We are today with Enterprise Group. The purpose of today's presentation is to give our audience a better understanding of the business through a presentation and then questions with management. The presentation will be led by Len Jaroszuk, CEO, who's also joined by Des O'Kell, President, Warren Cabral, Chief Financial Officer, and Doug Moak, VP of Finance. I'd like to remind our audience that today's Bristol-led webinar is to introduce the business to a large audience of investors that are not as familiar with the business. Management will cover highlights from the most recent Q, but our purpose today is to educate investors less familiar with the business. We'll break for questions at the end of the formal presentation. When we do break, we encourage questions. As a reminder, we're only going to take questions through the webinar portal.
If you're listening over the telephone, please access the web link sent earlier to ask a question. You can submit a question using the text box within the portal at any time. I'll ask the questions on the air for everyone to hear, and then Len, Des, Warren, or Doug will answer. I'm not going to reference any names, but simply read the questions asked. As we have a very large audience today, if I can't get your question online and it's not yet been addressed during the call and can be, I'll come back to you by email. I'm not going to read the forward-looking statements, but I do state that they apply, and I referenced them for you in this presentation. With that said, once again, thank you for joining us.
Remember, this is fairly informal, and we do encourage questions to help you better understand the business and its growth path. Now I'll turn the call over to Len to start his part of the discussion and presentation.
Thank you very much, Glenn. Thank you for all of you attending our webinar. This is going to be a nice update for the position of the company passing through this last spring breakup quarter and moving forward to our expansion of the business. I would like to introduce Des O'Kell, President of the company. He will be doing a presentation for you. We have Warren Cabral, our CFO, who will go through our past numbers and our future numbers going forward. We have Doug Moak, Vice President of Finance for our corporation, who will go through the amalgamation of the recent acquisition we made of Flex U.S. into Canada. I'll turn it over to Des now. Thank you very much for attending.
Thanks, Len. We'll just go through a bit of a condensed overview for the new people that are with us on the webcast. We'll go through some slides here to get everybody understanding what we're doing in our segment of the business. Here you've got a few indicators. I'd like to draw your attention to some of the increases in revenues over the past few years that we've been building out our power division. We have a significant management and director insider ownership, and we are producing very, very good, solid cash flow. In the last few years, it's been an increase in activity, developing some very, very desirable margins, especially when competing with other energy services businesses that are in the equipment-heavy side of the business.
You'll see that as we move forward in consolidating our numbers at the end of the year, you'll see that margins are very healthy. These are a few key considerations we want to start off with. We are a leader in site infrastructure to the Canadian energy sector, and we're uniquely positioned as a sole provider of short and long-term low-emission site electrification systems for industries such as energy, mining, and so forth. We're highly profitable with industry-leading margins and a rapid expansion trajectory that I explained earlier. We're a provider to the most reputable and sizable clients in various sectors, especially, of course, in our energy sector. We're in favorable trends in the energy market with avenues to venture into some new markets, which are going to foster considerable expansion organically and via M&A.
We have a very healthy balance sheet and liquidity, and this will backstop our strategy for continued growth. I mentioned management ownership right around 20%, actually a little forward of 27%. We do have a history of significant insider buying and share buybacks. Our NCIB program that we initiated many years ago, we bought over 20% of the company at the time. We've reinstituted a NCIB program earlier this spring, and so far we've purchased about 130,000 shares under that new program. We're guided by a seasoned leadership team with a track record of effective strategic implementation, prudent management through downturns, and a dedication to surfacing value for investors. This gives you a bit of an indication. It's not a complete list of our clients, but these are folks that we're working for in the field most every quarter. Many of those names you'll recognize.
There's other names that may be less recognized or may be private. We're looking at really the macroeconomic trends that we're operating in. Of course, some of the big leading trends are we have good bipartisan support in Canada to double LNG capacity at our Kitimat, which is the LNG Canada project, to 28 million tons per year. Right now, they're producing on train number one. They are liquefying approximately 1.8 BCF a day. That will double when they decide to build their train two or their second phase, and that will be another 1.8 BCF a day. Just so everybody has an understanding, the Canadian gas production, all of Canada, is right around 18 , 19 BCF.
When LNG Canada started with their first phase, that's about 10% of Canada's production being offloaded through the liquefaction process and advancing into markets that we've never accessed before, which is the majority in Asia. Other macroeconomic trends, the North American power grid is experiencing widespread decline due to inadequate maintenance and expansion, even as societal and industrial demands for electricity continue to rise. I'll touch on this a bit later, but it's a very important attribute to our growth ahead. This will lead to more frequent power disruptions, prompting industries to seek opportunities to self-power their operations. Many energy experts widely acknowledge that natural gas will be a critical power source for North American industries and energy-intensive application for commercial, industrial, and manufacturing sectors. A little bit about our Flex Canada acquisition that we announced a few months ago. The name has been changed to Evolution Power Solutions, Inc.
We are essentially the Canadian OEM representative for the Flex turbine technology and their entire platform. In May, we acquired FlexEnergy Power and Service, which is Flex Canada, from the U.S. OEM, unifying two leading providers of clean, reliable on-demand power and fixed power and generation. Enterprise will expand exclusively the exclusivity for FlexEnergy Solution turbines across Canada, across all industries. Those of you who've been with us for more than a year, you'll remember we had negotiated an exclusivity, I think we announced September last year. It was mostly to Western Canada and for temporary power applications. Of course, with this acquisition, that exclusivity has no more boundaries. It's Canada-wide across all industries, both short-term and long-term installations.
It's a highly accretive transaction, a $20 million purchase price, fully funded from cash on the balance sheet and our new credit facility that Warren will explain a little later. Pre-synergy, the acquisition multiple was right around 4.3x . The highlight of this transaction, we expanded our fleet with 17 additional turbine generators currently in the field, at an average term about 23 months in contract length. It enhances our market offerings, reducing earnings volatility, now providing both temporary project-based solutions and permanent installations with lease financing options for clients. This immediately enhanced our ability to scale our natural gas to electricity solutions across Canada in multiple industries. It augmented client base with the addition of new top-tier customers and new industry vertical.
Our FlexCare contracts that we brought on with the business acquisition provide exposure to a steady stream of recurring revenue, takes away or helps with the lumpiness of what we experience in the energy sector. This strengthened combined position to capitalize on accelerating shift to mobile natural gas power solutions. You can see here, this is an overview of the acquisition. FlexEnergy Solutions is a globally recognized original equipment manufacturer of turbine and microturbine power generation equipment. The company has developed a very, very advanced turbine technology. One of the reasons why it's been so well adopted, especially in the energy sector over the last over a decade, is because of its ability to combust very, very unrefined natural gas fuels. That is very desirable when we're dealing with the energy sector where many of our clients in these remote areas have access to their own field gas.
It hasn't gone down the stream to further refining. Because the fuel tolerance of this particular unit is so vast, it has been widely adopted by the energy sector in very early stages. We're going to talk about a little bit later what other opportunities that the Flex turbine was built for. Also, to know that the Flex turbine loves the cold weather. It can operate past -40 degrees C where many other turbine generators or even piston-fired generators just simply cannot operate in that extreme cold. These are the reasons why the Flex turbine is such a desirable unit, especially in the Canadian North. As I mentioned, the turbines are engineered to deliver high-efficiency, low-emission power for on-and-off grid, industrial, commercial, and remote applications. Focused on long-term and permanent turbine installations, providing leasing options to empower clients to secure reliable, scalable, energy-efficient, and cost-effective energy solutions.
This will generate stable recurring revenue to reduce exposure to industry cyclicality, like I mentioned before. Talking about our Evolution Power Projects business, which is our existing power operation focused on temporary, project-to-project style activity. We established the company in 2022, but prior to that, we had been perfecting the natural gas to electrification in these project-to-project temporary sites. In that pursuit, we've created a bit of a moat. We really don't have any competitors in our energy sector that are directly competing with us with these types of methods. Of course, because the Flex turbine has the most desirable uptime in these northern conditions, it really is the unit to build your fleet around. That's why we were so very interested in the exclusivity and, of course, the eventual acquisition of the Flex Canadian business. Right now, we're in the energy sector alone.
We're at a very thin edge of the wedge of our total market addressing. We have a long, wide road of expansion, even in the energy sector. This is the very early stages of developing that, let alone before we start talking about the other applications for a permanent CHP, which is combined heat and power application that this unit was actually designed for. There's a large untapped market, comprised also within our existing customers to even expand the activities with them. I'm going to move along to just a couple of quick charts here to give you an indication of the difference between the incumbent, which is diesel. Diesel has been utilized in remote project sites for obviously decades. The opportunity to utilize natural gas or compressed natural gas on site, you can see the cost variations here.
A typical 350 kW diesel generator at full load will consume about 2,400 L a day. At about $1.60 a liter, you'll see that a daily fuel cost to the client is just short of $4,000 a day, or across a three-month project, $345,000. With our similar sized gas turbine, utilizing almost 75 MCF a day, at compressed natural gas prices coming into the site at $21 an MCF, you'll see the total fuel cost to the client is right around $1,570. Total over a three-month period, $141,000. There's still a massive 60% savings in fuel costs, even when we bring in compressed natural gas to the site. The majority of our clients in the energy sector were utilizing their own fuel out in the field. Of course, they pay nobody for that fuel.
That opportunity to save an expense line on that project by eliminating the paying for third-party fuel obviously provides a very, very desirable case for moving to our methods of electrification. Now, on the emissions side, this is very telling. The same 350 kW diesel generator, along with our turbine, you can see these are the harmful pollutants: particulate matter 2.5 and 10, SOx, NOx. You'll see volatile organic compounds and carbon monoxide. You'll see the reduction when we move to our gas turbine and natural gas as a fuel. These are not 20%, 30% reductions. They're massive. These are very, very valuable to especially many of our tier-one clients that are bound to not only monitor, track, and report their emissions. Of course, they're charged on their threshold. There are industrial carbon penalties or credits they have to purchase to get back to a threshold.
These are very, very valuable emission reductions to these clients. In summary, trying to condense this, of course, we've achieved the leadership position in our Canadian energy sector with new acquisition to diversify growth exposure to its clients and new industry verticals such as mining, industrial prime power, CHP, et cetera, boasting significant profitability with substantial margins resulting in robust cash flow. Our Canadian energy landscape is experiencing rapid expansion with investments in LNG serving as a significant driver of growth. The escalating demand for equipment, skilled labor, and expertise has also improved our pricing over the last few years. Our robust balance sheet, fortified by a new credit facility with a tier-one bank and a healthy cash flow, underpin our current expansion strategy. I'll leave that there for the condensed presentation.
For the newcomers, I hope that gives everybody an indication of what we're doing. I'm just going to change screens here and talk a little bit about some of the opportunities that are in front of us. Of course, this is our Evolution Flex turbine as we see it. This little background, this particular turbine technology was developed by a Fortune 500 company.
The screen for the audience has not changed. Maybe it's still.
Oh, it hasn't.
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Let's do this.
Thank you.
I have to go through this exercise. How's that?
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There we go. Okay. Now just make that full screen and we're good to go. Perfect.
Sorry, folks. This is the Evolution Power Flex turbine. I wanted to give you a quick little history because it's very important to understand where we're going in the pursuit of some of the new markets other than the energy sector. This particular unit was developed by a Fortune 500 company before it was spun out to the current ownership of FlexEnergy U.S.A. This particular turbine was developed specifically for the commercial and industrial CHP, which is combined heat and power. This unit is specifically designed for prime power purposes, as well as harvesting the heat from the unit to utilize for either full heat , combined heat and power. Of course, heat and cooling exchanging can happen with this. There's a good example of, over the past decade, permanent installations for CHP, combined heat and power in permanent installations.
Unfortunately, here in Canada, this has been lightly pursued by Flex Canada prior. It leaves a wide open new opportunity to develop these permanent installations for CHP application. We're in a situation here where, as I mentioned before, the reliability of the North American power grid is declining, even as demands from industry and societies continue to grow. This dynamic presents significant opportunities for industrial operators to implement self-generation solutions. Our Flex turbine solutions are purpose-built to meet this need, offering exceptional performance in both prime power and combined heat and power CHP applications. Our Flex turbines offer advanced capabilities, and we're actively pursuing a range of applications to capitalize on their versatility. Our business development initiatives are expanding to unlock new revenue streams to these emerging opportunities here in Canada.
As the company advances its focus to optimal power solutions, it's increasingly positioned to be recognized as a power solutions provider, potentially leading to a market reevaluation at maybe higher multiples than those typically assigned to the traditional energy services sector. Here's a selection of some prime power and CHP permanent installations that have been successfully delivered in recent years. This is a few photos from a CHP application. This is at the Grand Prairie Rec Center here in Alberta. This is a rec center that has four pools, three ice skating rinks, a running track. It's a big, large rec center. This was installed four years ago. We're just coming up to the four-year anniversary. It required, as prime power, two of our 333 turbines to be installed here.
Basically, the rec center is hooked up to the grid, the power grid, but prime power is being supplied by these two 333 kW units, so 666 kW, which is properly matched to the building's load. If it ever needs more than that, it will get it from the grid. The prime power is substantially operated by these two units. Of course, it's a CHP application. We're also harvesting the heat to heat all the pools and the boilers and the entire building. As you can see in the photo on the left, that's all the ducting that's coming off of the turbines and moving into the building. The photo on the right is all of the connectivity from the electricity, in real time, being developed as prime power from the two units, as you can see. This is an example of the possibilities of the Flex turbine.
It's really important to know that here in Canada, the Flex turbine has only been really pursued in the energy sector where it's been well adopted. These applications for prime power, or even backup power or CHP applications, are very much what the unit was designed for. Enterprise is going to be pursuing more and more of these CHP applications. Here's another CHP application in Canada, but it's right here in our energy sector. This is Seven Generations, which has now been acquired by ARC Resources. ARC has a total of 22 of these units. At a few of these locations like this, they are actually operating not just in prime power, but they're power and heat. They're harvesting the heat off the units to be utilized in their facilities right at this particular gas plant.
In some other areas, Southern California, this is Applied Medical, a medical manufacturing facility in Lake Forest, California, utilizing three of the 333 units in, of course, the CHP application as well. Also in Southern California, at the University of Redlands, another three units are powering a CHP application at this particular university. Also in Southern California, at the Paramount Studios, there are four of the previous model, a 250 kW unit, and that was commissioned back as far as 2012 at the Paramount Studios. In Ohio, Wastewater Treatment Center, a singular 333 is being utilized. There's gas collection, heat exchangers, and gas compression happening. This was an install that has been working there since Q2 of 2019. Another three units in Pennsylvania at Pennsylvania General Energy. These are very, very low volume units, so these are meeting all sorts of local sound regulations and so forth.
You remember those photos, the very early Grand Prairie location at the rec center. When we were walking around the units, we could talk at a regular volume. The sound, the volume of the units are actually very, very quiet, very desirable. I hope that gives everybody a little bit of an indication of the versatility, the capabilities of the Flex unit. At this point, I'm going to move it over to our CFO, Warren Cabral, to talk about our financials.
Thank you, Des. I'll just go back to a little bit of an overview of where we are with Q2 and what's Q3 looking like for the rest of the year. As we mentioned before, Q2 was what we were calling a traditional spring breakup quarter, where we do see our customers reduce their activity. For those that are new to this, our company and new to this industry, this is common during the spring because of the thawing from the winter season. It becomes very difficult to access sites. Road bans get put on by the various provincial and local authorities. The industry and our customers take the time to assess their operations for Q3, Q4, and Q1 of 2026. They get all their permits in place and provide us as suppliers an idea of what's coming in the next quarters ahead.
We also had a couple of really important things happen in the quarter. We did have a new banking facility that we put in place. It's with Bank of Montreal. It's a new $40 million facility. The advantage of the facility is that it provides us with much lower borrowing costs and full costs as a whole to maintain the facility and keep it going. The facility is really set up to work with us and manage our growth plans for the future. We're happy with that. Developing a relationship with the tier-one bank is something that we've been working towards over the years, and we're happy that we're able to put that in place. The second significant thing that happened this quarter is the acquisition of Flex Canada .
Des mentioned a little bit about the details over there, and I will ask Doug Moak in a few minutes to give us a little bit more color on that acquisition. I mentioned that Q2 was seasonal for us. It was a spring breakup quarter, but we have seen activity increase in quarter three. July activity was up. August activity has increased further, and we anticipate that's going to happen through September and into Q4. We're looking at a significantly higher quarter three and quarter four than what we had last year. Doug, if you could provide us with a little bit more details on the acquisition, that would be great. Thank you.
Thank you, Warren. Good afternoon, everybody. A lot of the things I'm going to mention, Des, it's touched on already, but it is worth reviewing. On May 7th, we did close an all-share transaction to acquire Flex Canada from Flex U.S.A. for $20 million. This deal, even though it's a share transaction, looks like it's 17 natural gas turbines that add to our existing fleet of those exact same units. There's different levels to this acquisition as well. As Des mentioned, these turbines come with long-term rental agreements, anywhere from one to three years. Typically, what we see is at the end of the contract, these customers renew and re-up. It creates a good level of cash flow for us. Along with that, we also have the Flex maintenance program, which Des also touched on.
This is really like your used car program that you get at your local dealership. We get paid a fee, and these contracts can be up to 10 years. We get paid a monthly fee to service and maintain these contracts, to maintain these units. We have the staff of turbine technicians that were factory-trained from Flex Canada , Flex U.S.A . They have the capability to maintain, service, and repair these units, and they are all OEM factory -trained. With that, we also have the exclusivity for all of Canada. This exclusivity agreement was expanded from B.C. and Alberta to across Canada. It includes the sales of the units, the rental of the units, and the service of the units. We can service every unit in Canada. We can rent anywhere in Canada. We can expand anywhere in Canada.
One of the other parts that we got that's very exciting is we have an engineer on staff that came with the acquisition. He is a turbine specialist. He has over 20 years of experience in the turbine industry, both in Europe and in Canada. He's been trained across multiple industries and multiple applications of this. As Des was talking about, he's very well experienced in the combined heat and power application. With the addition of these 17 units, we've been really able to expand the moat that we've had and increase those barriers to entry into Canada. The natural gas power industry is in its infancy. As Des mentioned, we've only got about 18% of the industry. We are looking to expand on that. Since the acquisition, we've rebranded Flex Canada to Evolution Power Solutions. We have a really good history with the seller, Flex U.S.A.
We've been dealing with them for about the last five years, purchasing their units, deploying their units. That relationship has been a really, really good relationship. They are very interested in seeing us grow this and expanding across Canada, which they weren't able to do. For us, Flex U.S., Flex Canada, and Evolution Power Solutions, Evolution Power Projects, we share the same people. We share the same customers. We're able to cross-pollinate our industries and really see these synergies working well. With that, I'm going to turn this back over to Len. Len, do you have anything you'd like to add to this?
Thank you, Doug, Warren, Des. Des, great update on the operations, the way they stand. Warren with the financials. What's exciting for us is that we're starting to see the opportunities that the acquisition Flex Canada are creating for us to diversify away from just the oil and gas industry, which is basically where we've been. We've been here for 20 years, 21 years. We've gone through the ups and downs, and we finally found an opportunity that's going to allow us to diversify out of just the oil and gas industry. We're pretty excited about it. There are some great opportunities. There's a lot of great news coming up in front of us here.
What I'd like to end the webinar with is that we look forward to seeing Enterprise move in a new diversified direction, becoming more of a power solutions company rather than just an oil and gas service company, leading to a potential rebranding of the company to more show investors the business that we're in. Power is definitely taking over Enterprise 's business going forward, and we like to show that to investors going forward. You will see a potential rebranding of the company in the near future. We're excited about it. We're all investors. We own 28%, 29% of the company, and we're excited about where we're going. We appreciate your time. We appreciate you guys taking the time to hear our story, and we welcome you to answer your questions for you.
Super. Thank you, Len. To our audience, again, if you have a question, please use the Q&A feature in the webinar portal. We do have quite a few questions in the queue. A lot of them are repetitive, so I'll consolidate those and sort of give one question, and we'll get going. First question is on the subject of moats. Can you just talk about what the proprietary nature is of these turbines and why can't any other company with deep pockets produce a similar product, maybe touching competition that you guys go up against as it relates to natural gas?
Certainly, I'll take that. Like I explained earlier, these were purpose-built for this type of a CHP application. In the world of microturbines, which are 0.5 MW and under, anybody would be free to, with deep pockets, go ahead and develop that. There's really only three recognized microturbine manufacturers in the world. We've tried them. One of the other U.S.-built units, we have six of them in the fleet. They simply do not perform in the extreme conditions that we are operating in. We chose not to build our fleet around that particular unit, and we started to build around the fleet of the Flex, which is the one that performs at 99.5% uptime. The other microturbine manufacturer is from Europe. There's only 10 of them installed. They're heavy, they're overbuilt, they're not, they won't operate equivalent to what we have here in the Flex unit in the extremes.
There's no units in North or South America. It's a pretty light crew. You have to remember in this class of a microturbine, this is very well matched, as I said earlier, for the commercial and industrial. People need to also understand that these can be paired together. We can have multiple of these units. If the client's power needs are 1 MW , then we would pair together three 333 units to match that power load. As you could see on some of the case studies that I alluded to earlier, some are singular units, two, three, sometimes four, depending on the power needs. They can be matched by the number of units operating in parallel.
The class of unit, when we're looking at Pratt & Whitney or GE or Mitsubishi or Siemens, those tend to be much larger turbine applications, more of a utility grade or utility size of a unit. There are two very different classes of turbines. Hope that answers your question.
Super.
I'd like to add that, also, you know, you can go out there and buy the turbines, whichever one you want to try, but you still have to have the infrastructure to win the client. You still have to have all the light towers and heaters and generators and buildings and everything else that they want. They don't want you to just drop off a turbine at their doorstep and away you go. We welcome the competition.
Len brings a good point. You know, getting any power generator is one thing. I mean, you could go to United Rentals or Cooper Rentals and pick up a generator, but you won't get any service from it. You'd have to go pick it up. It's a storefront. I mean, we are, when we put a mobile power system, whether it's a project or an emergency power situation, we deliver, set up, and we make sure that it's operating at all times. That's our obligation. That's a service level that is not found everywhere as well. Just a little indicator.
Super. Thanks, Des. I got a couple of questions/comments on this topic. Maybe you could just, I'll say it this way and you could address it. Especially given that some of the slides reference case studies out of the U.S. Was the Flex Power acquisition only for the Canadian operations of the company? Do you have the ability to sell or lease into the U.S. with this product?
Yes, it's Canada only. We are the OEM representative, as I and Doug alluded to. We've just taken over their Canadian business. Doug also mentioned the two management teams have developed quite a desirable working relationship. One of the reasons that it was a good opportunity for Flex U.S.A. to sell their business to Enterprise is that they realized the attention the Canadian market required to really grow it. They didn't have the attention or the ability to pursue that as well as we were. We're well funded. We're very advanced in our operations and what have you, and we're very enthusiastic about the opportunity. The Flex U.S.A. business has a very robust market for themselves in the U.S. This is often where there's an American mothership and there's a Canadian division.
Canada is always seen as a sub 10% of the U.S. market. It usually gets less attention. This was an opportunity to turbo-lift the Canadian market by Enterprise taking over the representation of Flex . They can operate in their global opportunities and their robust U.S. marketplace. It really was a 1 + 1 = 3 for Flex U.S.A. Now, going forward, as I mentioned before, Flex , when they owned the Canadian division, they only pursued the energy sector that very well adopted this unit over the last 15 years. They didn't pursue these other combined heat and power and other types of industrial and commercial applications. They just simply were going for the low-hanging fruit. It's not a knock. It's just that was what they were willing to enter the Canadian market with, and that's what they developed. It was just purely the energy sector.
We now have at our opportunity the entire Canadian market across all applications, which I tried to present, that the Flex unit has way more installation opportunities than just the energy sector using it for power.
Super. Thank you. Can you talk about the payback periods on deploying a new turbine on a longer-term contract?
What we do is, we don't talk specifics about a turbine or a contract or anything like that, but we kind of have a rule of thumb when we're looking at larger acquisitions of equipment. We want the payback to be, I'll say, less than three years of the term. That does vary, obviously, with the equipment and the diversity of equipment we have. We do also, you know, a lot of these units that we're talking about, these turbines go out as packages. They don't just go out as individual units. In the package, you'll have everything from distribution panels to cording to light towers to other supporting equipment, all of which have various periods of payback time. I think comfortably it would be between two and three years.
Super. Thank you. I have a number of questions on this topic, but I think this one particular question summarizes it all, and I'll let you answer the question. Can you expand more on what other industry you expect to diversify into and what stages that those diversification efforts are at?
Right. We have spoke about the mining industry, just like the energy sector. It's a hand-fits-glove opportunity when they're building at the initiation of a mine, when they're building out the mine. This is a tremendous opportunity to displace diesel. Diesel would be no different in a build-out of a mine, be utilized with diesel generators and so forth. The opportunity to displace diesel, bring in the nat gas turbine generation, the microgrid opportunity at this location will be no different than the energy sector. Compressed natural gas would be brought onto site. We're going to talk, not today, but there's going to be more to talk about, some synergies with the compressed natural gas suppliers that we're working with. More on that, maybe next week. The mining industry, we are having discussions. We've said this before. We're looking at an opportunity, both in Northern B.C. and Northwestern Ontario.
The mining industry is one we are pursuing, and we have had discussions. We expect to have some advancement on the mining industry. Further than that, I think when you look at the expansion or the business development expansion that we're also going through, as I explained with the code gen operations, the combined heat and power applications of the unit, we are now drilling down on the build and design engineering firms. For example, just like that Grand Prairie Rec Center that four years ago, they installed the two units as primary power and code gen. Those are many more opportunities to be had. The build and design firms that are hired or brought on to build a building, or any kind of industrial or municipality building, need to know that this CHP opportunity is a money saver and an emission saver.
Our business development expansion is going out to the build and design firms so that they know, they're educated that this is an opportunity for prime power and CHP. That is one that we have started to develop, more on that as we build it out. Those are longer lead time sales funnels, but we have started that expansion with the build and design firms.
Super. Thank you. Can you talk about the total number of turbines now in service after the most recent acquisition?
Warren, is that something you can touch on? It's something we, you know, it's one class of our equipment, obviously. For competitive reasons, we like to be a little reserved on that. Warren, can you add to that?
Sure. We do look at our systems more as power systems as opposed to selecting an individual piece of equipment like a turbine. With the acquisition, we are in the range of pretty close to 60 power systems that we can deploy, with all of the disciplines and all of the different types of, I'll say, turbines and generators that we have on the natural gas side. That's just on the natural gas side.
Super. Thank you. Can you talk on how many of these that are deployed are rent versus own? If it's something that you can't for competitive reasons, we understand.
Oh, I mean, as kind of what was mentioned with the acquisition, how many turbines we acquire plus our existing fleet, those are all units that we rent over different terms, whether it's shorter term or longer term. The units that are owned, I mean, they have been purchased by the individual companies to use those. On many of those, that's where our FlexCare agreements come in, and we have the long-term maintenance agreements on those units that have been individually owned. We're not at the position to say how many there are out there as far as individually owned units, but all of our units are rented.
Okay. Thank you. Can you talk about any challenges you foresee or you face as you attempt to grow your customer base and the adoption of these natural gas turbines?
Challenges right now, obviously, we've got Canada as the boundary, and all our infrastructure is located here in Western Canada. Obviously, some challenges are going to be regionally. To capitalize on the opportunities that are in front of us, we are increasing our business development team. I don't want to say that's a tremendous challenge, but we are building that out on an employee basis. Obviously, to develop business across the country, we're going to have to start to look at the opportunities to expand our office and yard infrastructure. I don't see it as a monumental challenge, but growing outside the provinces that we're already in will have their challenges. Warren, Len, any other challenges you see in your?
As you mentioned earlier, natural gas in North America is the cheapest source of creating power, almost in the whole world. The opportunities are there for us. You have to understand that it's only been a couple of years, and we brought on a brand new process that the industry hasn't ever seen before. Now we're getting out there and showing them. There's a little bit of a tutorial to show them how it works. We constantly have site visits where we have new customers coming out to see what's going on. After two or three months, they're in. The C-suite buys it. Guys on the ground are the ones that fight back a little bit, but we're knocking them down. Like Des mentioned, there's a lot of news coming out in the next three months that we're pretty excited about.
Thank you. A few questions around tariffs. Maybe comment on the impact of tariffs south of the border, if any now or in the future that you foresee.
Yeah, we've been monitoring, obviously, what to monitor really is the Canadian retaliatory response. They came out with it, and there's a government link for it. We look at it from time to time. There was the initial list that I think came out in, I'm going to say February, early March. It has been added to. What I can tell you so far is that heavy-duty equipment or turbine units or what have you are not on it at all. The only thing I read into it is, obviously out of the U.S., you have Caterpillar, you have John Deere. The construction equipment, agricultural equipment, or anything that would be in the heavy-duty equipment class has been neglected so far. There haven't been any tariffs put on it. We all must remember that anything that's USMCA compliant still gets an exemption.
Much of this heavy equipment is still USMCA compliant. As we know, that landscape can change from day to day, week to week. At the moment, we can say that anything we're bringing from the United States, manufacturers so far have not been impacted by tariffs.
Okay. Thank you. A couple of questions on this. Have you considered blending hydrogen with the natural gas?
First of all, our turbines can take a combination of hydrogen and natural gas. The opportunity is there. I think what's more important is the hydrogen economy is, you know, it's not even at the thin end of the wedge. We don't have a hydrogen economy yet. If there becomes a more mature hydrogen economy, yes, hydrogen can be utilized in our turbine fleet.
Yeah. Okay. Thank you. Can you talk a little bit about your customer concentration, % of revenue from your top clients, and how the acquisition has impacted this?
Go ahead, Warren.
We do disclose in our regular MD&A and financial statements some top customer concentration as we're required to. Those customers remain in the energy industry at this point in time. Although the acquisition has provided some diversification away from the energy industry, as we kind of alluded to in this presentation and directly said, we are also going the power route, as that's where we see the growth of the company going forward. We do see a shift towards our top customers being energy-based customers and a move towards those top customers becoming power-based customers. That shift has started, and it's going to continue throughout our growth cycle going forward.
Thank you. Des, on some of your slides, you referenced emission data. Did you, can you comment on how you measured that data?
I won't be a very good explainer of this, but there are regulatory guidelines on emissions monitoring and reporting. The emissions you would see on those charts would have been done compliant to those emissions, third party. They come onto site, they take samples of exhaust and ambient at the ambient location, and they're properly reported. I don't know. Am I answering that question correctly? Is that the gist of the?
I guess the question was more specific to a specific piece of equipment, but it sounds like these are industry standards, and that's where those measurements come from.
Yeah. So.
Third party.
Yeah, it is. They're bound by governance in their particular industry. Let me tell you, the environmental sector in Canada or in the U.S. or what have you is highly regulated. To certify any kind of an emissions result, it's a mature regulatory or regulated service, or I guess you know what I'm getting at. It wasn't ours or Flex U.S.A.'s numbers. It would have been a certified service provider of emissions. We have our, there's actually equipment that is certified specific for that. We own some of our own to do that. You would always have to have a third-party certified emissions provider. We do it for all of our equipment in-house, so we know what's what and so forth. Anything that is advertised would have to be regulated by a third-party provider.
All the large companies, they need to have a third-party audit for their financial statements for them to get the credits.
I mean, that's an industry all on its own.
Yes, exactly. We're not in it.
Perfect. A couple of questions around this topic, so I'll combine them. Can you just talk about your current sales force and your thoughts on how that sales force needs to grow in order to sort of meet all of the potential demand that's coming your way?
The sales force, you know, as it is today, we have our own existing, what, what prior to the acquisition of Flex Canada , we have a VP of Business Development that is situated in downtown Calgary. We have a very mature field staff that are on the business development side. Along with the acquisition came a business development leader that has been with the company, you know, I think, approaching 10 years. Flex Canada was initiated, I believe, nine and a half years ago, and he was one of the first employees. So he's been with the company for the near decade. He's extremely knowledgeable, and he's going to be adding not only the energy sector long-term applications. He will be handling much of the build and design interface that we, I mentioned, 10, 15 minutes ago.
We are expanding business development regionally as well. Eastern Canada is going to be soon having its own representation of business development personnel of the company.
Super. I'm just doing a time check. I noticed we're just short of the hour. I'll ask one more question, and then, Len, I'll let you have some closing remarks. I think, again, we covered a lot of topics here. Reminder, this wasn't an earnings call, so very specific questions related to earnings, please send me an email and I'll see if this could be addressed outside of this forum. If you still have a question that's remaining, just again, reach out to myself or Frank, Glenn, or Frank@BristolIR.com, and we'll be happy to get those answered for you. Your last question, guys, what's your strategy around capital deployment? How are you seeing further opportunities across acquisitions or fleet modernization? How are you thinking about balancing the strategic growth path you're on with the continued share buybacks or debt reduction or your views on a dividend?
I was just going to jump in there. You know, there's no talk of a dividend. Most of our capital is going to CapEx. You know, the demand going forward here is actually showing to be very, very robust for us. We're not big debt people, so you won't see us leverage debt. There's no reason to go back to the capital markets for anything at this point in time. It's growth by CapEx right now and moving the company forward, without, you know, with dividends for sure.
Super. Leonard, some closing remarks?
Thank you, everybody, for joining us for this webinar. I'm sure there'll be lots of follow-up questions, and as you know, we're always available to take those calls or emails, whichever you like. It's really important to know that we want to get across the fact that we are diversifying away from the oil and gas industry. The opportunities are in front of us with the acquisition of Flex Canada . It gives us that opportunity to move in that direction, which is going to be very, very profitable for the company going forward. There's a lot of very exciting opportunities that are in front of us that we're going to capitalize on. We're going to move things forward.
The other opportunity that's there is that we are moving into becoming more of a power solutions company, which will lead us to a rebranding of the company in the future. We're excited about that, and we're excited about the opportunities that are in front of us that we can achieve.
Super. Len, thank you. Des, Warren, Doug, thank you very much. To our audience, thank you for joining. This concludes this presentation.
Thank you all.
Thank you. Cheers.
Thank you, everybody.