking mindset continued in the 2000s. Recognizing that the Orange Avenue Landfill was reaching the end of its life, the Caglia family made another investment. “The thought was, this landfill is going to close soon,” says Hester. “We are not going to go out of business. We are going to innovate.”

The family opened CARTS to the public in 2004. The state-of-the-art MRF processes trash, construction and demolition debris, green waste and organic recyclables, and traditional recycling from commercial, government, industrial, and residential customers. The facility recycles more than 70 percent of its collected trash, green/organics, and recyclables, creating raw materials that will be transformed into new consumer products instead of ending up in a landfill.

In 2012, the business catapulted forward once again when Redrock Environmental Group, a Caglia Family Company, won a sizable contract to become the exclusive service provider for the lower elevations of Madera County.

And in 2016, Caglia Environmental made another innovative leap. “We’ve got this landfill that’s sitting there,” says Hester. “We can’t use it anymore. What’s it generating? It’s generating gas. So, we put in a genset and started landfill gas conversion to electricity that actually powered the entire plant here.”

Most recently, the company partnered with CP Manufacturing to expand CARTS, leading to the current state of affairs in which robots became the next logical step. The team is eager to continue adopting the latest technology to keep moving forward to promote sustainability within the industry, but will balance any future growth with the company values that have brought them this far. “We don’t want to be the biggest,” Hester summarizes. “We want to be the best.”

The post The Future of Recycling<p class="company">Caglia Environmental</p> appeared first on Business In Focus Magazine.

“We’ve had in-house automation for years, primarily on our brewing systems, but now we’ve developed the same thing for continuous columns,” explains Operations Manager John Leask of the technology for distilling spirits.

Specific Mechanical Systems created a continuous column distillation system that represents a significant advancement over traditional column still designs and offers a more efficient distillation process when compared with pot still distillation. While spirits are commonly produced in single batches via a time-consuming start-and-stop method, the continuous column system allows for uninterrupted flow. The company’s novel automation system has now made this speedy distillation process even more efficient and productive.

“Essentially, you can produce any type of spirit on the continuous column still. Customers will potentially prefer to create certain types of spirits on more traditional pot stills but, in terms of general distillation principles, any spirit can be produced on a continuous column still,” notes Sales and Marketing Manager Chad MacIsaac.

To automate its continuous distillation process, Specific could not rely on the same procedures and equipment it utilized to automate brewing. “There are some similarities for sure between what our automation system for the brewing and distilling will look like and perform like, but functionally, they are different systems and different processes,” says Leask.

Unlike typical brewing systems, distilleries operating continuous column stills often utilize extremely large equipment. To complement its continuous column stills, Specific Mechanical fabricates large stainless steel tanks that can accommodate thousands of litres of liquid. The column stills used for continuous distillation can be “anywhere from 30 to 70 feet tall,” he adds.

Continuous distillation systems are enormous. “Many of them are never actually fully assembled at our shop. They’re built and tested in sub-assemblies and are then fully assembled at the customer site,” Leask says. By contrast, “breweries aren’t that tall; we can set the whole thing up in our shop and test the complete system working on our shop floor.”

Brewing involves significant concentrations of water, and the sensors and testing devices used in the brewing process cannot always be used for distilling, which involves significant concentrations of ethanol. For a start, most ethanol testing equipment “needs to be explosion-proof rated. That cuts down your options dramatically,” he states.

Yet despite these difficulties, the in-house automation team prevailed. Automated continuous column distillation is the latest example of the company’s successful do-it-yourself approach. Fabrication, manufacturing, design, and automation work is performed in-house, and Specific Mechanical also continues to emphasize research and the development of new equipment and new processes.

Forward-thinking and innovative as it may be, the company retains an old-fashioned artisan pride in its work. “Every system is customized,” says Leask. “Of course, we have some templates that we draw from but, at the end of the day, every system is customized to suit the customer’s available space, ceiling heights, their process, what products they’re hoping to distill or brew, and their budget.”

Besides brewing and distilling equipment, the company designs and produces pressure and food processing vessels, wastewater tanks, stainless steel tanks, and other gear. Its products are used in wastewater treatment, oil and gas, other food and beverage markets, and pharmaceutical production, and the company has also been involved with battery technology for electric vehicles, according to MacIsaac.

“Without naming names, there are a handful of companies that are advancing battery technology in North America,” he says. “In the process of improving range, they’re looking at optimizing battery performance, and that involves fluid transfer, fluid storage. We provide the processing equipment to help in that regard.”

The company employs approximately 85 people at its Victoria operation. Another 35 people work at a facility run by the firm in Nevada. Job applicants need to have skills, experience, and a team player outlook.

“The right technical training is important, whether that’s someone on the shop floor in the trades—welding, machining, sheet metal, et cetera. On the office side, we’ve got engineers, project managers, et cetera,” says Leask, noting that the appropriate education and experience for those positions is required. “Beyond that, I think one of the biggest things we look for is somebody who is going to be a good fit with the team. We really promote teamwork, and that kind of comes through with our culture.”

In addition to a collaborative approach, this culture is all about quality and customer service. This includes “being available, being friendly, and being pleasant to deal with so people want to come back and work with us again,” he says. Those customers range from small craft brewers and distillers to huge corporations, including beer giants Labatt and Molson.

Though eager to expand the business it does with top brewers and distillers, Specific Mechanical has not lost touch with its roots. The firm was launched in 1984 by Bill Cummings and Philip Zacharias, long-time friends with backgrounds in machining and welding. At first, the pair built brewing systems for clients in Victoria, and it grew from there.

“Our company is different from many companies that compete in our space because we’re local. We’ve been around 40 years. We were started by two people,” states MacIsaac. “The values of a small company remain strong as we grow. We try to make sure every new employee who comes on understands and recognizes it. It’s really important for us to convey that message to customers so they know they are dealing with real people… and together, we’ll both be successful.”

To help ensure client success, Specific offers global installation services. “While our primary market is North America, our field service team is capable of doing installations worldwide,” says MacIsaac. “We’ve just delivered a very large system to Argentina, which will be the first large craft distillery in Argentina. We’re delivering a system to Rwanda, which will be our first system into continental Africa.”

The company provides both remote and in-person support to clients looking for guidance in setting up their equipment or dealing with problems.

Given that most of Specific Mechanical’s equipment is geared toward the beverage market, customer support is complemented by a commitment to quality. It has certifications from UL and Underwriters Laboratories of Canada (ULC), and the company’s pressure vessel design and manufacturing capabilities have been certified by the American Society of Mechanical Engineers (ASME).

“There’s a pretty rigorous quality program in place to support that. Any ASME pressure vessel must be registered with the provincial government, if it’s in Canada. In the U.S., it’s called the National Board. There’s documentation, testing—numerous steps that have to be taken for those vessels. We have all that in place and have for many years,” says Leask.

Currently, the company is in the process of establishing an online store. The intent is to make its wares more easily accessible and available.

“Some new products lend themselves a little better to putting on an e-commerce site—not so much custom systems, but some of the more product-based things we have. For example, a keg washer. We have various pumps and things like that that we frequently sell, and we can put those up on an e-commerce site, and we’ll see how that goes. If it’s successful, we can keep building the inventory of what we have for sale.”

The team has not forgotten the importance of the human connection, however, and representatives routinely attend trade shows across North America.

Despite all this upward momentum, the company still faces its share of challenges. The pandemic’s lingering impact has resulted in price hikes for supplies, components, and other gear. At the same time, Specific Mechanical faces competition from overseas manufacturers who can offer lower prices for their systems. These lower prices, however, are more than offset by Specific Mechanical’s quality and customer service. Well-made equipment and prompt client care mean fewer maintenance and mechanical hassles in the long run.

“Price is obviously a key buying factor in any decision, including capital expenditures, but total cost of ownership is probably the most important component to consider. That’s how we differentiate from others, and we try to convey that message every day,” says MacIsaac.

If anything, the company is keen to increase the amount of business it does outside of North America. Going forward, “expansion into new markets geographically will be a focus for us,” he says.

Leask hopes that Specific Mechanical experiences “an increase in market share, particularly in the continuous column space,” over the next five years while “offering larger systems and having the capacity to build physically larger tanks and equipment.” Growth is on the horizon, and the future looks bright for this constant innovator.

The post A Brewing and Distilling Equipment Expert Continues to Innovate<p class="company">Specific Mechanical Systems </p> appeared first on Business In Focus Magazine.

In 1946, it was the introduction of the radial tire, which offered greater flexibility and fuel economy than what was offered by the industry standard, the bias ply tire. In 1992, Michelin introduced its first Green X tire aimed at improving the fuel mileage of a vehicle. In recent years, Michelin has focused on issues of ecological sustainability and how its products can contribute to the achievement of a net zero carbon world by 2050.

Word from the top
To learn more, we spoke with Andrew Mutch, President of Michelin North America (Canada) Ltd., from company headquarters in Pictou County, Nova Scotia.

Mutch, who’s been in the presidential role since 2019, joined the company upon graduating from the engineering department of the University of Prince Edward Island and the University of New Brunswick in 1987.

“When I graduated, I knew I wanted to work for an international company but one with a local context, so that I could see a bit of the world but I could always come home,” he says.

Michelin, which has 74 plants and over 132,000 employees worldwide, and had opened its first North American plant in Pictou County, Nova Scotia in 1971, was a perfect fit. It gave Mutch opportunities to work as an industrial engineer and in various management positions in all three Nova Scotian facilities—Pictou, Bridgewater, and Waterville—as well as in Oklahoma, where a facility opened in 1971, and in South Carolina, at the company’s North American headquarters, before “coming home to the Maritimes.”

People, planet, profit
Underpinning Michelin’s drive toward a net zero carbon world is its sustainable strategy based on a philosophy of balancing people, planet, and profit. As Mutch explains, “Every direction and every decision Michelin takes must balance those factors because you can’t be sustainable if you’re only great with people and profitability but not respecting the planet. But at the same time, we have to be profitable so that we can invest in our people and re-invest in innovations that will benefit our planet and that includes how we make tires, how we reduce our footprint from a manufacturing perspective, and how our products will make a more sustainable future.”

Michelin has set a goal of producing net zero carbon emissions across all its manufacturing sites and is looking at how alternative energy options, such as wind, solar power, and biomass, can be used in its facilities.

Mutch told us he is excited about working with a Canadian company that uses a pyrolysis process to convert biomass into a low-carbon fuel oil that can be used in boilers in place of the natural gas currently used. This method has the potential to substantially reduce greenhouse gas (GHG) emissions in the areas environmental scientists classify as Scope 1 (direct use of fossil fuel through combustion).

“We ran a test in our Waterville facility that was operationally successful. We’ve engaged with the provincial government and other stakeholders so they can learn and benefit from our experience with this low-carbon fuel,” he says. “We don’t want to keep all this knowledge to ourselves; we want to share it so everyone can advance.”

Additionally, in keeping with its commitment to the planet, Michelin plans to have 100 percent of its materials coming from sources that are renewable, meaning it can be replaced within a human life span of approximately 70 years, or are from recycled feedstocks.

Supplanting the supply chain
Controlling things inside the fence line is only part of the story. Ultimately, products need to get to market, which also has an impact on GHG emissions.

A project initiated at the Pictou County plant, where the majority of winter tires are produced and shipped across Canada, is looking at changing the current delivery model. Today, a product could be shipped first to one large distribution centre, then to another, and then to the customer’s distribution centre, and finally to the customer’s warehouse. A delivery model being trialled by the Pictou County plant sees tires delivered directly into the hands of the customer.

“This pilot improved availability for our customers, reduced logistics costs, increased sales, and lessened the impact on the environment because less fuel was being used,” Mutch explains. “It’s end-to-end thinking. It’s about working with customers, identifying the touch points, decreasing them, and optimizing the process.”

And it’s a perfect example of Michelin’s people-profit-planet model because, while helping customers and saving shipping and distribution costs, it has also saved 50 tons of CO₂ emissions from going into the atmosphere.

Greener with the Green Freight Program
A significant portion of the CO₂ emissions that create global warming comes from the commercial long-haul trucks and trailers essential to the supply chain and moving products across the continent. Michelin has been contracted through its GreenerFleets business to help many active Canadian fleets navigate and access funding through the Canadian government’s Green Freight Program. Acting as a consultant to fleets enrolled in this incentivizing program across the country, Michelin is helping them optimize the energy efficiency of their entire fleet and reduce GHG emissions.

One way of doing this is to reduce the rolling resistance of tires, because the higher the level of resistance, the greater the load on the truck’s engine, leading to increased consumption of diesel and more GHG emissions.

Michelin, recognized as a leader in fuel economizing in the long-haul industry with its X Line Energy Z+ commercial tire, is continuing to invest in technology at its Waterville plant to further reduce the rolling resistance of its tires, lowering diesel consumption and GHG emissions while still meeting all performance requirements.

In its role as consultant, Michelin is engaged with helping 93 fleets across Canada reduce their costs and their environmental impact by helping them apply for federal grants to retrofit their vehicles with lower rolling-resistance tires and improved aerodynamics on their trailers, which will improve drag reduction and again lower fuel consumption.

Michelin also provides digital tools to help fleets optimize performance—maintaining proper air pressure in tires and giving feedback to drivers as to how to be more energy-efficient in the way they drive.

“It’s a wonderful virtuous circle we’re involved with, and we’re excited to be part of it,” Mutch says, “because it’s estimated that in the next four years, those 93 fleets will be saving 159,000 tons of CO₂.”

Not only is the Waterville facility playing a dynamic role in the Canadian trucking industry, but the Michelin X-One double-wide tires it produces are contributing to global strategies for emission reductions.

As Mutch explains, “Because of the Infinicoil® technology that is in those tires, they have lower rolling resistance which reduces fuel consumption. Since the trucks only have half as many tires, they can carry a larger load than when riding on single tires and reduce the number of pressure checks and rotations.

Turning up the tires for EVs
Although all of Michelin’s passenger tires are suitable for electric vehicles, both cars and small trucks, the Bridgewater facility is preparing for the next generation of tires that will optimize the performance of EVs and accommodate their characteristics.

Typically, EVs are heavier than internal combustion engine vehicles because of the heavy battery or batteries. EVs also have more torque available at any speed. Any time the driver steps on the energy pedal, full power can be rapidly transmitted to the tire.

In addition, Mutch says, EV drivers might experience “range anxiety,” concerned with how far they can travel before needing to recharge. “So the challenge for the tires is they have to be able to handle more weight, manage the torque, and have improved rolling resistance while meeting all the other characteristics of starting, stopping, turning, and handling,” he explains.

Just as improved rolling performance reduces fuel consumption, these next-generation tires will also reduce the amount of energy used by the battery, increasing its range and lessening the range anxiety of the driver. “We have to be prepared for this emerging market and we are installing the technology and capacity to do that,” says Mutch.

A future for hydrogen
He went on to say that while Michelin recognizes EVs are a good solution to the GHG issue, “we don’t believe it’s the only solution and we believe there is a future for mobility with hydrogen. It’s going to have a place somewhere and, at a global level, Michelin has been working on hydrogen for the last 20 years and formed a joint venture with a company that makes hydrogen fuel cells capable of powering the largest commercial vehicles,” he shares.

“Nova Scotia has a unique opportunity because of all the investments in hydrogen that are coming to the province, so rather than just export hydrogen, what can we do to develop a domestic use for it in Atlantic Canada? We’re exploring ways where we can start to build an ecosystem in Nova Scotia to make use of domestic hydrogen and install transition technology so that eventually we can get to things like fuel cells.”

Green mobility
In addition to helping its customers reduce their GHG emissions through the supply chain, Michelin also has a goal to reduce its own CO₂ emissions to meet international goals.

Last year, Michelin invested $300 million in a plan to modernize its Nova Scotian plants and electrify some of its processes. These include the investment made in Bridgewater to bring in electric curing presses—replacing the steam-powered ones—which will be more energy-efficient and environmentally friendly. The company is also improving safety and ergonomics at all three of its plants, and in addition to the progress it is making on energy in the plants, it is also diverting waste streams and finding alternative uses for them.

The Bridgewater facility has been able to divert 100 percent of its production waste from landfill since 2017 and Mutch says the other two sites are making good progress toward that figure. He adds that, “from 2010 to now, we reduced our GHG emissions by 41 percent, so we are well on track to meet the 2030 goal of 50 percent.”

Powered by optimism
In an age of doom and gloom forecasts regarding global warming and climate change, we asked Mutch about his perspective on the net zero carbon future.

“Our planet needs our help,” he says. “It needs us to be advancing as fast as we can and we need to be responsible corporate citizens, pushing as hard as we possibly can to reduce our emissions and take our footprint to zero,” he says.

“Am I optimistic? Yes, I’m always optimistic. But is it easy? No, it’s hard because it takes a lot of work, and support from corporations, governments, and academia, and we need new avenues and incubators to bring all these things to fruition. But if you have a goal, and put your energy into renewable energy, then I believe you can advance.”

The post Sustainability, Net Zero, even Rolling Resistance – Michelin’s on a Roll<p class="company">Michelin North America</p> appeared first on Business In Focus Magazine.

Pulling together architecture, engineering, and design, Cushing Terrell “designs systems and spaces that help people live their best lives,” says its website. In practice, the firm serves a variety of market segments from commercial and government to education, retail, healthcare, infrastructure, and residential with a team encompassing more than 30 disciplines.

It is that breadth of specialization that truly makes Cushing Terrell stand out, and it has been embedded in the business from the beginning.

The company was founded in 1938 in Billings, Montana. Architects Ralph Cushing and Everett Terrell—with Cushing possessing significant engineering expertise—joined forces with the core belief that a multidisciplinary, integrated design practice would deliver the best results for their clients. That is exactly what they achieved with their first project in 1938: the construction supervision of Billings Senior High School.

It was unique to have multiple disciplines under one roof in 1938. Cushing Terrell’s Director of Sustainability, Ashleigh Powell, believes in the vision of the founders and notes that it is still unique to this day.

“With our structure, all disciplines can be at the table early in a project, collaborating around strategies right at the onset, where you can make the biggest impact. It was our foundation from day one, and it continues to define how we build teams and deliver services,” she says.

It is not just in the execution of a project; Powell points out that when the firm is considering projects, this multidisciplinary structure allows the team to develop more creative solutions for proposals.

Today, against the backdrop of decarbonization efforts, sustainability is one of the most rapidly growing segments of the business, and this area of focus is yet another example of the company being ahead of the curve. It started in 1975—before most people or businesses were thinking about sustainability—with the introduction of the firm’s energy conservation practice.

It is also what attracted Powell to the company. “When I moved to Austin in 2005 to pursue my masters of sustainability at the University of Texas School of Architecture, Cushing Terrell was the only company that mentioned sustainability in their job posting. It was a differentiator; it grabbed my attention.”

Powell learned through the interview process that the firm had already established an internal green advocacy council, so it was an easy decision to join.

In the ensuing years, its sustainability practice gained momentum through the U.S. Green Building Council, which launched its first LEED (Leadership in Energy and Environmental Design) program in 2000. With more than 100 LEED-accredited professionals in the early days, Cushing Terrell’s sustainability practice grew, certifying green building projects in all its specialties.

Around the time of the pandemic, Powell saw a notable shift in the approach other companies were taking to sustainability. “More companies were getting more serious about developing their own sustainability practices in alignment with their Environmental, Social, and Governance (ESG) commitments and/or decarbonization objectives,” she shares. “So we’re now doing more work with clients to develop custom sustainability standards or to design within their existing standards.”

In sharp contrast to the doom-and-gloom tone that dominates much of the news related to environmental sustainability, Powell sees positive changes taking place behind the scenes. “It’s really interesting to be able to peek behind the curtain. These companies’ commitments are closely tied to their corporate structure, and it’s a top-down commitment. In some cases, even CEO compensation is tied to meeting those goals.”

She notes that the early decisions about the structure of Cushing Terrell positioned the company for this work. “We need everyone at the table to help companies with those wide-reaching goals. We couldn’t be as effective if we didn’t have the multidisciplinary team that we do.”

The team is also geographically diverse, with employees living and working in many parts of the United States. The rapid expansion of remote work through the pandemic was part of it, but once again, Cushing Terrell was ahead of the trend.

“I remember as far back as 2008, the president of our firm was talking about remote work. He said it shouldn’t matter where you sit, and that has allowed us to attract the best people to our team, regardless of where they are,” says Powell.

The firm counts some very large companies among its clients—Google in California, Texas, and Washington, and Dell, for example—but when a sustainable future is the objective, businesses of all sizes have a role to play, and Cushing Terrell can help.

“Right now, we’re helping a local company inventory their Scope One (direct) and Two (indirect) greenhouse gas emissions. For the company, it translates to energy efficiency and resilience but it’s really about alignment with the imperative to decarbonize their operations.”

Powell points to two projects that are particularly notable for the company, in that they embody the full range of Cushing Terrell’s capabilities.

Ten years ago, the team led the design and construction of the visitor center at the Pahranagat National Wildlife Refuge in Nevada. With upgraded insulation, daylight harvesting, geothermal heating and cooling, and onsite solar generation, the facility was on track for net-zero energy consumption. After its first year of operation, energy data showed that it had exceeded that by a wide margin. In fact, it was feeding twice the amount of energy back to the grid than it consumed, and it has done so for the past decade.

The other project that Powell highlights is Romney Hall at Montana State University, a project that called for modernizing the building constructed in 1922. Ultimately, 17 new classrooms were added along with centers for math, writing, veterans, and students with disabilities. This structure is now more accessible and more energy-efficient, all while preserving the character as well as the embedded cost of the materials already used in its original construction.

Projects like these reflect why Cushing Terrell has been widely recognized with industry awards. The Romney Hall project received recognition for adaptation and reuse. Interior Design Magazine placed the company in the top 100 firms in its inaugural sustainability category of the ‘Interior Giants’ ranking, and in 2023, it was given the prestigious ‘Mountain States Design Firm of the Year’ designation by Engineering News-Record (ENR).

It may be a cliché but, in Cushing Terrell’s case, the company’s success is truly about its people.

“I’ve been with the company for 17 years,” says Powell. “It’s unique in the industry to have that kind of tenure, but not here. A lot of our people have been with the practice for a long time. There’s a really strong sense of community and family. We celebrate our mission, vision, and values, and there’s a personal alignment in our commitment to the communities where we live and work.”

That commitment manifests, in part, in the pro bono work Cushing Terrell does. The company has always done pro bono work, but two years ago, it organized that practice. Nominations are gathered from staff and the community at large, submissions are vetted, and a deserving project—typically a charity or non-profit organization—is selected.

This kind of integrity is one of the company’s values and also shows up in the way it makes the same commitments to sustainability as its clients do. “We’ve taken the approach over the years that if we’re going to sell a service, like green building certification, we should experience it ourselves and certify our own offices,” says Powell.

The company’s Billings office was thus LEED-certified in 2002, which was very early for that designation. That ‘walk the walk’ commitment continues to this day. The company is a signatory to multiple emissions-reduction commitments, and its Boise office was the first in the United States to be platinum-certified in the LEED v4.1 commercial interiors rating system.

After 85 years of being one step ahead, what is next for Cushing Terrell? More of the same, starting with a more data-driven approach.

“We’ve created a post-occupancy research group. They’re conducting onsite analyses after the completion of projects, surveying the occupants, measuring acoustics and daylight values in the space, and more. That helps us complete the learning, bringing feedback back to the design teams about how those designs are working and being used in the real world,” Powell explains.

Naturally, Cushing Terrell’s integrity is also a big part of the company’s future. “We’ve been focused on operational energy in our sustainability practice; now, we’re looking more holistically at the embodied carbon footprint of the materials used in the building. Our commitment to a sustainable planet also extends to people. We’re getting involved in the Design for Freedom movement, which aims to reduce the forced and slave labor that goes into the manufacture of many building materials.”

Learn more about Cushing Terrell and its sustainability practices by visiting https://cushingterrell.com/.

The post Ahead of the Curve in Sustainable Building Practices<p class="company">Cushing Terrell</p> appeared first on Business In Focus Magazine.

Founded in 1979 by Lawrence Gates and Mark Hafen, Animal Arts remains a leader in designing healthful environments for animals, taking into consideration the unique needs of shelters to provide care and well-being for animals through innovative designs that incorporate state-of-the-art concepts, materials, and air-handling systems to lower stress, promote comfort, and minimize disease transference.

Winning numerous awards over the years—including 49 Architectural Excellence Awards from dvm360/Veterinary Economics, including the 2022 Hospital of the Year – Ethos VERC, Honolulu, Hawaii, and 2022 Merit Award – Veterinary Clinic of Myrtle Beach, South Carolina, to name just a few—Animal Arts considers not only the animals’ well-being but also the people who tend to them, understanding that performance and productivity are positively impacted by the surrounding environment. To that end, the company’s design aspects embrace sunlight, ventilation, ergonomics, and noise reduction, striving to support clients’ needs and interests while producing innovative and cutting-edge solutions for both humans and animals through ingenuity and creativity.

“Our company provides architectural services, but really we focus exclusively on animal care design,” says Heather Lewis, Principal. “Most people go to architecture school because they want to make a difference in the world, and then you come out of school and it’s hard to make that difference. Animal care is a field where we can do incredible work that has real value, both to individuals and to communities.”

Along with a passion for learning, Animal Arts employs a “relentless” participation in the concerns of the animal care industry, a desire to give back and share knowledge in a way that helps individuals and communities. “We love diving into the details to provide exceptionally useful solutions for our clients,” says Lewis. “By knowing the details, we can strive for the most innovative solutions.”

Dedicated to compassion, collaborative communication, and being accessible, the company is committed to creating humane projects that do no harm.

“We’re all passionate animal lovers here, so we don’t do things like laboratory animal work that conflict with our core values,” says Lewis. “It’s really just focusing on the humane side of animal care, including veterinary hospitals, which have always been our bread and butter.”

The company’s projects range from privately owned hospitals to corporate veterinary hospitals, very small storefronts up to very large specialty hospitals, equine veterinary and animal shelter projects, both privately and publicly funded, service dog training facilities, and university veterinary teaching facilities.

“Animal care has grown tremendously in the last few years, in part because a lot of people got pets during the pandemic, which has had an overall impact on the entire industry,” Lewis says. “Animals have now fully integrated into people’s lives as family members, and we’re doing some really neat things as a result of that.”

The company’s growth has been rapid since the beginning of the pandemic, resulting in taking on larger projects and restructuring to maintain superior customer service. The Arizona Humane Society’s new 65,000-square-foot shelter which just opened in Phoenix is one such notable undertaking.

“One of the neat things about this building is it has an animal trauma hospital,” Lewis says. “They have animal EMTs who are deployed if someone calls and says an animal has been hit by a car. They will go and retrieve them and take them to the trauma hospital for care.”

The thought and planning process that goes into designing animal shelters and hospitals is intricate, beginning with working with the client to help size the veterinary hospital or shelter, ensuring it has the right capacity for animal housing and operations or treatment spaces within it.

“We assist our client from day one on how to help their vision come to fruition,” Lewis says. “Unlike a lot of architecture firms, we’re very heavy on what architects call programming, which is that early planning, and that’s where our expertise is very helpful. That’s a huge part of what we start with.”

The company also brings unique vision, she adds. “We really want to know what that client wants to do from a vision standpoint. We want to make sure this project aligns with the client’s values, that it’s doing what it wants to do in terms of serving the customers that are coming to this building, and that it fits in the community.”

Animal care spaces are highly technical, so Lewis and her colleagues strive to ensure the client can use the facility efficiently from the moment it opens, which involves deep diving into knowledge about all the utilized spaces.

“If it’s a veterinary hospital, we will set up that workstation for the veterinarian to examine a pet. We understand all the things the veterinarian is using, and we’ve envisioned how they get placed in the space,” she says. “We work around the workflow.”

The well-being of the animal is always foremost in their minds, she adds, so one of the most exciting and most passionate things for Lewis is designing around an actual animal and ensuring stress and anxiety are reduced, no matter what building they’re in.

“We also really want to be people-focused, so we’re thinking of all the users of this space,” she says. “Our vision statement is ‘design for every life,’ whether that’s the life of an animal or the life of a staff member working in that building. We’re designing around the occupant, and that’s really where we focus our vision.”

Some unique considerations include designing warm surfaces for cats to lie on to make them happier, more relaxed, and in the case of a shelter situation, ultimately more adoptable. In addition to making spaces animal-centric, Animal Arts also designs them to be human-centric, which means a comfortable work environment, fresh air and daylight, the right ergonomics, and break rooms that provide for a variety of activities and personal needs. “We love designing around the people and the animals. That’s really what motivates us.”

Environmental sustainability is another important motivator. While some areas—California, for instance—already have set a high bar for standards and codes, Animal Arts still pushes itself to higher levels, particularly in terms of energy reductions.

A lot of sustainable design is just good design, she adds, but understanding the client’s needs and desires is always paramount. “That’s where I try to really look at what our clients’ values are and go back to that client-centric approach that we have to find the solutions that make sense for their business or their community.”

Animal care facilities necessitate unique considerations such as adequate airflow to prevent dampness caused by water usage for cleaning, odor elimination, and sanitation. “Animal health care has very high ventilation requirements that sometimes exceed human health care requirements, which is something that most people don’t realize,” Lewis says. “Whenever you’re using a lot of airflow, you’re also using a lot of electricity. So we really focus on energy use reduction with animal care,” she shares.

“One of the things we see in many animal shelter projects is indoor/outdoor spaces for dogs. We might not see that as much in cold climates, but we see it a lot in hot climates. It’s the trickiest and probably the most important thing to design well, because once you cut 20 holes in the building, you have a leaky building that’s very energy intensive. We want to provide indoor/outdoor spaces for the animals, but at the same time put environmental sustainability on the list so the client isn’t paying huge utility bills, and the animals have comfortable spaces.” One solution is designing doors that close after the dog has gone through them to keep air conditioning or heating inside the building.

Air quality and lighting are also environmental design aspects that can greatly affect both animals and humans.

“We might design the entire building to have daylighting so we don’t have to rely as much on artificial lights, and so people can actually see outside, which makes them happier employees,” says Lewis. “It’s known to have really good impact on productivity, so you get a win/win/win: you get daylight, which helps you reduce artificial lighting costs; it helps your employees be happier people; and helps the work be more productive. We’re going to be looking for all these things that unite what we do—what is important to our customers with environmental goals.”

Sound is yet another factor Animal Arts takes into serious consideration. Pets can hear into the ends of the non-audible, ultrasonic spectrum of noise, hearing sounds that humans cannot.

“An animal could be hearing mechanical noise or high-pitched noise made by speakers or lighting fixtures that we’re not even aware of and be stressed by that,” says Lewis. “We look at lighting that eliminates buzz and flicker which will eliminate a lot of those unnecessary visual impacts, as well as noise impacts in the building.”

The company also does a lot of dimmable lighting as animals’ eyes are better at low light levels than humans. Having areas lit like a surgery suite at all times is extremely hard on animals, so in their housing areas the lights can be dimmed down to reduce anxiety and stress.

While taking on new projects and design ideas is exciting, the company’s growth has led to both accomplishments and challenges, particularly in terms of maintaining its focus on customer care.

“We’ve restructured our company to have individual studios inside our larger company that allow us to continue to have that intense customer focus as we grow,” Lewis explains. “We have to continue to be intelligent about how we grow so we don’t get larger than we can handle from an operations perspective and can continue to provide that good customer service, which is really important to us.”

In the coming years, that customer service will involve helping clients do their best work in the animal care space, she adds, along with continuing to lead in animal care by participating with others in the industry who have new ideas, new research, and new knowledge.

Other goals include working with leaders who are trying to address access to care issues, and continuing to participate in thought leadership and work with other people in the industry to make lives better for both people and animals in communities.

“This is a dream job. I love our people. I love that we’ve hired so many people that are so much better at doing things than I am, and that’s the whole goal,” Lewis says. “If you’re a leader, surround yourself with people who are excellent. And we have a lot of excellent people.”

The post Architecture for Animals – Design for Every Life<p class="company">Animal Arts Design Studios</p> appeared first on Business In Focus Magazine.

In response to the evolving needs of the construction sector, A-LINX has emerged as a proactive player, leveraging cutting-edge advancements in prefabricated light-gauge steel construction. This innovative approach revolutionizes every stage of the building process, effectively mitigating risks, reducing costs, shortening timelines, and optimizing material usage.

A-LINX’s offerings encompass customizable components, available in both standard and made-to-order configurations. Moreover, the availability of pre-finished panels in diverse building material finishes affords clients unparalleled flexibility in design, catering precisely to their unique requirements and preferences.

Despite its relative novelty, A-LINX derives substantial strength and expertise from seasoned professionals with extensive backgrounds in various construction-related disciplines. This wealth of experience has been instrumental in driving the company’s consistent annual growth trajectory.

“Our company is roughly six years old and, following a positive leap in year two, has seen a consistent revenue growth of roughly 10 to 15 percent year over year,” says General Manager, Matthew Pellitteri.

Navigating growth poses challenges amidst evolving dynamics in construction techniques and a demographic shift within the industry. “It’s a fairly stagnant industry in terms of innovation and growth compared to others,” says Pellitteri. “If looked at in a vacuum, there’s been innovation and growth within the industry in several ways. But in comparison to industries like automotive or even agriculture, it’s relatively slow moving.”

The changing demographics underscore a stark reality: for every 10 individuals retiring from the industry, only two return. This imbalance in resources necessitates the exploration of innovative approaches to project execution.

Furthermore, many projects present unique challenges, ranging from spatial constraints to speed, traffic requirements, logistical considerations, and evolving architectural designs. These factors contribute to a constantly changing construction environment where each project presents its own set of complexities and requirements.

“You have to be creative in the way that you do it, and that’s why we started this business,” Pellitteri says. “It was more or less through work we had for our own developments, and we found this type of building typology with steel prefabrication was a great solution to expedite schedules, control costs, and develop the designs to a place where many of the questions have been answered and not discovered on a job site.”

Despite initially focusing on the company’s own developments and properties, A-LINX recognized a growing market demand for its technology. Consequently, the company ventured into the broader market, successfully catering to a diverse clientele. A-LINX’s solutions have been instrumental in the construction of various structures, including condos, retirement residences, apartments, long-term care facilities, and industrial spaces.

“The reason we do this job and construction technique is to provide a quality product that’s factory-controlled, that will expedite construction schedules and will relieve the need for such heavy labour on a job site,” Pellitteri explains.

Addressing the labor shortage, particularly in skilled trades, has posed significant challenges. To tackle this issue, A-LINX collaborates closely with local colleges, actively engaging with their engineering, construction, and welding programs. Additionally, the company maintains a presence on various boards and committees dedicated to studying the evolving dynamics within the construction industry.

“A lot of work being done now is being migrated into a facility, and what’s happening in colleges—more than universities, where you would generally see civil engineers and industrial engineers—is that these college graduates have direct core competencies in up-to-date technologies like Revit,” says Pellitteri.

The office resources at A-LINX predominantly consist of college graduates who possess a strong understanding of contemporary programs and construction techniques. This knowledge base allows the company to effectively leverage and implement up-to-date methodologies in its manufacturing processes.

“That’s really what we do,” Pellitteri says. “We take a building and set it into pieces so we can understand how to effectively build it in a plant setting where we control all of the safety facets of a workstation or setup, the type of materials we’re using, and how we procure those materials.”

Steel stands as the primary commodity utilized by A-LINX, capitalizing on its versatility to roll and shape it directly to size with remarkable precision and minimal waste, often less than one percent. Through strategic collaboration with suppliers, the company ensures the procurement of materials tailored to the unique requirements of each project, effectively managing costs. Additionally, meticulous monitoring of daily output enables A-LINX to control both internal and project labor costs, further optimizing efficiency and resource utilization.

Pellitteri emphasizes that A-LINX’s approach prioritizes early resolution of constructability and other critical issues at the onset of a project. Unlike conventional practices where details like window or door opening sizes and mechanical penetrations are often addressed later on-site, A-LINX addresses these aspects during the initial stages of design. This proactive approach is essential as the company constructs the building’s structure within its facility before installation on-site. As such, consultants, owners, and general contractors must collaborate closely to resolve these issues early, enabling A-LINX to fully capitalize on the benefits of prefabricated construction.

A-LINX, born under the umbrella of its parent company, Amico Affiliates’ design-build division, has established a stellar reputation for constructing load-bearing and non-load-bearing wall panels using cold-form steel. These panels play a pivotal role in supporting the overall structure of a diverse range of buildings, spanning from multi-level townhomes to towering 12-storey hotels and condominiums.

“We build these panels that support the structure inside our facility, and we clad it as an option for a client with a number of different finishes on the exterior,” says Pellitteri. This can be metal siding, stucco, or faux brick. The team installs windows and patio doors before delivery to the job site.

Once on-site, the panels are installed to support the floor system, typically consisting of concrete precast, open web steel joists, or cold-form steel. This integration occurs seamlessly as the building progresses, ensuring structural integrity and stability throughout the construction process.

“For us, it’s very important to work with structural engineers, architects, and MEP companies to design these walls in a factory setting so when they’re ready to go on site, they’re completely coordinated. Generally, if done correctly, there are 15 to 20 percent schedule-savings on the job site.”

In addition to cost savings, A-LINX prioritizes sustainability by efficiently managing material waste. Moreover, from an environmental standpoint, the longevity of steel buildings offers significant advantages compared to wood, a common competitor for structures up to a certain number of storeys. Steel’s durability ensures prolonged structural integrity, reducing the need for frequent replacements and minimizing environmental impact over the building’s lifecycle.

A-LINX adopts an alternative building models mindset, offering diverse variations of townhome designs that fill the niche often referred to as the “missing middle.” While other companies primarily focus on constructing single-family homes and condominiums, A-LINX recognizes a growing demographic seeking options between these two extremes.

Matthew Pellitteri observes a significant rise in individuals who fall within this middle ground. They are not inclined toward purchasing a condominium, yet lack the financial resources to invest in a standalone home. Additionally, their lifestyle preferences or work location may not align with traditional housing options. A-LINX addresses this demand by providing townhome designs tailored to meet the unique needs of this demographic.

“There’s a huge shortage of housing in Canada—in Ontario, specifically—so finding a proper structure or home for somebody to live in is very important. Household accommodations are very important, and so alternative building models, from stacked townhomes to condominiums and apartments to ADUs—accessory dwelling units—these are the choices we work within.”

The company has a great handle on attainable housing, Pellitteri notes. “There’s a need for attainable housing, obviously, and that can be a 12-storey building or a complex luxury condominium in a major metropolitan area. That’s the span of projects we’ve put together with complexity and design.”

Pellitteri emphasizes the opportunities that exist if governments can expedite the permitting process through establishing standardized guidelines. These measures are crucial to facilitate the adoption of prefabricated solutions, enabling swift and efficient execution of construction projects. By streamlining regulatory procedures and ensuring consistency in guidelines, the government can create an enabling environment for the widespread adoption of prefabricated construction methods, ultimately addressing the pressing housing shortage more effectively.

“Realistically, we have to get people into homes, and we want to provide them a home that meets a range of desires,” he says. “There are opportunities to build as such, but if certain guidelines can be provided, then that will translate into a number of buildings, units, and homes where you can have economies of scale—where you can design, procure, and save on construction costs.”

Housing prices are prohibitive across the country, and according to CMHC’s Ontario Housing Market Report, the province’s average home sale price is $423,128 CAD.

“Providing attainable living for a range of different individuals and families is important. And that’s really where a lot of that missing middle is,” Pellitteri says. “For us, attainable housing is huge, and it’s needed.”

As a result of its commitment to addressing diverse housing needs, A-LINX actively develops solutions for the segment seeking more affordable housing options. However, the team also continues to undertake projects in the luxury condominium sector, retirement residences, and long-term care facilities. A-LINX prides itself on effectively delivering quality outcomes across all these sectors, showcasing its versatility and expertise in catering to a wide range of housing requirements.

“What sets us apart from other companies is our vertical integration. Along with our parent company Amico Affiliates, we can self-perform complete projects, whereas other panelizers are only a small part of an overall project.”

Through that vertical integration, from design to civil work, building structure to finishings, Amico can check all those boxes, says Pellitteri. “That’s what truly sets us apart from others—that we add peace of mind and convenience to any general contractor or developer that’s interested in working with us.”

The post Lighter, Stronger, Quicker – A Winning Approach to the Housing Shortage<p class="company">A-LINX Building Technologies</p> appeared first on Business In Focus Magazine.