“Our area of expertise is bulk material handling equipment, so conveyors, apron feeders and belt feeders, and other related equipment,” explains IEM President Chuck Walls. “We design and build spile bar systems which act as isolation gates in mining operations. We also design and manufacture ball handling systems for mining operations and we build rotary de-barkers for forest product manufacturers. We build the biggest rotary de-barkers in the world.”

A spile bar system enhances safety in ore bins and transfer chutes at mines, while ball handling systems are used to store steel grinding balls for mining applications. As their name implies, de-barkers remove bark from logs. IEM has made de-barkers that can process 450 cubic meters of wood per hour or more.

The company’s main markets include mines, oil and gas operations, and forestry/wood handling. Cement and aggregate plants, port infrastructure, and grain handling facilities represent other sectors for which IEM has built products.

Forging a strong team
The business was founded in 1953 under the name Industrial Equipment Company (IECO). Half a century after the launch, John Hards and Joe Wurz purchased the machinery design and manufacturing division of IECO. The new owners changed the name of their acquisition to Industrial Equipment Manufacturing Ltd. and introduced an employee-ownership plan. At present, “maybe 95 percent,” of IEM staff own shares, Walls explains, with ownership of shares limited to employees only.

IEM has roughly 55 employees at present, up from around 50 at this time last year, and about half of these workers belong to the United Steelworkers (USW) union. The company typically hires newly graduated or junior engineers who can be trained in the company’s practices, such as its hands-on approach. “Our engineers can walk into the shop, see what they’ve designed, see how it’s being built,” says Walls. Here, shop floor staff can directly approach the engineers to refine designs or suggest ideas, a collaborative setup that gives IEM a competitive advantage over companies that perform engineering work in one country and manufacturing in another, notes Walls.

IEM is Engineering and Manufacturing ISO 9001:2015 certified and the company’s welding services are certified by the Canadian Welding Bureau (CWB) to CSA W47.1 and CSA W47.2 standards, for steel and aluminum respectively. The IEM Vice President of Manufacturing is tasked with ensuring that quality benchmarks are met, while the company’s welding supervisor, who is certified in non-destructive testing procedures, conducts extensive weld-related tests.

Safety-wise, IEM employs toolbox talks and strict hazard-avoidance procedures, says Walls. Employees also rely on the company’s close-knit spirit to keep them safe. This is “not a big operation,” so everyone knows everyone else, as well as their spouses and children, says Walls. “We believe that the most important aspect of safety in any operation is—and it sounds corny—how much you care about the people you’re working beside. We find that our senior folks are always looking out for our junior people, making sure they’re doing things right, not taking shortcuts,” he continues.

Competing on quality
The company is based out of a 50,000-square-foot facility conveniently located near both Vancouver International Airport and major ports. While many of its clients are Canadian, IEM has sold equipment to companies with operations in Mongolia, Indonesia, and South America as well. It has also done “a little bit in Europe, and the U.S. of course,” adds Walls. “We specialize in mechanical design, while anything structural or electrical, we would subcontract out.”

IEM also stocks a huge number of spare parts, primarily to provide replacements for its own equipment. For example, it designs and manufactures specialized equipment for surface mining operators in Fort McMurray, Alberta, the epicenter of that province’s oilsands industry. Among other items, IEM supplies specialty equipment including plows, belt cleaners, and pulley cleaners. IEM uses a welding robot built to create wear parts that address the challenges of working with bitumen. Spare parts for such gear might be hard to find outside of IEM.

Walls acknowledges that competition within the bulk equipment handling space can be brutal. “We compete against some very, very large companies [including some] that manufacture all over the world, where the wages are much lower and it’s much cheaper to produce equipment… We can compete with them because of the custom engineering facet of our business,” he shares.

For example, “If you want an overland conveyor, to go from A to B, you go to [the competition]. But if you want three or four kilometers of underground conveyor that’s going to be attached to the ceiling of your mineshaft, you will come to us.”

IEM’s longevity also stems from its reputation for making quality products. “We can’t afford to produce sub-par equipment,” says Walls. “Our quality standards are very high, and we provide excellent after-sales service. What we find is, once we get a customer, they keep coming back. We’re not generally the cheapest when it comes to sticker price, but we compete very well on total cost ownership.”

Wins and challenges
Clearly, clients like what IEM has to offer, as the team has taken on a number of major projects over the decades. The company was hired to build conveyors and galleries—the enclosed structures that go around conveying systems to provide protection from the elements—for a company operating in Nunavut, Canada. Construction was done in sections, which were fitted together in IEM’s shop then painstakingly shipped to the client via barge and ice highway, among other methods. “That was a pretty cool project and quite challenging,” recalls Walls.

IEM has also built cable reel structures for storing ship cables for a major maritime company in British Columbia building supply ships for the Canadian navy. IEM has also designed and manufactured massive de-barkers for a forestry business in Michigan and a pulp and paper companies in Alberta and B.C. Company engineers frequently attend mining and other industry trade shows to meet existing and potential customers face-to-face.

Given the nature of IEM’s work, it is no surprise that Walls cites “the cyclical nature of the natural resources business,” as the company’s biggest challenge while, interestingly, tariffs imposed by the White House have benefitted IEM in some ways. The company has taken on some non-American customers that are eager to find suppliers elsewhere. “We just signed a contract with a small company that builds water treatment systems. They were looking for an alternative tank supplier [to their normal U.S. supplier], because they sell both into the U.S. and Canada, and it’s much simpler for them to have [their systems for Canadian customers] built in Canada,” says Walls.

Embracing the future
Going forward, the company is looking into using artificial intelligence (AI) in its operations. Design work is currently performed with 3D design software, and IEM is open to new technology. “We’ve contracted an AI expert to come in this summer and train some of our people,” Walls shares. “They will look at some of our manufacturing processes and our drafting to see if there are some opportunities to improve quality and efficiency.”

As for the business itself, he personally would like to see the company grow over the next five years, perhaps through acquisitions. One plan would be to buy a fabrication firm, then incorporate IEM’s engineering methodologies into the work practises of the new purchase. Vertical integration is another possibility under consideration. “We spend a lot of money on painting, for instance. As the company starts to build some capital, I wouldn’t mind seeing us invest in a paint company or another kind of supplier to us, and running the companies separately, but owned by IEM.”

Given the company ownership model, any decisions regarding the future must be endorsed by an employee-run board. Naturally, the board is averse to risky ventures that might jeopardize the future of the business if things do not go as planned, notes Walls—and he is fine with this, viewing employee-ownership as a strength.

“It’s nice to work for a company where, when we succeed, all the employees succeed with us—not on a figurative level, but on a very real financial level.”

The post A Reputation for Quality Products and Custom Work<p class="company">Industrial Equipment Manufacturing (IEM)</p> appeared first on Business In Focus Magazine.

Incorporated as an industry town in the 1950s—the first community without residents to do so in the province—Kitimat continues to leverage its resources and its relationships to push the economy forward and preserve the enviable way of life it affords—a way of life that is due in large part to industry partners.

As Mayor Philip Germuth explains, “Kitimat is a very industry-friendly community when things are done properly,” and the investments that have taken place in the community are evidence of that.

Industry first
As an industry town, Kitimat, British Columbia had an interesting start.

The community was founded when the Aluminum Company of Canada (Alcan, now Rio Tinto BC Works) identified the area for what was a massive engineering undertaking at the time. The Alcan Project ran from 1951 to 1954. Through the construction of the Kemano hydroelectric dam, a 16-kilometre-long tunnel, a deep-sea terminal, an aluminum smelter, and the surrounding community, Kitimat came to be.

Considered the most expensive private project in Canadian history at the time, this was an intentional effort for industry and community to thrive alongside one another. Alcan brought renowned city planner Clarence Stein out of retirement to execute a vision for a planned garden city that existed separately from industry. Stein looked at prevailing wind patterns to isolate the community from the impacts of industry and found a way to design a community that is well connected, aesthetically pleasing, and could support the needs of the individuals and families that keep industry functioning.

Boom and bust
At its peak in the 1970s and 1980s, Kitimat had grown to a population of 13,000 people, but not unlike the rest of the world, the global financial crisis took its toll, and the market became incredibly challenging. For instance, Methanex, which established its ammonia and methane operations in the 1980s, sadly closed in 2005, while Eurocan Pulp and Paper Co., which had operated in the community for 40 years, closed in 2010, taking with it hundreds of jobs and leaving industrial lands sitting idle.

Industry boom and bust cycles are never easy to weather, but luckily for Kitimat, the hard times were short lived thanks to new investment partners who ushered in a new wave of growth and opportunity.

“Since the final investment decision by LNG Canada in 2018, the community has seen significant population growth,” notes Walsham Tenshak, Director of Economic Development and Communications for the District of Kitimat, who referred to this growth as “astounding.”

Over the last five years, Kitimat has experienced a nearly 20 percent increase in population, going from around 8,500 in 2020 to 10,000 people today, according to BC Stats. As such, Tenshak notes, “Council has had to work with industry to look at how we can expand the services that we provide to care for more people as they come to the community, and industry partners have been excellent corporate citizens.”

Indeed, there have been several milestone moments in Kitimat’s history that have altered the trajectory of the community. Rio Tinto’s acquisition of Alcan in 2007 was one of them. The Rio Tinto Alcan acquisition breathed new life into the community, not only through a major investment to modernize the smelter, but through other investments in infrastructure that support the community.

“In 2015, they completed a multi-billion-dollar investment in a modernized smelter, which now has us producing the greenest aluminum anywhere in North America,” explains Mayor Germuth. He tells us that another key move came from LNG Canada in establishing Kitimat as a global natural gas export hub.

Having recently completed its hundredth shipment, LNG Canada is now considering proceeding with Phase Two of the project, a $33 billion CAD expansion of its export facility which will double production from 14 to 28 million tonnes of LNG (liquefied natural gas) annually.

Mayor Germuth also highlights the value and impact of the Cedar LNG project, which showcases the unique nature of partnership and collaboration between industry and the community.

Cedar LNG is valued at around $4 billion USD and is not only regarded for the magnitude of its investment but also the fact that it is the world’s first Indigenous majority-owned LNG facility, developed in partnership between the Haisla and Pembina Pipeline Corporation. Designed to operate using renewable energy from BC Hydro and to connect to the Coastal GasLink pipeline and local power grids, construction activities commenced in 2024 with completion expected in 2028, when it expects to deliver its first shipments of low-carbon LNG overseas to the Asian market.

As many communities know, investment breeds investment—and that is certainly the case in Kitimat. As Mayor Germuth notes, “The investment by Rio Tinto into modernizing the smelter plus the LNG Canada and Cedar LNG projects have given a lot of other people the courage to reinvest in their properties,” which is leading to a new wave of revitalization including new residential developments as well as retail, hospitality, and commercial investments.

Maximizing industry’s impact
The high wage opportunities in Kitimat not only afford an exceptional quality of life; they also enable a higher rate of entrepreneurship, as families have the economic freedom to pursue their interests with efforts that have the full support of the community behind them.

For those who take the chance, organizations like the Kitimat Chamber of Commerce and programs like Business Bootcamps and Entrepalooza, as well as industry programs like the LNG Business Growth Fund, are there to make the leap into business ownership a success.

In fact, industry is behind a lot of the growth and success taking place in Kitimat, with the Haisla Bridge project serving as a perfect example. Built in 1954, this critical infrastructure was in dire need of replacement. “That’s the main bridge that connects the community to the industrial area and it’s the only way to get to the industrial area,” explains Mayor Germuth. “LNG Canada was able to lobby the government to have them take care of the whole thing for us, so we were very thankful.”

Completed through a joint partnership, the Ledcor-Haisla Limited Partnership, the bridge was opened in 2023 and not only showcases the connectivity between industry and the community but also pays tribute to Haisla through traditional art, serving as a physical reminder that industry in Kitimat is strong, but community is stronger.

To be sure, companies like LNG Canada find countless ways to give back to the community in a very big way. The company committed more than one million dollars in funding to support the Kitimat General Hospital Foundation and the Kitimat General Hospital to purchase a computed tomography (CT) scanner as well as an electrocardiogram (ECG) machine, which improve patient outcomes locally and contribute to physician attraction and retention efforts.

The company also supported the community’s Dementia Home Project currently underway, and the construction of a kayak launch at Minette Bay West Park that gave the community its first saltwater access point, which is attractive to residents and visitors alike. “Rio Tinto donated the land in the bay in 2014 and then LNG Canada gave us money to develop it,” explains Mayor Germuth.

Being a safe community with abundant services, recreational opportunities, and amenities, a good school system, and a strong economy make Kitimat an attractive community to call home, but also make for an attractive place to visit, which is evident in the latest tourism figures.

“Tourism in our region grew by about 35 percent last year, and we’re welcoming more visitors than ever through our doors. What’s really interesting is that many of them are just as eager to learn about Kitimat’s industry as they are to experience our natural attractions,” explains Laurel D’Andrea, Executive Director of the Kitimat Chamber of Commerce.

Supporting the movement of goods, people, and opportunities
Access, proximity, and connectivity are other key parts of the overall value proposition offered by the District of Kitimat. With water, highway, and air infrastructure, from Kitimat, you can get anywhere! “We like to say that we are the very start of the highway, so you literally start here and can go everywhere,” says Tenshak of this connectivity. “We have great road networks, the province and the district invest heavily in ensuring that people stay connected, and we have an airport that’s just 30 minutes away,” she says. “You get to have the world as your oyster.”

This is what happens when a community is intentionally designed and thoughtfully developed: it is rewarded with continued growth and development and an unmatched quality of life, something that would not be possible without partnership.

“There’s lots of opportunity here, and again, you have a community that wants to work with industry,” Mayor Germuth says of a commitment that has long served the community and will continue to do so for decades to come.

The goal at its core, he notes, is to make Kitimat “a balanced, desirable community that people want to call home and where they can pursue their opportunities,” a place where everyone is welcome and where individuals and businesses thrive.

The post Built for Business, Designed with Intention<p class="company">District of Kitimat, British Columbia</p> appeared first on Business In Focus Magazine.

Pucci, before becoming Lands & Economic Development Manager at the City of Terrace, built a reputation for strategic engagement in business development. A skilled and passionate negotiator, his résumé includes work with government and Indigenous partners, serving as CEO of Prince Rupert International Airport, and working at Prince Rupert’s Port, Canada’s fastest-growing container terminal. His current role is generating municipal revenue and acquiring and developing municipal lands for the City of Terrace.

A prime location
“We are the Fort McMurray of the 1990s,” says Pucci, referring to the Albertan city which became legendary for its powerful petroleum sector. To Michael Pucci, and many others, the City of Terrace is similarly on the brink of overwhelming success, for a variety of reasons. The city’s population of just 13,000 is small, but its economic and service draw is closer to 40,000. The business, investment, and growth potential of the area is enormous.

When discussing Terrace, a word frequently used is “hub.” The city is easily accessible by the Skeena River and multiple highways (16, 113, and 37) and is just 144 km east of Prince Rupert. Terrace is also linked to passenger rail, bus service, the CN mainline—the only rail line in northern British Columbia—and the Northwest Regional Airport Terrace-Kitimat. Annually, the CN rail line moves about $65 billion worth of Canadian economic value to and from the Port of Prince Rupert through the City of Terrace.

Northern BC is sparsely populated, with about 100,000 residents in a 1,000 km range from Prince Rupert to Prince George. However, Terrace lies along the Trans-Canada corridor, making it a centre for shopping, healthcare, financial services, and other amenities that many similar communities lack. People drive hundreds of kilometres to visit Terrace. In 2024, a study showed that 1,000 regional inhabitants visit the city in any given week, year-round, because of its hub status.

“Tourism accounts for about $84 to $86 million worth of our economy,” says Pucci, “and that includes local tourists who come to see their doctor or optometrist, or go to the grocery store, those kinds of things.” Every year, millions of additional dollars flow into the city thanks to its year-round tourism market. In summer, many are drawn by ocean fishing, boating, and fly-fishing for trout and salmon. In winter, with some of the deepest snowpacks in Canada, they flock to Terrace for skiing and heli-skiing.

Despite its many attractions, the City of Terrace knows success doesn’t happen overnight, and understands that local government must also make an effort at every level. Pucci and his team have exchanged views with Prime Minister Mark Carney three times in the past few months concerning development initiatives. And despite comparisons of Terrace’s emergence with that of Fort McMurray in the 1990s, Pucci understands the importance of proceeding strategically.

“We know from lessons learned where we need to jump over the puddle instead of walking through, and we may need help doing that,” he says. “But we have that type of opportunity here that’s outside of our taxable jurisdiction to the same level of federal economic mover and shaker in a small town. And again, 15 or 20 years from now, we will hopefully have done it better.” He notes that in the ’90s, owing to the oil industry, Fort McMurray’s high local wages also created inflated prices for everything from housing to groceries, and he says measures need to be put in place to ensure this doesn’t happen in Terrace.

Welcoming diverse industries
Many years ago, people and goods such as logs were transported along the Skeena River. In time, this led to the development of railways, roads, and a strong forestry industry. And then, to meet the needs of forestry companies, Terrace transformed itself into a service hub as truck-servicing facilities and heavy industrial groups, like Caterpillar, established themselves in the area. Every day, about 200 Class A forestry trucks roll through.

In the past few years, intent on not focusing too narrowly, Terrace has modernized, invested, and expanded wherever opportunities arise, and sees a future serving multiple industries. Truck drivers need places to sleep and eat, prompting investment in new hotels. And while the forestry industry is growing and evolving, Pucci says Terrace is well-suited to helping related businesses expand locally. Wood mills need forklifts to move product, and manufacturers to make forklifts.

“There are many different industries, but the idea is to look at the core things we do well and ask, ‘How do we participate in those industries?’” he says. “That’s an important reason why we’re able to create and maintain our hub status.”

Together with forestry, the City of Terrace is promoting itself to the mining industry. After Northern Ontario, Northern BC is the hottest mining hub in North America. One of the world’s largest gold deposits was uncovered nearby, and 60 percent of BC’s critical minerals are found within a few hours of Terrace. Some mines are at the permitting stage, while others are in operation, and as these mines develop, they will need more equipment and local labour.

“It’s very top-of-mind right now, and the federal government has highlighted that area as a key revenue source for the Canadian economy,” Pucci shares. “That is beyond the fact that it means a lot to the local economy, because mineral extraction provides a lot of royalties to the federal government. It’s an important component.”

One mine in BC’s Golden Triangle, Red Chris, is on Canada’s Major Projects Office list, and Terrace is well-equipped to meet the logistical needs of this mine site and many others across BC. These sites, along with other major energy projects such as wind, oil, gas, and ports, are estimated to bring $230 billion in affordability, security, and diversification.

Indeed, Northern British Columbia is known as the powerhouse of the province’s mining industry, and it is projected that the construction of 24 mines in the area could realize $69 billion in economic activity for British Columbians from gold, copper, silver, zinc, and other minerals. More mines, of course, mean greater opportunities for related businesses, like depots to serve trucks, commercial vehicle inspection stations, food services, and accommodation.

“We might not see Caterpillar making new diggers here, but will they have a service shop?” asks Pucci. “It makes a lot of sense to have some sort of service depot or affiliation. Will they need certain styles of flatbed trucks to move equipment in the area? One hundred percent.”

Industrial opportunities
When he became Lands & Economic Development Manager, Michael Pucci was intrigued by one of Terrace’s key assets, the Skeena Industrial Development Park (SIDP). The park is remarkable for many reasons, including its size. With over 1,200 acres of continuous greenfield industrial-zoned land, SIDP is larger than Vancouver’s 1,000-acre Stanley Park.

Representing a joint venture and revenue-sharing partnership with Kitselas First Nation, SIDP is ideal for operations large and small. It is close to the Port of Prince Rupert, which is Canada’s third-largest container terminal and the home of the nation’s newest liquefied petroleum gas (LPG) terminal.

“The involvement of First Nations in British Columbia’s economic development, and where that’s going, is something that large and global companies don’t have the strongest understanding of,” says Pucci. “And so, this is a fantastic way to put industry at comfort; that there’s a way to positively engage, as well as contribute to the overall benefit of our region.”

On the highway and adjacent to the Northwest Regional Airport, SIDP is accessible to every part of British Columbia. And with both the transmission and distribution of natural gas and electricity, it has all the base assets for petroleum, manufacturing, logistics, and transportation businesses. Just 10 minutes from nearby communities, it’s conveniently placed. “It is the future of Terrace,” says Pucci, “and it doesn’t have that urbanization concern.”

The Skeena Industrial Development Park may be the clearest expression yet of Terrace’s ambitions. With its scale, strategic location, infrastructure, and partnership with Kitselas First Nation, it offers the city an opportunity to attract investment while building on the strengths that have made Terrace a regional hub. More importantly, it reflects a broader vision that is not dependent on any single industry or project.

For Pucci and the City of Terrace, the goal is not simply to capitalize on a moment of economic momentum, but to build an economy capable of sustaining that momentum for decades to come. Forestry, mining, energy, transportation, tourism, manufacturing, and logistics all present opportunities, but the real advantage lies in the connections between them—and in the businesses and services that emerge around them. By identifying what Terrace does well and positioning itself to support a diverse range of industries, the city is working to turn its geographic and infrastructural advantages into lasting economic value.

That approach also means learning from the experiences of other resource-driven communities. Terrace has an opportunity to welcome major investment without losing sight of affordability, livability, Indigenous partnership, or the needs of the residents and businesses that already call the region home. The ambition is considerable, but so is the opportunity: to grow strategically rather than simply quickly. Terrace has the chance to chart its own course—one that embraces its role as a northern hub, welcomes diverse industries, and creates prosperity that extends well beyond any single boom.

The post The Hub of British Columbia<p class="company">City of Terrace, British Columbia </p> appeared first on Business In Focus Magazine.

The county’s big picture growth strategy is achieved in various ways. In its efforts to draw and retain private investment, the Wells County Economic Development Corporation (WCEDC) focuses on continuous infrastructure improvements while actively reaching out to prospective new arrivals who are handsomely incentivized to establish themselves here. The cumulative outcome of the corporation’s economic development efforts has been a significant improvement in local utility supply, transportation infrastructure, and broadband connectivity.

With shovel-ready sites, Wells County’s location, infrastructure, and access to major transportation veins all contribute to its appeal as a future-forward location with the means and business savvy needed for further development.

Where business booms
Home to around 10,000 people, its county seat, the City of Bluffton, was once a gas boom town and one of the first to have paved roads, leading it to become known as “The Parlor City” for being “as clean as a parlor” during a time when most streets were commonly either dusty or muddy. Wells County’s other fast-growing towns include Ossian and Markle, amongst others. And while its communities are expanding at an impressive rate, the county really takes care of prospective businesses looking to relocate here by providing state-based, dollar-for-dollar cashback credits and a county-based relocation cost abatement and workforce assistance, plus low equipment investment taxation.

As a result, Bluffton, Ossian, and Markle have seen impressive changes over the past few years. Poised for the significant growth of its industrial park, workforce, and wages, the town of Ossian is proud of two new housing developments that are underway as a result of a powerful regional economic upsurge.

Moreover, the state’s fastest-growing town, Markle, is known for its beauty and higher wages. Markle also happens to be divided by the borderline of the counties of Wells and Huntington. The happy outcome is that, with fabricators relocating from Illinois and Michigan, much of Allen County’s growth is positively impacting Wells County.

In response to this economic boom, Wells County’s housing sector is also expanding. In particular, its section of Markle is experiencing high housing demand. With Wells County offering low taxes, a lower cost of living, and quality schools and amenities, the town of Markle has responded to the demand with a considerable housing development, of which phase one is already fully occupied. It is now moving into phase two of the project.

If you build it, they will come
In its early days, Wells County was under the management of Allen County before establishing itself as an independent entity in the late 1830s. While the town of Zanesville now also spans both counties, the friendly neighbors regularly join forces on regional advocacy and infrastructure.

Now, following the implementation of numerous well-executed strategies to develop its many sectors and overall infrastructure, leaders in logistics, agribusiness, and advanced manufacturing find Wells County an ideal location for their facilities. To accommodate growing demand from industry, Bluffton Industrial Park is working on a new 100-megawatt electrical capacity that will be rolled out in 2028 alongside its existing 249 acres of available land.

The county has also invested $16 million in its water supply and other infrastructure, with a specific focus on improving food production capacity. Ossian’s industrial park has had significant drainage improvements to improve the quality of its shovel-ready sites within five miles of local railway access, and the town also has large-scale electricity and natural gas infrastructure in place.

Of course, it helps that the local workforce has a longstanding reputation for being particularly industrious. Public statistics show just under 20,000 resident workers, of whom just under 15,000 live and work in the county, with nearly 2,700 commuters entering the county daily from elsewhere, actively contributing to the local economy.

As a result, forward-thinking businesses choose Wells County for its capable workforce, integrated and proactive leadership models, competitive overhead costs, and quality of infrastructure. Wells County is also superbly accessible. Situated right on Interstate 69, and connected to U.S. Highways SR1 and 224, the county has direct routes to all corners of the United States, within a day’s truck drive of around half the American population.

It also has international access to important ports on the Great Lakes at Indiana-Burns Harbor; in Toledo, around two hours away; and in Detroit, roughly three hours away. Its dependable rail service offers national connectivity, and Wayne County Airport, Detroit Metropolitan, Indianapolis International Airport, and Fort Wayne International Airport are all within a three-hour drive.

Amenities for all
Committed to creating quality of place, Mayor Scott Mentzer is leading with the idea that for communities to remain healthy, they must have access to what he calls good, safe, and affordable “third places”—places beyond work environments and home—where people gather and meet. “I think we’ve become isolated. And I’m trying to create momentum about breaking down that isolation and having people gather again, connect again, and create connectivity,” Mayor Mentzer says.

“The quality of our public places signals what we believe we deserve,” he adds. Based on this maxim, the county is continuously recreating itself in ways that make people want to stay.

One such new landmark amenity is the Wells County Community Aquatic Park in Bluffton. As a county-wide effort, the park was funded by a number of visionary stakeholders and designed to be accessible to all demographics, with a design that is modern, fun, and packed with activities. The best part is that it is unbelievably popular, with attendance in the first weeks surpassing the previous year’s visitors’ volumes of its original 51-year-old swimming pool by 40 percent. This year to date, it has gifted 3,600 tickets sponsored by generous business owners to local residents.

The generous people of Wells County also ensure that every child has access to all its wonderful amenities and extra-curricular opportunities. The Wells County Foundation assists families in covering the costs of children’s participation in sport, the arts, and school activities, while other organizations with similar missions include Women in Leadership, The Women of Light, and the Wells County Chamber of Commerce.

Furthermore, the economic development team also endeavors to provide the local workforce with quality job opportunities. These efforts include preempting investors’ workforce needs and curating and developing local talent through workforce training and related partnerships in ways that complement prevailing industries.

Diversifying the economy
In the process, the team is looking to further expand the county’s economic prospects by diversifying its industrial profile. By focusing on providing suitable sites with high-volume water and power supply and other business resources, it aims to draw more companies serving the defense, agricultural technology, and aerospace industries.

“With our collaboration with local governments and utility partners, we have improved transportation, utility, broadband, and shovel-ready sites to keep supporting our growth,” says Jessica Beste, Director of Economic Development.

As a historically agricultural region, a considerable part of Wells County’s existing gross domestic product is derived from crops like wheat and soybeans and their subsequent food processing facilities and value-added agricultural products and services.

Thanks to its expansive technical education offerings, strong logistics and storage industries, and accessibility, alongside generational fabrication expertise, advanced manufacturing, precision machining, and cleanroom facilities, medical fabrication has also found a comfortable home here. From automotive OEMs and metal and plastic fabrication to wood and food production, Wells County is known for innovation and a proud tradition of craftsmanship.

Building the future
As the region continues growing, expediting housing development and redevelopment is a priority, as is providing affordable childcare in order to maintain its workforce as a family-oriented region. To this end, two three-year aid pilot programs assist families with childcare bills from state-registered providers. On the trishare plan, one-third of the cost is settled from regional Northeast Indiana funds, while employers cover one-third and employees another. On the coshare plan, higher-income employees equally divide the cost of childcare with their employers.

In the county’s bid to provide sufficient, quality affordable housing, the WCEDC collaborates with multiple stakeholders on work that dovetails with establishing its Skilled Workforce Pipeline. As part of this initiative, students from the school districts of Bluffton-Harrison, Southern Wells Community Schools, and Norwell Community Schools all receive a K-12 education informed by local business requirements to ensure that they develop the necessary academic and technical acumen they need before choosing from a selection of post-secondary institutions where they can further their studies.

“While industries evolve and markets change, one thing that has remained constant in Wells County is our culture of people who believe in building for the next generation. That commitment to innovation, stewardship, and community is what continues to make Wells County a place where businesses don’t just locate to, but they put down roots and grow. Wells County Economic Development (WCEDC) is proud of that,” says Beste.

As part of the development of adult learners and young students alike, the corporation has built alliances with local trade schools and colleges and the towns of Southern Wells, Norwell, and Bluffton Harrison, alongside Area 18 Career & Technical Education (CTE), which has proven tremendously successful over the past half-decade. The greater education system also accommodates employer engagement through curated training, apprenticeships, internships, and other means.

As Indiana’s biggest, this local CTE cooperative provides students with current, industry-relevant training and experience. High standards are maintained by interest groups engaging directly with industry and collecting relevant information, which is then processed and applied in coursework to ensure that student education remains relevant and in stride with the times.

A separate exploratory group gathers all manufacturers in Wells County to identify areas for improvement in employee education, and the CTE cooperative responds with relevant training for students and employees. This is followed by on-site, hands-on skills training in local manufacturing facilities.

The organization also gives students from eight high schools across Wells, Blackford, Jay, and Adams counties the opportunity to earn dual college credit and industry certifications toward their qualifications. There were 6,007 students enrolled in the program for the 2025-26 school year, with areas of study including Public Safety, Business, Agriculture, Health Sciences, Information Technology, Automotive Technology, Construction Trades, Precision Machining, Welding, and Advanced Manufacturing.

Beyond its school districts, Wells County benefits from Northeast Indiana’s wide choice of post-secondary institutions. These include Ivy Tech Community College, Indiana University Fort Wayne, Purdue University Fort Wayne, Indiana Wesleyan University, Huntington University, Manchester University, Indiana Tech, Trine University, and the University of Saint Francis. Considering the vast selection of study fields these schools collectively offer, Wells County residents enjoy incredibly high standards of education, especially for a rural community.

The WCEDC has partnered with Adams Wells Manufacturing Alliance (AWMA) to conduct convocation days, career exploration, and readiness with the area’s schools. WCEDC also hosts influencer tours and manufacturing day tours, and collaborates with AREA 18 to provide career readiness and internships, while the local Chamber of Commerce hosts career expos.

Northeast Indiana is not all about work, however. It also invests generously in the development of the arts, as proven recently when a combined $65 million in READI 2.0 Arts and Culture grants were awarded to nearly 50 statewide projects from Lilly Endowment funds. Sources claim that these projects are forecasted to earn the local arts economy just under $370 million. Northeast Indiana received just short of $11 million of the overall grant for six projects, one of which, the Parlor City Digital Projection, was initiated in the city of Bluffton. A permanent digital installation used as a regional arts and mapping tool is being projected onto the front of one of its oldest buildings. The project received $354,062 from the READI Award and cost around $478,000.

The WCEDC is clear regarding its vision for the future, and with so many incredible partners on board, the path ahead looks promising. As Beste says, “Wells County Economic Development Corporation believes economic development is about creating a future worth investing in. We are committed to supporting responsible growth, expanding opportunities, strengthening our workforce, and building communities where businesses succeed, families thrive, and future generations choose to stay, return, and invest.”

The post Rooted in Community, Driven by Progress<p class="company">Wells County Economic Development</p> appeared first on Business In Focus Magazine.

In his book, Hightower discusses the countless lessons he learned from his parents while working for their janitorial company—navigating racial barriers, financial hurdles, and underscoring the importance of keeping your word to employees, industry partners, and customers. “There are a lot of people who want to be in business but don’t really know how, and don’t think that it’s possible,” he shares. “Having been in business my entire life, I just thought that, at my age, I need to leave something behind.”

Prior to building his petroleum business from scratch, Hightower worked at his mother and father’s business, Hightower’s Janitorial Service, in the Middletown, Ohio area. Before he even entered his teens, Steve Hightower showed up at work early on as a child with his Mother and Father, cleaning offices and commercial and residential properties. By the time he was 16, he was a crew leader with adults working under him. Ambitious and with an eye on the future, the young entrepreneur grew the family janitorial business from Middletown to Dayton, Cincinnati, and then statewide. “I was that generation who took a baseline family business and developed it into something more,” he says.

From fundamentals to finance
Watching his parents closely—and accustomed to hard work as a youngster—Hightower was a fast learner. Even today, he believes you need to create a solid foundation to be successful, no matter the enterprise. “Business is basic; you have to understand finance, pay your bills, and know how to invoice,” he states. “And whatever product or service you are offering, that has to be delivered, and delivered on time. Get a product that a company has to have to execute, versus a product that people may want to have—product that is moving every day even while you sleep.” He cites the supply chains of paint (“without resin, there is no paint”), gasoline (“without crude oil, refineries would shut down”), and consumer goods (“you can’t ship or sell without packaging) as examples. Critically, Hightower says, “Trust is built, not assumed! People have to know that they can trust you, and it always helps if they like you.”

Taking on more responsibility managing others, Hightower grew the janitorial business and connected with big players. This included selling industrial materials to the Ford Motor Company in Sharonville. He took advantage of a statewide program, HB: 584, which afforded companies owned by persons of African American, Hispanic, Native American, and Asian descent the ability to bid on certain contracts in Ohio. Other opportunities presented themselves, and Hightower pursued more procurement contracts. This included a huge opportunity when Landmark Supply Co LTD, wholly owned by Steve, bid a fuel contract which energy giant BP had held for 32 years.

Hightower knew how to find a supplier. “If you have an opportunity big enough, you can find a supplier for it, as long as he knows he can be paid,” he says. His first fuel contract was for the entire State of Ohio in 1982, and to this day, Hightower credits the late Don Lykins of Lykins Oil, who quoted him as his supplier, providing product and a credit instrument that secured the sale to the state of Ohio.

The contract revealed Hightower’s confidence. “I did not know anything about petroleum. I did not come from the industry, I did not work for a petroleum company,” he says. “And at that particular time, he remembers saying to his people—even though it was only two or three people at the time—‘Whatever our part, we need to do that well.’ “Thus the beginning of learning the business.

Thanks to Lykins, Hightower learned about a credit instrument that allowed the company to gain credit by utilizing a “lockbox.” This, he says, was the key to his ability to grow in the business, because he could secure funding to his suppliers by having customers send checks to the bank’s lockbox; once the check arrived, the bank was instructed to send the money to the supplier, i.e. Lykins, initially under the name of Landmark supply Co LTD.

“The bank had no liability, because they only had instructions to transfer the dollars to my supplier,” he says. “I could not get a bank loan for petroleum. None of the local banks would trust me to be in the oil business. To them I was just a janitor… I was told by a diversity professional of a construction company in Cincinnati to stay in my lane. How I was able to get to doing hundreds of thousands of dollars in business was through the use of the lockbox.”

Hightowers Petroleum continued to grow, and the business reached $235 million after many years, before HPC got its first commercial bank loan. “No one believed that I should be in the petroleum business, but you learn how to manage with what you have. You’ve got to be creative, and you’ve got to deliver, and most importantly you have to have the courage to succeed. We were able to deliver, and that’s how I really got started.”

The evolution of energy
Following the initial contract years later with the State of Ohio, the company was called to Cleveland and won an opportunity to haul jet fuel to Government locations BP was fulfilling. “They selected us to become a ‘Contract Carrier’ for BP after they supported and help secured our PUCO (Public Utilities Commission of Ohio) status, which allowed the company to transport jet fuel to various government entities within the state for BP.” It was at that point that Steve incorporated “Hightowers Petroleum Company” in 1984 and had the credentials to officially be in the fuel industry.

Today, Hightowers Petroleum remains a leader in energy solutions. A safe, environmentally responsible wholesale fuel supplier, the company’s reputation is unparalleled, with a 99.9 percent on-time delivery rate. The company’s Focused Energy Model is unique and “designed to minimize energy spend, maximize energy efficiencies, and optimize your company’s success by having a trusted single source manage all of your energy requirements.”

Establishing its reputation as a trusted supplier of traditional fuels in the downstream such as gasoline and diesel fuels, today the company is moving upstream to include crude oil, liquefied natural gas (LNG), and supplemental products such as diesel exhaust fuel (DEF), additives, and lubricants. Hightowers Petroleum keeps investing in the future of energy. Our “HPC Mastercard® Fleet Card” is nationwide serving every state in the USA with discounts at the pump for our commercial customers, both fleet and Class A vehicles,” says Hightower. “Additionally, we follow our customers and provide alternative fuels which include renewable diesel and hydrogen for fleets produced on site; emerging technologies such as nano nuclear reactors; small-scale reactors; carbon credits; and electric vehicle (EV) charging station infrastructure,” he says.

“EV is a Johnny-come-lately,” says Hightower. It is a piece of the company’s automotive business, which includes General Motors, Volvo, Nissan, and Mack Trucks. “When your automotive customers are moving toward EV and electric, you don’t want to be the last horse and buggy on the street, so you get ahead of the game. That’s why we went toward EV.”

The company’s construction arm, Hightower EV Solutions, is growing in response. Currently, there are 15 or 16 major turnkey EV installations going on across the country, from California to New York to Miami. This work comprises installing EV charging stations, infrastructure, charging stations, and electrical upgrades. “That’s where we’ve done very well with Hightower EV Solutions, and it is growing quite rapidly,” says Hightower. The company also owns the software for many EV stations and provides 24/7 maintenance service to customers.

Navigating change
Even with the current global uncertainty surrounding petroleum because of the closures at the Strait of Hormuz, business remains solid. “The good thing about this industry is whether its crude oil, gasoline, or diesel, they need to have it,” says Hightower. “Price might be a factor, but you’ve got to pay it anyway, because you need it for your refineries. Refineries can’t shut down.” The price of freight has gone up from $2 to $12, and the product has increased from $45 to $50 dollars a barrel to $100 to $110. “Instability has its challenges, however it also has its opportunities. It’s time to lean in, not put your head down, but to ‘step up.’” Hightower is moving full force in the upstream opportunities created that were not available prior to this disruption.

While this has caused plenty of conflict and confusion in the petroleum industry, it has also created opportunities. “We look at it from an opportunity standpoint, and basically just lean into the situation and continue the route we were on, namely maintaining and managing our downstream customers on a daily basis.” With a presence in every state in the continental U.S., Hightowers Petroleum is also entering Puerto Rico and Hawaii. To achieve this in the downstream, Hightower and his team are buying product throughout the United States and managing the supply chain of carriers that carry product to almost every major city in the U.S.

“We’ve been able to do that one customer at a time,” he says. “We have hundreds of customers now, 99 percent private sector.” His philosophy is, “If you take care of your customers, your customers will take care of you. When times get hard, companies are still looking for people who will answer the phone, show up, and do what they say they’re going to do! And that’s been our success model.”

For years, Hightowers Petroleum has maintained a philosophy of going deep, not wide. The company started with fuels like gasoline and diesel long before adding EVs. Other factors behind the company’s success include MasterCard fleet cards and offering discounts to private companies with large fleets throughout the U.S. using Hightowers products and services.

Building the business on wholesale downstream fuels, Hightower says upstream, like crude oil and LNG, is totally different. A load of gasoline or diesel fuel of about 9,000 gallons going down the road is approximately $30,000 to $35,000; a load of crude oil, about one million barrels per shipment, amounts to some $85 to $100 million per shipment. “$30,000 versus $100 million? That’s a big leap for a little guy,” says Hightower, who brought in experts specializing in trading crude and upstream over the past three years. Owing to this, the company now has customers in Europe, the United Arab Emirates, and Africa.

“That’s because I continue to work in our vertical, but in a different portion within the vertical of petroleum products, and that’s where we stand today,” Hightower explains. “We are taking advantage of opportunities being posed by all of the confusion that’s going on, because we’ve got relationships with China. With our Chinese partners, we can go through the Strait of Hormuz.” And with Europe being short on crude oil, customers are looking for safe places to purchase product, and the U.S. is considered one of those safer places, as opposed to Mexico, Central and South America, or certain countries in Africa. Customers are extremely comfortable purchasing petroleum from Hightowers Petroleum.

“When you have a disruption, that, again, is opportunity. Fortunately, we worked for three years building a foundation upstream, and the environment became what it is. There is a shortage and a need, and Hightowers was well-positioned after 44 years in the petroleum industry, and able to get partners from Europe and the UAE and here in the USA. One criterion for exporting fuel or crude from the U.S. is, there needs to be a base in the U.S. Hightowers Petroleum has become that partnering business in the U.S. for about four different major corporations and has been able to execute in the market despite shortages. “The advantages we put in place allowed us to be prepared, so this was not a disaster for us. It was an opportunity, and an opportunity to succeed.”

Continuing on its path, Hightowers Petroleum recently formed a partnership with multinational giant Shell with its MasterCard fleet card. Offering some of the deepest discounts in the country, Shell took notice and partnered with Hightowers. When the fleet card was released in 1985, it was a loss leader; today, it is a very profitable part of the business.

A foundation for the future
Years after founding the business, Steve Hightower says much of his success comes down to drive, respect for customers and employees, and treating people right. “This is an industry of reputation,” he says. “It takes a lifetime to build a reputation, and it takes 15 seconds to lose it. The difference is, I grew this company from scratch without basically any money, no outside investors, and no big loans available to me. Today, I am still a 100 percent owner of a C-Corp—typically, most companies today have either sold off, sold to someone else, and are not around. Longevity comes from being honest with people.”

Hightowers Petroleum’s reputation is the result of hard work, dedication, professionalism, and on-time delivery. These attributes, and others, have seen the company recognized for its work. A couple of the most recent was the Better Business Bureau Torch Award for Southwest Ohio and the “Sustainability Award” from Honda NA. competing against all of their vendors in 2026. Although this is a validation, Hightower says the company’s work in the community is just as important. Along with being active on many boards, the company also adopts classrooms and sixth graders with a program that exposes schoolchildren to the petroleum industry within classroom education and small exercises, along with field trips to learn about the oil and gas industry.

For years, Steve Hightower has championed public speaking and still carries his love of high school debate to this day. This includes taking local kids from Middletown to the Ohio Statehouse in Columbus, Ohio for Youth and Government mock legislation. These are the real reasons he wrote FUELING. “They compete against other schools from across the country,” he says. “When people ask, ‘Why did you write a book?’ it’s because those kids are our next generation. I have to leave my knowledge for somebody, because none of us are going to be here forever.’” In Hightowers Petroleum, he is building a legacy to last.

The post Fueling Success<p class="company">Hightowers Petroleum</p> appeared first on Business In Focus Magazine.

For business leaders, workforce partners, site selectors, entrepreneurs, and even prospective residents on the lookout for an economically progressive county, Boone County’s economic vitality has established they are here for the long haul. Recognized as Indiana’s County of the Year in 2023, its location on Interstate 65 places Boone County within 30 minutes of Indianapolis International Airport and within a day’s drive of around half of the United States population.

Boone County has strong corridor access to Interstates I-65 and I-74 as well as the ability to connect rail systems from business parks. This positioning makes transportation to and from the county just one of its many pluses for existing and prospective business partners. With significant investment in internal roads and utilities, the county’s infrastructure is becoming more modern, efficient, and able to handle the growth. Such investments further secure prospects for its well-established advanced manufacturing industry. Internationally recognized names in life sciences, such as Eli Lilly and Company, have found a home in Boone County. Eli Lilly’s investment totals nearly 18 billion dollars, one of the largest capital investments in Indiana’s history.

The area is also known for large distribution facilities, including those of international equipment giant Caterpillar and NewCold, a well-known cold storage provider. Having firmly established their presence through initial investments, both companies have now chosen to expand their footprint. In the process, Caterpillar recently established a new advanced manufacturing facility in Lebanon. Business retention and expansion is an area Boone EDC understands is of great importance when it comes to creating long lasting growth for the county.

Strategically located at the center of the state, more than half of this 108,500-hectare county remains agricultural land. Recent decades have brought strong growth and a long-term vision to create prosperity for all its communities, and as a result, the population of Boone County grew by over 70 percent to around 80,000 residents over the past 27 years, making it the second-fastest-growing county in the state of Indiana. Awash with young professionals, more than half of their over-25s hold bachelor’s degrees, rating their education status amongst Indiana’s top two counties.

One of the county’s most successful economic drivers at present is the Limitless Exploration Advanced Pace District, commonly referred to as LEAP. This powerful development is considered the United States’ largest innovation district to date. “LEAP is also a reflection of the strong partnerships that we have with our municipal partners, with the city of Lebanon and Boone County government, as well as the Indiana Economic Development Corporation (IEDC),” says Andrea Kern, CEO of Boone EDC.

LEAP investments have brought a significant boost to Boone County’s local infrastructure, in addition to each organization’s own campus. This includes the installation of a new interstate 65 interchange, internal roads, and additions to walking and biking trails. Moreover, Meta is supplying most of the water infrastructure, complete with a closed-loop water consumption system to serve its data center demands, and has taken ownership of the costs of the needed growth for electricity infrastructure. “[Electricity infrastructure] is not a cost that’s being taken on by ratepayers within the city of Lebanon or Boone County,” Kern tells us. “META has demonstrated that they are committed to being a great community partner by investing in a number of nonprofits.”

These are all large commitments, and so is Meta’s efforts to fund a workforce training program that will partner with Associated Builders & Contractors (ABC). This training promises to provide candidates with national certification and guaranteed work. META’s initial investment of 115 million dollars will power the program, called America’s Workforce Academy (AWA).

META also extended a $100,000 subsidy to Boone Power to support those unable to pay their electricity bills, while another $100,000 grant went to the Boone County Career Collaborative, allowing the county to further support its three local school districts, Lebanon, Zionsville, and Western Boone Schools, in navigating and implementing recently amended statewide graduation requirements—changes already impacting current freshmen and sophomores.

New diploma guidelines require between 75 and 650 hours of work-based learning for students. “What we’re really trying to do is help support the schools however we can and make sure that these are quality workforce learning hours. Connecting them with our businesses even comes into play with our business retention and expansion plans,” says Denise Niblick, Director of Business Engagement and Partnerships.

Niblick further highlights that making these programs optimally valuable for end users and learners is a priority. To this end, the Boone County Career Collaborative aims to provide extensive support to learners, counselors, businesses, and other stakeholders through coordinating candidates with internship opportunities and other workforce training. Its contribution also extends to resources such as funding curriculum development, work-based learning facilitation, and materials such as personal protective equipment or technology needed for students’ workforce learning experiences.

“I think you would be hard-pressed to find a county that is as willing and able and has a desire to support youth in their community as Boone County,” she continues, noting how beautiful she finds it that business owners have been proactive in reaching out to the EDC, offering their support of their own volition. It is also exciting to see a growing number of parents agreeing that many trade opportunities offer undeniably good remuneration packages—even compared with professions requiring formal tertiary education—all while accruing zero debt. It is now accepted that the sky is the limit for young people who first train in trades and choose to further their education and careers at a later stage.

Good education is, of course, just one aspect that families looking to move here consider. Making her way from downtown Lexington, Kentucky to Lebanon, Indiana in Boone County, Niblick, for one, could not be happier. As a married young professional with two children, there is a lot keeping her here, from the extensive infrastructure investments the county has made since COVID to glorious natural beauty, trails, and parks. One of Boone County’s most recent redevelopments is Carpenter Nature Preserve, a 215-acre former 18-hole golf course turned conservation destination located in Zionsville. There is also the 110-acre former Lebanon city landfill that was redeveloped into Stone Eater Bike Park, complete with five miles of all-weather and mountain biking trails for all levels of riders. With both Chicago and Indianapolis just a stone’s throw away, locals even have access to every possible big-box store and other modern resources virtually on their doorsteps.

Owning a home here also remains affordable, despite relative scarcity. For this reason, affordable housing is one of the EDC’s priorities. The median annual wage is $56,000; the standard household income is around $104,000.

More rural options for those seeking short commutes but the benefits of a small-town feeling are coming to Thorntown, and Jamestown has an estimated 300 new homes available soon. “This is not just happening in our large communities; we are trying to work with those municipalities to make sure that they are positively impacted by the growth as well,” says Kern.

Public transportation is another priority, and getting around is made easier with the Big Four Rail Trail running through the LEAP district, connecting people from Thorntown to Zionsville and with stops in Whitestown and Lebanon.

Boone County also has connections to IndyCar racing with its Rahal Letterman Lanigan Racing team’s headquarters in Zionsville, which saw significant investments in 2022. Another well-known sports facility, alongside the Farmers Bank Fieldhouse, is a national attraction and home to the Little League Central Region Complex in Whitestown, where visitors flock from across the Midwest to attend sports events. Of course, all event visitors bring their spending power to the area’s restaurants, hotels, and other guest establishments, dollars that have a far-reaching ripple effect throughout the county.

True to its mandate, Boone EDC continues to focus on growing and maintaining the county’s economic landscape. As part of this mission, Niblick has completed three business retention and expansion visits since starting in March. “Boone EDC has decided to really focus on and foster this. Being able to retain and help businesses with a proven track record that are already in our community, who have invested in their infrastructure here, is a huge win when you’re talking about economic development,” she says. Ensuring that such businesses have everything they need to thrive and feel supported is, therefore, at the core of much of the EDC’s work.

Whether that means helping businesses negotiate their utility costs or supporting workforce transportation issues with the help of the Central Indiana Regional Transportation System, the EDC team leverages every partnership it has to fulfill its role. In the process, the EDC considers its partnerships with key contributors such as the various Boone County and Zionsville Chambers, Community Foundation of Boone County, and others as crucial to its long-term viability. “The leadership in Boone County is in alignment with the goals that we have for the future that we see here. And that means that we’re all supportive of one another,” Kern adds.

The EDC also collaborates with Main Street organizations like the Heart of Lebanon, Jamestown Partnership, and Main Street Zionsville to build and maintain healthy small businesses that uphold lively downtown areas. Bustling with markets, public events, and other fun activities, the county is described by Niblick as a place that sticks to you, but where one is never stuck—a county full of lively activity, promise, and outstanding service provision.

And while residents have had to be patient with a high volume of construction, the sacrifice is paying off as the county grows its assets and infrastructure in ways that provide an ever-improving standard of living for all. Additionally, these expansion works have fueled the local economy and added increased demand for dining, housing, and everyday goods.

With its LEAP District still under construction and bursting at the seams with recognized names in pharma, technology, and other key sectors, this phenomenal new local resource holds tremendous promise for Boone County. While forecasts suggest it will take around three decades to develop this property to its full capacity, Kern estimates that the first real returns will provide benefits over the next five years.

Taking the county forward, the EDC is clear that this is no one-man show. “Economic development really is a team sport in Boone County. The success that we’ve seen is really driven by those strong relationships that we have with a number of organizations, such as the Boone County Chamber of Commerce and the Community Foundation of Boone County,” Kern observes. As a result, through full life-cycle support and all the networking needed to keep them running at full speed, businesses continue to boom in Boone County.

The post Booming and Proud of It<p class="company">Boone County, Indiana</p> appeared first on Business In Focus Magazine.

Warming a home on a cold morning can feel effortless, but it involves an intricate system most people never see. Long before natural gas reaches a home or the electrical plant that energizes that home, it travels through infrastructure that connects natural gas producers, pipeline operators, equipment manufacturers, and utilities. Across that chain, safety and reliability depend on materials, equipment, processes, and people working from common frameworks.

That same premise extends across the entire oil and natural gas industry. When companies, equipment and service suppliers, technical experts, and regulators all work with the same set of objectives using a common framework, projects move forward efficiently. And when they don’t, projects are delayed, work is duplicated, and risks escalate.

This is the essential role technical standards play. They are the shared reference points that bring consistency to a vast and diverse industry.

Since its founding more than a century ago, the American Petroleum Institute (API) has helped provide those necessary reference points. Its portfolio of more than 800 standards covers every segment of the oil and natural gas industry, underpinning the safety, quality, efficiency, and interoperability of equipment and operations that depend on consistency, even as the industry and world around them changes.

The foundational standard
In the oil and natural gas industry, the need for that kind of consistency became especially clear during World War I, when mismatched pipe sizes, threads, and couplings caused delays and equipment shortages, revealing the consequences of inconsistent technical requirements.

Pipe manufacturing offered a practical place to begin. In 1924, API published its first standard, Specifications for Steel and Iron Pipe for Oil Country Tubular Goods. More than a hundred years later, that same standard—since renamed API Specification 5L (API Spec 5L), Line Pipe, now in its 47^th edition (as of June 2026)—still provides a consistent technical baseline for the manufacturing of steel pipe used across the industry.

But API Spec 5L’s century of relevance was never inevitable. Without careful maintenance, a technical standard can become fixed in the assumptions of the era that produced it. API Spec 5L has endured because it has been revisited and strengthened as knowledge deepened, technologies advanced, and the demands on infrastructure grew. Across its 47 editions, the standard has kept pace with developments in pipe manufacturing, the shifting realities of pipeline operations, and the rising expectations placed on energy systems. Its latest edition, published in June 2026, adds important new requirements across more than 15 topics, including pipe used to transport carbon dioxide, an application its original authors could never have imagined.

That is what standards do at their best. They give the industry a disciplined, trusted way to carry accumulated experience into the challenges ahead. API Spec 5L has remained foundational for a century precisely because it was built to evolve.

The standards development process
The strength of an API standard lies not only in its technical content, but in the collaborative, consensus-based process behind its development. API is accredited by the American National Standards Institute (ANSI), which verifies that its development process is transparent, provides an opportunity for a balance of interested stakeholders to participate, and ensures that due process is followed.

A standard begins with a real need, such as a new technology, a regulatory demand, an operating challenge, or an emerging area existing documents do not yet address. From there, a committee of volunteer experts drafts the document through a process built on technical rigor, public review and comment, and the careful resolution of different viewpoints and objections. Depending on the complexity of the subject, that work can take months or even years. For the 47^th edition of API 5L, subject matter experts from more than a dozen countries shaped the revision, lending it both technical depth and international relevance.

While not the same as unanimity, consensus demands broad support across stakeholder categories, giving the finished standard legitimacy beyond any one participant, company, or jurisdiction. Once published, standards are reviewed and updated on a regular cycle, so they remain accurate, useful, and responsive to changing needs.

A common language for a global industry
As projects, supply chains, and regulatory systems increasingly span multiple countries, consistent technical expectations become essential. A length of line pipe may be manufactured in one country, inspected in another, and installed in a third. And operators, contractors, and regulators may each play a different part in the same project. The requirements they rely on all need to mean the same thing. Otherwise, discrepancies can delay projects, increase costs, impede trade, and introduce avoidable risk.

API standards help provide consistency on a global scale. API’s latest international usage report identified 1,395 references to API standards across 40 international markets (in laws, regulations, technical guidance, national standards, and operational manuals), a 20 percent increase since the previous report in 2022. Those markets span Europe, the Americas, Central Asia, the Middle East, the Indo-Pacific, and Sub-Saharan Africa.

That breadth of adoption gives a fragmented global industry a single, widely recognized reference point. A manufacturer in any market can build to an API standard, and a regulator can reference existing API standards that are already being used. For operators purchasing equipment across borders, it means confidence that what they buy meets a trustworthy benchmark. And countries building or modernizing their energy infrastructure gain too, drawing on practices the global industry has already tested and refined.

In a period shaped by geopolitical uncertainty, supply chain pressure, and rising energy demand, that kind of consistency helps reinforce supply chains, improve efficiency, and manage costs, all in support of energy security.

Putting standards to work
While API standards give the industry a common foundation for safe and consistent operations, API’s Global Industry Services (GIS) division helps translate that foundation into practice through certification, training, licensing, and safety programs.

API’s certification and licensing programs help companies demonstrate that standards are being applied consistently. The API Monogram Program licenses manufacturers to apply the Monogram mark to equipment produced in conformance with applicable API standards and specifications, giving operators greater confidence in the products they purchase. The API Repair and Remanufacture Program and API Quality Registrar (APIQR) extends that same standards-based approach to repaired equipment and to companies’ quality management systems.

GIS programs also directly advance safety. The Center for Offshore Safety promotes the highest levels of safety for the U.S. offshore sector, the Process Safety Site Assessment Program sends independent experts on site to gauge the health of process safety systems in refining and petrochemicals, and the Pipeline Safety Management System Program helps operators of every size measure and improve their safety performance.

And because standards depend on the people who apply them, API Training gives professionals opportunities to build standards-based expertise through instructor-led courses, self-paced learning, customized group training, and API-approved global providers. The API Individual Certification Programs (ICP) complement that training by offering an independent way to evaluate the knowledge and experience of technical and inspection personnel. Since 1989, ICP has issued credentials that strengthen industry safety and consistency.

While these programs differ in focus, each rests on the same premise: a standard delivers its full value only when it is applied consistently.

Ready for what comes next
Throughout its history, the oil and natural gas industry has been defined by change: new technologies, shifting supply chains, and evolving operating environments. And along with each transition, expectations around safety, environmental performance, and reliability have only grown. What has remained constant is the need for common ground.

For more than a century, API standards have provided that common ground. From the first standard written to resolve the problem of mismatched pipe to a 47^th edition addressing the transport of carbon dioxide, the story of API Spec 5L is the story of standards themselves: enduring because they are built to evolve.

And wherever and however the industry moves next, API standards will continue to advance with it, providing the technical guidance needed to meet change with shared knowledge, disciplined processes, and aligned expectations.

Anchal Liddar is Senior Vice President of API’s Global Industry Services (GIS) division, where she leads global operations delivering standards, certification, training, publications, and safety programs that support safe and efficient industry performance worldwide. Prior to API, she spent nine years at The Boeing Company, holding leadership roles across supply chain, finance, and program management. She earned a Bachelor of Science from the University of California, Irvine, and an MBA and Master of Science in Information Systems & Technology from Claremont Graduate University.

The post The Standards That Keep Energy Flowing<p class="company">American Petroleum Institute (API)</p> appeared first on Business In Focus Magazine.

The council became the first contact for businesses considering moving to the area, and it found early success, drawing significant manufacturing operations to Hancock in the 1990s such as manufacturing heavyweight Avery Dennison and automotive supplier Astemo.

Mitchell Kirk, HEDC’s Communications Director for three years now, says it has been rewarding for him and everyone on the council to watch their boardroom grow. Today, the council supports 45 member organizations across public, private, and nonprofit sectors, the greatest number in its history so far.

Hancock County’s strong agricultural and rural heritage is a draw for a number of businesses that wish to grow outward from Indianapolis. Pharmaceutical companies Eli Lilly and Elanco Animal Health had presences in the county for decades, along with local farms and a strong manufacturing sector. Hancock has also been one of the fastest-growing counties in Indiana for the past three years, with a 2.4 percent population gain last year to more than 90,000 residents. Development is also on the rise, with 1,268 single-family building permits issued last year, a 27 percent increase over the previous year.

Since 2019, HEDC has helped foster the development of 33 industrial buildings spanning a total of over 18 million square feet and $900 million in assessed value. The bulk of these buildings have been designed for logistics purposes, for which the western part of the county is particularly well-suited thanks to its abundant farmland and access to the interstate. One such project was a 2.3 million-square-foot fulfillment center for Wal-Mart—the largest built in the country at that time—so the council has definitely been kept on its toes in recent years.

Kirk explains that many of the aforementioned 33 industrial buildings were built on spec since 2019; with the pandemic, however, a big wrench was thrown into attracting tenants for these buildings. Thankfully, industrial vacancy rates in the area are decreasing, a spike in activity that is giving brokers further confidence in filling future buildings.

Although they may all have similar goals, Kirk says that economic development organizations are different from place to place. While some are more engaged in the minutiae of smaller operations, like restaurants or retail, HEDC concerns itself with quality of life (although recruitment into the local workforce is always important, too). “As the county grows, we are also able to grow and get more involved,” he says.

Indeed, HEDC has been able to grow in step with Hancock County, building its staff from just a full-time Executive Director and one part-time employee to four full-time employees. This staff increase has given the team the capacity to tackle bigger projects and take a more proactive approach to the county’s economic development. As well, its Community Development Manager is highly engaged with aspects such as housing, quality of life, and resident amenities. People used to follow jobs, Kirk says, but nowadays, many jobs follow people, and they often decide where to live based on these qualities, which is where the focus of HEDC has consistently remained.

A couple of long-term projects have been key to the council’s recent successes. The State Road 9 Innovation Corridor is an ongoing project that is envisioned as a lab-to-field-to-market ecosystem, one that will connect resource entrepreneurship with real-world application in a rural setting. The area for the corridor will be along the eponymous road on the north side of Greenfield and north to the county border.

Currently, the former Elanco property is owned by a partnership of local entities including Hancock Health, NineStar Connect, and Pride Investment Partners, all of which are working with HEDC on opportunities to establish the area as an anchor for the Corridor. Furthermore, a task force of local and state leaders and experts was recently created with the goal of further crafting this vision to accelerate area growth, and HEDC helped land an operation from West Pharmaceuticals near the Corridor.

The Amplify Hancock Innovation Center is another exciting development for HEDC that will soon take shape. It will be a facility containing a career center for high school students as well as workforce training for adults, opening in summer 2026. Kirk says that the Innovation Center bodes well for the local workforce and has attracted site selectors and businesses who are considering the area. Hancock County also has a mega site of over 1,550 acres, an area with a lot of potential. “We are excited for the potential of data centers, manufacturing operations, and a lot of undeveloped farmland,” says Kirk.

Opportunities like the Corridor and the Innovation Center are coming at an exciting time for Hancock County and HEDC, Kirk tells us. One recent opportunity came when the governor of Indiana, Mike Braun, announced a $1 billion state commitment to accelerate growth in the life sciences sector statewide, with the goal of creating 100,000 jobs over 10 years. There is also interest from local and state parties in considering Indiana and its counties part of the BioHeartland, a term used for Indiana’s unified bioscience ecosystem. This initiative is looking to create an identity and story based on the region’s unique strengths such as human/animal health, plant science, and bioscience innovation, one that will further attract new businesses and entrepreneurs.

With increased interest in data centers and manufacturing operations around Indiana, Kirk says that power and electricity for these massive operations will be a key consideration; of course, this is the case everywhere. Governor Braun is keeping an eye on the issue and has expressed interest in alternatives like developing small nuclear reactors as a potential energy source. And HEDC’s Community Development Manager has been working on a retail study with a consulting firm and with county leaders to identify gaps in the market and the best strategies for filling them.

HEDC isn’t afraid of a challenge, and the team is keen to educate community members who are not as favorable toward the kind of development it is seeking. Kirk says that this kind of pressure from concerned parties often pushes things toward a good compromise for all sides, but you never want the pendulum to push too far one way. “Growth is necessary for an area to flourish,” he says, and thus HEDC aims to continue representing the best aspects of growth, change, and opportunity for many years to come.

The post Embracing a Growth Mindset<p class="company">Hancock County Economic Development</p> appeared first on Business In Focus Magazine.

Based in northeast Edmonton, Alberta, QPP is a 100 percent Canadian-owned manufacturer of polyurethane pipeline pigs and pigging accessories. Its product range spans sizes from compact-diameter water and chemical lines right up to the large-diameter transmission pipelines that cross North America. The company serves customers in oil and gas, mining, water and wastewater, and industrial process sectors. And since 2016, it has operated as a subsidiary of Suncast Polytech Inc., a strategic acquisition that changed the scope of what QPP is capable of, and what it aspires to be.

What’s in a name?
The name raises eyebrows in boardrooms and on job sites alike. Tim Canete, President of Quality Polly Pig Ltd., is used to the question. “A pipeline pig is essentially a device that travels inside a pipeline, pushed along by the flowing product or by water or air, to do a job,” he says. “The main function is cleaning the inside of the pipe during new construction, for ongoing maintenance, and for prepping lines ahead of inspection.”

Beyond cleaning, pigs serve two other primary roles. Batching pigs separate different products travelling through the same pipeline so a transmission operator can move bitumen down the line one day and switch to a different fluid the next, with a pig acting as a physical buffer between the two. Foam swabs, meanwhile, are used to dewater newly constructed lines before they enter service.

QPP manufactures its pigs exclusively in polyurethane (PUR), in both solid-cast and medium-density foam configurations. The choice of material is deliberate—polyurethane is a family of materials whose properties can be tuned by adjusting prepolymers, curatives, and processing conditions.

QPP engineers select and blend formulations to suit specific duties including harder compositions for aggressive mechanical scraping, softer ones for sealing inside slightly out-of-round pipe, more chemically resistant grades for refined product lines, and highly abrasion-resistant versions for slurry applications in mining.

“Polyurethane provides the combination of properties that pigging demands,” Canete says. “It needs to be soft and flexible enough to conform to the pipe yet tough and durable enough to clean the pipe.”

Partners in success
QPP began operations in 1996. For its first two decades it operated as a focused pig manufacturer, building a reputation for quality across the Canadian oil and gas sector. The transformative moment came in 2016, when Suncast Polytech Inc., an Edmonton-based manufacturer of large-scale polyurethane wear parts for mining, oil sands, industrial, construction, and forestry applications, acquired QPP and brought it under its roof.

Suncast itself had been founded in 1998, driven by a technology it developed in-house, ReCast™. The premise of ReCast is straightforward in concept and technically demanding in execution. New polyurethane is bonded directly to worn, cured polyurethane, rebuilding the original part to its design specifications. The result is a restored component that performs like new. Suncast spent years perfecting this process in some of the harshest industrial environments on the planet, including the oil sands operations of northern Alberta.

“Suncast has been doing ReCast since around 2000,” Canete says. “Initially it was focused on pipeline pig components for Suncor, then it expanded into larger wear parts. The 2016 acquisition of QPP was really about spreading that technology into the broader pigging world.”

Today, QPP and Suncast share a single 22,000-square-foot facility on 3.3 acres in northeast Edmonton. Under one roof sit five automated pour machines, multiple curing ovens, lathes, a coordinate measuring machine (CMM), and a large-format 3D printer added in recent years for rapid prototyping. The combined team numbers around 15 people, small by industrial standards, but deep in expertise.

What the acquisition gave QPP was access to Suncast’s accumulated materials science. Where QPP once operated with a handful of polyurethane formulations, the combined operation now works with approximately 30 distinct recipes, each developed through years of real-world application.

“We’ve gone from a three-recipe company to 30-plus recipes,” Canete says. “All of that knowledge in materials, processing, and parts design, goes into every QPP product.”

The role of ReCast™
In most industrial contexts, a worn polyurethane part follows a familiar path: removal, disposal, replacement. A pig cup that begins its working life with a sharp, precisely dimensioned sealing edge gradually rounds with use. Traditionally, the logical endpoint is the landfill.

ReCast interrupts that cycle. The worn component becomes a core onto which new PUR is cast, creating a permanent bond between the new and cured material. The rebuilt part is restored to full specification dimensions and, based on more than two decades of oil sands service history, performs equivalently to a new component.

The numbers behind the program are significant. Suncast has processed more than 3.5 million pounds of polyurethane since 2000, with nearly half of that volume accounted for by ReCast rebuilds. The program has, by the company’s calculation, kept over one million pounds of polyurethane out of landfill, and ReCast parts cost approximately 30 percent less than new equivalents.

Until recently, however, ReCast remained largely unknown outside of the oil sands sector. “We have a proven rebuilding technology with decades of empirical evidence behind it in one of the toughest industrial environments in the world,” Canete says. “Sustainability is moving from a talking point to an actual procurement criterion in a lot of sectors. ReCast is well positioned for that shift, and we want to get the message out.”

The timing appears right. Canete observes that pipeline operators are increasingly incorporating lifecycle emissions, recycled content, and end-of-life material handling into supplier evaluations. What was once a value-add is becoming a differentiator that procurement teams actively seek.

Home-grown expertise
One of the less visible dimensions of what QPP and Suncast have built is the depth of manufacturing knowledge held within their team and the degree to which that knowledge had to be developed from scratch.

Polyurethane manufacturing for industrial wear applications is a niche with no formal training pathway. There are no degrees in pipeline pig formulation, no certification programs for oil sands-grade PUR wear parts. Everything QPP and Suncast know about the craft—every formulation, every processing technique—has been developed internally over nearly three decades. “There aren’t schools you can pull from. It’s all on-the-job development, and some of our people have been processing urethane parts for more than 20 years,” Canete says.

That institutional depth has a practical consequence and QPP now operates as a recognized engineering house, not merely a manufacturer. Its team uses advanced 3D modelling software for part and mould design and can either develop custom engineered solutions independently or collaborate directly with customer engineering teams. The large-format 3D printer added in recent years compresses the prototyping cycle significantly; where custom pig development once took months of design iteration, the team can now have prototypes in hand within a day in some cases.

The quality assurance program reflects the same discipline. QPP maintains strict vetting criteria for material suppliers, recognizing that formulation consistency starts at the raw ingredient level. Every finished part is inspected against customer specification before it leaves the facility.

The 3.3-acre Edmonton site sits on the CANAMEX trade corridor, with direct rail access via CN’s intermodal yard to the Port of Vancouver and the Port of Prince Rupert, connecting QPP and Suncast to Asia-Pacific markets. The corridor runs south to the U.S. border, giving the operation efficient access to its largest export market.

Canete frames the location in terms of what it makes possible with raw materials arriving from global suppliers and finished and rebuilt PUR parts moving out to customers across Canada, the United States, and international markets. The facility, which QPP and Suncast moved into in 2023, expanded the combined manufacturing footprint and production capacity at a time of growing demand.

The proximity to the oil sands region of northern Alberta, particularly the Municipality of Wood Buffalo, is equally deliberate. Suncast has supplied Suncor and other oil sands producers as an OEM polyurethane supplier for over two decades, and QPP, for its part, manufactures approximately 12,000 pipeline pigs and components annually, most of which are deployed within Alberta’s pipeline network.

For Canadian operators, the 100 percent Canadian ownership of QPP and Suncast carries supply chain implications that have become more salient in recent years. For U.S. and international customers, it represents a stable, allied-jurisdiction supplier with no cross-border complexity.

An industry in transition
The pipeline industry is in the middle of a period of convergence as aging municipal infrastructure is reaching design-life limits, smart pig technology is generating new demand for clean lines ahead of inline inspection, and emerging applications including hydrogen pipelines and CO₂ transport for carbon capture are creating requirements that no established pig formulation was designed to meet. Canete sees all of these as QPP and Suncast territory. “Companies that own their materials capability will be able to respond quickly. That’s exactly where we sit,” he says.

On the product side, QPP manufactures a complete range of solid-cast pigs including Utradisc, Powerdisc, Ball pig, Bell-cup, Dyna-flex, Multi-cup, and Pig-valve configurations; foam pigs including balls, squeegees, and swabs; component pigs for batching, bidirectional, construction, and brush-cleaning applications; and a full accessories program covering brushes, magnets, pigging poles, and transmitters. The intent is that a pipeline operator can source a complete pigging package from a single supplier.

Longer-term priorities include broadening the ReCast program to cover a wider range of pig components, expanding into water and wastewater applications where aging municipal infrastructure is generating increasing maintenance activity, and continuing to invest in the Edmonton facility as both product demand and technology capabilities evolve.

When Canete is asked what he most wants readers to take away from QPP’s story, he steers away from the product and toward the foundation underneath it. “When you buy a QPP pig, you are tapping into 30 years of urethane materials science, an Edmonton-based engineering team that solves real-world wear problems, and a sustainability story, through ReCast, that costs less and wastes less than the alternative. We are not trying to be the biggest pig company in the world. We are the company you call when the challenge is difficult.”

It is a precise articulation of a deliberately focused position. QPP and Suncast occupy a narrow slice of the industrial world—Canadian-owned, built on materials expertise accumulated over three decades without a textbook in sight. The pipeline operators, mining companies, and municipal water authorities that rely on QPP’s products are betting, ultimately, on the depth of knowledge behind each pig that leaves that 22,000-square-foot facility. By most measures, it is a solid bet.

The post Pigs, Polyurethane, and Purpose<p class="company">Quality Polly Pig Ltd.</p> appeared first on Business In Focus Magazine.

A leader in the North American geoexchange market, Geosource Energy is a relatively small second-generation Canadian operation that is having a significant market impact by providing Earth Powered Solutions™ to clients across North America and beyond.

Using geothermal energy, which is generated and stored beneath the Earth’s surface, the company’s geoexchange systems provide cost-effective and highly efficient heating, cooling, and hot water for new construction and retrofit projects that seek to set the bar for sustainability and performance.

Backed by proprietary technology and a unique approach, over its 20-plus year history Geosource Energy has drilled over six million linear feet for more than 400 successful projects across Canada and the United States, establishing itself as a leader in the field and a true champion of geothermal.

Why choose geothermal?
An investment in geothermal is an investment in reduced energy use, and thus, lower demand on the grid, fewer emissions, lower life cycle costs, more predictable monthly rates, and optimal year-round comfort; it’s a win for both people and the environment, which is why a greater number of utilities and government entities are doubling down on these investments.

Geothermal systems are proven more sustainable versus conventional HVAC systems, while also being more cost-effective over the long term. In fact, users can experience 25 to 50 percent lower energy costs as a result of the investment, while the underground infrastructure can outlast the structure itself. As CEO Stan Reitsma notes, studies have shown that, “For every dollar that’s saved there, there’s nine dollars saved on the grid.”

In a market marred by volatility and unpredictability, particularly where energy is concerned, the untapped potential of geothermal to add capacity to the grid is something worth exploring. Studies are underway to better understand how geoexchange systems can be used to support the grid as it faces unprecedented demand, particularly in the wake of mass data centre expansion.

Naturally, a big driver in the U.S. is from utilities as they seek to meet this growing demand—more specifically, they are investigating the role of geothermal in cooling storage and demand side power management for data centres as they continue to come online at an impressive pace. “If they can start proving out geothermal for data centres, that’s going to create a whole different type of expansion in the market,” says Vice President Kate Cheng, an area that Geosource Energy is prepared to undertake.

Why choose Geosource?
With more than 20 years of experience offering utility grade construction services and best-in-class drilling and expertise, Geosource Energy is not only a leader in geothermal but also a technology leader who sets the bar and continues to drive the industry forward.

“One of the big differentiators we have is our drill rigs. Geosource has worked with Novamac, our drill manufacturer, for many, many years now and we have only one type of drill rig that we use across our entire company,” says Cheng of the highly flexible dual rotary drill rig which enables work to be done in even the most challenging conditions.

Since 2008, Geosource Energy has been positioning the bore field below a building’s footprint, a proprietary process referred to as At Grade, which allows the drilling to take place before excavation starts (though it can come at any point during new construction or retrofits thanks to angle drilling). Angle drilling enables Geosource Energy to go beneath infrastructure like roadways, buildings, or greenspace without disturbance, using a central location and a concentrated workspace to minimize the impact of its operations.

“When you’re in urban environments drilling next to multifamily buildings with balconies five feet from where you’re drilling, we really limit the acoustic impact of our drill rigs and we’ve developed specialized equipment that allows us to containerize all of our operations so we’re not a big messy site with spoils and grout flying around in the air,” Cheng explains.

This enables the team to get maximum capacity from a limited area, which is particularly useful for retrofit projects like 240 Markland in the Greater Toronto Area, where geoexchange not only improved overall energy efficiency, but also reduced the property’s energy reliance.

“We try to limit the amount of space that we’re actually using to do the geo by putting them very close together at surface and then spreading it out underground,” explains Reitsma, who notes space requirements can be reduced by upwards of 95 percent. “If we had not angle drilled, they would not have been able to retrofit those buildings. They didn’t have enough space.”

This patent-protected process optimizes the trade sequence and drives value from a project’s outset, and to ensure that the benefits of its use are not limited by Geosource’s own capacity, which has been tested by growing demand, the company will license out the technology to other drillers to ensure that industry best practices are being implemented.

This drive to advance geothermal is part of the company’s DNA. According to Cheng, “Our core innovation tenets being equipment innovation, process innovation, and data-driven operations means design improvements based on real performance data, new tools for geothermal field analysis, and intelligence for operational systems,” which enables the company to undertake industry-leading projects that move the needle forward for geothermal and sustainable construction.

Setting the bar
Geosource Energy has a rich portfolio of projects highlighting the value it brings to the market. At the University of Toronto’s St. George campus, Geosource Energy drilled 372 boreholes at 250 meters per borehole (approximately half the height of the CN Tower) to complete the largest operational urban geothermal/geoexchange system in Canada. The project boasts an energy capacity with a storage equivalent of 250,000 electric vehicle batteries and it has cut greenhouse gas emissions by up to 17,000 tonnes annually.

The demonstrated value for institutional operations is incredible, which is why more and more such clients are integrating geoexchange into their projects. There is a desire to reap the long-term benefits, deemed worthy of their upfront costs.

This was also the case recently at the new Western Memorial Regional Hospital in Corner Brook, Newfoundland and Labrador where Geosource designed and installed the geothermal system, which included 375 boreholes spanning 600 feet below the parking lot. Recognized as North America’s largest hospital geothermal system, the geoexchange system provides 100 percent of the hospital’s heating, replacing electric baseboards with a more efficient system that has resulted in a 50 percent reduction in electricity use.

These are the kinds of results Geosource has delivered in Canada over its 20-plus year history, and now it continues to make history south of the border as well. Selected by Lendlease for the 1 Java Street project, a residential development in Brooklyn comprising 834 rental units—30 percent of which are designated as affordable housing—as well as nearly 13,000 square feet of neighbourhood-oriented retail space, Geosource’s expertise and ability to execute is in high demand, and for good reason.

Upon completion, 1 Java Street became the largest geothermal residential project in the United States, thanks to Geosource Energy’s vertical closed loop geoexchange system comprising 321 boreholes at a depth of 500 feet. This system will reduce annual carbon emissions from heating and cooling by 53 percent compared with typical residential systems and as an all-electric building, emissions will be eliminated.

This project also set the stage for additional work in the U.S. and as such, Geosource made the decision to establish a U.S. headquarters in Manhattan to support growth in demand.

For instance, Geosource recently partnered with Honeywell on the John F. Kennedy Elementary School project in Boston, the city’s first geothermal retrofit of a school in the area. Certainly, the geology of the area presents unique challenges, but Geosource was up to the task.

Cheng credits the rigs as “a big part of what makes us so flexible in different geologies because no matter what the geology is, we can tool up to do rotary drilling.”

It’s a good thing, too, because interest is being generated out west with other major projects like Oracle Global Headquarters in Nashville, which means neither geology nor geography is going to stop the company’s success.

The growing push for decarbonization
For clients, geothermal can serve as a component part of achieving net zero/low-carbon outcomes and Geosource Energy, with its acute awareness that only a percentage of the market has been spoken for, continues to push on.

“We all work together trying to decarbonize the industry and we have a solutions mindset related to that,” explains Cheng, which is why Geosource continues to experience growth in demand for its expertise around North America, and even the world.

According to Cheng, “We have the practicality and work ethic of a field-driven construction company but with the analytical approach of an engineering and technology organization.” This is backed by an unmatched depth of experience in the field, actionable data, and technology leadership that enables the company to find success no matter where projects may take it.

With interest even being generated overseas, where there is growing recognition of the potential impact of geoexchange, Geosource Energy is a Canadian company who has become a global authority in geothermal. This is a team that continues to advance the market through exceptional projects and unmatched performance, raising the bar for an entire industry in the process.

The post Raising the Standard for Geothermal<p class="company">Geosource Energy</p> appeared first on Business In Focus Magazine.