• • • • • • • • • • • • • • • • • • • • •

AN iNNoVAtioN NEtWorK for A NEW GENErAtioN • 2014-2015

• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••

McWANE 1

A messAge fromthe presidentg. ruffner pAge, Jr.

n this issue of our family magazine you will find articles

that report on our teams continued journey of performance

excellence in everything we attempt to do. One aspect of the iMcWane family culture is persistence. Every story in this issue is

different, but also contains a similar theme of truth about how we

want to run our businesses. The next steps for already impressive

EHS programs, new companies or equipment, and new operations

or products all contain the element of persistent measured steps

forward in our journey to be the best we know how to be. Some

steps are longer strides than others but all demonstrate our willing-

ness to take modest risks to either improve what we have or grow.

Many organizations struggle with this effort because the cultures in

those companies do not support innovation, which always assumes

some risk. McWane has evolved into a company where manage-

ment teams across the various business groups have the confidence

that if they run their existing businesses well, their efforts will be

recognized and encouraged.

So how does a company of our diversification and size manage

such a high number of different and complex efforts?

n We first require from ourselves excellence in daily execution

of our routine operations, administration, and sales activities.

We measure that performance intensely.

n That current performance in turn creates trust in the

talented team members to experiment with new solutions to

problems either internally or those of our customers, so we can

better serve them.

n We have built a team that is better integrated across

the Company among facilities, between divisions and even

globally. We are supporting each other with better ways to do

things, strengthening teams and also creating new innovative

products. I encourage you to continue staying in touch and

looking for opportunities to move forward together. Some great

examples appear in this issue on page three.

Most importantly, the high trust factor allows for and builds

local decision-making: where the rubber meets the road, where

the decisions are best made, close to the source of activity

and information.

This continuum of trust goes all the way from the shop floors,

to the controllers’ offices, to the sales offices and to the compli-

ance teams. I am not saying we are perfect and successful in all we

attempt. I am saying we have and must continue to maintain our

high expectations for success every day and in every new initiative.

One key requirement at the heart of this success is humility.

Not so that it swallows up our self-confidence; but just the right

amount to balance that self-confidence. Humility prevents our suc-

cesses from creating arrogance. Humility allows us to trust that

others in our organization are working equally hard in different

jobs to make us successful.

We would not be successful without the trust and support of

everyone who reads this magazine. We rely on each other to do

our part by performing well in our respective roles to consistently

achieve excellence. For that benefit and blessing I want to thank

everyone reading. If it were not for you, McWane would not be

as successful a business that supports our team members, their

families and the local communities. s

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McWANE 2 mcWAne 3

cWane’s Environmental, Health & Safety (EHS) Steer-

ing Committee doesn’t quit. That’s why, for two years

and counting, the committee continues to identify mways to help make our facilities safer, healthier, more efficient and

better for the environment. Meeting regularly during the year, the

committee has yet to lose its focus.

For that, we’re all grateful.

“The steering committee’s focus reflects how wonderfully ef-

fective our organization has been at integrating environmental,

health and safety into our daily operating practices,” said McWane

President G. Ruffner Page, Jr. “Improving on these practices from

the current level requires input from all of our team members.”

Because the steering committee does its best work when it hears

from all of us, it’s vital that we speak up when we have something

to say. With that input, the committee has been tirelessly working

to translate ideas into action.

“Change sometimes seems to happen overnight, but in real-

ity it was years in the making.” said Tony Orlowski, M&H Valve

Company’s general manager. “That’s how I feel about the EHS

steering committee: We’ve been working for two years build-

ing a foundation to launch a values-based EHS program, and

I think now we’re positioned for an “overnight” change. Personally,

the committee has helped me and M&H become significantly

better in EH&S. I think as all the McWane team is exposed to what we have to offer they’ll do the

same. I’m excited to see what the next

two years bring.”

The steering committee’s accomplish-

ments include promoting improve-

ments to the EHS training and audit

processes based on input from team

members across the company repre-

sented by Integrated Project Teams.

The committee has been instrumental

in guiding the culture improvement ef-

forts that are under way. What’s more,

work is underway to address areas such

as electronic systems; EHS standards

for our operations outside the U.S.;

EHS programs suitable for our technolo-

gy businesses; and integrating new acqui-

sitions more smoothly into McWane’s

mcWAne ehs steering Committee At Work!

L-R: Greg Simmons, Jim Proctor, Cathy Wright, Larry Whitehead, Jeet Radia, Dale Schmelzle, Barb Wisniewski, Kevin McCarthy and Bryan Hoggan. Not pictured: Tony Orlowski

vibrant EHS culture.

“Working as part of the EHS Steering Committee and also as a

member of the IPT on Training has for myself been a very positive

and proactive experience,” said Dale Schmelzle, general manager

of Atlantic States. “An opportunity to build on the tremendous

improvements made across McWane over the past decade and to

take proactive steps to make safety and environmental excellence a

core value in our culture for every member of our team.”

And that view isn’t just shared by those inside McWane—

the outside experts agree.

“It has been so impressive to see so many of the men and

women of McWane work so hard to make this happen,” said

Cathy Wright, principal at Clarus Consulting Group, in Birming-

ham, who has helped as an advisor to the steering committee.

“Several hundred people have participated in interviews and contrib-

uted to Integrated Project Teams working to improve audits, training

and electronic systems. Steering committee members have

given unselfishly of much time and been willing to sponsor pilot

projects. This is one of the finest examples I have seen of a

company putting its values into long term action.”

We couldn’t be more proud. But the work continues, and

continue it must. Please contact any of the EHS Steering

Committee members or corporate EHS staff with any questions or

comments. s

stopping pollution BEforE it StArtS – P2Ctpollution before it starts across McWane. The company-wide

competition is modeled after the highly successful McWane Ergo

Cup, but rather than focusing on safety and ergonomic challenges

is focused on ways to improve efficiency, reduce waste and better

protect the environment around us.

Entrants are evaluated across four factors—innovation, simplic-

ity, cost savings and environmental bene-

fit—and by a panel of three outside experts.

And winning doesn’t just mean a more effi-

cient and environmentally friendly workplace,

it also means cold cash too! First place earns

$1,000 per team member, second place earns $500

per team member and third place earns $250 per team

member. An additional award created in 2012, the face-palm

inducing “Why Didn’t I Think of That” Award, pays out $100

to each team member.

McWane’s fourth annual Pollution Prevention Challenge was

held in December 2014. If history is any guide, competition was

stiff and the creativity on display impressive. Participation in the

annual P2C draws interest from across the McWane family of com-

panies and this year was no different: attracting 35 entries from

11 different divisions. The entries include ideas for converting

paper-intensive offices to entirely digital; installing magnetic storm

grates to slash the discharge of metallic deposits; and installing oc-

cupancy sensors to reduce electricity consumption for lighting.

The record of achievement, and savings, from P2C competitions

is a proud one. Thanks to P2C, tons of potential waste was never

created and at least $2.6 million in savings has been achieved in

the last three years. It’s also changed the way each of us think.

“I think that we are now more cognizant of pollution reduction as

a result of new projects,” said Kent Brown, Pacific States general

manager. “In the past, if the new project reduced costs—that was

the only thing we focused on. Now we investigate the pollution

reduction side of what we do.”

“P2C gives all facilities the ability to observe and learn from

our competing plants on ways to make improvements to our op-

erations that supports our sustainability efforts and our environ-

mental stewardship,” noted John Grahek, Clow Valve’s assistant

manager. “Projects at Clow’s MCF are still in place and we are

constantly looking at ways to make our facility cleaner, safer, and

environmentally friendly.”

We look forward to hearing your ideas at next year’s McWane

P2C. Help us all stop pollution before it starts. s

he McWane Pollution Prevention Challenge (P2C) start-

ed in 2011 as a way to generate excitement, and get more

involved, in identifying and implementing ways to stop

• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••

McWANE 4 McWANE 5

or eight years, a small Huntsville-based technology firm

has been quietly developing the “neurons” that will con-

nect everything around us. But Synapse Wireless, which fwas purchased by McWane two years ago, won’t be quiet for much

longer. Thanks to the coming Internet of Things (IoT), devices of

all kinds will be able to communicate wirelessly with each other to

boost efficiency, effectiveness and interoperability.

Best of all, Synapse Wireless’ SNAP technology allows for

speedy interconnections and data sharing no matter the ap-

plication. From wireless dimming outdoor street lights to

monitoring the time it takes to commission a solar field in-

stallation, Synapse Wireless is helping to bring our world to-

gether thanks to its SNAP® technology. SNAP is Synapse’s IoT

operating system and application platform, which gives the com-

pany a unique and incredible flexibility to present its customers

with scalable, end-to-end, comprehensive solutions. No wonder

McWane brought Synapse into the fold more than two years ago.

Connecting the world is more than about cooperation and col-

laboration: it’s also about economic growth. Cisco has described

the “Internet of Everything” as likely to create some $19 trillion

in economic value by 2020. A giant in the IoT space, Cisco knows

what it is talking about. The company did, after all, announce in

October that Synapse Wireless is a leading contributor in its IoT

World Forum’s 2015 Reference Model. For a small tech company

in Huntsville to attract the attention of Cisco, and to be recognized

on a global platform, speaks volumes about Synapse’s potential.

“Synapse is enabling entirely new business models in the IoT

space,” according to Harbor Research, in its glowing review of

Synapse issued recently. “They are jumping ahead of the current

market’s noise and confusion about wireless connectivity and Big

Data and are re-defining how value is created from sensors and

the data received. We believe the company’s SNAP architecture

is setting the stage for a new chapter in smart connected systems.”

The IoT uses cutting edge information technology to turn ordi-

nary objects into intelligent data-collecting nodes that transmit in-

formation for remote monitoring. They’ve even installed solutions

within healthcare facilities and hospitals that enable providers to

track hand hygiene compliance among staff which can significantly

decrease costs associated with infections developed from cross con-

tamination. No matter the application, Synapse’s wireless SNAP

technology allows data to be collected and evaluated to enhance

efficiencies, improve quality and increase productivity. Although

there are many big name companies driving growth in the IoT mar-

ket, Synapse has already carved out a global reputation.

It’s one reason American Airlines turned to Synapse to extend

its lightning strike warning system at their newest terminal at the

Dallas-Ft. Worth airport.

So what does a scalable, end-to-end IoT solution look like? Well,

imagine for a moment that you’re the CEO of a manufacturing

company. Your main office is based in Hawaii, which happens to

face the highest electricity prices in the U.S. Let’s say, on average,

your manufacturing facility generates a $50K annual electricity

bill. What if you could retrofit the lighting solutions within the fa-

cility with intelligent systems and reduce your energy consumption

by up to 40% each year? That would amount to a $100K savings

over the course of 5 years. Intelligent IoT solutions provide auto-

matic adjustments in lighting during peak times of the day when

electricity costs are at their highest while allowing power consump-

tion to be monitored any time—from any mobile device—and ad-

justed based on building occupancy levels, environmental changes

or daylight availability. Smart lighting solutions like this can be ap-

plied anywhere—indoor and outdoor. Already, SNAP technology is

helping to monitor, operate and control costs on street lamps in

one Canadian city in Ontario. That’s the Synapse advantage, and

it extends from lighting to health care to renewable energy to food

services to retail to virtually every other realm.

For the solar market, Synapse has partnered with the industry’s

leading Balance of Systems provider, Shoals Technologies Group.

This strategic partnership resulted in an ecosystem of solutions,

called SNAPshot, which allows for the wireless monitoring of field

installs, preventative insight of Arc Fault Detection, and a Cloud

platform providing real-time visibility and oversight.

Synapse is also working in the healthcare and senior living indus-

tries. As those industries continue to change, care providers and

operators are seeking new tools and information to help improve

resident/patient saftisfaction, reduce costs and enhance process

visibility. Synapse has identified several opportunities where the

SNAP technology could provide immediate advancements to ad-

dress these key concerns. One example is Hourly Caregiver Round-

ing, which provides real-time data to ensure caregiver rounding

protocols are followed. This visibility allows the Location Manager

to monitor how often each resident or patient is visited and for

how long. This data is critical in improving satisfaction with care

and reducing falls, and has also provided useful insight into staff-

ing performance measures.

“We’ve come a long way in eight years, and we’re excited about

what the next eight years holds for us,” said Key Foster, Synapse’s

chief executive officer and chairman of the board. “The team at

Synapse is dedicated to developing innovative ways to position our

company as a leader within the IoT—we have such a fantastic team

and we’re very excited to see how the company grows over the next

several years.” ssnAp into the internet of things it’s sYnApse Wireless

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mcWAne 6 mcWAne 7

neW opportunities often CreAte neW ChAllengest he expansion of McWane’s operations into new product

and geographic markets creates many new and exciting op-

portunities for all of us. However, along with these op-portunities come new changes and challenges. Amidst it all, one

thing remains constant: our commitment to the highest level of

ethical and legal conduct. In the words of McWane Chairman

Phillip McWane:

“Whatever the source or nature of these challenges, we will

meet them successfully if we constantly adhere to the “Mc-

Wane Way.” The McWane Way is a commitment to: a core

set of principles centered on integrity, competence, respect

and fairness; our team members and their families; the

communities where we live and work; and our customers.

It is about doing the Right Thing, even when it is not the

easiest or least expensive thing. It is about protecting

the health and safety of our team members, and embrac-

ing our duty to be good stewards of our environment.

This is the McWane Way that will take our Company

to the highest level of corporate responsibility. We

must work hard to ensure that these core principles

remain ingrained in our culture, so that they defi ne

our management, operations, products, customer

service, and our personal relationships.”

In the past the McWane, Inc. Ethics and Com-

pliance Program provided team members with

guidance on how to conduct their job duties

in a legal and ethical manner. While that pro-

gram served us well for more than a decade, the

spirit of continuous improvement compelled

McWane to publish this past September a new

code of conduct for team members in the United States. The

McWane, Inc. Code of Ethical Conduct in the Workplace, or

Code of Conduct, is intended to help all McWane team members

follow the McWane Way when performing their responsibilities

for the Company.

The Code of Conduct consists of two parts: (1) a Reference

Guide that gives a summary overview of the fundamental concepts

underlying the Code, and (2) detailed underlying policies that

comprehensively cover the range of compliance topics that team

members might encounter as they perform their jobs. Although

initially only rolled out to McWane team members in the U.S.,

beginning in 2015 the Code will be

published to all McWane companies world-

he expansion of McWane’s operations into new product

and geographic markets creates many new and exciting op-

portunities for all of us. However, along with these op-portunities come new changes and challenges. Amidst it all, one

thing remains constant: our commitment to the highest level of

ethical and legal conduct. In the words of McWane Chairman

“Whatever the source or nature of these challenges, we will

meet them successfully if we constantly adhere to the “Mc-

Wane Way.” The McWane Way is a commitment to: a core

set of principles centered on integrity, competence, respect

and fairness; our team members and their families; the

communities where we live and work; and our customers.

It is about doing the Right Thing, even when it is not the

easiest or least expensive thing. It is about protecting

the health and safety of our team members, and embrac-

ing our duty to be good stewards of our environment.

This is the McWane Way that will take our Company

to the highest level of corporate responsibility. We

must work hard to ensure that these core principles

remain ingrained in our culture, so that they defi ne

our management, operations, products, customer

In the past the McWane, Inc. Ethics and Com-

pliance Program provided team members with

guidance on how to conduct their job duties

in a legal and ethical manner. While that pro-

gram served us well for more than a decade, the

spirit of continuous improvement compelled

McWane to publish this past September a new

code of conduct for team members in the United States. The

beginning in 2015 the Code will be

published to all McWane companies world-

A reference guide to the mcWane, inc. Code of ethical Conduct in the Workplace

t H E M c W A N E W A Y • f o r G E N E r A t i o N Sdoing the

thingright

wide with appropriate modifi cations to account for each country’s

laws and customs, and in the appropriate local language. Intro-

duction of the Code of Conduct is accompanied with team mem-

ber training at every level.

The new Code of Conduct Reference Guide is a short summary

of the main principles covered by McWane’s policies. The Refer-

ence Guide includes examples to help explain how the concepts

might apply to “real-world” situations. The topics are grouped to

help users understand how certain principles fi t together, as most

situations rarely involve only one principle. The Reference Guide

is relatively short, and a quick and easy read.

The underlying policies have also undergone an overhaul. They

have been edited to make them easier to understand and include

more detailed explanations as well as a description of procedures

that might govern how the policies should best be followed.

Hard copies of the Reference Guide are being distributed to all

team members, with additional copies now available from each

facility’s human resources offi ce. In addition, many of the poli-

cies are posted at specifi ed locations at each facility. To help team

members fi nd the Reference Guide and all of the various policies

that might be applicable to their jobs, the entire Code of Conduct

is now available on the McWane, Inc. website. To read or down-

load the Code of Conduct, visit www.mcwane.com and click on

the “Team Members” tab at the top.

To log in as a team member, the user name is “mcwaneway” and

the password is “teammember”. Neither term is case sensitive; each

should be entered as one word without a space.

Once logged into the site, team members may access the Refer-

ence Guide, other handy summaries and all McWane, Inc. poli-

cies. These are currently available in English and Latin American

Spanish. As the Code of Conduct is rolled out to other countries,

it will be available in other languages as well. For team members

who have access to McWane’s intranet SharePoint site, there is

also a Code of Conduct site where the same information is avail-

able (under the “Sites” and “Code of Conduct” tabs).

Although the Code of Conduct does not cover every situation,

it does offer guidance to help team members do the right thing.

Remember that all team members are expected to comply with the

Code of Conduct in all of their activities at McWane. The failure

to do so can have serious consequences for both McWane and

the team member involved, including disciplinary action and, in

some circumstances, possible civil or criminal liability.

So take some time to review the Code of Conduct and make

certain that you know and understand how it applies to your job.

If you have any questions about any policies, contact your local

Human Resources department for help or use the contact infor-

mation provided in the Reference Guide. s

For Generations

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mcWAne 8 mcWAne 9

ChAnge Comes fAst to tYler union Where ChAnging fAst is beComing the routinef or nearly a century, the Anniston, Alabama facility known

today as Tyler Union was famous for its ductile iron pipe

fittings. But times change, and the change happens fast.

Today, Tyler Union is known not just for what it makes—but for

how much it makes from scratch. During the month of August

alone, about one-third of the total tonnage of products produced

at Tyler Union were items not even manufactured at the foundry

five years ago. It’s a sign of how fast the marketplaces change, and

how versatile one must be to stay ahead of the competition.

From pipe restraints to valve boxes, products in all shapes and

sizes, Tyler Union’s output is vast and varied. The reason that wide

selection is now available from Tyler Union, however, has every-

thing to do with what’s going on inside the foundry. For the last

three years, a renewed focus on operations and processes has led

to equipment and layout changes that have allowed Tyler Union to

meet market demand head on. The latest efforts can be traced to

2011, when the foundry purchased a 6-ton-per-hour (TPH) green

sand to core sand reclamation system and singlehandedly reduced

the amount of waste sand needing weekly hauling to the landfill by

more than 40%—and reduced the need to purchase new sand each

day for core making by 75%.

“I knew that we were going to be improving efficiency when we

installed the Impianti Machine Fonderia sand reclamation system”

said Steve Johnson, of Tyler Union. “The extent of those savings,

however, has been impressive. In the final accounting, all those

grains really add up—totaling 31,000 tons of reclaimed sand in the

first two years alone.”

The sand reclamation system consists of a lump crusher for pro-

cessing scrap cores, two mechanical scrubbers for scrubbing or sift-

ing molding sand, and a thermal reclamation unit that burns off

any remaining organic compounds at a temperature of 1500F. But

that wasn’t the extent of changes inside the foundry.

In early 2014, Tyler Union completed two more large projects:

relocating a 65-Ton Ajax Vertiplex Vertical Channel Furnace from

the Tyler Pipe South Plant to Tyler Union and removing the BMM,

or B1 green sand molding line, and replacing it with an IMF

No-Bake molding line. The effect of all these changes can be seen

in the foundry’s phenomenal output.

The addition of a holding furnace at Tyler Union allows for iron

temperatures to be easily maintained at a constant 2700F— which

also helps save in coke costs, allows for tighter chemistry control

and reduced cupola operation hours. Coordinating the movement

of iron around the plant each day while keeping every molding

unit running smoothly, at precise temperatures, can make running

a spread offense in football look easy by comparison. The new fur-

nace makes those decisions far simpler on the floor.

Even more significant, it turns out, was removing the B1 green

sand molding line and replacing it with an IMF No-Bake molding

line. No-bake molds are expendable sand molds that mix sand with

a chemical binder/catalyst system for molding around the cope

and drag halves of the tooling. Rather than being rammed, the

molding sand is poured into the flask or mold box and held un-

til the mixture hardens at room temperature. A refractory coating

may then be applied to the mold halves before they are brought

together into one complete mold for pouring.

No-bake molding is known for its versatility. Virtually all met-

als can be cast via no-bake molding with component weights rang-

ing from less than one pound to several hundred thousand. For

casting designers, no-bake molding offers good dimensional toler-

ance, compatibility with most pattern materials (wood, aluminum,

metal, foam, etc.), design flexibility for intricate casting shapes, im-

proved surface finish over other types of sand molds, and versatile

volume production capability with runs ranging from one piece

per year to more than 5,000 pieces.

The rate of change in the waterworks fitting industry is breath-

taking. Thankfully, Tyler Union knows how to move. s

FuturePast

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McWANE 10 McWANE 11

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McWANE 12 McWANE 13

tbeach, Dennis Kennedy will take the helm. As the third president

of Amerex, Kennedy has big shoes to fill. Luckily, Dennis has prov-

en himself at McWane already.

With a degree from the Illinois Institute of Technology, Dennis

is a registered Professional Engineer in several States who spent

his first 15 years after graduation in the fire protection consulting

business. Hinting at Dennis’ future career trajectory at McWane,

Dennis rose through the ranks to become vice president of engi-

neering for Rolf Jensen and Associates in Chicago. From there, he

joined Tyco International, where he would hold the roles of direc-

tor of research and development, vice president of engineering,

vice president of marketing and business development and, finally,

vice president and general manager for Tyco’s Global Special Haz-

ards division.

In 2011, Dennis joined the Amerex team to expand the com-

pany’s fire protection offerings into the firefighting foam market.

Towards that goal, Dennis helped identify and complete the ac-

quisition of Solberg Scandinavian—bringing to Amerex new and

environmentally responsible foam products for the global petro-

chemical, oil, and gas industries.

After the Solberg acquisition, Dennis helped preside over the

awarding of LEED certification for Solberg’s Green Bay, Wisconsin,

headquarters. LEED certification isn’t only a big accomplishment,

it’s a major environmental accolade craved by industry around the

world. Dennis also saw to it that Solberg’s RE-HEALING foam

concentrate received expanded UL certification to include bladder

tank, proportioners, foam chambers and fire sprinklers. Along the

way, Solberg won a special award for environmental sustainability

at the 14th Annual Manufacturing Awards of Distinction event.

In the four years since McWane acquired Solberg, Dennis and

the team have nearly tripled global sales to $24 million, in an estab-

lished and mature market. It’s a record of achievement that Dennis

brings to Amerex. It’s a record of innovation, too, that will con-

tinue propelling Amerex forward.

Dennis and his wife Connie have relocated to the Birmingham

area. They have two grown children; a daughter with plans to mar-

ry next June and a son finishing engineering school in Michigan

—like father like son, apparently.

As a testament to the deep and talented bench McWane is

building, Dennis will be succeeded himself by Steve Hansen,

Solberg’s vice president of engineering. Steve is a degreed

chemist whose talents enabled Solberg to adjust its environ-

mental foam formulations into compounds that exceed the

performance of traditional foams, and have achieved

worldwide acceptance. s

he passing of the torch at Amerex doesn’t happen very of-

ten. This year, as Amerex’s second-ever president Bill Beyer

departs for the boardroom and a little more time at the

dennis kennedY tAkes the helm At AmereX

ZinWAve & ComteCh koreA the lAtest high teCh sYnergY from mcWAnedpipes working with iron fittings. Today, Mc-

Wane is home to a clutch of high-tech firms

helping to build the world of tomorrow.

Zinwave and Comtech Korea, two of these

firms, are collaborating to produce “a dynam-

ic force for new growth,” in the words of Eric

Oh, Comtech Korea’s chief executive officer.

Working together, Zinwave and Comtech

Korea are developing a compact, high-per-

formance Point of Interface (POI) device for

the in-building Distributed Antenna System

(DAS) marketplace. Merging Zinwave’s ad-

vanced photonics expertise and DAS market

knowledge with Comtech Korea’s speedy en-

gineering design techniques will enable the

ecades ago, the synergistic technolo-

gies produced by the McWane family

of companies generally meant iron

production of POI devices that rapidly reflect the changing reali-

ties in global wireless frequencies.

It’s a mouthful, to be sure. But what’s behind the technical de-

scriptions and engineering acumen will make life easier and faster

for systems integrators, Mobile Network Operators (MNOs), large

enterprises and Neutral Host Providers (NHPs) to interconnect

multiple base stations to Zinwave’s future-ready wideband active

DAS. This will provide enhanced management capabilities, faster

deployment and improve the overall quality of service while ensur-

ing optimal coverage no matter the building type.

A DAS network allows for wireless data sharing inside buildings

without using a high-powered antenna that can waste power without

providing full coverage. A DAS network can not only save on power

costs, but also reduce blind spots and reduce signal delays.

“We now have a strategy to aggressively develop the Asian market

and plan to extend the business to global markets,” said Eric, excited

about the intra-McWane partnership. “The first co-work project in

McWane’s global technology group, the high performance active

POI device, will become a dynamic force for new growth.”

The new POI device will become part of Zinwave’s extended

product portfolio, slated for launch in February/March 2015 at

the Mobile World Congress in Barcelona. Initial prototypes are

being tested at a selected number of sites during December and

January to obtain user feedback in advance of the formal launch.

While focused primarily on commercial cellular networks,

Zinwave also provides capabilities for public safety (including the

Olympic Stadium in Kiev; the King Fahd International Airport in

Saudi Arabia; and Queen Alia Airport in Jordan, among others).

Zinwave is also exploring the opportunity to work with Futurecom,

another McWane technology company, to develop technology for

public safety needs.

“Becoming part of the McWane family in February 2014

was an important step for Zinwave, opening massive potential

to leverage resources, expertise and market reach,” said

Colin Abrey, Zinwave’s chief marketing officer. “We are proud

to have driven the organization’s first joint development with

Comtech. This enhances our product range and unlocks new

revenue opportunity.” s

• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••

McWANE 14 McWANE 15

o rganizational Culture reads like a couple of big words with

endless potential meanings. Buzz words or not, the critical

element to any company’s organizational culture is its com-mitment to clear values.

The culture of an organization is made of the values, beliefs,

underlying assumptions, attitudes, and most importantly the be-

haviors shared by a group of people. We can find examples of our

culture in how we talk to one another, how we make decisions, our

daily work practices, our symbols, systems and the stories we tell.

We can have a culture of rugged individualism or interdependent

teamwork. Culture can be weak or strong, open or closed, or any

one of a hundred different things.

While culture is heavily influenced by the leaders of an organiza-

tion, every member of the team plays a part in shaping and influ-

encing our overall culture. Our desire to have a strong interdepen-

dent company and improve our health and safety performance has

caused us to look for new and innovative ways to work. Included

in this effort to improve and advance our culture is a strong desire

to engage and involve more people at all levels of the organization.

We have been working with M&H Valve and Atlantic States

Pipe to develop, test, and perfect our culture process. The process

begins with a survey conducted by the National Safety Council.

Once we know how we stack up against seven hundred forty world

class companies from the survey, facility leadership gets together

to determine how best to focus resources to obtain the maximum

benefit to the operation. Next we meet in small groups, we learn

how to best advance the culture by tapping the expertise of lo-

cal team members. Findings are shared, and discussed. Ideas for

improvement are generated, tested, and eventually implemented.

Working together, we learn as we go and improve the process as we

learn. In the end, we expect to be a better, safer, more transparent,

caring, interdependent company.

What do we like about this process? The answer is simple: it is

not a one-size-fits all prescription. Each facility has the opportunity

to choose and focus on the topics that best fit its own cultural

needs and business. Participating facilities set their own goals and

timelines, and then involve their team members to achieve success.

Ultimately all McWane facilities will participate in this process.

Is it easy? Not necessarily, change rarely is. By working together

getting it strAight from the stArt mcWAne’s orgAniZAtionAl Culture

on what matters most, we can accomplish great things. This is how

we work towards a strong, interdependent culture at McWane.

We are currently working with several facilities and plan to add

more in the coming months and years. In the meantime, stay

tuned for more information.

Improvement Process

n All Team Members Take the National

Safety Council Basis Survey

n Benchmark the Results against 740 other leading

companies in the National Safety Council Database

n Ask Team Members for Clarification

and Ideas for Improvement

n Form Small Focus Teams to Brainstorm

and Develop Ideas for Improvement

n Implement Solutions

n Re-survey to Gauge Results

McWane’s divisions,” said Mike Keel, McWane Global’s President.

“Gopi has an incredible work ethic and a drive to get things done

that is unsurpassed in anyone I have worked with throughout my

career. He is always focused on getting results and he does it the

right way, working with people and encouraging them to do their

best and achieve our objectives.”

Not only that, Gopi is bringing the McWane Way’s commitment

to strict environmental, health and safety practices to new projects

around the globe where regulatory standards and enforcement

are lax. This will help McWane translate and sustain our culture

of EHS excellence throughout our growing family of companies,

which now extends across five continents.

“I am proud to be a part of a company with such a comprehen-

sive EHS Management and Compliance system and culture,” said

Gopi. “We’re not only meeting legal requirements, we’re meeting

our own, high standards no matter our location. I believe that fol-

lowing McWane’s strong EHS culture regardless of location is criti-

cal to the success of our business. While the cost of compliance

does add to the pressure of doing business in foreign locales, that

is only in the short term. Safety and reliability are forever.” s

m cWane Global’s Gopi Ramanathan started working in

his father’s foundry and tooling more than three de-

cades ago, when he was still an engineering student. His

dad, being the taskmaster that he was, trained Gopi in all aspects

of the business. Gopi has drawn on this experience ever since.

Gopi joined the McWane team in April 2011 as Senior Vice

President—McWane Global. Since then, he has helped the Pipe

group modernize plants with the latest casting machinery from

China; helped launch McWane Services Private Ltd. (MSPL)

in India, which provides engineering, sales, IT, software, supply

chain and quality support to the entire McWane team; assisted in

the planning, design and construction of McWane’s new

Abu Dhabi plant; and, throughout, tirelessly moved from one big

project to the next.

“Gopi, through dint of effort and follow through, has developed

many strong connections and friendships across virtually all of

meet gopi rAmAnAthAn helping open internAtionAl doors

• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••

McWANE 16 McWANE 17

feffi cient—and to make our jobs easier to perform. And befi tting the

growing excitement around the McWane Ergo Cup competition,

we saw the largest participation yet: 156 team members working on

23 projects from 17 facilities.

There was a huge variety in innovative and creative thinking (from

a shuttle pipe hub grinder to a specialized fl ange rotator to a dy-

namic corrugation payout reel) that was measured and analyzed for

how much safer it made a process as well as how much time, effort

and resources it reduced. Videos capturing the “before” and “new

and improved” processes were screened for the competition as well.

So much talent was on display, in fact, that rather than settle on

10 semi-fi nalists judges instead chose from 12 semi-fi nal teams.

(See the semi-fi nalist project list on the opposite page)

A top-fl ight panel of outside experts was brought in to

select the winners from the elite group of semi-fi nalists. The

judging panels for all fi ve years of the Ergo Cup have a knack

for recognizing talent because in three of those years, the win-

ners they selected went on to win at the national competi-

tion. Will this year’s Ergo Cup winners win at the national

or the fi fth year running, team members from across

McWane’s North American facilities convened to compete

in an event that makes workplaces safer, healthier and more

competition, held each spring in conjunction with the National

Applied Ergonomics Conference? We’ll have to wait until March

when the teams from across the country converge on Nashville

to show off their ingenuity.

THIS YEAR’S WINNERS:McWane Outstanding Project – 1st PlaceManchester Tank - Quincy

1st Place Runner-UpManchester Tank - Elkhart

Best Innovation (representing the most innovative project):

Manchester Tank - Bedford

Best Risk Reduction (representing the highest overall risk reduction):

Bibby Ste. Croix

“At the end of each year’s competition it leaves me thinking how

could we possibly improve on this? But each year they do! The

dedication to continuous improvement by those who participate

in the McWane Ergo-Cup is truly fantastic,” noted Fred Simpson,

Corporate Industrial Hygienist who coordinates and leads the

Ergo Cup competition every year. “This competition is a great ex-

ample of creativity, teamwork and enthusiasm that has turned out

a lot of great projects that have signifi cantly reduced the risk of

injuries to our McWane team members.”

Congratulations to all the facilities and team members who

participated in this year’s competition. With your hard work, our

work environments are safer, and healthier, than before. What’s

more, thanks to the spirit of Ergo Cup, we can always be keeping

an eye out for the next bright idea in safety and ergonomics. s

the trAdition Continues...

ABI Foundry Pipe Finishing Lift TableAmerex Wheels on the FE Go round and roundBibby La Perle Adjustable Handle on Swing GrinderBibby Ste. Croix Grinding TableClow Canada RestrainersClow Canada Moving StemsClow Corona TesterClow Valve Machine Shop NC19 Hydrant Bonnet HandlingClow Valve Machine Shop Snag Grinder Tool Rest StandardizationClow Valve Metal Casting Facility Core DipperClow Valve Metal Casting Facility Brass Cut0off SawClow Water Systems Stendil and Bundle CarKennedy Valve CNC StandM&H Valve Bolt RackM&H Valve Wedge Handling DeviceManchester Tank - Bedford Flang RotatorManchester Tank - Elkhart Shipping Department Loose LoaderManchester Tank - Quincy Large Tank Conveyor FixturePacifi c states cast Iron conveyor transitionPacifi c states cast Iron tool Blancer and Ladle PositionerTyler Pipe & Coupling Corrugation Payout ReelTyler Pipe & Coupling Strap Payout ReelTyler Pipe Shuttle Hub-End Grinder

Bibby Ste. Croix Grinding TableClow Valve Corona TesterClow Valve Machine Shop NC 19 Hydrant Bonnet HandleClow Valve Metal Casting Facility Brass Cut-off SawClow Water Systems Stencil Bundle CarManchester Tank - Bedford Flange RotatorManchester Tank - Elkhart Loose LoaderManchester Tank - Quincy Large Tank Conveyor FixturePacifi c states cast Iron Pipe co. conveyor transitionTyler Pipe & Coupling Strap Payout ReelTyler Pipe & Coupling Corrugation Payout ReelTyler Pipe Shuttle Pipe Hub Grinder

2014 SUBMittED ErGo CUP ProJECtS

toP 12 SEMi-fiNALiStS EGo CUP ProJECtS

L-R: This year’s judging panel consisted of Dan Copeland, VP of Product Development for McWane Global; Pat Tyson, OSHA attorney and partner in the Atlanta based law fi rm of Constangy, Brooks, & Smith; Matt Hollub, Assistant Director, Division of Environmental & Industrial Program—Safe State and the College of Continuing Studies at the University of Alabama; and Claudiu T. Lungu, PhD, Associate Professor at the UAB School of Public Health and Director of the Deep South Center for Occupational Health and Safety.

• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••

McWANE 18 McWANE 19

m oving forward together, Nighthawk and Synapse

Wireless have joined forces to provide wireless con-

trol and monitoring to the smart connected device

infrastructure—providing customers such as large utilities with

complete control, access and visibility to manage their critical systems.

Coppell, Texas-based Nighthawk, a leader in cellular-based util-

ity meter and connected device solutions, and Huntsville’s Syn-

apse Wireless, an Internet of Things solutions provider, are two of

McWane’s dynamic high technology companies—and that dyna-

mism is showing. By working together, they are finding new mar-

kets to deploy their ground-breaking technology.

As it happens, that technology is helping our customers con-

trol costs, improve effectiveness and further expand the breadth

of McWane quality engineering. It’s also, significantly, extending

McWane into bright, new markets.

Synapse modules, built around the company’s patented SNAP®

technology operating system, “link” Nighthawk meters together

and allow them to be remotely controlled. This ‘hub and spoke’

approach allows Nighthawk to send updates and monitor data

received from multiple meters simultaneously instead of one

meter at a time. This eliminates the need for utility staff to

manually monitor their sites, reduces costs associated with

expensive truck rolls, and decreases the liability directly linked to

site inspection visits.

The strategic partnership between Nighthawk and Synapse

Wireless is one that provides endless opportunities. As consumer

expectations rise, and the need for efficiencies increases, Synapse

and Nighthawk will be at the forefront developing long term

solutions that will change the way businesses operate.

But that’s not all Nighthawk has been up to lately. Nighthawk

has joined Verizon’s Partner Program. Verizon is already one of

Nighthawk’s network vendors, and now that relationship is poised

to grow even more.

Thanks to Nighthawk’s robust security and cloud-based capabili-

ties, Verizon has partnered with Nighthawk to provide a fuller suite

of services to its customers. As a result, Nighthawk gets access to a

huge new potential customer base.

Verizon’s Partner Program connected Nighthawk with Verizon’s

direct sales team of more than 2,000 agents. This has allowed Night-

hawk to become Verizon’s largest partner in the South for helping

companies establish Internet of Things networks to help devices and

facilities better communicate and manage resources efficiently.

Nighthawk’s smart devices enable hardware and systems to talk to

each other, to monitor each other, and to manage each other in a

cost-effective manner.

“We’re really excited,” said Charles Kitowski, Nighthawk’s chief

executive officer. “Our devices interoperate directly with bill-

ing, distribution automation, manufacturing systems or other

existing control software. Now that we are leveraging our exist-

ing core product business into a vehicle for turning a vendor like

Verizon into a real partner for business development, the sky

is the limit.” s

nighthAWk innovAtion pArtnerships With sYnApse Wireless And veriZon CommuniCAtions open neW doors

m&h vAlve: not All milestones Are mAde of stone, or iron some Are mAde of rubberb y the time the sun had set in Anniston, Alabama on July

15, M&H Valve had quietly passed a milestone: produc-

ing its 100,000th rubber-coated gate valve wedge. That’s something they’re proud of, but what they’re most excited about

is not making that particular milestone wedge—it’s that they ever

even made the first one.

Resilient seated gate valves are a core product of the Valve &

Hydrant group. For years they’ve cast the iron wedges, but before

August 2013, M&H Valve didn’t do rubber coating—not even a

little. They were totally reliant on two outside contractors to per-

form the specialized coating procedure.

“It’s a unique procedure and not everyone can do it,” said Gen-

eral Manager Tony Orlowski, recalling the moment in 2013 when

the idea took shape. “But we thought, if anyone can do this, it’s us!

So except for the fact that we had no idea how to do it, we rolled

up our sleeves and jumped in.”

The first step was finding the right people with the right

knowledge.

“First, we looked around for people to help us and we found

them,” said Orlowski. “We found a retired

manager from one of our wedge suppliers and

he gave us contacts to the various vendors

we would need: injection press manufactur-

ers, rubber suppliers, adhesive suppliers and

coating line manufacturers. I wanted to find

someone that could do this project turn-key,

but that wasn’t going to happen, and in the

end that was a blessing. Forcing us to take re-

sponsibility for the project and put the pieces

together ourselves gave us an ownership and

understanding of the process we would not

have had if someone had simply turned over

the keys to a completed system.”

It also gave them some problems.

“We proposed five layouts before deciding

on the final one,” said Orlowski, ticking off

the beginning of a list of missteps and lessons

learned. “We redesigned the dip tank once

after it was built. We went through two rub-

ber suppliers and several formulations until they found one that

finally met specs. A tooling vendor was so angry with us at one

point he almost threw us out of his shop when a trial run with

an early rubber compound stuck to every surface of his machine.

Befitting our status as rookies at all of this, we made a couple of

rookie mistakes.”

They made mistakes, but more importantly they learned, and as

they learned they began to get good at something many thought

they would not be able to do. “It’s important that M&H is a learn-

ing organization,” said Orlowski, “and by that I mean that we grow

in our capacities so we handle old problems better than before,

and are able to take on new challenges we couldn’t have taken on

before. In other words, at the end of each year I want to be able

to look back to the beginning and say, ‘What we’re doing now,

we couldn’t have done then.’ That is absolutely the case with our

wedge coating operation. “

Before they know it, they’ll be celebrating their millionth wedge

made, and that will be a special celebration indeed. Still, the most

important wedge they made will always be that very first one. s

L to R, standing: Jose Rolon, Charles Pierce, Anthony Taylor, Josh Sweatt, Jason Guy, Mike Fulmer kneeling: Tony Orlowski, Olivier Marietta, Louis Gomez

• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••

Manchester Tank Quincy keep their cool by participating in the Ice Bucket Challenge

to benefit ALS (Lou Gehrig’s Disease)

Letter perfect volunteers from Tyler Pipe Texas

sponsor the Literacy Council Spelling Bee

Pacific States Cast Iron Pipe helps clean up at the Utah County

Household Hazardous Waste Collection Day

Kennedy Valve makes the grade as they dontate $80,000

to Elmira College

Synapse makes tee time as they golf for

Merrimack Hall to benefit children with disabilities

Clow Water Systems keep their reputation spotless as they participate in

Litter Clean Up Day

ABI stays in step with the American Cancer Society:

Making Strides Against Breast Cancer Walk

Anaco catpures the spirit of Spring by making Easter baskets for homeless

children in the Inland Empire

teAm mcWAne mAking A differenCe in our Communities

McWANE 20 McWANE 21

Kennedy Valve Team races to find a cure for breast cancer Clow Valve sponsors Earth Day E Cycling event

• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••

McWANE 22 McWANE 23

Bill Beyer The year was 1997, “As Good as It Gets” was playing in the-aters, and Bill Beyer walked through the doors of the Amerex Corporation. Nearly two decades later, Amerex has established itself as a trusted fire protection company with an expanded product line and satisfied customers from the Pentagon to around the world. “What can Amerex do to make your business better?” It’s a mantra Bill has repeated across the years, and to re-sounding effect. His acute focus on the needs of customers, distributors and colleagues is matched only by his commitment to what’s best for the entire industry – demonstrated in his tire-less involvement educating regulators and rule makers (from FEMA to NAFED to NFPA). This year, Bill steps down as president of Amerex. He won’t be going far, thankfully, as he’ll assume the role of chairman of the board at Amerex. This will allow him to enjoy his retire-ment in New Jersey while keeping his finger on the pulse of what’s going on in the fire suppression industry. Thanks to Bill, that pulse is powered in large measure by Amerex’s quality innovations. In addition to radically expand-ing the company’s product line under Bill’s watch, Amerex formed Janus Fire Systems and established a foam fire-suppres-sion division in Green Bay, Wisconsin. That was soon followed

theY’re moving on Afterhelping us All move AheAd

Jim Wakefield In 1974, Jim Wakefield joined Team McWane as a project engineer when he walked through the doors of Clow Valve in Oskaloosa, Iowa. Over the decades, Jim would capably ascend the ranks until 2009, when he was named Clow Valve’s general manager. An Iowa native, Jim graduated from high school from Centerville and went on to earn an engineering degree from the University of Iowa. After graduating, he dabbled in baseball, in railway work and even in managing a local swimming pool in Centreville. But after hearing about an opening at Clow Valve from a contact at the University of Iowa, his career found focus and acclaim. Along the way, he married his sweetheart Jo and had a lovely daughter, Abbie.

Dennis R. Charko, who has served as Executive Vice President of the Ductile Iron Pipe Group since 2003, is also leaving behind a proud legacy at McWane – and taking his well-polished skills to the fairways, too! Dennis, who previously served as Atlantic States Cast Iron Pipe Company vice president and general manager, has been with McWane for decades – dating to 1989. He is a graduate of the University of Waterloo and the Richard Ivey School of Business. But his degrees pale next to his warm, collegial touch. While Dennis enjoyed his time in the industry, he is most fond of all of the wonderful people he has had the pleasure of collaborating and working with. A true team player in ev-ery sense of the word, Dennis’ passions extended far beyond ductile iron pipe. Sharing a lifelong passion for golf with his wife Marg, they’re looking to a future with plenty of time on the greens and with family. Enjoy it, Dennis! You’ve earned it! s

Dan Ferraro Dan Ferraro joined the Clow Canada Hamilton, Ontario team as the National Sales Manager in 1991. In 1996 he moved into the position of Vice President & General Manager. A strong advocate for his team and for representing Clow Canada at industry events, Dan’s strong leadership will leave a lasting impression—even as he carves out a new reputation on the links! “Since Dan took the position of VP & GM, his most signifi-cant accomplishments have been his leadership in building a fantastic team at all levels. Dan’s ability to bring out the best in people is second to none,” said Rick Benoit, Clow Canada’s national sales manager. “And because his work ethic is second to none, too, he led by example. But I’m sure golf is high on his list of priorities after retirement. And I’m pretty sure he and his wife Ann will be making a trip across the pond for an extend-ed vacation to see one of their two daughters and her young family in England.” Dan is one of the better known and respected people in industry, someone who has mentored scores of people from all across the country over the years—both inside and out of McWane. “While I like to say that ‘this is the company that Dan built,’ he also helped make our whole industry better,” said Rick. s

Known for his competence, skill and dedication, Jim will be missed on the floor at Clow Valve – but his spirit will live on in the high quality production and processes he helped foster. Not too shabby for a guy whose first performance review at McWane said he needed to show “more drive” in his work! Thankfully, Jim won’t be too far away if we need some of his patented expertise: he recently purchased a home near the Des Moines Golf & Country Club and will be playing a lot of golf in his retirement. We have no doubt he’ll end up master-ing that as well. s

by the acquisition of Solberg Foam in Bergen, Norway and Syd-ney, Australia. Bill also oversaw the establishment of Amerex Defense to provide durable and dependable fire safety products to the U.S. military. It’s no wonder that sales have tripled since Bill’s arrival. So during those brief moments in the months and years ahead when he isn’t proudly boasting about Amerex, we all hope Bill finds some time to enjoy the Jersey Shore! s

•••••••••••••••••••••

McWANE 24

teAm mcWAne is full of terrifiC members NoMiNAtE A Co-WorKEr for neXt YeAr’s mAgAZine!

e very year, the McWane Magazine features profi les of

interesting people from across the McWane family

of companies.

For the fi rst time, we’re inviting you to nominate someone for a

profi le in next year’s magazine.

We are all blessed to have so many capable team members

and so many interesting, fun characters here at McWane. But to

be profi led in the McWane Magazine requires more than just a

fun character, it demands real character: grit, professionalism,

dedication and a commitment to the McWane Way.

Do you have a colleague that makes everyone around even bet-

ter? Is there someone on your team with a special skill that too

few people know about? Are there any folks in the offi ce you

know who spend their spare time doing incredible things for their

communities? Know an amazing artist on the staff whose skills

warrant a wider audience?

Tell us about them so we can profi le them in next year’s issue!

We’ve profi led those who have faced off with grave illness

and those who have led divisions to great success. We’ve pro-

fi led the McWane legends whose heirs continue working for the

company. And now we’re ready to profi le… your favorite

McWane Team member?!?

Share with us a story about one of your colleagues and we might

be sharing that story with the whole company next year! Send your

nominations to mickie.coggin@mcwane.com. You have plenty of

time because submissions aren’t due until August 1, 2015. s

the mcWAne WAY is the sustAinAble WAY

for generAtions

At McWane, we believe in doing things the sustainable way.While protecting the health and safety of our employees, we are committed to the environment, striving to take every possible measure to preserve our planet through caring corporate responsibility. The McWane way is the sustainable way.

WAter.It’s a vital part of everything we do.

Whether you’re fighting fires, watering crops,

or just taking a morning shower... chances are,

that water is being brought to you by the

McWane family of companies.

mcwane.com

M c W a n e I n c • P. O . B O x 4 3 3 2 7 B I r m I n g h a m , a L 3 5 2 4 3 • w w w . M c W a n e . c O m • © 2 0 1 4 m c W a n e , I n c . • a L L r I g h t s r e s e r v e d

duCtile iron pipe divisionAtlantic States Cast Iron Pipe Company

Canada Pipe Company, LTD

Clow Water Systems

McWane Cast Iron Pipe Company

Pacific States Cast Iron Pipe Company

McWane Coal Company

internAtionAl sAles & trAdingMcWane Global

McWane Poles

McWane International

WAterWorks vAlves & fire hYdrAntsAmercan R/D

Clow Canada

Clow Corona

Clow Valve Company

Kennedy Valve

M&H Valve

WAterWorks fittingsTyler/Union Foundry Company

Tyler Xianxian

soil pipe, soil fittings & CouplingsAB&I FoundryAnacoBibby-Ste-CroixFonderie LaperleTyler Pipe Company Tyler Coupling

Wade

propAne & Compressed Air tAnksManchester Tank & Equipment Company

MTE Cemcogas, SA

fire eXtinguishers & fire suppressionAmerex

Getz Manufacturing

Janus

Solberg Scandinavian AS

teChnologY ComTech Korea

Futurecom Systems Group

Synapse Wireless

Nighthawk

bringing the WAter You need to the plACes You need it.