“There is a myriad of different reasons that the company has grown over the past fifteen years. We started out as a distribution company; then we focused on a niche market in the renewable energy sector, and over the years, we created some pretty incredible relationships with our dealer network. As a result, we acquired certain dealers through the years to help create our market approach.”

Dwight recognizes that by observing the needs across the energy market, the company was able to build a healthy growth plan. “We were a distribution company originally until we realized that there was a distinct lack of education and expertise in the market space to be able to implement the technologies. We sought out and acquired dealers and contractors that were capable in these different market spaces and integrated them into our approach.”

The company has also needed to look inwards and is comfortable making changes to processes. This is something that Dwight feels has brought customer satisfaction. “We have developed a lot of internal software that is proprietary to our business which allows us to have a unique approach to our clients’ needs, and we can address those through our software and return a comprehensive solution to them.”

However, the company has experienced, along with all other sectors and industries, a severe shortage of skilled employees. Owing to the positive employment levels nationwide, the company has had to try different approaches.

“Growth is always challenging in any industry. In our industry specifically, there was a real lack of education and places to go to find qualified individuals in our Region. We are in the Midwest, and so compared to East and West Coast markets, there were a lot less renewables and energy-efficient technologies being implemented, so that obviously makes it more difficult to find qualified people to do the job. We created internal processes to take people that were in our electrical industry and train them specifically for our market.”

Making real changes in the way we produce and consume energy is not as easy as many companies would have you believe. While advertising may refer to efficient, ethically-produced and environmentally-minded products, this, in many circumstances, is just lip-service. Dwight believes that, regardless of the intentions and values a company has, real sustainable views and products are hamstrung by the much bigger challenge of profitability.

“Renewables are becoming more mainstream over time, but honestly, to have true sustainability, you have to start with the economics. In the past five years, we have started to see the economics of renewables become the main driver in the adoption of our technologies; it is no longer just an environmental or social choice.”

It is disappointing, but it seems as though true change only happens if it has a monetary value. While it would be ethically and socially reassuring to see companies make changes for their own sake, Dwight accepts that is not the case. “These technologies are being implemented because it makes financial sense. It changes formerly negative attitudes when people are making decisions based on financial drivers.”

On the other hand, the result is sustainable energy which is a positive thing regardless. One factor that plays a large part in the financial appeal of sustainable energy is that the industry is now old enough to have grown itself. “Part of it is that technology is changing and evolving. There is a lot more capability in terms of production. It you compare the cost of a producing a solar cell with that of twenty years ago, it is completely different. It is less than ten percent of the cost that it was. Also, the cost of energy continues to go up from traditional energy sources such as coal and natural gas, so it is now a more viable solution when they are competitive with traditional energy sources.”

In business, it is important to stand out. That can be a challenge in itself when a company is in a market as competitive as energy. However, GenPro Energy allows the customer to come to it, adapting its products and services when needed.

“We are involved in multiple markets and the challenges we face differ because of this. We design projects around technologies of our own choosing so we can assure reliability.”

This approach means that, while it may not be in a position to flood the market with standard products, the company can instead work with its customer to identify a specific energy consumption design. This allows for a more tailored solution for the client. “In the lighting and energy efficiency sector, this is a very competitive sector which can be challenging. However, we have developed proprietary software that allows us to go in and address very specific customer challenges that may or may not be able to be quantified by a competitor. We are able to go in and show exactly what the savings will be for the customer, exactly what sort of performance they can expect, and we guarantee both. That is a distinct advantage that we have over many of our competitors.”

This customer-led approach is one key factor that sets GenPro Energy apart from its competitors. Dwight has built a company that is responsive rather than aggressive, and there is a genuine drive to work for the client to produce the most cost-effective and sustainable solution for their particular set of circumstances.

“We tend to look at a customer, what their goal or objective is, and then we apply the particular technology that solves their specific challenge. So for example, if a customer is simply looking for energy savings, we don’t just go in there and install a solar system to produce power for that customer. We look at how they are actually consuming the energy, what technologies they are currently using, and if there is a more cost-effective technology to perform the same duty or function. The goal is to provide better performance top to bottom.”

This full product solution, from approach through design and execution, is at the heart of GenPro Energy’s journey to the top of the energy solutions’ market. “I think the key is that we provide the complete package. We provide auditing, product selection, energy savings analysis, and the full installation.”

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The resulting rebranding and change of ownership gave Manufacture Adria the freedom to use its previous experience and customers and grow from that strong position. The company could harness the skills that had been developed and provide smart, competitive solutions to its customers. “It allowed the company to be more focused on growth of the manufacturing side, and from a practical standpoint, if you are part of an entity, you don’t have the independence to deal with everybody. For example, our original electrical contracting company – but also other contractors – before, you couldn’t deal with them because they would be in competition with our major shareholder.”

Rami notes that the local environment, as a large mining hub, “was ready for the company,” and that the change in ownership “was seamless really due to the fact that the people that bought the company were the people that were already managing the manufacturing operations.”

One new development was that the company, by listening to the needs of its clients, ensured that each product is specifically tailored and individual. “This company saw the need to start designing equipment custom made. It is now made-to-order for specific applications and for specific mines.” Given the nature of the industry, this was necessary. “Sometimes, equipment for two different mines is different, even if they provide the same function. It can be different to make up for the working environment. The products are designed specifically to the customer’s needs. A lot of what is do cannot be bought off the shelf. The only way to have these products is for someone to design it and build it for you. That is the service we offer our customers. We offer electrical; we offer custom electronic controls, and it is always made specifically for that customer.”

The company has established an engineering procurement system as well as an Enterprise Resource Planning (ERP) system to better manage production and quality control. Rami suggests that, while these have improved the operation, progress is a natural result of building solid working relationships with clients. “Our output has improved, but we always had good customer support and customer satisfaction. We have a loyal (customer) base.”

Trust is a key factor in establishing these relationships. “You know that famous triangle of quality, speed, and price? Wisdom is that you cannot have all three. Well, we discovered that you could. It requires us to take an extra step all the time, and we are always honest and upfront with our customers. We are not selling commodities; we engineer products, and this is part of building relationships with our customers. They are our customers but also our neighbours.”

Manufacture Adria, while it offers clients a range of electrical products, is considered a specialist in the design and production of substations. Due to the unpredictable nature of underground mining, the product is a vital aspect of the industry.

“Our best seller is the item that is used the most in a mining operation. You need an electrical infrastructure; everything underground works on electricity. However, the mine is a moving operation. It is not steady. When you build a city, for example, you have the infrastructure, and it doesn’t move, but a mine is a living organism, and it is moving all the time, and the equipment will have to be moved. When you know your equipment, everything that you want, it all has to be in one or two pieces. It has to be ready to go immediately. This is what we are known for – the moveable substation. It is one compact unit and has everything you need. That is our major project and forms the skeleton of mining distribution in general.”

With the pressure on businesses to grow, develop, and move forward, it is natural that advances are also being made the mining industry. Rami identifies a change taking place and says that Manufacture Adria is perfectly placed to lead this development. “One of the biggest transformations is the complete electrification of mines. So, as I said, there is a lot of electrical equipment – drills, lighting, ventilation et cetera. The big ore haulers, such as trucks and loaders, are run on diesel. With the emissions, you need to move large amounts of air, and because of this, it is becoming more expensive to go deeper underground.”

As a response to these rising costs, a pilot project was started in 2012 to work with battery powered equipment. This project resulted in an emerging demand for new equipment, and Manufacture Adria was ready to get involved. “This is equipment that weighs about nine tonnes and moves around four or five tonnes of rock, and it was battery powered. For these, they needed chargers, so we worked with their equipment vendors to develop a charging system. This isn’t just any charger. You need something that will charge batteries but also that the charger can withstand the journey down to make it to the application and then to withstand the mining environment. We have done that.”

New products and developments invariably results in new legislation. Manufacture Adria has identified a need for a concerted, international effort to advance the industry and provide better benefits for clients, employees, and the industry itself. Battery and diesel operated vehicles differ in many ways, and the need for change is not merely limited to fuel. However, these changes should not be seen as a threat to the industry.

“For one thing, it decreases your ventilation costs. You no longer need a huge ventilation shaft. All you need now is to change the air for the people there. Those costs can drop by almost a half or more. There is a group called the Global Mining Group, and its aim is to provide a platform and guidelines for the advancement of mining throughout the world. When you have an international guideline, it is easier to compare projects; it is easier to develop and easier to evaluate projects. We are a contributor to one of the sub-groups that are working towards this. We are looking at developing guidelines for the implementation of battery operated vehicles in underground operations.”

The reasons for these guidelines are many. In addition to cost and efficiency, there is also a human benefit. “Another huge aspect of this is from the miners themselves. They reported an improvement in their working conditions – less noise and less diesel emissions. That was major feedback that came from the operator. They love electrical powered equipment.”

No industry stands still. Advances in technology are assisting in driving underground mining to new levels in terms of productivity, environmental ethics, and working conditions. It is clear that, with over twenty-five years of experience designing, producing and manufacturing products, Manufacture Adria has positioned itself at the cutting edge of these changes.

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