Consultants Site Guide 2017

2017

Volume 13

www.consultantssiteguide.com

THE SITE SELECTOR’S HANDBOOK TO LEADING

FACILITY LOCATIONS

Special Supplement to Area Development Magazine

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Copyright © 2017 ElectriCities of North Carolina, Inc.

We call them Smart Sites.

You’ll call them a no-brainer.

Smart Sites are a slam-dunk choice for companies that are ready to grow now. Faster construction, fewer uncertainties and less risk for companies and site selectors alike — that’s the genius of the Smart Sites qualification program. But that’s not all. Our many Smart Sites are located in some of the best places in America to live and do business. To learn more about these properties and our growing list of other Smart Sites, contact Brenda Daniels at 800.768.7697 ext. 6363 or bdaniels@electricities.org. It’s a no-brainer.

AREA0709.indd 1

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EDITOR’S NOTE

W

hen Area Development conducted its 13th Annual Consultants Survey — just after the 2016 presidential election — the responding consultants were full of optimism. Three quarters of the respondents told us they believed economic conditions under the new Trump administration would be favorable to their clients’ moving ahead with new facility or facility expansion plans. Two thirds also believed there would be further inducements under President Trump for companies to keep jobs in the U.S. or bring them back home — a conclusion perhaps drawn from the highly publicized decision by Carrier to keep many of the jobs they had planned to move to Mexico in Indiana. The full results of our Consultants Survey appear in this publication.

Now, several months into the Trump presidency, it appears Trump has yet to check off many of the items on his “to do” list. Among these are promised cuts in corporate taxes and business regulations — two issues that are very important to manufacturing companies, especially those that are small to mid-sized. Industry leaders address these issues in another feature of this publication, which was contributed

by Gray Construction — “Protecting Manufacturing’s Core.”

These leaders are, however, still optimistic that meaningful changes that will help manufacturers are in the works. In fact, results from the National Association of Manufacturers’ latest survey, conducted at the end of March, reveal 93.3 percent are somewhat or very optimistic about their own companies’ outlook — that’s a new all-time high in the survey’s nearly 20-year history.

If your clients are just as optimistic about their companies’ growth, the representatives of the economic development organizations/locations profiled within this issue can provide information to help them move ahead with their location and/or expansion plans. The web and e-mail addresses of these organizations are included in their profiles and on the Contents page. Finally, please e-mail me at gerri@areadevelopment.com if we can be of further assistance.

editor

Geraldine Gambale editor@areadevelopment.com

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Area Development Magazine 400 Post Avenue, Westbury, NY 11590

toll free: (800) 735-2732 fax: (516) 338-0100 www.areadevelopment.com

WWW.

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Editor 2017 • 3

TABLE OF CONTENTS

Location Profiles/Sponsors ARKANSAS 18–19 Arkansas: The Next Great Tech Frontier shardin@arkansasedc.com www.arkansasedc.com

FLORIDA 28 Enterprise Florida 3 EDITOR’S NOTE

tvanderhoof@EnterpriseFlorida.com www.EnterpriseFlorida.com/TheFutureIsHere

ILLINOIS, MISSOURI 26, 27 Ameren Offers A Unique Mix of Resources

Features 5 PROTECTING MANUFACTURING’S CORE Industry leaders speak about issues facing small manufacturers and optimism for the future.

mkearney@ameren.com www.ameren.com/EcDev

MISSISSIPPI 7, 11, 13, 15 Mississippi:

A Top Destination for Business bklauser@mississippi.org www.mississippi.org

NEBRASKA 20–21 Harness the Power of Nebraska econdev@nppd.com econdev.nppd.com

8 13TH ANNUAL CONSULTANTS SURVEY Three quarters of the respondents expect economic conditions under the Trump administration to be favorable to their clients’ moving ahead with new facility or facility expansion plans.

SOUTH CAROLINA 22–23 Santee Cooper Powers Business and Economic Development yates.reynolds@santeecooper.com www.santeecooper.com/committed-to-south-carolina/ economic-development/index.aspx

TEXAS 24–25 Lubbock: The Hub City of West Texas Carolyn.rowley@lubbockeda.org www.lubbockeda.org ©2017

Custom Publishing Group of Halcyon Business Publications, Inc., Publisher of Area Development Magazine 400 Post Ave., Westbury, NY 11590 • 516-338-0900

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Drew Greenblatt, president of Marlin Steel Products — a leading maker of custom wire products — says it’s vital to understand and address issues facing small manufacturers.

innovating the parts and products of tomorrow. They are job creators, providing millions of Americans with stable, well-paying jobs, health insurance, and retirement benefits. And this sector’s contributions to the economy — locally, nationally, and globally — are substantial. Recent data shows that manufacturing contributed $2.17 trillion to the U.S. economy, representing 12.1 percent of our country’s gross domestic product.1 This simply would not be possible without the contributions of small-to-medium manufacturers, who constitute nearly 90 percent of the industry.

CHALLENGES FACING MANUFACTURERS

Protecting Manufacturing’s Core

Drew Greenblatt is president and owner of a manufacturing business that falls into this category: Marlin Steel Wire Products — a leading maker of custom wire products for the aerospace, automotive, medical, and pharmaceuticals industries. He also sits on the Board of Directors for the National Association of Manufacturers (NAM) as chair of its small-to-medium manufacturers group.

Greenblatt says manufacturers of this size are the very essence of American manufacturing, so it’s vital to understand and address the issues facing them. At the top of the list is the high U.S. corporate tax rate.

“Right now, the average American factory is what’s called a pass-through, an S-corp or an LLC,” says Greenblatt. “We’re paying taxes at around 40 percent, and that doesn’t include health insurance.”

Greenblatt says manufacturers of this size are also burdened by a laundry list of government regulations that add little or no value, and come at a high price. While he believes some regulation is necessary — like those aimed at keeping our water and environment clean — others amount to nothing more than expensive paper-pushing.

“Because of regulation, for example, my bank is forced to require that I do a physical inventory audit, which costs me $8,000 a year,” says Greenblatt. “They take the audit paperwork, e-mail it to a regulator, who then puts it on a shelf, only to prove that they have done it.”

A study commissioned by NAM revealed that the cost of federal regulations falls disproportionately on manufacturers,2 particularly the smaller companies. Small manufactur-

INDUSTRY leaders speak about issues facing small manufacturers and optimism for the future.

W

hen one thinks of the manufacturing industry, names like Mercedes-Benz, Whirlpool, Michelin, Caterpillar, and Siemens may come to mind. And while the giants of the manufacturing world are vital to the industry overall, the fact is, the vast majority of manufacturers in the United States fall into the “small-to-medium-sized” category — with the average company employing just under 20 people.

The enormity of this manufacturing sector is clear, considering that out of the roughly 251,000 manufacturers in America, about 221,000 of them are considered “smallto-medium-sized.” These companies are the backbone of the supply chain, making the parts and products that enable their larger counterparts to compete, grow, and thrive. They are the driving force behind research and development, spending an enormous amount of time and resources on

2017 • 5

ers with less than 50 employees spend more than double the amount that large manufacturers do on meeting government regulations.

Deanna Nelson is the operations director for Johnan America, Inc., a tier-one supplier to the automotive industry employing some 200 people in the U.S. She agrees the burden of government regulations on smaller manufacturers is a top issue, but she’s equally as concerned about the growing skills gap in the American workforce. Nelson says more needs to be done to encourage students to pursue jobs in manufacturing right out of high school.

“It’s our number-one issue,” says Nelson. “We can’t seem to find the skilled labor who want to work in manufacturing.”

OPTIMISM FOR THE FUTURE But with a new Congress and administration on Capitol Hill, both Greenblatt and Nelson are optimistic that meaningful changes are coming.

“I think the new administration has the means to get things done,” says Nelson. “Not everyone will agree with these changes, but they should be good for businesses and the economy. I feel very optimistic and positive that we are heading in the right direction.”

Tom Riordan, who previously led NAM’s small-to-medium manufacturers group and is president of Neenah Enterprises, is a bit more cautiously optimistic about the new administration’s ability to significantly improve the business climate for small-to-medium manufacturers.

“The Trump administration’s proposal is that for every one new regulation, two will be taken away,” says Riordan.3 “I applaud the intent, but we’ll see how, from a practical standpoint, that turns out. But I think on a broad basis, suggesting that the administrative burden is not going to get worse in 2017 is significant.”

Riordan also cautioned that changes to government regulations should be thoughtful in order to be sustainable, and that forcing changes too quickly could be met with fierce opposition.

“When it comes to things like workplace safety, we take real pride in making sure we keep our folks safe,” says Riordan. “So I’m not looking to change that fundamental mindset. But, on the other hand, some of these rules and regulations are cost penalties with no real discernible benefit.”

The Alliance for American Manufacturing (AAM) studies and makes recommendations for public policies that will strengthen American manufacturing. President of AAM, Scott Paul, pointed to slow growth in the U.S. economy as having a long-term impact on small-to-medi-

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um manufacturers.

“Outside of the automotive sector, which is doing particularly well, the U.S. economy has seen slow growth,” says Paul. “When there is slow economic growth, that means demand for products slows as well, and that certainly has an impact on small and mid-sized manufacturers.”

Paul says smart manufacturing policy doesn’t focus on a single issue, but is multi-faceted: “Aspects of that policy include investing in our workforce, which includes a resultsoriented trade policy that’s going to open markets overseas and also make sure we have very fair competition here in the U.S.” He says when it comes to negotiating trade agreements, the U.S. could be doing a much better job. “It’s been more than 20 years since the North American Free Trade Agreement was signed. Certainly we could make improvements to that. We face more competitive pressure from countries like Mexico, Canada, and China that didn’t really exist when NAFTA was negotiated. We can benefit from the experience and make it a better agreement — one that’s going to create more jobs in the U.S.” Paul shares optimism for new manufacturing policies that will positively impact small-to-mid-sized manufacturers with a new administration and Congress, but says growth in an industry like manufacturing is out of the control of any one lawmaker.

“One significant factor that impacts the climate for manufacturers is where we are in the business cycle,” Paul explains. “We’ve had a long and sustained period of job growth, and slow but steady economic growth, so that’s been positive. But, these cycles don’t last forever.”

He says that the policies of our global trading partners also significantly impact the business climate here at home.

“Are other countries growing their consumer classes who will buy more of our products, or are they doubling down on exporting their way to prosperity instead of having internal consumption as well? Those are all things that will have a significant impact on the future of U.S. manufacturing.”

1 2 3

http://www.nam.org/Power-of-Small/ http://www.nam.org/Data-and-Reports/Reports/Cost-of-Federal-Regulations/The-Cost-of-FederalRegulation/ http://www.npr.org/2017/02/24/516983772/trump-meets-with-manufacturers

This article originally appeared in THE GRAYWAY, a journal for business and industry published by Gray Construction.

Go to https://www.gray.com/news/blog/2017/03/30/protectingmanufacturing’s-core-big-issues-facing-small-manufacturers-and to see the entire journal

MISSISSIPPI: A TOP DESTINATION FOR BUSINESS From agribusiness to automotive and healthcare to shipbuilding, leaders across a range of business sectors are discovering their competitive edge in Mississippi. A supportive business environment fosters business innovation, growth and success for existing and new companies. Mississippi’s one-stop permitting process, competitive operating and energy costs, robust transportation network and prime location in the southeastern U.S. also contribute to the state’s competitiveness and pro-business environment. ontinental Tire the Americas, LLC’s decision to locate in central Mississippi was named the “Economic Development Deal of the Year” for 2016 by one industry publication.

The announcement by the world’s fourth-largest tire manufacturing plant represents a $1.45 billion investment and creation of 2,500 new jobs. The investment also reinforces Mississippi’s leadership position in the Southern Automotive Corridor.

Following the historic announcement, the Mississippi Legislature passed the Corporate Franchise Tax Phase Out and the Mississippi Works Fund laws. These two significant pieces of legislation strengthen the state’s competitiveness by creating a more pro-business environment.

C

The Corporate Franchise Tax Phase Out eliminates the state’s corporate franchise tax over a 10-year period starting in 2018. The Mississippi Works Fund legislation allocates $50 million over 10 years for workforce training. The state’s highly ranked community college system can now enhance customized training programs to more effectively meet the needs of companies and prepare more Mississippians for in-demand careers.

These two initiatives join an extensive portfolio of existing state business incentives, making Mississippi’s pro-business climate second to none. A testament to this is the return of Chiquita to the Port of Gulfport.

Billy Klauser, Chief Economic Development Officer

Mississippi Development Authority

Continental Tire the Americas, LLC, the world’s fourth-largest tire manufacturer, broke ground on the company’s newest manufacturing facility in Hinds County, Miss., in November 2016.

In 2014, Chiquita relocated shipping operations to New Orleans following more than 40 years at the Port of Gulfport. While in New Orleans, the company maintained ripening storage operations in Mississippi.

The benefits of doing business at the Port of Gulfport outweighed the benefits of Chiquita’s existing location.

In 2016 the company announced it was coming back to the Mississippi Gulf Coast.

Chiquita’s return demonstrates the Port of Gulfport’s impressive capacity for companies with international shipping needs. Situated in a prime transportation hub, this deepwater port is one step closer to completing its ”Port of the Future” restoration project with the recent addition of three ship-to-shore gantry cranes. Each crane can operate a safe limit of up to 65 tons and work in tandem if necessary.

With a robust infrastructure and collaborative, cooperative business environment, global companies such as Nissan, Toyota, Rolls-Royce, Chevron, Northrop Grumman and many others will continue to call Mississippi home. We invite you to see for yourself why Mississippi is a top destination for business.

For more information, visit www.mississippi.org, or call the Locate Mississippi team at 1-800-360-3323.

P.O. Box 849 Jackson, MS 39205 800.360.3323 Fax: 601.359.4339

bklauser@mississippi.org www.mississippi.org

2015 • 7

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th 3 1

ANNUAL

consultants

survey

SiteGuide.com

A

rea Development asked the consultants who help our corporate executive readers make their facility location and expansion decisions to tell us about their clients’ plans and priorities. Since only 38 percent of those responding to our 31st annual Corporate Survey say they utilize the services of consultants when site selecting, it stands to reason that the consultants’ responses will differ from the corporate responses. Let’s examine the results of our 13th annual Consultants Survey to see where the survey responses agree or differ.

Who are the responding consultants?

Eighty percent of the responding consultants say they are working on projects for durable goods manufacturers, while two thirds say they are also working on projects for distribution/ warehousing operations.

Nearly all (91 percent) say they provide their clients with location studies/comparative analyses, as well as incentives negotiation/management (89 percent make that claim).

In terms of employment numbers, a third of those responding to our Consultants Survey work primarily with mid-size companies

(100–499 employees), while a fifth work primarily with large companies (500–999 employees), and 40 percent focus on very large firms (1,000 or more employees). These three employee cohorts only account for slightly more than half of the Corporate Survey respondents.

Sixty percent of the Consultants Survey respondents claim that most of their clients who ask them to perform a location search have already gathered some preliminary data on the locations of interest, with 55 percent saying their clients have narrowed down the geographic area in which they wish to locate. Nonetheless, about two fifths of these consultants say their clients expect them to narrow or make the location choice for them.

Most of the consultants (91 percent) acknowledge that executive management at their client companies is involved in the location decision process; 68 percent say their clients’ tax and finance departments are also involved; and 72 percent say operations or business unit management teams play a large role in the process as well.

Respondents working on projects in the following industries: Manufacturing — Durable Goods

80%

Manufacturing — Non-Durable Goods Manufacturing — Other

53% 28%

Distribution/Logistics/ Warehousing Financial Services/Insurance/ Real Estate

44%

Data Center/Processing/ Software/Other ComputerRelated Services Call Center Operations

37% 15%

Energy Industry Hospitality Industry

27% 11%

Healthcare/Life Sciences Retail

31% 9%

Construction & Trades Other

3% 13%

67%

chart A

Respondents providing the following services to their clients: Feasibility Studies

40%

Global Asset Positioning

21%

Location Studies/ Comparative Analyses

91%

Incentives Negotiations/ Management

89%

Location Decision

75%

Real Estate Transaction

41%

Workforce Analysis

7%

chart B

2017 • 9

In terms of their employment numbers, client companies utilizing consultants’ services are generally: Small (20-99 employees)

4%

Clients plan to open a new (not relocate an existing) domestic facility within five years: Yes No

93% 7%

Mid-size (100-499 employees)

37%

Large (500-999 employees)

19%

Very large (1,000 or more employees)

Clients that expect to open new domestic facilities plan to do so within:

40%

1 year

22%

2 years

45%

3 years

28%

4 years

1%

5 years or more

3%

chart C

Most of the clients asking the consultants to perform a location search have: Not actively initiated the site selection process

37%

Already gathered preliminary data

60%

Already narrowed down the geographic area in which they wish to locate

Number of new domestic facilities average client plans to open:

55%

1

65%

Already chosen several “finalist” communities

23%

Expect the consultant to narrow or make the location decision for them

2 3

22% 8%

41%

5%

chart G chart D

Location of clients’ new domestic facilities (as percentage

Departments of clients’ organizations significantly involved in the location decision process/project:

of total number to be opened):

New England (CT, MA, ME, NH, RI, VT)

Executive management

91%

Tax and finance

68%

Real estate

60%

Information technology

12%

Supply chain or logistics

47%

Operations or business unit management

72%

Human resources

52%

Middle Atlantic (DE, MD, NJ, NY, PA)

14% 13%

South (AL, FL, GA, LA, MS)

18%

Midwest (IL, IN, MI, OH, WI)

13%

Mountain (CO, ID, MT, UT, WY)

4% 6% 13%

West (CA, NV, OR, WA)

6%

Offshore (AK, HI, PR, VI)

1%

chart H SiteGuide.com

8%

Mid-South (AR, KY, MO, TN)

Southwest (AZ, NM, OK, TX)

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3%

South Atlantic (NC, SC, VA, WV)

Plains (IA, KS, MN, NE, ND, SD)

chart E

Yes

73%

No

24%

No response

chart F

5 or more

BELIEVE that economic conditions under the new Trump administration will be favorable to clients’ moving ahead with new facility or facility expansion plans:

3%

Will their clients open new facilities and/or expand existing ones?

About three quarters of the respondents to our Consultants Survey also expect economic conditions under the new Trump administration to be favorable to their clients’ moving ahead with new facility or facility expansion plans. In fact, 93 percent say their clients will open a new (not relocate an existing) domestic facility within the next five years. Almost all (95 percent) say these new facilities are actually planned within a threeyear window, according to our survey results.

Sixty-five percent of the responding consultants expect their clients to open just one new domestic facility, with about a fifth saying they’ll open

Types of clients’ new domestic facilities (as percentage

Location of clients’ new foreign facilities (as percentage

Manufacturing

29%

Canada

17%

Warehouse/ Distribution

23%

Mexico

26%

Headquarters

14%

Caribbean

2%

Data Center

7%

Central America

3%

Back Office/Call Center

7%

South America

4%

Shared Services

8%

Western Europe

13%

R&D

10%

Eastern Europe

10%

Other

2%

of total number to be opened):

of total number to be opened):

chart I

Middle East

5%

Africa

1%

Australia

1%

Asia

Clients plan to open a new (not relocate an existing) foreign facility within five years:

18%

Location of clients’ new Asian facilities (as percentage 38%

India

17%

Vietnam

17%

Clients that expect to open new foreign facilities plan to do so within:

Singapore

11%

Malaysia

11%

Thailand

4%

1 year

18%

Philippines

2%

2 years

48%

3 years

27%

Yes

61%

No

39%

5 years or more

ROCKET SCIENCE

of total Asian projects): China

chart L

7%

chart J

Types of clients’ new foreign facilities (as percentage of total number to be opened):

Number of new foreign facilities average client plans to open: 1

70%

2

18%

3

7%

4

2%

5 or more

2%

Manufacturing

40%

Warehouse/ Distribution Headquarters

20% 3%

Data Center Back Office/Call Center

5% 12%

Shared Services R&D

10% 10%

Other 1%

chart K

Whether it’s as big as a battleship or visible only with a microscope, Mississippi manufactures it. If it’s going into outer space or coming in from overseas, Mississippians make it move. Companies collaborate with our #1 nationally ranked community college system for workforce training and utilize the nationally recognized centers of excellence at our universities for R&D. Mississippi is building one success story after another. That’s why companies like Rolls Royce, SpaceX, Northrop Grumman, NASA, Huntington Ingalls, GE Aviation, Airbus Helicopters, Aurora Flight Sciences and Raytheon have operations in Mississippi.

Write your success story in Mississippi.

MISSISSIPPI

chart M

LEADING

P

mississippi.org

otential penalties for moving operations/jobs offshore will have an effect on clients’ plans for new foreign facilities: Yes

63%

No

32%

No response

5%

2017 • 11 AREA0672.indd 1

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POTENTIAL PENALTIES FOR MOVING FACILITIES/JOBS OFFSHORE UNDER THE NEW TRUMP ADMINISTRATION WILL HAVE AN EFFECT ON CLIENTS’ RELOCATION PLANS: Yes

51%

No

41%

No response

8%

Clients plan to expand an existing domestic facility within five years: Yes No

Those planning to expand existing domestic facilities expect to do so within: 1 year

25%

2 years

48%

3 years

22%

12 • WWW.

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5%

5 years or more chart N

62% 38%

1 year

33%

2 years

42%

3 years

21%

4 years

2%

5 years or more

2%

chart O

Tax concerns

66%

Government regulations

41% 7%

Market proximity/new markets

70%

Infrastructure concerns

16%

Labor availability

89%

Labor costs

64%

Quality of life

18%

Energy costs

30%

Proximity to research centers / Industry consortium chart P

Clients who expect to relocate domestic facilities to a foreign location plan to do so within: 1 year 2 years

4% 48%

3 years 5 years or more

43% 4%

Tax concerns Government regulations

57% 43%

Labor costs Labor availability

87% 57%

Healthcare costs Infrastructure

4% 13%

Energy costs New markets/Market proximity

13% 65%

Capital access Proximity to research centers / Industry consortium

4% 9%

chart R

Clients relocated a facility back to the U.S. from a foreign location (reshored)

Primary reasons for clients’ domestic relocation:

Access to capital

32% 68%

Primary reasons for moving these facilities offshore:

Clients planning to relocate existing domestic facilities within the U.S. expect to do so within:

Healthcare costs

Yes No

chart Q

Clients plan to relocate an existing domestic facility within the U.S. within five years: Yes No

two. About 30 percent of these facilities will house manufacturing operations, while nearly a quarter will serve as warehouse/distribution centers.

The majority of their clients’ new domestic facilities are planned for the southern U.S. — 18 percent for the South region (Alabama, Florida, Georgia, Louisiana, and Mississippi); 14 percent for the South Atlantic region (North Carolina, South Carolina, Virginia, and West Virginia); and 13 percent for the Southwest (Arizona, New Mexico, Oklahoma, and Texas). The Midwest (Illinois, Indiana, Michigan, Ohio, and Wisconsin) will also garner 13 percent of the new facilities projects the consultants are working on. These are the same regions fa-

89% 11%

Clients plan to relocate an existing domestic facility to a foreign location within five years:

5% 25%

in the recent past or are planning to do so in the near future: Yes No

32% 68%

If so, reasons for reshoring a foreign facility to the U.S.: Labor costs Energy costs Product quality issues Market access Transportation/ Supply chain costs Geopolitical/Government policy concerns Tech transfer/Intellectual property protection Other chart S

26% 30% 35% 9% 74% 39% 30% 4%

CONSULTANTS SURVEY 2016* Site Selection Factors LABOR Availability of skilled labor Availability of unskilled labor Training programs/ technical colleges Labor costs Low union profile Right-to-work state

Very Important %

Important %

Minor Consideration %

Of No Importance %

93.1 19.7

6.9 49.3

0.0 25.4

0.0 5.6

41.7 56.9 38.9 34.7

50.0 38.9 43.1 41.7

8.3 4.2 15.3 19.4

0.0 0.0 2.8 4.2

TRANSPORTATION/TELECOMMUNICATIONS Highway accessibility Railroad service Accessibility to major airport Waterway or oceanport accessibility Inbound/outbound shipping costs Availability of advanced ICT services

68.1 15.5 26.8

30.6 29.6 62.0

1.4 50.7 11.3

0.0 4.2 0.0

8.5

21.1

63.4

7.0

40.9

43.7

15.5

0.0

16.7

52.8

27.8

2.8

7.0 21.1 46.5 63.4

33.8 57.8 49.3 32.4

49.3 15.5 4.2 4.2

9.9 5.6 0.0 0.0

50.0 58.3 26.8

38.9 37.5 59.2

11.1 2.8 14.1

0.0 1.4 0.0

47.9 15.5 22.2 35.2 28.2 50.7 33.3

39.4 49.3 50.0 57.8 52.1 45.1 59.7

11.3 29.6 27.8 5.6 16.9 2.8 5.6

1.4 5.6 0.0 1.4 2.8 1.4 1.4

11.3 7.0

50.7 56.3

35.2 31.0

2.8 5.6

FINANCE Availability of long-term financing Corporate tax rate Tax exemptions State and local incentives

OTHER Available buildings Available land Occupancy or construction costs Expedited or “fast-track” permitting Raw materials availability Water availability Energy availability and costs Environmental regulations Proximity to major markets Proximity to suppliers Proximity to innovation/ commercialization/R&D centers Quality-of-life

ENERGIZING BUSINESS Ranked fifth in the world for future oil and gas investment potential, Mississippi has diverse energy resources, including oil, natural gas, coal and biomass. A solid business climate combined with abundant resources and a skilled workforce makes Mississippi the prime location for energy innovation.

With the nation’s largest single-unit nuclear reactor and more than 13,000 miles of interstate pipeline for crude oil, natural gas and refined petroleum products, Mississippi is a powerhouse with a “can-do” attitude.

See how Mississippi can energize your enterprise.

MISSISSIPPI

ENERGY

mississippi.org/energy

*All figures are percentages and are rounded to the nearest tenth of a percent. chart T

2017 • 13 AREA0673.indd 1

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COMBINED RATINGS* CONSULTANTS SURVEY 2016 Site Selection Factors

2016

2015

RANKING 1. Availability of skilled labor 2. Highway accessibility 3. Labor costs 3T. Proximity to major markets 3T. State and local incentives 3T. Available land 3T. Tax exemptions 8. Energy availability and costs 8T. Proximity to suppliers 10. Training programs/technical schools 11. Available buildings 12. Accessibility to major airport 13. Expedited or “fast-track” permitting 14. Occupancy or construction costs 15. Inbound/outbound shipping costs 16. Low union profile 17. Environmental regulations 18. Corporate tax rate 19. Right-to-work state 20. Water availability 21. Availability of advanced ICT services 22. Availability of unskilled labor 23. Raw materials availability 24. Quality-of-life 25. Proximity to innovation/ commercialization/R&D centers 26. Railroad service 27. Availability of long-term financing 28. Waterway or oceanport accessibility

100.0 98.7 95.8 95.8 95.8 95.8 95.8 93.0 93.0 91.7 88.9 88.8 87.3 86.0 84.6 82.0 80.3 78.9 76.4 72.2 69.5 69.0 64.8 63.3

100.0 93.5 96.1 96.1 94.9 91.0 91.0 85.8 84.2 86.9 94.8 88.4 88.4 84.0 88.4 83.1 82.9 74.1 76.7 75.3 57.2 65.0 64.9 64.5

62.0 45.1 40.8 29.6

61.9 52.0 39.0 42.9

(1)** (6) (2) (2T) (4) (7) (7T) (13) (14) (12) (5) 12.

(9) (9T) (15) (9T) (16) (17) (20) (18) (19) (25) (21) (22) (23) (24) (26) (28) (27)

* All figures are percentages and are the total of the “very important” and “important” ratings of the Area Development Consultants Survey and are rounded to the nearest tenth of a percent. ** 2015 ranking chart U

14 • WWW.

SiteGuide.com

INCREASE OR DECREASE in the number of companies establishing FOREIGN FACILITIES or beginning site searches in foreign locations as opposed to domestic ones in the last year?

Increase Decrease

38% 62%

vored by our Corporate Survey respondents.

Most of our Corporate Survey respondents were unsure about whether the Trump administration’s proposed plan to penalize companies that move offshore would affect their companies’ plans for new foreign facilities (more than half did not respond). The consultants are much more certain in their opinions: Nearly two thirds believe such penalties will have an effect on their clients’ plans for new foreign facilities.

Nevertheless, about 60 percent of the responding consultants say their clients expect to open a new foreign facility within five years, with two thirds of the respondents saying this will happen within two years. Seventy percent

Availability of skilled labor having an effect on clients’ facility plans or current operations: Yes No

93% 7%

If yes, workers are lacking: Basic skills (e.g., reading comprehension, mathematical competency, etc.)

54%

Advanced skills (e.g., advanced welding, machine tool programming, bioprocessing, etc.)

93%

STEM skills (science, technology, engineering, mathematics)

76%

chart V

Sustainable development is more important to clients now than in the past: Yes No

66% 34%

If so, measures clients have undertaken to reduce their companies’ “carbon footprint”: LEED certification for new or existing facilities Energy-saving modifications to existing facilities Installed on-site renewable generation Change of supply or distribution routes/methods Recycling or re-use of waste products, etc.

Other

53% 84% 16% 33% 63% 14%

chart W

Relative importance of incentives to clients when making location decisions: Have always been of great importance

54%

Are more important now than in the past

35%

Are less important now than in the past

12%

say their clients will open just one new foreign facility. And, the most favored foreign location is Mexico, expected to garner a quarter of the new facilities projects on which the consultants are working. Our Corporate Survey respondents also are planning a similar percentage of new facilities for Mexico.

However, whereas they claim to be planning 27 percent of their new facilities for Asia (half of them in China), the consultants say just 18 percent of their clients’ new foreign facilities are planned for Asia, with 38 percent of these going to China.

Forty percent of the consultants’ clients’ new foreign facilities will house manufacturing operations, while a fifth will serve as warehouse/ distribution centers.

Again, these results are similar to those reported by the Corporate Survey respondents, and — once again — a larger percentage of new foreign facilities than new domestic facilities are slated to serve as manufacturing plants.

Finally, nearly 90 percent of the respondents to our Consultants Survey say their clients plan to expand an existing domestic facility within the next five years. In

MISSISSIPPI DELIVERS Mississippi’s multi-modal connectivity and well-integrated infrastructure provide unparalleled distribution and delivery for manufacturers. With six interstates, 14 federal highways, 15 ports, seven commercial airports, five Class 1 railroads and 2,500 miles of track, Mississippi is the epicenter of one of the fastest-growing regions in the nation and is within a day’s drive to more than 100 million people. By air, by sea, by rail or by road, getting your goods to market is easy in Mississippi.

Delivering business advantages is just one of our strengths.

MISSISSIPPI

DISTRIBUTION mississippi.org/distribution

chart X 2017 • 15 AREA0674.indd 1

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Type(s) of incentives clients consider most important when making a location decision: Cash grants Tax incentives (tax credits, exemptions, etc.)

Communities are offering specific incentives for “green” initiatives: Yes No

86% 75%

Other financial incentives (bonds, loans, etc.)

Worker training incentives

28% 86%

Other incentives (land, utilityrate subsidies, infrastructure support, etc.)

85%

36% 64%

Clients consider whether there are businesses performing similar activities to theirs in the area of search (clustering): Yes No

chart Y

93% 7%

Clients consider weatherrelated factors in the location decision:

Importance of a shovelready/pre-certified site in clients’ site searches: Very important Somewhat important

43% 40%

A minor consideration Of no importance

8% 8%

Yes No

87% 13%

chart AA

chart Z

fact, nearly three quarters say their clients will actually do so within one to two years.

What are their clients’ relocation plans?

More than 60 percent of the respondents to our 13th annual Consultants Survey say their clients plan to relocate an existing facility within the U.S., with three quarters saying their clients will do so within one to

two years. The primary reason cited for their clients’ domestic relocations is labor availability (cited by 89 percent of the consultants). Market proximity/new markets (cited by 70 percent), tax concerns (cited by 66 percent), and labor costs (cited by 64 percent) are other important impetuses for relocating.

Only a third of the respondents say their clients will relocate a domestic facility to a for-

eign location. Half acknowledge that potential penalties for relocating facilities/jobs offshore under the new Trump administration will have an effect on their clients’ relocation plans. Interestingly, three quarters of the Corporate Survey takers did not respond to this question.

More than 50 percent of the consultants say those clients who expect to move domestic operations offshore expect to do so within two years. In this case, labor costs were cited by 87 percent of the re-

spondents as the reason behind such moves; 65 percent cited new markets/market proximity; and 57 percent cited both labor availability and tax concerns.

Only 2 percent of the Corporate Survey respondents say they plan to move a foreign facility back to the U.S., i.e., reshore. However, a third of the responding consultants say their clients have reshored in the recent past or are planning to do so in the near future. Three quarters say the need to reshore is prompted by transportation/supply chain costs; 39 percent cite geopolitical concerns; 35 percent mention product quality issues; and 30 percent cite overseas energy costs as well as intellectual property protection.

More than 60 percent also believe there will be financial inducements for clients to reshore under the new Trump administration. Only 13 percent of our Corporate Survey respondents believe this will happen, with 85 percent not responding to the question.

Which location factors are most important to their clients?

We also asked the consultants to rate the location factors their clients take into consid-

16 • WWW.

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eration when making new facility, expansion, or relocation plans as either “very important,” “important,” “minor consideration,” or “of no importance.” Then we added the “very important” and “important” ratings together in order to rank the factors in order of importance.

Interestingly, the respondents to our Consultants Survey rank the same three factors as most important to their clients as do the respondents to our Corporate Survey. Availability of skilled labor ranks No. 1 in the Consultants Survey (the Corporate Survey respondents ranked this factor No. 2) and is considered “very important” or “important” by 100 percent of the responding consultants.

It received the same rating in 2015’s Consultants Survey. In fact, 93 percent of the surveyed consultants say availability of skilled labor is having an effect on their clients’ facility plans or current operations, with the same percentage saying it’s the advanced skills such as machine tool programming, bioprocessing, advanced welding, etc. that are lacking.

And three quarters cite a dearth of STEM (science, technology, engineering, and mathematics) skills.

It makes sense then that training programs/tech-

BELIEVE THERE WILL BE FINANCIAL INDUCEMENTS FOR CLIENTS TO RESHORE UNDER THE NEW TRUMP ADMINISTRATION? Yes

63%

No

31%

No response

7%

nical schools is in the consultants’ No. 10 spot among the site selection factors.

Highway accessibility ranks No. 2 with a 98.7 percent combined importance rating from the consultants, and labor costs, always a primary concern, is No. 3 with a 95.8 percent importance rating.

Tied in the consultants’ rankings with labor costs for the No. 3 spot are tax exemptions and state and local incentives. Half of the responding consultants say incentives have always been of great importance to their clients when making location decisions, while 35 percent say incentives are more important now than in the past.

Although three quarters claim tax incentives are the most important, about 85 percent say the most important types

of incentives are cash grants, worker training incentives, and other types such as land, utility rate subsidies, infrastructure support, etc. And more than 80 percent cite the importance of a shovel-ready or pre-certified site to their clients.

Also tied for the No. 3 spot with a 95.8 percent combined importance rating are proximity to major markets and available land. With customers today demanding next-day and even sameday deliveries, it makes sense that the consultants’ clients would need to be near their markets.

However, as the supply of available industrial facilities has been shrinking, clients may need land for build-to-suit facilities.

Tied for the No. 8 position in the rankings are energy availability and costs and proximity to suppliers, both receiving a 93 percent combined “very important” or “important” rating from the responding consultants. Also, these factors showed large percentage increases in the ratings and jumped from their previous 13th and 14th place rankings, respectively. When it comes to energy, nearly 85 percent of the respondents say their clients have made energysaving modifications to

their facilities; nearly two thirds say their clients are recycling or re-using waste products of their operations; and more than half claim their clients are seeking LEED certification for new or existing facilities.

It should also be noted that the responding consultants gave combined importance ratings of over 90 percent to all of the top-10 ranked factors. The Corporate Survey respondents only deemed highway accessibility of such importance.

Additionally, although the respondents to our Corporate Survey placed quality of life in the No. 10 spot with a 76.4 percent combined importance rating, the respondents to our Consultants Survey ranked quality of life No. 24 among the factors with a 63.3 percent combined importance rating. The responding consultants may believe that a prospective location’s quality of life is of less importance in the final decision than perceived by corporate executives.

•••

•••

2017 • 17

ARKANSAS: THE NEXT GREAT TECH FRONTIER Arkansas Governor Asa Hutchinson understands the importance of STEM education in economic development. It’s why he is leading the way to put Arkansas in the forefront of computer science education.

hen Governor Hutchinson took office in January 2015, he set a four-year goal of seeing at least 6,000 high school students enrolled in a computer science course each year. To accomplish this goal, he initiated legislation that led to Arkansas becoming the first state to pass — and fund — a law requiring all public and charter high schools to offer computer science courses.

W

His initiative has captured national attention.

“Whether you’re looking at manufacturing and the use of robotics or the knowledge industries, they need computer programmers,” Governor Hutchinson said in an interview with Wired magazine. “If we can’t produce those workers, we’re not going to be able to attract and keep the industry we want.”

The first year, Arkansas’ public schools saw an increase in enrollment in computer science classes of 260 percent. Of the almost 4,000 students enrolled the first year, more than 550 took more than one course. Only two years later, that goal is well within reach. This past year, more than 5,500 students were enrolled in computer science classes with 1,027 taking more than one course.

“I’m proud of the long list of items we’ve accomplished in my first two years as Governor, but our computer science initiative could have the greatest long-term impact on our state,” Governor Hutchinson said. “Today, these numbers send a loud and clear message to the rest of the country: If you’re a tech company looking for a new home or expansion opportunity, Arkansas is positioning itself as the next great frontier in the tech industry.”

The Arkansas Coding Academy targets older workers and will provide turnkey education and training opportunities to individuals seeking new careers in information technology.

Most recently, Governor Hutchinson signed the “Arkansas Future Grant” into law, strengthening the state’s technology industry by eliminating financial hurdles for students enrolled in high-demand STEM fields, including computer science. Grant recipients are required to work full-time in Arkansas for a minimum of three years after graduation, ensuring that tech companies in Arkansas continue to have an available skilled workforce.

Governor Hutchinson has also signed agreements with Facebook Inc. to launch the company’s Techstart program in Arkansas high schools and with Microsoft Corp. to implement a Digital Alliance to promote STEM education and economic development statewide.

Scott Hardin, Director of Communications

18 • WWW.

Arkansas Economic Development Commission (AEDC)

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900 West Capitol Ave. Little Rock, AR 72201 501-682-1121 Fax: 501-682-7499

shardin@arkansasedc.com www.arkansasedc.com

ArkansasEDC.com/asa | 1-800-ARKANSAS

THE GUY WHO IS TAKING ARKANSAS INDUSTRY TO THE HEAD OF THE CLASS. Governor Asa Hutchinson is a passionate believer that technology is the key to HFRQRPLF VXFFHVV 7KURXJK KLV &RPSXWHU 6FLHQFH ,QLWLDWLYH $UNDQVDV LV WKH ̰ UVW VWDWH LQ WKH QDWLRQ WR R̯ HU DQG IXQG FRPSXWHU FRGLQJ FODVVHV LQ HYHU\ SXEOLF DQG FKDUWHU KLJK VFKRRO 7KLV HPSKDVLV RQ 67(0 HGXFDWLRQ LV SRVLWLRQLQJ RXU VWDWH RXU LQGXVWULHV DQG RXU ZRUNIRUFH IRU VXFFHVV WRGD\ DQG WRPRUURZ 8VH WKH /D\$5 DSS WR ̰ QG RXW PRUH DERXW ZK\ EXVLQHVVHV KHUH DUH LQ JRRG FRPSDQ\ 7KHQ OHWȃV JHW WR ZRUN

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HARNESS THE POWER OF NEBRASKA Each year, Nebraska is a regular on the list of most “business-friendly” states. There are many reasons for this; however, the experts typically focus on three of Nebraska’s natural advantages when it comes to business expansion or relocation: (1) energy availability; (2) central geographic location; and (3) a high-quality, dedicated, low-cost workforce. This trio of business-friendly attributes sums up the power of Nebraska.

Energy. Nebraska Public Power District is the state’s largest electric utility serving through wholesale and retail agreements an estimated 600,000 customers in 86 of the state’s 93 counties. It supplies wholesale and retail customers with electricity generated by power plants using a diverse mix of fuels. These include coal, nuclear, natural gas, and oil, and a growing portfolio of renewable sources like hydropower, solar, and wind. NPPD’s industrial electric rates are approximately 19 percent lower than the national average. Because of its power generation diversity, NPPD has a relatively small carbon footprint for a large electric utility. Based upon preliminary data, in 2016, NPPD met Nebraska customers’ electric energy needs with a power generation mix that was approximately 60 percent carbon-free.

NPPD and its public power partners have developed a large customer economic development incentive electric rate that offers energy at a discounted price for a fixed period of time. This special rate is ideally suited for large electrical loads such as data centers or manufacturing operations.

Mary Plettner, CEcD, Economic Development Manager 20 • WWW.

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Nebraska Public Power District (NPPD)

Geography. Nebraska is center stage to regional and national markets, with Interstate 80 the most traveled of the nation’s east-west transcontinental interstate highway system. Additionally, Nebraska’s central geographic location when compared to coastal areas is more shielded from natural disasters such as earthquakes, floods, and hurricanes.

Workforce. The Cornhusker State’s workforce consists of productive, dependable, educated, and well-trained individuals who take pride in and care about the quality of their work. This contributes to high productivity and success rates, and low absenteeism and turnover rates.

NPPD’s experienced Economic Development Team has assisted numerous companies in finding productive and profitable locations to do business in Nebraska.

For more information visit econdev.nppd.com.

1414 15th Street P.O. Box 499 Columbus, NE 68602-0499

402-563-5534 Fax: 402-563-5090 econdev@nppd.com econdev.nppd.com

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 À QG 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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08/05/15 9:22 PM

SANTEE COOPER POWERS BUSINESS AND ECONOMIC DEVELOPMENT As South Carolina’s largest producer of electricity, Santee Cooper has set the standard for affordability, reliability, and environmental stewardship.

antee Cooper is South Carolina’s largest power provider and one of the nation’s largest publicly owned electric utilities based on generation. For over 80 years, we’ve been breaking new ground in South Carolina by creating safe, reliable, energy-saving solutions that support our business community and ultimately improve the quality of life for South Carolinians. Today we are the primary source of electricity across the state, including direct power delivery to Charleston Air Force Base, 20 electric cooperatives, 12 municipalities, and 26 large industrial customers.

S

Santee Cooper has earned the American Public Power Association’s prestigious Diamond RP3 award for outstanding reliability. Our constant focus on quality delivery and reliability is one of the many reasons we can offer the lowest industrial costs in South Carolina, which are 22 percent below the national average for industrial electric costs. Another way we can offer low industrial costs is through our diverse generating portfolio, which combines natural gas, nuclear, coal, hydro, and renewable resources.

recycle coal ash. Our comprehensive “Reduce The Use” campaign offers various rebates, incentives, and low-interest financing to encourage customers to make energy-efficient improvements to their homes and businesses. We also just celebrated the one-year anniversary for our Solar Home, Solar Business, and community solar programs.

Creative Solutions for You South Carolina’s favorable business environment — combined with our low electric rates, reliable service, diverse generation mix, partnerships with electric cooperatives and municipalities, and exceptional customer service — is why companies like Google and Volvo Cars US have located in South Carolina. Our creative and dynamic economic development team is actively engaged with our local and regional partners to attract new industry and stands ready to serve as your point of contact through the site selection process.

Santee Cooper powers business and economic development.

Let us put our power to work for you.

We also understand the importance of maximizing our natural resources and are proud of our record in renewable generation, energy efficiency, and environmental stewardship. We’ve been the state’s pacesetter when it comes to Green Power and renewable energy. Our recycling initiatives have earned industry accolades, and we’ve attracted national attention for our innovative program to

Yates Reynolds, Economic Development Specialist

22 • WWW.

Santee Cooper One Riverwood Drive Moncks Corner, SC 29461

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843-761-8000 ext. 5626 yates.reynolds@ santeecooper.com

www.santeecooper.com/ committed-to-south-carolina/ economic-development/ index.aspx

EMPOWERING VISION By combining our low-cost, reliable energy and diverse property portfolio with 6RXWK &DUROLQD·V ORZ FRVW RI GRLQJ EXVLQHVV FUHDWLYH LQFHQWLYH SDFNDJHV DQG unparalleled quality of life, Santee Cooper continues to help new businesses picture a better future – and continues to power South Carolina toward Brighter Tomorrows, Today.

www.santeecooper.com/AD

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20/04/17 11:35 PM

LUBBOCK: THE HUB CITY OF WEST TEXAS Over the years, the Lubbock Economic Development Alliance (LEDA) has embarked on a variety of new developments, which have resulted in exponential job growth in Lubbock. Lubbock’s highly skilled and educated workforce, access to the research and resources from a tier-one university, proximity and connection to major national and international markets, and affordable utility and living costs make it the ideal place to grow your business. Known as the “Hub City” of West Texas, Lubbock’s diverse economy is based on manufacturing, agriculture, wholesale and retail trade services, as well as government, education, and healthcare.

A

s the 11th-largest city in Texas, Lubbock boasts a regional population base of more than 639,000 people. Lubbock’s size affords businesses access to dedicated community leaders and personalized service, while providing a pipeline of personnel to fill a company’s workforce needs. Home to Texas Tech University, Texas Tech University Health Sciences Center, and a fast-growing community college, Lubbock County boasts more than 54,000 college students. Lubbock is the only city in the nation with a comprehensive university, health sciences center, agriculture college, and law school in one location, making Texas Tech the second-largest contiguous university campus in the United States.

the TTU Innovation Hub at Research Park, is open and almost at full occupancy. Individuals, groups, or businesses lease space in the facility to conduct research.

In addition, the Lubbock Angel Network is a group that meets at the Innovation Hub and connects local investors with entrepreneurs.

Aside from being a pro-business community, Lubbock is an ideal location to work, live, and play.

The city’s cost of living is far below the national average. According to the 2016 Annual Report of the Council for Community and Economic Research, Lubbock’s overall cost of living index is 89.4 percent. Lubbock ranked No. 61 out of 264 urban areas in the nation and No. 12 out of 26 urban areas in the state of Texas for lowest cost of living.

If your business has an interest in access to technology and innovation, Lubbock is the place for you to grow and prosper.

For more information about Lubbock and how the LEDA team can be of assistance, visit www.LubbockEDA.org or call 800.687.5330.

Whether you’re looking for a shovel-ready site at the Lubbock Business Park or a rail-served site, Lubbock’s real estate options are bountiful. Each park features nearly 600 acres and an impressive infrastructure. Flexibility is imperative with options to expand and/or build-to-suit. In addition, Texas Tech’s first building for innovation and entrepreneurialism,

Carolyn Rowley, Director of Business Recruitment & Innovation 24 • WWW.

Lubbock Economic Development Alliance 1500 Broadway, 6th Floor Lubbock, TX 79401

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800-687-5330 Fax: 806-749-4501

Carolyn.rowley@ lubbockeda.org www.lubbockeda.org

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21/04/17 10:48 PM

AMEREN OFFERS A UNIQUE MIX OF RESOURCES St. Louis-based Ameren Corporation (Ameren) is the parent holding company of Ameren Illinois based in Collinsville, Illinois, and Ameren Missouri, based in St. Louis, Missouri. Ameren employees, totaling approximately 8,500, provide energy services to 2.4 million electric customers and 900,000 natural gas customers across 64,000 square miles in Illinois and Missouri. he two-state Ameren service area — including central and southern Illinois, central and eastern Missouri, and the St. Louis metropolitan area — is competitively positioned as the Midwest’s hub for distribution, manufacturing, and agribusiness. Advantages include: • Access to a worldwide market via integrated, efficient transportation systems. These diverse transportation modes include all 7 U.S./Canadian Class 1 railroads; 18 intermodal connections; access to ocean-going ports via the Mississippi, Missouri, Illinois, and Ohio rivers; and 8 foreign-trade zones.

• More than 6,700 manufacturing firms and 280,000 manufacturing workers producing over $130 billion of manufactured goods per year.

• Reliable, low-cost energy rates that reduce operating costs and provide businesses with the energy they need to compete in an ever-expanding global market.

• A service area that is home to world-renowned research in agriculture, biofuels, and supporting technologies, with groundbreaking agriculture and technology research being conducted across the region.

• A workforce of more than 3.1 million energized by education and experience. Available talent and the Midwest work ethic translates to a workforce that’s both dependable and highly productive.

As one of the Midwest’s largest investor-owned utilities, Ameren brings a breadth of knowledge and understanding of business location criteria to positively affect the long-term cost competitiveness of your business.

Ameren offers the following value-added development

T

Michael S. Kearney Director, Economic Development

26 • WWW.

Ameren PO Box 66149, MC 350 trict 1414 15th Street

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services to businesses considering a Midwest location: • Project management support in partnership with state and local development agencies • Comprehensive community profiles and workforce demographics • Internet-based building and site inventory with GIS mapping capabilities • Technical utility infrastructure and cost analysis • Access to energy efficiency programs and qualifying incentives “At Ameren, we understand that growing companies must be agile, strategic in their business decisions, and prudent in their investments,” says Michael Kearney, Ameren’s director of Economic Development. “Site selection decisions must be absolutely on target. Our development team is focused on assisting you in making the right decision.”

Built on a foundation of strong relationships and a common stake in sustainable community and regional development, Ameren brings a unique mix of resources including access to data and contact networks.

Let Ameren be your source for access to site location support.

St. Louis, MO 63166-6149 800-981-9409

mkearney@ameren.com www.ameren.com/EcDev

The power to grow.

As a utility delivering reliable energy to businesses in Illinois and Missouri, Ameren is also focused on helping businesses throughout the entire development process. From site selection to energy infrastructure assessments and beyond, the expertise offered by Ameren’s Economic Development team gives businesses the power to grow.

We’re focused on the success of your business, today and for the future.

See how we can help you grow at Ameren.com/EcDev or 1.800.981.9409

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11/12/15 7:02 PM

WITH 15 DEEPWATER PORTS, INCLUDING A SUPER POST-PANAMAX PORT, FLORIDA WILL OPEN UP A WHOLE NEW WORLD FOR YOUR BUSINESS. Success today requires global access. And no other state can expand your reach like Florida. We offer one of the most extensive multi-modal transportation systems in the world, and we are home to one in five U.S. exporters. Because when your business can be everywhere, there’s no limit to how far you can take it. Discover what a future in Florida means for your business at floridathefutureishere.com or call 877-YES-FLORIDA.

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20/04/17 11:34 PM