There is always a next level

Even though their parent company has been acquired, Extra Fleet Management have pledged to continue to offer their clients, partners and suppliers the same high standard of professionalism that has set them apart in their industry since 1984. Foylan Rhodes investigates.

Parent company, Eqstra Investment was acquired earlier this year by Nedbank after lengthy negotiations. The recent acquisition, which was valued at almost R1 billion (approximately $55 million), has put the business in an excellent position to expand further into the various elements of South Africa’s fleet management sector, however EFM’s reputation has already been established. So, for them, it’s business as usual.
Over the past four decades the South African fleet management company has set their own standards, which has heavily influenced their industry. The company is an industry powerhouse, purchasing over three hundred vehicles a month, managing over a thousand accident claims, negotiating over six thousand maintenance events and providing roadside assistance to twenty-four thousand monthly drivers, while actively live tracing over thirty thousand vehicles.

As managing director Murray Price said once, “Our job is to run a client’s fleet effectively so they can focus on their business, whether a fleet is large or small it is individual and the solutions we offer have all been customised to suit each customers’ unique needs.”
Dedicated to technology, Eqstra Fleet Management were one of the first businesses in South Africa to make use of comprehensive telematic solutions. This enabled them to track vehicles and provide all the functionality a client would expect from a tracking system, while the data collected could be conveniently included with all the other elements of fleet data.

This enabled them to provide customers’ fleet operations with top-tier technical expertise while also leveraging access to accredited commercial workshops and panel shops—a valuable advantage that keeps their fleet vehicles safely operational. Additionally, they oversee every aspect of tyre management, from monitoring driver behaviour and scheduling tyre rotations to ensuring each vehicle is equipped with the correct tyres.
Protection is crucial, especially in South Africa, and the company provides extensive vehicle fleet short-term insurance, backed by leading short-term insurers in the country. This service blends industry expertise with cutting-edge technology solutions, catering to policyholders seeking to reduce fleet costs.

The Acquisition
The deal, which was announced in July this year, was valued at nearly a billion rand, was not without its hurdles, and has been in discussion for several years. Nedbank Group’s acquisition of Eqstra Investment from enX had to be given the go-ahead by the Competition Tribunal, who are an organisation set up in South Africa as an independent body tasked with enforcing the Competition Act, 1998. This involves reviewing mergers and acquisitions to ensure they don’t harm competition or lead to monopolistic practices. This includes the adjudication of cases of anti-competitive conduct such as cartels and the abuse of dominance referred by the Competition Commission. They also impose penalties or remedies where violations are found. Although they operate as a quasi-judicial entity, their decisions carry legal weight and aim to promote economic efficiency, consumer welfare, and fair participation in the economy. They have become an industry compass in the country’s growing business sector. When it came to Eqstra Investment and Nedbank, the tribunal unconditionally approved the proposed merger.

The deal, first considered by Nedbank’s board in May 2023, has bolstered the financial services provider’s fleet management capabilities three years after Bidvest failed to buy Eqstra. This is as a combined Eqstra and NedFleet operation is set to provide an integrated approach to fleet management, which is aimed at providing better quality, cost and scale to their joint clients.

Simultaneously, the transaction will expand Nedbank’s product and services offering in Namibia and Eswatini, while expanding Nedbank Group’s footprint into a new jurisdiction, Botswana. Petrochemicals, equipment and logistics group enX said the deal came about because it believed keeping Eqstra under its wing might restrict the logistics company’s “growth prospects and restrict the returns able to be delivered to enX shareholders. Other factors cited for the sale were that the group might struggle to secure the capital for Eqstra to grow aggressively in the market, diversify its asset base and increase its credit risk appetite.

In July, enX confirmed to its shareholders that all suspensive conditions to the transaction had been fulfilled and the transaction was unconditional with the Takeover Regulation Panel issuing a compliance certificate.

The deal involved Nedbank buying a 50.2% stake in Eqstra at a minimum of R379m and Eqstra repurchasing all their shares held by enX also for a minimum of R379m, resulting in Nedbank and Eqstra becoming the sole shareholders.

If the subscription price stays at the minimum of R379m, then the gross proceeds of the deal, along with other costs, will be at least R890m. According to the latest audited figures for the year to end-August, the value of Eqstra’s net assets amounted to R529m, leasing assets including 11,300 vehicles amounted to R2.6bn, its loans R511m and profit R109m.

Other Deals
EnX has been trying to sell Eqstra since October 2018, after its board decided it could do no more to enhance the operations of the company it bought in 2016. Bidvest, the top 40 services and distribution group tried unsuccessfully three years ago to buy Eqstra, after initially agreeing to pay R3.1bn for the business in 2019.

It’s a happy outcome as the deal initially fell through in May 2020 after approval from the Prudential Authority failed to materialise before the deadline for the transaction.

The integration of Eqstra’s comprehensive fleet management offerings with Nedbank’s current services is expected to deliver improved quality, cost efficiency, and scalability for clients. Additionally, this move expands Nedbank’s presence into new markets, including Botswana, Namibia, and Eswatini.

This acquisition underscores Nedbank’s commitment to providing integrated and innovative fleet management solutions across the Southern African region, and Eqstra Fleet Management’s dedication to continue doing what they do best. Manage fleets.

Excitement At The Old Refinery

The Natref refinery at Sasolburg was commissioned in 1971 and has been at the cutting edge of refining technology since its inception. As it is situated inland, the refinery’s market for heavy fuel oil was quite limited and as a result, it was designed to get the most out of crude oil and equipped with state-of-the-art technology to achieve this. The refinery makes use of the bottoms up grading refining process, this uses medium gravity crude oil which gives NATREF the capability of producing 70 percent whiter product.

Production
At the refinery, the main products produced are petrol, diesel, jet fuel, bitumen, and fuel oil with a capacity of 108,500 barrels of oil per day. Located in Sasolburg, the Free State, Natref supplies the main South African inland market of Johannesburg and the surrounding areas, however it starts its inland journey 600km (355miles) away at the coast. The crude oil destined for Natref is offloaded in Durban via floating Single Buoy Moor (SBM), which is co-shared with other oil companies and managed independently. In Durban, the crude is stored in 15 crude storage tanks before beginning the long uphill journey to the refinery. 

Due to its inland location, near the industrial heartland of South Africa, the refinery is sited in a place where the market for heavy fuel oil is quite limited. Therefore, since it was founded, Natref has needed to squeeze all the value out of their crude, which requires state-of-the-art equipment. By utilising the bottoms upgrading refining process using medium gravity crude oil, the refinery has the capability of producing 70 per cent whiter product than coastal refineries, which must rely on heavy fuel oil. 

Having commenced operations over half a century ago, it is no surprise that in that time the refinery has undergone several expansions and upgrades. Mr Dayanand Rajaram, Senior Vice President at Natref, shared some of the more technical details about the refinery’s evolution and current capabilities. 

“The refinery was originally designed as a 55,000 bbl/d refinery,” he says, “In 1976, it was expanded to 75,000 bb/d, and then to 86,000 bb/d in 1993 and to 108,000 bb/d in 2002. In 2005, the refinery was upgraded to clean fuels 1 specification. In 2016, the refinery started producing 50ppm diesel.” 

He goes on to explain that the refinery configuration has a Solomon complexity factor of 10.9. As mentioned earlier, it has a significant bottom upgrading unit (residual crude desulphurization – RCD), as well as the capability for processing vacuum residue and atmospheric residue from the crude columns into FCC feed. In addition, the refinery also has several specialised units including a hydrogen reformer unit, a hydrofluoric acid (HF) unit, and a bitumen unit.

There are a number of other recent key developments including several upgrades to infrastructure that have been completed. Such as the human machine interface (HMI), and distributed control system (DCS) upgrades. Health monitoring on key rotating equipment was implemented by upgrading the Bentley system and the company has installed state-of-the-art training simulators on two production units, with a further view to link this with virtual reality to further improve operator training and engagement. Further to these items, solutions that provide online monitoring of critical operating parameters to prevent process safety incidents have also been installed. 

“At the moment, the refinery is piloting and rolling out a wireless plant inspection tool that will assist operators and maintenance staff in improving their effectiveness,” Mr Rajaram says, “These are among some of the more recent changes to improve the data gathering, decision-making and the training of employees.”

New Developments
One company leaves another takes its place.
For decades Natref was owned by TotalEnergies and Sasol, but this changed earlier this year, when British company Prax Group struck a deal with TotalEnergies to buy their stake in the refinery. Although the companies did not reveal the agreed price for the 36.36% stake in the facility it is known that Sasol will retain control of the remaining 63.64 percent.
Prax said this purchase would see it enter the South African market where they envisage Natref serving as a focal point for its expansion into Africa. It also represents the beginning of their move into the continent as they plan to make further investments in the asset to establish it as a regional hub. 

“The signing of this agreement is the first step towards our entry into Africa which will provide us a solid platform from which to execute our future growth strategy,” said Prax CEO and chairman Sanjeev Kumar Soosaipillai.
“The acquisition marks another significant milestone for the Prax Group and will create unique opportunities across the South African supply chain, meeting the needs of customers and communities for years to come.”

Focus
“The transaction is in line with the Company strategy to focus on its large integrated fuels and petrochemicals platforms and to divest its non-core assets,” said Jean-Pierre Sbraire, CFO of Total.

TotalEnergies is a global multi-energy company that produces and markets energies: oil and biofuels, natural gas and green gases, renewables, and electricity. Employing over 100,000 people they are committed to energy that is ever more affordable, more sustainable, more reliable, and accessible to as many people as possible. Active in nearly 130 countries, TotalEnergies puts sustainable development in all its dimensions at the heart of its projects and operations to contribute to the well-being of people. They own a 50.1% stake in TotalEnergies Marketing South Africa. The other 49.9% is owned by South African shareholders.

Interesting Future
Natref represents not only a long-term asset that has continued to produce for over fifty years, but is still South Africa’s only inland refinery and processes heavy crude. This provides a number of opportunities for the UK company to take advantage of established infrastructure and employee-skills. Particularly as Prax has interests in the upstream but also in the downstream, which means the future for Natref is going to be an interesting one. Not to be crude, but black gold has never seemed so refined.

A golden legacy of sustainability and innovation

Under the leadership of Gerard Bond, company Chief Executive, OceanaGold Corp have set themselves the task of mining gold for a better future. The gold, copper, and silver they produce are essential to the renewable energy and transport sectors, life-saving medical devices and technology which connects communities around the world. The modern era of digitalisation, connectivity and prosperity we find ourselves in would be impossible without the mining industry. But as OceanaGold is proving, there are areas where improvements can still be made.
“Our activities contribute to economic growth and improved health and education outcomes in the regions where we operate,” Gerard tells us, “In fact, we provide direct employment for over 3,700 people and indirect employment for many more.”
A company whose success can be attributed to their attention to staff as much as shareholders, OceanaGold Corp fosters a work atmosphere where a combination of care, respect, integrity, performance and teamwork emboldens them to make changes to their industry. As a growing intermediate gold and copper producer the company is able to maximise the generation of Free Cash Flow from their operations and deliver strong returns through their portfolio of four operating mines: the Haile Gold Mine in the United States of America; Didipio Mine in the Philippines; and the Macraes and Waihi operations in New Zealand.
Founded on the principles of responsible mining and sustainable practices, OceanaGold Corporation has evolved into a prominent player in the global gold mining industry. Originating in New Zealand, the company has grown its operations and influence worldwide, carving out a name not only as a gold producer but also as an organization deeply committed to environmental stewardship and community engagement.

The Roots of OceanaGold
Established in 1989, OceanaGold traces their roots back to New Zealand’s historic mining industry. The founders envisioned a company that would blend traditional mining methods with emerging environmental and social governance (ESG) standards. Initially, OceanaGold focused on projects within New Zealand, primarily the Macraes Goldfield in Otago, which remains a cornerstone of their operations and the largest gold-producing mine in the country.
The founders’ ethos emphasized mining responsibly and sustainably and from the outset, they prioritized protecting New Zealand’s pristine landscapes while delivering economic value. As Gerard says, “This philosophy has guided our expansion into other regions, including the Philippines and the United States and has cemented OceanaGold’s reputation as a leader in sustainable mining. But our most defining feature remains our loyalty to staff.”

A Community of Growth
One of OceanaGold’s defining features is their commitment to their workforce and Gerard emphasises the pride in being to create a safe and empowering workplace, where employees are encouraged to develop their skills and advance their careers. He details how OceanaGold emphasizes robust training programs, career progression opportunities, and a company culture that prioritizes safety and well-being.
“In recent years, we have introduced several mental health and wellness programs aimed at supporting employees and their families,” he says, “This holistic approach to workforce management has not only bolstered staff retention but also strengthened OceanaGold’s reputation as an employer of choice in the mining industry.”

The Benefits Of Strong Leadership
Gerard Bond brings extensive experience in global finance and the resources industry to OceanaGold Corporation. Prior to his appointment as President and Chief Executive Officer in April 2022, he served as Finance Director and Chief Financial Officer at Newcrest Mining Limited from January 2012 to January 2022, a period marked by significant operational, financial, and growth transformation. Before joining Newcrest, Gerard spent over 14 years at BHP, a position that provided him with a comprehensive understanding of corporate finance, mergers and acquisitions, treasury, and human resources across North America, Europe, and Australia.
With experience encompassing gold, copper, nickel, and aluminium, his appointment as the leader of OceanaGold Corp was based on his proven track record of driving performance and delivering on business potential. It also put OceanaGold Corp into a position of benefitting from his understanding of all levels of the business and what it takes to achieve their ultimate goals which are centred around sustainability and responsible mining.

Pioneering Responsibility
As a long-time advocate and leader in responsible mining practices, the company has developed and implemented advanced environmental management systems to reduce their footprint, particularly in terms of water and energy use. Gerard reveals that these efforts align with their “zero-harm” environmental policy, aimed at preventing negative ecological impacts in the areas where they operate. Additionally, the company’s commitment to responsible mining also extends to its community engagement efforts.
“OceanaGold has invested significantly in local communities,” Gerard elaborates, “Where we have created job opportunities, improved infrastructure, and funded education initiatives.”
In the Philippines, for example, their Didipio Mine has become a model for community involvement, providing jobs and supporting local development while maintaining high environmental standards.

Expanding Horizons and Innovation in 2024
As of 2024, OceanaGold is making strides in several key areas. The company has continued to push boundaries in technological innovation, focusing on digitalization and automation to optimize mining efficiency and safety. A highlight of their recent technological initiatives is the integration of artificial intelligence to enhance ore processing and reduce waste, contributing to both cost efficiency and environmental goals.
OceanaGold is also expanding its North American footprint, with new exploration projects in Nevada, USA. These projects signal a strategic move to capitalize on the region’s rich resources while adhering to stringent U.S. environmental standards. The new developments are poised to boost the company’s output, further strengthening its position in the gold mining industry.
In alignment with global climate goals, OceanaGold continues to invest in renewable energy projects to power their operations. At their Macraes site in New Zealand, for instance, the company has recently completed the construction of a large-scale solar farm designed to meet a substantial portion of the mine’s electricity needs. This initiative is part of OceanaGold’s ambitious target to achieve net-zero carbon emissions by 2050.

Sustaining a Legacy of Responsible Mining
While OceanaGold Corp stands as a testament to the mining industry’s potential for positive impact, Gerard is aware that more can and should be done. However, through their forward-thinking approach to environmental management, community development, and employee welfare, the company is set to push these positive developments further than many competitors and have set a benchmark for others to follow. As they expand into new markets and explore innovative technologies, OceanaGold continues to demonstrate that mining can be both profitable and sustainable.
“We are well-positioned to meet the evolving demands of the mining industry,” says Gerard, “And we continue to embody a bold legacy that prioritizes people, planet, and above all progress.”

Attitude Makes The Difference

It has to be said that having the right kind of attitude stands for a lot. A reputation for style, confidence and a “must-do” approach are what the business world has always run on. Donnie Rust explores EE Smith.
The company, EE Smith was founded in 1897 by Edward Elijah Smith who ran his business from a small shop on Canning Street, Leicester. The self-proclaimed, ‘Master Craftsman’ was skilled as a plumber, gas and bar fitter and supplied and repaired gas stoves and gas chandeliers, proclaiming with understated professional pride, that all kinds of repairs would be ‘neatly executed’.
During these early years, EESmith took on a number of young apprentices to aid his flourishing business and as the business prospered, it moved to new premises in 1937. In the same year, 14-year-old Basil Richardson was taken on as an apprentice, making pewter basins.
Although many of EE Smith’s apprentices who fought in the Second World War did not come home, following his wartime service in the Royal Navy, Basil Richardson returned to Leicester to find Edward Elijah Smith in poor health and the business in decline. At the age of 24, Basil became EE Smith Contracts’ Managing Director, foreman and entire workforce. However, in an age of heroes he did not wilt under the challenge but grabbed and ran with it.

Building A Great Business
Since then, the company has had the opportunity to shift and change with markets and ride on the momentum of just getting things done. After turning down interest from market leaders, 2016 began an exciting new era when a management buy-out saw four of the long serving team take over the ownership of the business, with Neil Bottrill at the helm as the new Managing Director.
The £11.1 million buyout was made possible thanks to funding from Maven Capital Partners, an investment that reflected the confidence in Bottrill’s leadership qualities.
Bottrill, who has been with the firm since 1990 in a variety of estimating and commercial management roles, joined the board of directors in 2008 as commercial director. Even after becoming MD in 2016 following the buyout, he has continued the company’s spirit of driving hard into the future and always leading by example.

Leaders Lead From The Front
Having climbed up through the ranks and firmly established himself as the leader of the company, Bottrill reveals that EE Smith, still one of the UK’s leading privately owned specialist interior fit-out contractors, have been setting the industry standard for over 100 years.
“We are experts in fitting out some of the world’s most prestigious hotels, commercial interiors and private residences,” he says, “Our interior solutions are engineered to the finest tolerances, ensuring the finished product perfectly matches the designer’s vision.”

Investing In The Future Through People
Further to this, EE Smith Contracts is also one of the UK’s leaders in training apprentice joiners and cabinet makers, taking on new applicants every year, and have seen over 200 apprentices successfully pass through their programme. Bottrill explains that it is this marriage of technology and tradition that allows his company to deliver high-quality solutions to design briefs without compromising on aesthetic requirements.
“Our outstanding level of project management is one of the key elements which sets us apart within the saturated industry,” he says, “ With an in-house team of directly employed design managers, technical services managers and pre-construction coordinators, we are able to seamlessly take a project from tender stage to completion, whilst providing a consistent project management team to the client.”
And according to him, it is this ethos that is the core to their success and one of the many reasons they have such a longstanding rapport with their repeat clients. This close control over every detail makes them proud to be one of the UK’s very few contractors with a turnkey offering.

Outstanding Performance
Regardless of circumstances, EE Smith has a reputation for being outstanding, for example in 2022 when many companies were still struggling to recover from the ripples of Covid, they posted the highest annual revenues in the company’s history, with an additional £60 million of secured work for the new financial year.
It was fitting as they also celebrated their 125th birthday in 2022. Bottrill explains that the record-breaking activity was secured partly by working on multiple prestigious developments including the luxurious Peninsula London hotel overlooking Hyde Park Corner and the completion of 15 super-prime apartments in Knightsbridge in London. Profits have bounced back strongly following Covid-19 and are forecast to exceed pre-pandemic levels for the year ahead.
Generally working with around £60 million worth of secured work, EE Smith Contracts enters 2025 with their usage aplomb and confidence. But have gone a step further as pioneers in their business with a focus on sustainability.

Keeping It Up With Green
The business, which employs 285 staff, has reduced carbon emissions by over 20 per cent in the last year despite the growth in activity at its sites in Leicester and London by investing in a new £125,000 extraction system. There is also continued growth in long-established apprenticeship programmes, with 35 new apprenticeships having been recruited since the outbreak of Covid-19.
Neil Simpson, Finance Director, says, “EE Smith Contracts has a long history of training youngsters, and a significant number of our current employees are former apprenticeships who have stayed with us because it is a family environment. We have established great links with London colleges and have thirty apprentices on our sites in London learning from among the finest craftspeople in the country. The London labour market is very dynamic and we’re building the EE Smith Contracts family environment on those sites as well to retain our apprentices and provide a pathway for their career. Further reductions are forecast in our carbon emissions following significant investment in carbon saving technology in the last six months because this is an area which is really important to us.”

Alacrity in energy infrastructure

Founded in July 2015 and headquartered in Houston, Texas, Bluewing Midstream LLC has rapidly emerged as a key player in the energy infrastructure sector along the U.S. Gulf Coast. Specializing in the acquisition, development, and operation of bulk liquid terminals, their keen strategic initiatives have enhanced the logistics and storage capabilities for their petroleum product customers while providing workable solutions to industry problems in the region.

With terminal assets strategically situated in Texas, at the Port of Brownsville, Bluewing’s location serves as a critical gateway to South Texas, Mexico, and other international markets. Supporting this, the company’s facilities offer a comprehensive suite of services, including bulk storage, blending, heating, and transloading of various bulk liquid commodities such as diesel, gasoline, base oil, wax, jet fuel, LPGs, and ethanol. Seen as an innovative infrastructure company by their various customers, CEO Todd Reid explains that they are guided by four pillars: Safety, Technology, Service and Communication, which have been essential in their ongoing expansion plans.

He explains that, in response to growing customer demands, Bluewing commenced construction on its Phase II Expansion Project in May 2019 and began operations later the same year. This expansion added 300,000 barrels of new liquids storage capacity, capable of handling gasoline, diesel, jet fuel, and other petroleum products. Combined with existing assets, this brought the total storage capacity to approximately 1.1 million barrels.
“We were very excited to break ground on our Phase II expansion project and continue to build upon our existing operations,” Reid says, “Phase II allowed us to advance our strategic organic development vision while continuing to provide flexible and efficient terminal and logistics solutions to our customers.”
Phase III of the project includes the addition of four modes of transportation with tanks configured to ship and receive product by truck, railcar, barge or pipeline. This is expected to result in an additional 1.8MM Bbls of bulk-liquid storage capacity with 41 tanks ranging in capacity from 36,000 Bbls to 88,000 Bbls. Supported by 85 railcar spots with 40 automated loading positions.

Automation
A distinguishing feature of Bluewing’s operations is their commitment to technological innovation, particularly in automation. The company has implemented advanced systems that automate processes from scheduling to loading, significantly enhancing efficiency and transparency. Customers can log into the terminal automation system at any time to monitor their product’s status, providing real-time insights into loading and transportation activities.
Vice President of Engineering and Construction, Danny Malone, highlighted the benefits of automation in a recent interview, saying, “Everything is automated from the time the driver comes into the time he leaves, and this seamless integration of technology not only streamlines operations but also sets Bluewing apart from competitors that still rely on manual processes.”

Environmental Commitment
According to Reid, Bluewing has always placed a strong emphasis on environmental responsibility and the company utilizes next-generation, advanced vapor combustion systems to prevent emissions during terminal loading operations. These systems are designed to be super-clean and super-efficient, ensuring that pollutants are not released into the atmosphere. He continues that understanding the relevance of their impact on the environment is an offshoot of the leadership team’s experience.
Combined with this, is a clear vision for the company’s growth. Chief exec Todd Reid, who leads the company with his 28 (plus) years in the energy industry, and has been instrumental in steering the company’s strategic direction, is supported by Vice President of Commercial Operations, Amanda Luckey, and Vice President of Engineering and Construction, Danny Malone, who contribute their expertise in commercial operations and engineering.

Finding Solutions
Bluewing Midstream addresses the unique logistical hurdles of operating in the Gulf of Mexico through targeted strategies focused on resilience, regulatory compliance, environmental safety, infrastructure investment, workforce training, and advanced cybersecurity measures. We were keen to take a deeper look at their approach and were able to highlight specific areas that make a difference.

Extreme Weather Risk And Supply Chain Resilience
Reid advocates preparedness, and Bluewing Midstream is well aware of the Gulf’s weather volatility and has fortified their facilities to withstand adverse conditions. This includes developing comprehensive contingency plans to ensure the safety and continuity of its operations during hurricane season, such as emergency storage solutions and implementing alternative shipping routes to mitigate the risk of supply chain disruption.
Additionally, recognizing that adverse weather can delay shipments and drive-up costs, Bluewing has integrated supply chain risk management strategies into its logistics planning. By leveraging its strategic location at the Port of Brownsville, Bluewing can offer flexibility in distribution channels and is equipped to reroute shipments as necessary to ensure continuity.

Simplifying Paperwork
Navigating regulations is an important but time-consuming practice. Operating across multiple jurisdictions, Bluewing has invested in a compliance framework aligning with federal, state, and local regulations. This framework is particularly crucial given the port’s cross-border operations with Mexico, “Our in-house team regularly reviews regulatory changes to stay up-to-date and minimize operational delays,” says Reid.
This includes navigating the regional infrastructure limitations, such as port congestion. Although this is a challenge at major Gulf ports, Bluewing’s location at the Port of Brownsville, a less congested site than ports like Houston, allows it to avoid frequent delays. This tactical positioning provides a useful advantage in meeting delivery schedules and minimizing wait times for loading and unloading, which has led to further investment in infrastructure.
Bluewing is committed to modernizing and maintaining its infrastructure to ensure reliable operations. For instance, its Phase II expansion project, completed in 2019, added substantial storage capacity. Such investments enable Bluewing to manage operational disruptions while keeping capital expenditures in check.

Skill Shortages
Even a company as automated as Bluewing, still relies on skilled labour and they proactively invest in recruiting and retaining skilled professionals, focusing on attracting talent with specialized experience in energy and logistics. Additionally, Bluewing partners with local training organizations to cultivate a talent pool equipped with the required technical skills, particularly for terminal and storage operations.
“This involves prioritising safety training which is integral to our operational philosophy,” Reid says, “Employees undergo regular training sessions that comply with OSHA standards, ensuring they are well-prepared to handle the challenges of a high-risk environment. This ongoing commitment helps prevent accidents and maintain a high safety standard.”

Can They Make It? Yes, They Can

Stolle is the foremost provider of machinery for manufacturing two-piece cans and can ends in the canmaking sector globally. Renowned for their high-speed capabilities, Stolle’s machines serve as the cornerstone of canmaking operations worldwide, renowned for their demonstrated productivity and unwavering reliability.
Offering comprehensive solutions at every scale, whether individual machines, line modules, or swift service with OEM parts, to the conception, construction, and initiation of entire facilities, Stolle’s technical expertise ensures clients consistently receive equipment featuring cutting-edge engineering advancements and enhancements. Canmakers globally rely on Stolle to bolster their productivity and profitability with many acknowledging the company’s unwavering support.

A Legacy Of Innovation, Vision, And Value
Stolle Machinery takes its name from Ralph J. Stolle, the founder of the predecessor company, The Stolle Corporation, established in Sidney, Ohio, in 1961. Mr. Stolle notably refined the high-speed production method for easy-open (pop-top) beverage ends, alongside other significant technical accomplishments. He also established a business philosophy that has steered the company through more than six decades. This philosophy is straightforward: to develop and deliver the most dependable solutions and cutting-edge technologies to enhance the functionality and aesthetics of metal, particularly aluminium, packaging for their customers.
The utilization of aluminium in can manufacturing was a paramount development for several reasons. Firstly, aluminium is exceptionally lightweight, contributing to reduced transportation costs and energy consumption. Secondly, its corrosion-resistant properties ensure prolonged shelf life and product integrity. Thirdly, aluminium’s recyclability makes it an environmentally sustainable choice, with recycled aluminium requiring significantly less energy for production compared to virgin aluminium. Additionally, aluminium’s malleability allows for intricate designs and easy shaping, enhancing branding opportunities. Lastly, aluminium cans are impermeable to light and oxygen, safeguarding the contents from deterioration, thereby preserving flavour and freshness.
Powered by innovation and guided by experience, Stolle has maintained it’s leading position in technology by delivering high-speed, precise, and safe packaging solutions. Such solutions that promote the brand experience through sustainability, colour, shape, texture, and ease of use and by “Serving the world” by being seen as a local provider in each market.
“Along with the principles of good business and service, the values of the group are simple but applicable and festooned within the company’s core,” says Michael Larson, Chief Operations Officer for Stolle, “Safety, quality, sustainability, technology and customer happiness.”

Leadership
Over the last six decades it has been seen repeatedly that good leadership makes all the difference and often what makes or breaks a brand is who is out front. At the centre of their roadmap for the next century is how to find the right people for the job and provide them the right tools.
Now, at the heart of the company is the Stolle management team who offer a collective experience reaching across both industry and globe. From previous experience in managing global relationships, technology, and finance, they are well positioned to help continue the leadership of Stolle internally as well as internationally. With a focus on technology and a dedication to continuing Stolle’s globalization, each team member brings an invaluable perspective to the company. These experiences blend seamlessly into a vision for the future that include the highest levels of customer satisfaction and the development of revolutionary new technologies that will advance the industry.

Industry Leadership
As their yellow “wave of innovation” has indicated for years, Stolle is committed to advancing metal packaging through a constant flow of sustainable innovations and technology that will benefit customers. From some of the strongest and most metal-efficient tab designs available, to brilliant new equipment upgrades, to revolutionary new equipment poised to impact the next generation of can making, Stolle continues to make significant investments of personnel and funding to R&D in every area of can making. Stolle’s global technical centres are dedicated facilities that develop the advanced software and hardware that future industry leaders can come to rely on while producing the sustainable machinery features that today’s customers expect.
As if to prove this point, Stolle has been designated a Platinum OEM Partner by Rockwell Automation. Companies at this level have met the product design, marketing, and business relationship criteria of Rockwell Automation technology across their entire company. Having occurred in 2022, Rockwell’s strategic partnership will further help Stolle to develop innovations in advanced software and hardware across their product line. Rockwell Automation evolved its OEM Partner Program globally, establishing levels of participation based on need and output. As a Platinum OEM Partner, Stolle Machinery takes advantage of a true partnership approach with Rockwell Automation with executive-level engagements and alignment with strategic growth opportunities along with various services for digital transformation.
“Rockwell Automation is pleased to welcome Stolle Machinery as a Platinum OEM Partner to our growing OEM Partner Program,” said Johannes zu Eltz, Vice President of Global Market Access, “Not only does this Platinum designation help Rockwell Automation partner with Stolle on initiatives, but it also adds diversity to our stable of partners, delivering unrivalled co-marketing opportunities, coordinated market planning with our sales force, and improved customer engagement with co-managed objectives.”
With its expanded range, which facilitates greater market access, streamlines processes, and standardizes product integration for manufacturers, the enhanced offering empowers stakeholders to maximize the benefits of Rockwell Automation technology. Anticipating an influx of platinum level partners, alongside numerous gold, silver, and bronze members, the company foresees the program becoming a premier opportunity for original equipment manufacturers on a global scale.
“The partnership excites us particularly because of Rockwell’s deep knowledge in the food and beverage industry,” said Michael Larson, Chief Operations Officer for Stolle. “With a long history of innovation, we’ll partner with Rockwell Automation to develop new machinery and technology to make production faster and more efficient for our customers.”

Conclusion
Stolle is committed to advancing their customer needs through ongoing innovation and technological advancement, backed by substantial investments in resources and personnel. Expert engineering teams collaborate with seasoned technicians at the company’s R&D Technical Centres to explore new ideas and concepts, integrating cutting-edge technology and materials as they become available in the market. Often, teams initiate projects from scratch, devising equipment that addresses industry demands for functionality, speed, and efficiency, even if it requires pioneering solutions. The Stolle R&D Technical Centres afford the company the flexibility to experiment and validate new concepts during their developmental stages. Strategically located within several assembly facilities worldwide, these centres facilitate seamless collaboration. Additionally, Stolle collaborates with various independent engineering firms to access specialized expertise when necessary.

Global Teledermatology Market Gears Up for a Bright Future: ~15% Growth Expected by 2027

The emergence of hybrid teledermatology, the rise in skin diseases like psoriasis, eczema, and skin cancer, the lack of dermatologists and other qualified healthcare professionals who can provide specialized dermatological care, and technological developments in teledermatology products and the introduction of new dermatology services are the main factors propelling the market
Teledermatology is a new and emerging type of care delivery in which telecommunication technologies are utilized to transmit dermatology-related medical information over a long distance via voice, video, and data transmission.
Asynchronous (store-and-forward) segment dominates the teledermatology market, with hybrid teledermatology expected to gain traction in the coming years
Store-and-forward (SAF) teledermatology permits photos and other health-related information to be transmitted from a patient to a provider/clinician or from one provider/clinician to another using telehealth software for evaluation. Some of the primary elements driving its demand include reduced consultation wait times, expedited treatment of urgent patients, efficient management of a higher volume of patient cases, and improved patient satisfaction. However, a crucial problem that is predicted to hinder its adoption is the absence of real-time input on patient queries/concerns.
In the future years, hybrid teledermatology is projected to gain traction. It combines real-time and store-and-forward teledermatology components. Patients may receive insights from real-time talks and benefit from the completeness of asynchronous data sharing by using the hybrid method, which allows them to choose the mode of consultation that best suits them. The method shortens wait times, improves access to care, and increases patient satisfaction.
Technological advancements and the launch of new Teledermatology services drive the Teledermatology Market
Over the years, the Teledermatology industry has seen a lot of technical breakthroughs and the introduction of new services. These advancements are anticipated to fuel the teledermatology industry in the future years.

For instance:
In May 2023, the Black Country Provider Collaborative launched new teledermatology services in the UK that aim to triage patients within a 24-hour period, reduce unnecessary appointments, and streamline access to diagnostics and treatments
In Septemeber 2022, Oro Health in partnership with MCI Onehealth launched a new Teledermatology platform In Ontario for private and public patients. The new MCI platform, MCI Dermatology Connect, is powered by Oro Health Technology and provides a highly secured and reliable medical process. By using the platform, patients from the comfort of their homes will be able to receive personalized consultation, diagnosis, and prescription for minor dermatology pathologies within few days
Competitive Landscape Analysis of the Teledermatology Market
Some of the key players operating in the market include MedX Health, Digital Diagnostic/3Derm Systems, MetaOptima, Miiskin, Hims & Hers, Mandel Dermatology, MDLIVE, Medweb, First Derm, Dermicus, Eagle Telemedicine, Advanced Telemed Services, SkyMD, Integrated Dermatology, Curology, among others.
Organic and Inorganic Growth Strategies Adopted by Players to Establish Their Foothold in the Teledermatology Market
Players operating in this market are adopting organic and inorganic growth strategies such as launching new products, launching pilot programs, acquiring related firms, and entering into collaborations to garner higher market share. For instance,
In April 2023, MedX Health, a global leader in teledermatology entered into an agreement with PharmaChoice Canada to launch MedX teledermatology screening platform across canada. PharmaChoice Canada is one of Canada’s fastest-growing pharmacy groups, with more than 1000 independent pharmacy owners and operators
In July 2021, Hims & Hers Health, acquired teledermatology specialist, Apostrophe. The acquisition expands the firm’s ability to provide consumers with some of the most advanced and personalized dermatology treatments, faster and at scale
The potential for integrating artificial intelligence (AI) into teledermatology to improve diagnosis accuracy, streamline workflows, and optimize patient care, the rising popularity of telehealth among patients and providers, and the aggressive organic and inorganic growth strategies employed by the players are all expected to contribute to the teledermatology market’s anticipated future growth.

RacquetX Announces Miami Open Experience as Excitement Builds for Landmark 2024 Event

RacquetX, the world’s first all-racquet sport conference and experience, is proud to announce a joint ticket experience with Miami Open presented by Itaú, a leading ATP Masters 1000 and WTA 1000 tennis tournament that takes place from March 17 – 31, 2024.

RacquetX and Miami Open attendees will have the opportunity to enjoy ‘RacquetX Night at the Miami Open’ taking place at the Hard Rock Stadium on Monday, March 25th, as well as access to the three-day, one-of-a-kind experience at RacquetX.

RacquetX, which takes place across March 24-26 2024 at the Miami Beach Convention Center, represents a hugely exciting milestone for the racquet sport industry as the first event dedicated to all racquet sports, giving businesses, professionals, fans and enthusiasts alike the chance to be inspired, exchange ideas, make connections and play on one of the 9 multi-sport courts.
RacquetX Co-Founder Robyn Duda said: “We’re delighted to announce this celebration with the iconic Miami Open that will allow tournament-goers and RacquetX participants to enjoy the benefits of each event, which take place at the same time in Miami this March. This is a huge vindication of everything we’re trying to achieve at RacquetX by working with the best in the industry.”

The brainchild of events guru Duda and entrepreneur Marco Giberti, RacquetX is the exciting culmination of huge growth across the sector. The conference’s three headline sports – tennis, pickleball and padel – have all experienced surges in participation since the pandemic and are riding the crest of a wave as people turn to racquet sports in numbers never seen before. Tennis has experienced a 33% boom in participation since 2020, pickleball is taking North America by storm with the number of people playing growing by 59% over three years, reaching a total of 8.9 million in 2022; while padel is widely accepted as the world’s fastest-growing sport with over 25 million players.

As well as those three headline sports, RacquetX is welcoming professionals and enthusiasts of all racquet sports – from squash to badminton and table tennis, and also welcoming cult sports such as Platform tennis, which is popular in the U.S. Northeast. Until now, there was no place for industry professionals across all these sports to exchange ideas and try new products and technologies.

The happy world of Haribo

From its humble beginnings in Germany to its status as a global phenomenon, Haribo has created a candy empire that stands the test of time. In this article, we will delve into the rich history, iconic products, and lasting legacy of Haribo.
The Sweet Origins: Haribo traces its roots back to 1920s Germany when a visionary confectioner named Hans Riegel Sr. founded the company in Bonn. The name Haribo is an acronym derived from Hans Riegel Bonn. The initial offerings included hard candies and licorice, but it was the introduction of the iconic Goldbären (Gold-Bears) in 1922 that set Haribo on its path to stardom. These bear-shaped gummies, with their fruity flavors and chewy texture, quickly became a sensation and laid the foundation for Haribo’s future success.
Innovation and Expansion: Driven by a commitment to innovation, Haribo continued to create new products and expand its range. In the 1960s, the company introduced Tangfastics, a sour variation of its popular gummy candies. This bold move demonstrated Haribo’s ability to adapt to changing consumer preferences and solidified its reputation as a market leader.As Haribo’s popularity grew, so did its global presence. The company established production facilities in various countries, including France, Spain, and the United States, enabling it to cater to a worldwide audience. In 1982, Haribo opened its first manufacturing plant outside of Europe in Baltimore, Maryland, marking a significant milestone in its international expansion.
Iconic Product Lineup: Haribo’s success can be attributed not only to its brand recognition but also to its diverse and appealing product lineup. While Goldbären remains a top seller, the company offers a wide range of candies to suit different tastes and preferences.

From the tangy Cola Bottles to the soft and chewy Happy Cherries, Haribo consistently introduces new flavors and shapes to captivate candy enthusiasts. Some notable favorites include Starmix, which combines various shapes and flavors, and Maoam, the fruity chew bars that offer a burst of long-lasting taste. With vegetarian and vegan options also available, Haribo strives to cater to a diverse consumer base.
The Haribo Experience: Beyond its candies, Haribo has successfully crafted an immersive experience that appeals to both children and adults. The Haribo stores and factory tours allow visitors to witness the candy-making process firsthand, from mixing the ingredients to molding and packaging the gummies. These interactive experiences create a deeper connection with the brand and offer a glimpse into the world of Haribo.
A Lasting Legacy: Haribo’s enduring success can be attributed to its commitment to quality, innovation, and customer satisfaction. The brand’s ability to adapt to changing consumer preferences while staying true to its roots has allowed it to remain relevant in an ever-evolving market. Today, Haribo continues to bring joy to millions of people worldwide, spreading sweetness and delight with every chew.

Haribo has undoubtedly established itself as a global candy icon, enchanting generations with its delicious and imaginative treats. From its humble beginnings in Germany to its worldwide presence, Haribo has built a legacy based on innovation, quality, and a commitment to creating moments of happiness. As we savor the iconic Goldbären and explore the vast array of Haribo we are reminded of the brand’s ability to bring people together, evoke nostalgia, and create lasting memories.
Looking ahead, Haribo shows no signs of slowing down. With a dedicated team of confectionery experts and a finger on the pulse of consumer trends, the company continues to introduce new flavors, shapes, and experiences that keep candy lovers coming back for more. Whether it’s experimenting with unique combinations, exploring healthier options, or embracing technological advancements, Haribo remains committed to pushing the boundaries of confectionery innovation.
Furthermore, Haribo understands the importance of social responsibility. The company has implemented sustainability initiatives, such as responsible sourcing of ingredients, reducing packaging waste, and supporting local communities. By taking these steps, Haribo demonstrates its commitment to not only delighting consumers but also being a responsible corporate citizen.

Haribo’s impact goes far beyond the candy aisle. The brand has become a cultural phenomenon, with its iconic Goldbären being referenced in movies, television shows, and even inspiring fan art and merchandise. The familiar yellow packaging and the cheerful gummy bears have become symbols of joy and happiness.
One of the key factors contributing to Haribo’s success is its iconic branding. The cheerful yellow packaging adorned with the smiling Goldbären has become instantly recognizable worldwide. This visual identity, combined with the brand’s commitment to consistent quality and taste, has earned Haribo a loyal following.
Haribo’s popularity extends beyond its core markets. The brand has successfully entered new territories and embraced cultural diversity. For example, Haribo has introduced region-specific flavors and variations to cater to the preferences of consumers in different countries. This adaptability and understanding of local tastes have allowed Haribo to establish itself as a global leader in the confectionery industry.

In recent years, Haribo has also embraced digital marketing and social media to engage with its audience. The brand actively interacts with consumers through various platforms, sharing fun and creative content, running contests, and even launching limited-edition products in collaboration with popular influencers. This online presence has helped Haribo maintain relevance in an increasingly digital world and connect with a younger demographic.
Haribo’s commitment to innovation extends beyond its product lineup. The company has made significant investments in research and development, constantly exploring new manufacturing techniques, flavor combinations, and even healthier options. By staying at the forefront of confectionery innovation, Haribo ensures that it remains a frontrunner in an industry that is constantly evolving to meet changing consumer demands.
Moreover, Haribo has not limited its success to the realm of traditional gummy candies. The brand has expanded into other confectionery categories, such as licorice, marshmallows, and jellies, offering a diverse range of treats to cater to different preferences. This diversification has allowed Haribo to capture a broader market share and maintain its position as a dominant force in the confectionery industry.

Lastly, it is worth mentioning that Haribo’s impact goes beyond its commercial success. The brand has a long history of philanthropy and community involvement. Haribo actively supports various charitable initiatives, both globally and locally, focusing on areas such as education, children’s welfare, and environmental sustainability. Through these efforts, Haribo showcases its commitment to making a positive difference in the world.

In conclusion, Haribo’s journey from a small candy manufacturer in Germany to a global confectionery giant is a testament to its enduring appeal, commitment to innovation, and ability to adapt to changing consumer preferences. With its iconic branding, diverse product lineup, digital engagement strategies, and philanthropic endeavors, Haribo continues to captivate candy enthusiasts of all ages and delight taste buds around the world.

Service King Donates $45,000 to Cornerstone Ranch Through Golf Tournament Donations

On Oct. 12, Service King held its 26th annual Charity Golf Tournament at the Cowboys Golf Club, where 144 golfers came together at the Dallas course to raise funds for local nonprofits. This year, as part of Service King’s 45th anniversary and vision of “building for tomorrow,” the collision repair operator presented a $45,000 check to Cornerstone Ranch – a residential community created for adults with special needs to live an abundant life – following the tournament.

“For 45 years, Service King has had a steadfast passion to help others,” said Service King President Jeff McFadden. “Cornerstone Ranch is a local McKinney nonprofit organization that we’re proud to partner with and join their efforts in enriching the lives of people with special needs in our community. We’re also extremely grateful for our loyal business partners and golfers that came out to show their support at this year’s tournament. We look forward to continuing to live out our mission of ‘building for tomorrow’ by continuing to donate to organizations that empower the communities we serve.”

For the past 26 years, Service King’s annual Charity Golf Tournament has benefitted a variety of local nonprofit organizations. To learn more about Service King, visit serviceking.com.

About Service King Collision®
Service King Collision®, which is now celebrating 45 years of experience in the automotive repair industry, is a leading national operator of comprehensive, high-quality auto body collision repair facilities. The organization is consistently recognized for its commitment to customer satisfaction, quality workmanship and giving back to the industry through innovative training and recruiting initiatives. Service King traces its roots back to Dallas, Texas and founder Eddie Lennox who opened the very first Service King in 1976. Today, Service King operates locations in 24 states and the District of Columbia across the U.S.