Consultants Site Guide 2014 by Area Development

2014

Volume 10

www.consultantssiteguide.com www.facilitylocations.com

THE SITE SELECTORâ&#x20AC;&#x2122;S HANDBOOK TO LEADING

FACILITY LOCATIONS

Special Supplement to Area Development Magazine

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INDUSTRY HAS A HISTORY OF BUILDING SUCCESS IN WISCONSIN. When looking for the best place to relocate or expand a business, you have a 1 in 50 chance of selecting a state that puts you on the path to success. The chances are great that the state you are looking for is Wisconsin.

developments, including bioscience and water technology. Business success is centeredupon a skilled and diversiﬁed workforce, along with a built-in supply chain that is ready to support your expansion in Wisconsin.

We are committed to our industries, committed to our companies and, from day one of your arrival, committed to you. Wisconsin continues to enact policies and reforms designed to increase business growth, including our Manufacturing and Agriculture Tax Credit, which virtually eliminates the tax on income from manufacturing activity throughout Wisconsin. In addition to leveraging our history of industry leadership, businesses here soon discover why Wisconsin is also leading the way in new

Take the next step and discover how your business will succeed In Wisconsin ®. Contact our Business Attraction Account Manager, Wade Goodsell, at 608.210.6813 or wade.goodsell@wedc.org. Learn more by visiting Select.InWisconsin.com.

In Wisconsin® is a registered trademark of Wisconsin Economic Development Corporation.

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ConsultantsSiteGuide.COM

Editor’s Note This publication is the 10th annual edition of the Consultants Site Guide: The Site Selector’s Handbook to Leading Facility Locations. It contains the results of our 2013 Consultants Survey, which reflects the location and expansion plans as well as the site selection priorities of your peers’ and their clients. More than three quarters of those responding to our 2013 Consultants Survey expect the economy to improve this year or next, and 86 percent said their clients have oneto two-year new facility plans. And although the U.S. economy was off to a slow start in the first quarter of this year — registering only 0.1 GDP growth according to Commerce Department figures — projections are for 2.6 percent growth for 2014, rising to 3.5 percent in 2015, says the OECD. Also included in this publication is an article that discusses how today’s companies are viewing their location strategies through a “sustainability filter” in order to achieve competitive advantage and growth. This “filter” is applied to everything from supply chain management to operational eco-efficiency to talent attraction and retention as well as other elements.

Geraldine Gambale

EDITOR

editor@areadevelopment.com

WEB DESIGNER

Patricia Zedalis Carmela Emerson

PRODUCTION MANAGER

Jessica Whitebook

PRODUCTION ASSISTANT

Talea Gormican

ART & DESIGN

PUBLISHER

Dennis J. Shea

William Bakewicz (ext. 202)

ADVERTISING SALES

billbake@areadevelopment.com

Valerie Krpata (ext. 218) valerie@areadevelopment.com

DIGITAL MEDIA MANAGER

Justin Shea (ext. 220) jshea@areadevelopment.com

BUSINESS DEVELOPMENT

Matthew Shea (ext. 200) mshea@areadevelopment.com

Barbara Olsen (ext. 225)

READER SERVICE

olsen@areadevelopment.com

Gertrude Staudt

CIRCULATION

circ@areadevelopment.com CONFERENCE SERVICES

Annie Gregson (212) 579-4469

annie@areadevelopment.com

Following this article and our Consultants Survey results are profiles of several locations/economic development organizations that can provide you and your clients with assistance in making location decisions. Full contact information, including web and e-mail address, for these organizations is included on their profile pages as well as on the Table of Contents page. We hope this publication proves valuable in helping you assist your clients with their facility plans.

EXECUTIVE OFFICES HALCYON BUSINESS PUBLICATIONS, INC. DENNIS J. SHEA, PRESIDENT

dshea@areadevelopment.com MARY PAULSEN, FINANCE

finance@areadevelopment.com

ALL CORRESPONDENCE TO: AREA DEVELOPMENT MAGAZINE 400 POST AVENUE, WESTBURY, NY 11590

PHONE: (516) 338-0900 TOLL FREE: (800) 735-2732 FAX: (516) 338-0100

Editor

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TABLE OF CONTENTS LOCATION PROFILES/SPONSORS ARKANSAS 18 Arkansas Helps Business Succeed bstory@arkansasedc.com www.arkansasedc.com

ILLINOIS 17 Ameren: Powerful Results www.Ameren.com/EcDev 3 Editor’s Note

MISSISSIPPI

FEATURES

20 Opportunities Area Abundant in Mississippi mdorsey@mississippi.org www.mississippi.org

B-Corporations by State

MISSOURI 17 Ameren: Powerful Results www.Ameren.com/EcDev

NEBRASKA 22 Harness the Power of Nebraska rjnelse@nppd.com econdev.nppd.com

SOUTH CAROLINA

Passed

Under consideration

Figure1

5 SUSTAINABILITY: The “Invisible Hand” Shapes Next-Generation Location Selection Companies that view their location strategies through a “sustainability filter” are more likely to achieve competitive advantage and long-term stakeholder value.

24 South Carolina — Powering Up Your Business Sam.bennett@santeecooper.com www.scprimesite.com https://www.santeecooper.com/ committed-to-south-carolina

TEXAS 26 Lubbock: “The Hub City” Mike.hatley@lubbockeda.org www.lubbockeda.org

WISCONSIN 28 Wisconsin Grows Businesses wade.goodsell@wedc.org InWisconsin.com

CANADA 30 Vallée-du-Haut-Saint-Laurent jerome-antoine.brunelle@crevhsl.org info@hub-30.com www.hub-30.com

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SUSTAINABILITY:

THE “INVISIBLE HAND” SHAPES NEXT-GENERATION LOCATION SELECTION Companies that view their location strategies through a “sustainability filter” are more likely to achieve competitive advantage and long-term stakeholder value. By Don Schjeldahl,

The Don Schjeldahl Group

“

An invisible hand,” Adam Smith’s 18th century locution on the self-regulating behavior of the marketplace, still rings true. Smith could never have imagined the intricate formulations today’s markets have created, with one of these being sustainability as an underpinning of business location selection. Sustainability’s triple-bottom-line business operating philosophy, driven to the modern stage by the challenges of globalization, is a logical and evolutionary extension of the invisible hand.

ORIGINS OF SUSTAINABILITY Sustainability as a business term has come into common use only within the last decade or so. Before that, sustainabil-

ity was rooted in the environmental movement of the 1960s and later the United Nations Brundtland Commission, which in 1987 defined sustainable development as "development that meets the needs of the present without compromising the ability of future generations to meet their own needs.” Sustainability’s mandate is to balance a three-legged stool of society, the environment, and the economy, translated for business as the triple-bottom-line. Sustainability as a business practice is driven by the interdependence of national economies through a rapid increase in cross-border movement of goods, services, technology, and capital — in a word, globalization. Globalization brings opportunity to virtually every doorstep, but also brings risk

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B-Corporations by State

companies that want to consider society and the environment in addition to profit in their decision-making process. B Corps have legal status and are administered in 19 states and the District of Columbia (Figure 1). B Corp designation expands the fiduciary duty of company directors to require them to consider non-financial as well as financial interests of shareholders. This gives company directors and officers legal Under consideration protection to pursue a broader corporate mission. A similar designation is the Certified B Corporation. A Certified B Corp is a for-profit company that has met standards set by B Lab, a third party 501(c)3 nonprofit with headquarters in Wayne, Pa. B Lab’s mission is to “…serve a global movement of entrepreneurs using the power of business to solve social and environmental problems.” Certified B Corps are found in all 50 states and around CORPORATE SUSTAINABILITY METRICS the world. (Benefit Corps are not required to be certified.) At the start of 2014, more than 900 companies in 60 different Companies that successfully translate social, environmental, industries had achieved certification, including companies and economic challenges to their advantage should expect to like California outoutperform their peers. door apparel leader Measuring corporate Patagonia, Vermont’s adaptation of sustainBen & Jerry’s, as well ability has been elusive, as Colorado-based however. As a business craft brewing giant practice sustainability New Belgium lacks uniform definiRisk & Crisis Management Brewing. tion, though this is start100 Codes of Conduct/Compliance/ Rob Michalak, ing to change. Operational Eco-Efficiency Corruption & Bribery 75 Director of Social Confusion over the 50 Mission for Ben & term is not surprising Labor Practice Indicators 25 Climate Strategy Jerry’s says, given the numerous and Human Rights 0 “Certified B ways in which the susCorporations codify tainability tag is Environmental Policy/ Human Capital what being a progreshooked to business Management System Development sive, socially conorganizations. One scious business is all definition accompanies Corporate Citizenship Stakeholder and Philanthropy Engagement about. By becoming a Benefit Corporation Certified B Corp we designation, also DJSI World Diversified S&P Global LargeMidCap Index are supporting the called a B Corp. B Source: RobecoSam and S&P Dow Jones Indices movement for busiCorps are a legal form Figure 2 ness to play a leading adopted by for-profit from a myriad of origins including resource scarcity, rapid market shift, political instability, disruptive technology, and environmental challenges (e.g., climate change). These, in turn, shape everchanging societal expectations, public policies, regulatory frameworks, and competitor actions — the very things that challenge business decisions. Companies that Passed anticipate and manage Figure1 current and future economic, environmental, and social opportunities and risks, dealt rapid fire by globalization, will emerge more likely to achieve competitive advantage and long-term stakeholder value. In part, competitive advantage comes from getting more use from investments in real property and machinery and equipment.

Comparison of DJSI and LargeMidCap

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Selected Filter Elements for Selecting Sustainable Communities and Properties

Community/Property Selection Filter Elements

Corporate Sustainability Directive Risk & Crisis Management

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Target Industry Strategy: The era of communities being all things to all companies is well in the past. The first filter element in a sustainable location search is to verify the community has an investment attraction strategy based on an honest appraisal of regional assets. If they have done this correctly and are targeting your industry, they will understand your requirements and be working to align local resources with your current and future needs. Everything on this list should tie back to the community attraction strategy. • Police and Fire Emergency Services: Appropriate staffing, equipment, facilities, training • Emergency Planning: Recognition of and planning for natural and manmade disasters • Utility Services: Reliable, abundant, and redundant utility services built on modern well-maintained infrastructure • Transportation: Reliable and redundant transportation access for employees, service providers, and supply chain • Regulation: Predictable and workable regulatory structure • Schedule: Globalization mandates speed. Corporations cannot afford to be slowed down by actions that can be anticipated. Community attributes must include: • Real estate — Certified ready-to-go sites and available buildings in areas of the community that are aligned with environmental and operational considerations • Permitting — Streamlined and responsive permitting process • Community — Consensus among community leaders on attraction targets and a commitment to expedite the development process

Supply Chain Management

Communities that support investment in the supply chain of targeted industries are more likely to be a good location for regionally sourced materials. This reduces the company’s operating costs and lowers greenhouse gas emissions, and supports local economic stability.

Operational Operational Eco-Efficiency Eco-Efficiency

Every corporate facility has a unique environmental footprint shaped by facility technology, age, and condition, and by community attributes. Sustainable companies prioritize environmental issues in order to better manage the impact of these issues on company performance. A properly vetted community will support a broad array of corporate environmental policies and management initiatives. Communities are more attractive to sustainable companies if they: • Support waste stream management through a comprehensive plan for recycling industrial waste with special attention to the waste streams of target industries • Support water resource management through codes and local practices that limit the use of potable water, natural surface, and subsurface water for irrigation through best practices for landscape design and maintenance, including plant species, irrigation efficiency, use of captured rainwater, and recycled wastewater • Support water use reduction by encouraging best practices including water efficiency within buildings to reduce the burden on municipal systems, use of recycled gray water, and water-efficient appliances • Support on-site renewable energy through building codes that allow installation of photovoltaic, wind, solar thermal, bio-fuel, and geothermal systems • Invest in a modern power grid that supports the latest technologies in energy management and on-site cogeneration

Human Capital Development

Sustainable organizations place high importance on nurturing human resources, often through a sophisticated process of skill mapping and work force development. Communities are more attractive if they are aligned with company human capital needs including: • Local resources supporting personal and organizational learning, including modern and well-funded work force training geared to targeted industries • Local work force characterized as being loyal to employers, with a strong work ethic measured both anecdotally and by metrics like voluntary and involuntary employee turnover • Community reputation for a diversified and harmonious work force at all skill levels • Professional and well-funded jobs-retention program actively engaged with local employers

Talent Attraction and Retention

Attraction and retention of talented people are now the most cited factors in corporate location decisions. Of course, a company’s ability to retain and attract talent depends, in part, on the attractiveness of the job and company. But community plays a role. Sustainable companies are best-served by communities that are attractive places to live and work. Sustainable communities should exhibit: • • • • •

Healthy downtown business districts Land use planning that encourages wise use of resources and supports overall community health and attractiveness Reuse of brownfield properties, sites, and buildings Clean and well-maintained public spaces, community-wide programs for landscaping Resources devoted to promoting healthy lifestyles including ample investment in park and recreation facilities, biking and walking trails, and sports facilities • Public transportation • Arts and entertainment community including festivals, artist groups, public art, and performing arts programs Corporate Citizenship and Philanthropy

Community Culture: Select communities that align with corporate giving policy. The right mix of nonprofits, foundations, and other local cultural assets will make local giving easier and reinforce the bonds that make for sustainable company/community relationship

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role in providing social as well as economic benefits to society, and of course great products and services.”

SUSTAINABILITY AND THE INVISIBLE HAND

Communities positioned to support LEED Certification are by default more closely aligned with sustainable corporate organizations. LEED (Leadership in Energy and Environmental Design) is a program of the U.S. Green Building Council (USGBC) started in 1998. LEED provides metrics that advance convergence of business and community sustainability.

Nestle, Abbott Laboratories, AkzoNobel, Alcatel-Lucent, and Air France-KLM. The analysis clearly shows that companies that follow business practices recognized as triple-bottom-line-focused cast a different profile when compared to traditional companies (Figure 2).

Adam Smith knew well that individuals act in their own self-interest. At the same time Smith acknowledged that the SUSTAINABLE LOCATION actions of individuals to maximize their SELECTION own gain in a free market ultimately benefit society, even if the individuals As a business practice, sustainabilLEED NC (new construction) and have no benevolent intentions. ity is still seeking definition; this is no LEED CS (core and shell, i.e., existIt stands to reason, therefore, that more evident than in the rules for ing building) have scoring criteria in a complex world, companies manselecting sustainable locations. Best that encapsulate aspects of aged according to robust and wellpractices for selecting sustainable community organization and physirounded sustainability principles locations are just now emerging. cal assets that feed the needs of should realize higher shareholder Under sustainability’s triple-bottomsustainable business organizations. value versus companies that manage line, rules for location selection arise In LEED (NC) v3 2009, the latest solely on traditional practices that rely from the palette of policies, proceversion of the program, there are six scoring categories encompassheavily on conventional financial dures, and resources that constitute a ing 65 variables, 110 possible analysis. And while recognition of susbusiness organization — broader than points, and four certification levels. tainable business organizations by the palette from which conventional Approximately 30 of the 65 varilegal means or through certification is location criteria are derived. ables are connected to owner significant, it’s easy to view these as Many palette elements have locadesign decisions that are largely “sustainability lite.” Real proof of sustion correlates. For example, the unenunlinked to community. The tainability’s efficacy lies elsewhere. cumbered operation of corporate faciliremaining 35 variables are either In capitalist society the marketplace is ties demands a reliable and predictable directly or indirectly supported by fertile proving ground for testing ideas. operating environment. For a corporaorganizational and physical assets Over the last decade a number of investtion to manage against a risky and of the community. ment services have done just that by constantly morphing business landfocusing on the premise that a sustainscape, corporate facilities, and the comable corporate model will produce sucmunities in which they operate, must cessful businesses over the long term. work harmoniously. Perhaps the best known of these services is the Dow Jones Corporate managers require a sustainability-filter through Sustainability Diversified™ Indices (DJSI Diversified), which which location strategy and community/property alternatives measures company performance relative to traditional benchpass prior to a final decision. Figure 3 presents filter elements marks. DJSI Diversified, which represents a collaboration that are part of a broad sustainability assessment of location. between S&P Dow Jones and Switzerland-based RobecoSAM SUSTAINABLE COMMUNITIES BREED SUCCESS AG, analyzes corporate sustainability profiles using a trademarked Corporate Sustainability Assessment (CSA) methodolGlobalization offers new opportunities for corporate ogy. The methodology includes industry-specific questiongrowth and stability, but also brings increased risk for failnaires with as many as 120 questions focused on economic, ure. Companies that successfully translate these challenges environmental, and social factors. According to DJSI to their advantage can expect to outperform their peers in Diversified, “The questionnaires include factors that are relethe future. Companies that measure performance along the vant to a companies’ success but that are under-researched in triple bottom line — society, environment, economy — are conventional financial analysis.” destined to be better equipped for the journey. The DJSI Diversified family covers 26 developed market Companies following a sustainable business manageand 20 emerging market countries for 24 separate indusment strategy can expect their facilities to run more effitries. Several thousand companies are regularly assessed ciently with less disruption over a longer period of time. with a special focus on the latest industry-specific risks and Success, of course, requires that the locations selected for opportunities. Among the recognizable names on the 2013 these facilities are chosen for their ability to meet sustainDJSI Index are Volkswagen, Siemens, Panasonic, Citigroup, ability’s more demanding requirements.

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CONSULTANTS SURVEY

s in years past, Area Development

The responding consultants’ clients

say they work with firms that employ 1,000 or more people (Chart C).

asked the consultants who work with

are of varying sizes in terms of employ-

corporate clients to tell us about their

ment numbers. About a third say they

clients’ facilities plans and priorities in

work with companies having fewer than

Consultants Survey (86 percent) say

making a location decision. Fewer

100 employees, but 40 percent also

executive management at their client

The majority of respondents to our

than half (43 percent) of those

companies is significantly involved in

responding to our 2013 Corporate

the site selection process. Sixty percent

Survey say they use the services of

also say their clients’ real estate depart-

consultants so let’s find out which

ments are heavily involved, and nearly

companies the consultants are serv-

as many work with other client opera-

ing and how the Consultants Survey

tions or business unit management

responses align with the Corporate

(Chart D).

Survey responses.

The Consultants Survey Respondents Slightly more than half of those

Half of the respondents say that most of the clients who ask them to perform a location search have already gathered preliminary data and narrowed down the geographic area in

responding to our 10th annual

which they wish to locate. Only 25 per-

Consultants Survey say they work with

cent say their clients expect them to

durable goods manufacturers as well

make the location decision on their

as distribution/logistics/warehousing

behalf (Chart E).

firms. Nearly 40 percent also claim to

When asked about the effects of the

work with nondurable goods manufac-

slow economic recovery on their clients’

turers, and more than 20 percent have

facility plans, the respondents to our

also been engaged in location and

Consultants Survey are very optimistic —

expansion projects for the financial

more than half say their clients still plan

services/insurance/real estate; data

to open new facilities/expand (Chart

processing, software, and computer-

F), as compared to just 20 percent of

related services; and life sciences and

the Corporate Survey respondents who

energy industries (Chart A).

gave that answer. Additionally, the

About three quarters of the respond-

responding consultants are slightly more

ing consultants say they provide their

confident the economy will achieve a

clients with location studies/compara-

more continuous growth track this year

tive analyses as well as help with the

than the respondents to our Corporate

site selection decision. Their other pri-

Survey: 48 percent of the consultants

mary role is incentives negotiation and

say so (Chart G), whereas just 40 per-

management, as per 69 percent of the

cent of the corporate respondents

respondents (Chart B).

believe this will happen.

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Clients’ Projections for New Facilities/ Expansion/Relocation A quarter of the respondents to our

tion facilities (Chart K). Fully two thirds of the respondents to our Consultants Survey say their clients plan to open just one foreign

10th annual Consultants Survey say

facility, with only 4 percent saying their

their clients who plan to open facilities

clients will open five or more (Chart L).

expect to do so within one year, while

For comparison’s sake, half of the

60 percent say their clients have two-

Corporate Survey respondents say they

year plans (Chart H). The majority (62

plan on opening just one foreign facility,

percent) say their clients will open just

while 12 percent will open five or more.

one new domestic facility (Chart I).

The greatest percentages of the proj-

Of the total new domestic projects

ects being worked on by the responding

with which the responding consultants are involved, 17 percent are slated for the South (Alabama, Florida, Georgia, Louisiana, Mississippi) and 14 percent for the Midwest (Illinois, Indiana, Michigan, Ohio, Wisconsin) (Chart J). These are about the same percentages cited by our Corporate Survey respondents. However, the consultants are working on greater percentages of projects than those planned by the corporate respondents for the South Atlantic (North Carolina, South Carolina, Virginia, West Virginia) — 14 percent of the consultants vs. 11 percent of the corporate respondents — and for the Southwest (Arizona, New Mexico, Oklahoma, Texas) — 15 percent of the consultants vs. 11 percent of the corporate respondents. Nearly 30 percent of the new domestic facility projects assisted by the responding consultants represent manufacturing plants, and just less than a quarter are warehouse/distribu-

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CONSULTANTS SURVEY consultants are in Mexico (19 percent),

are being planned in order to lower a

Asia (18 percent), and Canada (16 per-

companyâ&#x20AC;&#x2122;s tax burden.

cent) (Chart M). The Corporate Survey

Nearly a fifth of the consultants

respondents are planning fewer of their

claim to be seeing an increase in the

total foreign facility projects for these

number of companies establishing for-

regions and more for South America,

eign facilities as opposed to domestic

with 20 percent planned by the Corporate Survey respondents but representing only 11 percent of the projects with which the consultants are involved. When it comes to Asia, 35 percent of those Asian projects assisted by the consultants will go to China, 18 percent to India, and 15 percent to Malaysia (Chart N), more than twice the percentage the corporate respondents plan for Malaysia. The responding consultants say about 40 percent of their new foreign facilities will house manufacturing operations and 15 percent will be warehouse/distribution facilities (Chart O). Nearly 60 percent of those responding to our Consultants Survey claim that their clients who have expansion plans will execute them within two years (Chart P). And about half say their clients who plan to relocate facilities also have plans two years out (Chart Q). About two thirds of the responding consultants say those clients who are planning to relocate are seeking to lower their labor costs and also need to be in closer proximity to suppliers and/or markets served (Chart R). About half of the consultants, and a similar percentage of those responding to our Corporate Survey, say relocations

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ones (Chart S). And while only 3 percent of the Corporate Survey respondents say they expect to locate a foreign operation back to the U.S., one third of the consultants say their clients have re-shored operations. About half these consultants say this is a result of rising foreign labor costs and costs of transporting supplies/products as well as product quality issues (Chart T). Why aren’t the consultants’ clients spending more of their earnings on U.S. facilities? More than 60 percent say it’s because of economic instability in the United States; more than half cite high corporate taxes; and about two fifths are concerned about excessive government regulations, including the impact of new healthcare regulations under the Affordable Care Act (Chart U). Our Corporate Survey respondents voice similar concerns.

Factors Influencing Clients’ Location Decisions We also asked those taking our Consultants Survey to rate the site selection and quality-of-life factors that come into play in their clients’ location and expansion decisions as either “very important,” “important,” “minor consideration,” or “of no importance.” These ratings are shown in Chart V. We then added the “very important” and “important” ratings in order to rank the factors in order of overall importance, as shown in Chart W.

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Interestingly, the same two factors are ranked 1st and 2nd by the Corporate Survey and the Consultants Survey respondents — availability of skilled labor and highway accessibility. Availability of skilled labor is ranked as the most important site selection factor by the consultants with a combined 98.3 percent importance rating. This has become the primary concern of the consultants’ clients. And more than three quarters of the responding consultants also say higher unemployment rates are not making it easier for their clients to find the labor they need, with more than two thirds saying the unemployed are primarily lacking advanced skills (Chart X). Additionally, because of this, three quarters of the consultants also say their clients have become very or somewhat dependent on contract workers (Chart Y), although 81 percent claim this contingent labor force comprises less than 25 percent of their clients’ work forces at any given time (Chart Z). The consultants’ 2nd ranked factor — highway accessibility — is considered “very important” or “important” by 97.4 percent of the respondents. Again, the respondents to both surveys agree that this factor is a priority when deciding where to site or expand a facility in order to get supplies in, products out, and employees and visitors to the workplace. In fact, 92.9 percent of the respondents to the Consultants Survey consider proximity to major markets as “very important” or “important,” placing this factor in a tie for 5th. The consultants generally rank state and local incentives as more important than do the Corporate Survey respondents, and this year is no exception: 93.8 percent of the respondents to our Consultants Survey rate this factor as “very important” or “important,” placing it 3rd in the rankings. This comes as no surprise since about 70 percent of the respondents say they provide incentives negotiation and management services to their clients. A related factor, tax exemptions placed 7th with a 91.9 percent combined importance rating. In a related question about types of incentives, nearly 70 percent of the responding consultants say cash grants and tax incentives, including credits and exemptions, are the two most important types (Chart EE).

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The factor showing the largest jump

In 2011, Mark Sweeney, Principal of

in the consultants’ rankings — eight

McCallum Sweeney Consulting, provided

positions to 4th place — is available

some insight into the role of a state’s

land, which also has the largest per-

right-to-work status in the site selection

centage increase in the Corporate

process, in testimony to the Missouri

Survey. The responding consultants give available land a 93 percent combined importance rating. This appears to be a determining factor when consultants assist with build-to-suit projects — especially those requiring large parcels of land such as new state-of-the art distribution centers to support the growing e-commerce sector. Moreover, 78 percent of those responding to our Consultants Survey say the existence of a shovel-ready or pre-certified site is very or somewhat important in their clients’ site searches (Chart JJ). Although labor costs are bumped down and tied for 5th position in the Consultants Survey rankings, they are still considered “very important” or “important” by 92.9 percent of the respondents. It’s believed that labor costs are lower in a right-to-work state so it stands to reason that this factor shows the second-highest jump in the rankings — up from 20th position last year to 13th in this year’s Consultants Survey. It also has the greatest overall increase in importance among the site selection factors — up 10.1 percentage points and now considered “very important” or “important” by 86 percent of the responding consultants.

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CONSULTANTS SURVEY State Senate. “Companies believe this

consultants say they are seeing commu-

gives them greater work force flexibility,

nities offering incentives specifically for

thereby allowing them to compete more

“green” initiatives (Chart GG).

effectively and in a more timely man-

And while only half of the respon-

ner," Sweeney explained. “Manufacturing

dents to our Corporate Survey claim to

clients express an interest in considering

consider weather-related factors in their

[locations] only in right-to-work states,”

location decisions, three quarters of the

Sweeney added, although his firm rec-

respondents to our Consultants Survey

ommends that right-to-work state be

say their clients do consider these fac-

just “another scoring criteria” and not a

tors, with more than 60 percent saying

“pass-fail” decision.

weather-related factors are very or

The respondents to our Consultants Survey rank energy availability and

somewhat important (Chart LL). It’s important to note that 18 of the

costs 8th among the site selection fac-

26 site selection factors are rated high-

tors, with a combined 88.6 percent

er in importance by the consultants

importance rating. A third of the respon-

than any of the nine quality-of-life fac-

dents say energy costs are primarily

tors. That being said, when ranking the

affecting their clients facility operations

quality-of-life factors, the consultants

and a fifth claim they are primarily

place colleges and universities in area

affecting their clients’ supply/distribution

in 1st place — with an 82.5 percent

network decisions (Chart AA).

combined importance rating. With

Nevertheless, more than 60 percent say

availability of skilled labor being the

they believe new unconventional

primary site selection concern, it fol-

sources of energy will drive down their

lows there is a need for the work force

clients’ energy costs, with more than

to acquire new and advanced skills at

half also believing this will affect their

institutions of higher learning.

clients’ location decisions (Chart BB). Three quarters of the respondents to

Low crime rate, which is always ranked 1st by our Corporate Survey

our Consultants Survey also say sustain-

respondents, is ranked 2nd in the

able development is more important to

Consultants Survey with 78 percent of

their clients now than in the past. In

the respondents considering this factor

response to this, more than 80 percent

“very important” or “important.”

claim their clients are making energy-

The quality-of-life factor showing the

saving modifications to their facilities

largest increase in importance (21.6 per-

(Chart CC). A like percentage of respon-

centage points) is housing costs. Housing

dents to the Corporate Survey made this

availability also shows the second-largest

claim as well. And half the responding

increase in its importance rating — up

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10.9 percentage points to achieve a

and price increases in many markets.

helping their clients make location and

68.4 percent rating. These results may seem surprising considering the precipitous housing price declines and market glut of the recent past. However, the increased importance given to these

Development for information when

Consultants’ Information Sources and Project Timelines Just like the Corporate Survey

expansion decisions. Three quarters of the consultants also utilize economic data aggregators, while two thirds also depend on financial publications. More than half of the responding

two quality-of-life factors may be in

respondents, the majority of

anticipation of a turnaround in the

Consultants Survey respondents (78

consultants claim to maintain their own

housing situation, with lower inventories

percent) use site magazines like Area

site selection database. Nearly all of them (93 percent) have searched the Internet for site and facility planning information (only about 60 percent of those responding to the Corporate Survey claim to do that). When searching online, 90 percent of the consultants are looking for data on specific locations and contact information for economic development agencies. About 70 percent are also looking for listings of available sites and buildings on sites like FastFacility, and for industry related news on websites like AreaDevelopment.com. More than 70 percent of those responding to our Consultants Survey say their clients put between one and five locations on their “short list” when seeking a new site; however, a quarter of the respondents say their clients have five to 10 locations on that list. About 60 percent say their clients visit up to five locations before making the final decision, with around the same percentage claiming a location decision is generally reached about six months to a year after a client engages their services. ••

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My business needs My business needs site selection assistance My business needs workforce data My business needs energy-saving tools My business needs growth more suggestions

Powerful results. You know us as an energy provider, but we’re also an engine for regional prosperity. Ameren’s Economic Development team offers professional services for new and expanding companies — and we help communities compete for business growth. Last year, our efforts supported new business investment of $296 million across our two state region of Illinois and Missouri. Because we believe an energy provider should provide more than energy: We should be a resource for life.

Get results at Ameren.com/EcDev

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ArkansasProfile

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ARKANSAS ECONOMIC DEVELOPMENT COMMISSION southwest, including Texas and Mexico. ARKANSAS’S RAILROAD INFRASTRUCTURE INCLUDES THREE CLASS I SYSTEMS: Union Pacific, BNSF Railway, and Kansas City Southern Railway. Union Pacific operates major yards in Little Rock and Pine Bluff, along with a locomotive repair facility in North Little Rock. In addition, the state has 22 smaller railroads operating over its more than 2,700 miles of track. We will help you feel at home in one of several AVAILABLE SITES RANGING IN SIZE FROM AS LITTLE AS 10 ACRES TO MORE THAN 10,000 ACRES. Arkansas also has more than 500 available buildings that range from 2,423 square feet to 1.4 million square feet.

Arkansas Helps Businesses Succeed Arkansas favors bold company leaders who want a central location and comprehensive transportation infrastructure that will allow them to get their products to consumers quickly and efficiently. Arkansas has the tools that help businesses succeed. Just look at our six homegrown Fortune 500 companies headquartered here: Dillard’s, JB Hunt, Murphy Oil, Tyson Foods, Windstream, and Walmart — the world’s largest company. They are among more than 100 Fortune 500 parent firms with more than 2,300 facilities in Arkansas. ONE OF THESE TOOLS — our central location — makes getting your products to worldwide markets easier and more cost-efficient than ever before. Interstate 40 is the major east-west thoroughfare reaching from North Carolina to California that runs through Arkansas. Interstate 55 links eastern Arkansas to St. Louis and Chicago to the north and New Orleans to the south, while Interstate 30 connects Arkansas with markets to the

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Employers throughout the state consistently give favorable ratings to Arkansas workers for their work ethic, skills, productivity, and low turnover rates. You should have little problems in recruiting quality, reliable workers to meet your needs. Arkansas’s LABOR FORCE IS NEARLY 1.5 MILLION STRONG and projected to grow significantly over the next few years. But more importantly, what you will find when you are ready to begin hiring is that the Arkansas Economic Development Commission (AEDC), working with other state agencies, offers a CAREER READINESS CERTIFICATE to potential employees. This helps make certain the people you interview are qualified and those you hire have the skills, or can be trained in the skills, that you need. This greatly increases your return on your training dollars and efforts.

BENTLEY STORY DIRECTOR OF BUSINESS DEVELOPMENT Arkansas Economic Development Commission 900 West Capitol Avenue, Suite 400 Little Rock, AR 72201 1-800-ARKANSAS Fax: 501-682-7394

bstory@arkansasedc.com www.arkansasedc.com

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Available Advance Arkansas Sites: WEST MEMPHIS SITE

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MississippiProfile

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MISSISSIPPI DEVELOPMENT AUTHORITY To ensure they — and many others — have the tools they need to remain successful in Mississippi for many years to come, the state partners with its 15 community colleges to provide companies with customized workforce training programs. Mississippi’s workers take pride in a job well done, and they always prove to be up to any task. Additionally, the state’s four research universities offer sophisticated research and development programs to foster innovation and provide access to the latest advances and technology available. Ideas quickly become tangible, marketable products as a result of the state’s strong research partnerships.

The automotive sector in Mississippi is thriving with Toyota, Nissan, and numerous suppliers collectively employing 40,000 individuals.

Opportunities are Abundant in Mississippi Achieving success in today’s rapidly evolving marketplace requires a competitive edge, and companies from around the globe are finding that edge in Mississippi. From the state’s low cost of doing business and one-stop permitting process to its highly skilled, quality workforce, Mississippi offers companies a business environment designed to spur growth and success. Mississippi works collaboratively to meet the unique needs of today’s businesses — large and small, new and existing. The state has pinpointed seven target sectors primed for growth moving forward: advanced manufacturing, aerospace, agribusiness, automotive, energy, healthcare, and shipbuilding. Over the last year, a number of globally renowned companies in these sectors have invested in Mississippi by locating here or increasing their capacity in the state. These include companies like Yokohama, Nissan, GE Aviation, and Rolls-Royce, just to name a few.

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Further strengthening the state’s supportive business climate, in May 2013, Governor Phil Bryant signed into law several pieces of landmark energy legislation. These include legislation for sales tax exemptions on energy for manufacturers and a 25 percent rebate on R&D costs. Mississippi’s ideal location in the central U.S. is also a key factor when companies decide to expand or locate in the state, and it has played a role in the state’s recent increase in foreign direct investment. The state’s centralized location provides quick access to many U.S. and international markets, allowing companies to efficiently distribute their products. Also, Mississippi’s transportation network is made up of an extensive matrix of highways, interstates, railways, and waterways that conveniently connect the state to the rest of the nation and beyond. The advantages and opportunities provided by a Mississippi location are abundant. To learn more, visit www.mississippi.org, or call the Locate in Mississippi team at 1-800-360-3323.

MARLO DORSEY CHIEF MARKETING OFFICER Mississippi Development Authority P.O. Box 849 • Jackson, MS 39205 601-359-3962 800-360-3323

mdorsey@mississippi.org www.mississippi.org

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MADE IN THE USA P E R F E C T E D IN M I S S I S S I P P I mississippi.org/industries

OPPORTUNITY IS ABUNDANT IN MISSISSIPPI Nissan North America — Canton, Mississippi

A growing list of global companies call Mississippi home. Centrally positioned in the fastest growing region of the country, the state’s location provides industries with a strong competitive advantage. Mississippi offers a welcoming business climate with a ready, skilled workforce and one-stop environmental permitting. The state’s robust infrastructure and available site inventory make Mississippi a prime location for today’s companies searching for tomorrow’s business solutions.

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MISSISSIPPI RANKS

TOP 5

MISSISSIPPI’S

ENERGY COSTS up to

20%

MISSISSIPPI RANKS

TOP 5 IN ADVANCED

DOING BUSINESS LOWER MANUFACTURING OVERALL COST OF

Expansion Solutions Magazine, 2013

Area Development Magazine, 2012

Opportunities await. Find out more at mississippi.org/industries.

THAN THE NATIONAL AVERAGE

08/05/14 5:28 PM

NPPDProfile

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NEBRASKA PUBLIC POWER DISTRICT has responded by investing hundreds of millions of dollars to ensure a robust and reliable transmission, sub-transmission, and distribution grid. Furthermore, to promote industrial expansion and relocation, NPPD and its public power partners have developed a large customer economic development incentive electric rate that offers discounted energy for a fixed period of time.

Harness the POWER of Nebraska There are many reasons to call Nebraska “business friendly.” However, state promoters typically focus on three natural advantages when it comes to business expansion or relocation: low energy costs; central geographic location; and a high-quality, dedicated, low-cost workforce. This trio sums up the power of Nebraska. ENERGY. Nebraska Public Power District is the state’s largest electric utility. It supplies customers with electricity generated by power plants using a diverse mix of fuels, such as coal, nuclear, natural gas and oil, and a growing portfolio of renewable energy sources like hydropower and wind energy. Historically, NPPD’s industrial electric rates are approximately 25 percent lower than the national average. For 2013, NPPD met customers’ electric energy needs with a power generation mix that was more than 40 percent carbon-free. In recent years, large energy using customers have expressed interest in not only low-cost energy, but also in high-quality power and significant redundancy (reliability) in their electric supply. NPPD

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GEOGRAPHY. Nebraska is center stage to regional and national markets, with Interstate 80 the most traveled east-west transcontinental route of the nation’s interstate highway system. Through Nebraska’s roadways, goods delivered by truck reach more than 25 percent of the U.S. population in just one day. The nation’s two largest rail companies — BNSF Railway Company and Union Pacific Railroad — provide service to many Nebraska communities, and no major city in the U.S. is more than five days by rail from Nebraska. WORKFORCE. Nebraskans take pride in the quality of their work, and the Cornhusker State’s workforce consists of productive, dependable, educated, and well-trained individuals who care about their work. This contributes to high productivity and success rates, and low absenteeism and turnover rates. Costs for unemployment and workers’ compensation insurance also are lower than the national average. NPPD’s experienced economic development team has assisted numerous companies in finding productive and profitable locations in Nebraska. Services range from supplying requested information to guiding firms through the entire site selection process. For more information visit our website.

RICK NELSEN, CEDC ECONOMIC DEVELOPMENT MANAGER Nebraska Public Power District 1414 15th Street • Columbus, Nebraska 68602-0499 402-563-5534 800-282-6773

rjnelse@nppd.com econdev.nppd.com

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When it comes to successfully expanding or relocating your business,

Nebraska’s low energy costs, central geographic location, and high-quality, low-cost workforce provide strategic DGYDQWDJHV IRU \RXU EXVLQHVV 7R ÀQG RXW KRZ WR KDUQHVV Nebraska’s power, contact the economic development professionals at Nebraska Public Power District.

econdev.nppd.com 800.282.6773, ext. 5534 econdev@nppd.com

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SanteeCooperProfile

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SANTEE COOPER powers economic development. We have buildings. We have sites ready for your building. We have partners who have buildings and sites too. We even have a grant program that can put finishing touches on a site so it meets your specific needs.

Local, state, and business leaders break ground on Winding Woods Commerce Park in western Dorchester County, a 610-acre commerce park with convenient access to interstate, rail, and airport transportation.

South Carolina — Powering Up Your Business As South Carolina’s largest producer of electricity, Santee Cooper has set a standard for affordability, reliability, and environmental stewardship. We offer the lowest industrial costs in the state, and we are 29 percent below the national average for industrial electric costs. We just earned the American Public Power Association’s prestigious Diamond RP3 award for outstanding reliability, and in 2013 our transmission system customers were without power on average just six minutes all year. Santee Cooper provides power to the state’s 20 electric cooperatives and most of its electric cities, in addition to our own retail areas. Santee Cooper leads South Carolina in renewable energy generation, with landfill gas, biomass, solar, and even a little wind. In energy efficiency, our Reduce The Use initiatives help customers at home and work, through audits, recommendations, and rebates. Beyond renewables, we utilize clean coal generation (all our units have a comprehensive suite of emissions), natural gas, hydro, and nuclear resources, and we are helping expand our V.C. Summer Nuclear Station. Nuclear power emits no carbon dioxide, it is reliable, and it offers low longterm operating costs.

Incentives for You In addition to providing electricity, Santee Cooper

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Once you’re here, we offer an incentive rate that can save eligible industries up to 30 percent on your electric costs your first year and tapered savings over five years. We know it’s expensive to start a project, and we want to help guarantee your success. Eligibility and scope of incentives is based on your electric requirement and other factors.

Business-Friendly South Carolina South Carolina has a low cost of living, good tax base, ready workforce, excellent transportation network, and supportive educational system at all levels. Nights and weekends are pretty good here too. We’ve got a climate that invites outdoor pursuits year-round, our restaurants make the nation’s many must-eat lists, and there are abundant options for other leisure entertainment.

Learn More You’re busy. We’ve got information at the tip of your fingers: visit www.scprimesite.com, or watch our Power On video on SanteeCooperTV, our You Tube channel (http://www.youtube.com/watch?v= fw2J2YRHpyw). Working with our partners statewide, we’ve powered new businesses that brought billions of dollars of investment, billions of dollars in payroll, and tens of thousands of jobs to South Carolina. Let us put our power to work for you.

SAM BENNETT, MANAGER OF ECONOMIC DEVELOPMENT Santee Cooper One Riverwood Drive Moncks Corner • SC 29461 843-761-4052

Sam.bennett@santeecooper.com www.scprimesite.com https://www.santeecooper.com/ committed-to-south-carolina

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NEW ENERGY AWAITS. &KDQJH KDV LWV DGYDQWDJHV )RU \RXU EXVLQHVV 6RXWK &DUROLQD DQG 6DQWHH &RRSHU RĎ&#x192;HU change in the form of an attractive tax base; low-cost, reliable electricity; right to work workforce; development opportunities and a host of other competitive advantages. Plus, a quality of life graced with Southern hospitality that will, well, change your life. And Santee Cooper, South Carolinaâ&#x20AC;&#x2122;s largest producer of electricity, will be there to power your success. For more information, contact us at: www.santeecooper.com/AD

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LubbockProfile

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LUBBOCK ECONOMIC DEVELOPMENT ALLIANCE

Cost of Living Every business should be assured that the utilities of an area can ably meet their current demands and future needs. Lubbock is one of the most affordable cities in Texas in regard to the cost of doing business and the cost of living. In fact, Lubbock is ranked: • No. 7 in the nation for low cost of utilities • No. 49 in the nation for low cost of living (According to The Council for Community & Economic Research (C2ER) - 2013 Annual Average Data)

Lubbock: “The Hub City” A “hub” for retail, healthcare, education, and more, Lubbock is widely known as the “Hub City” because of its accessible location on the crossroads of Interstate 27 (I-27) and four major U.S. highways. Companies looking to expand or relocate look to the Lubbock Economic Development Alliance (LEDA) as a single point of contact when it comes to connecting resources for financial incentives, workforce initiatives, cost of doing business data, real estate, transportation information, and more.

Workforce With a regional population base of more than 626,409 people, Lubbock’s size affords businesses access to dedicated community leaders and personalized service, while providing a pipeline of skilled and talented personnel to fill your workforce needs. In fact, more than 12,000 college students graduate annually from the four institutions in Lubbock. Here are some quick facts about the success of the city’s largest university (Texas Tech University): • It’s the only campus in the nation with a comprehensive university health sciences center, agriculture college, and law school in one location. • The 2013 fall/summer semesters saw 12,833 new freshman students. • The 2012–2013 school year saw 5,206 bachelor’s degrees conferred.

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Available Space Lubbock’s real estate opportunities are vast and steadily growing. The Lubbock Business Park is a 586-acre tract of land offering shovel-ready sites; it is located on I-27 approximately one mile south of the Lubbock Preston Smith International Airport. Located just north of the airport is the Lubbock Rail Port, a 526-acre tract of land that provides convenient access to I-27, the airport, and the BNSF Railway. This property is buzzing with activity thanks to an additional 200 acres and $1.5 million matching grant from the U.S. Department of Commerce Economic Development Administration. Since 2004, LEDA has assisted 122 companies in their expansion or relocation to Lubbock. For more information about Lubbock and how the LEDA team can be of assistance, visit

www.LubbockEDA.org or call 800.687.5330.

MIKE HATLEY, DIRECTOR OF BUSINESS RECRUITMENT Lubbock Economic Development Alliance (LEDA) 1500 Broadway, 6th Floor • Lubbock, TX 79401 800-687-5330 Fax: 806-749-4501

Mike.hatley@lubbockeda.org www.lubbockeda.org

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WisconsinProfile

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WISCONSIN ECONOMIC DEVELOPMENT CORPORATION

Wisconsin Grows Businesses In Wisconsin, we know how to grow things — especially businesses. Successful firms looking to expand operations in the state will find the resources, support and opportunities they need. The Wisconsin Economic Development Corporation (WEDC) offers programs and incentives that celebrate business growth, and continually takes bold action to provide a tax and regulatory climate that encourages expansion in the state.

Leading By Example When Tralee, Ireland-based Kerry Ingredients & Flavors, a division of Kerry Group plc, was looking for a way to streamline operations, the company decided to consolidate and expand its existing facilities. The leading supplier of ingredients, flavors and integrated solutions for the worldwide food and beverage industry, which has manufacturing facilities located in 25 different countries, chose to expand its Sturtevant and Jackson, Wisconsin, locations. Throughout the decision-making process Kerry collaborated with WEDC and local officials to ensure a smooth process was in place for both expansion projects. After discussing project details with WEDC and county officials, Kerry determined it would be best to move its out-of-Wisconsin seasoning facility into the Sturtevant location.

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In addition, Kerry opted to relocate a spice warehouse from Illinois and merge it with the Sturtevant facility. The current Sturtevant location will be expanded by 76,320 square feet — allowing enough space for this consolidation and future seasoning acquisitions and growth. The Sturtevant facility project is estimated to cost $7.1 million, with WEDC providing a $300,000 forgivable loan. The Village of Sturtevant will provide up to $300,000 in tax increment financing assistance, and Racine County is providing a $100,000 forgivable loan. In addition, Kerry will merge 10–12 production and packaging lines from two other locations with its Jackson facility. The total expansion project at the Jackson location is estimated to cost around $18 million, with WEDC providing a $597,000 tax credit. Washington County will provide a $480,000 loan for the project, while the Village of Jackson is providing $1.8 million through a tax incremental financing district. “We worked collaboratively with local officials to provide Kerry the support and resources they need to continue to grow their global company,” said Patrick Drinan, regional account manager at WEDC. “Kerry has multiple locations throughout the state, including its regional headquarters for the Americas in Beloit. Again, they have demonstrated commitment to growing their business in Wisconsin, and we are proud to help them thrive here.”

WADE GOODSELL, BUSINESS ATTRACTION ACCOUNT MANAGER Wisconsin Economic Development Corporation (WEDC) P.O. Box 1687 • Madison, WI 53701 608-210-6813

wade.goodsell@wedc.org InWisconsin.com

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In Wisconsin® is a registered trademark of Wisconsin Economic Development Corporation.

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Available Advance Arkansas Sites: WEST MEMPHIS SITE

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