ASCEND 2021 by South Carolina Chamber of Commerce

Our employees are essential.

For more than 100 years we’ve been committed to moving our sustainable solutions in the right direction.

While it may not have been called sustainability 100 years ago, being responsible stewards of our environment is something we’ve been focused on since our company began in 1899. We’re constantly looking for new technologies and innovations from across the world to help us develop more sustainable packaging—whether that’s packaging made from plant or ag-fiber—multilayered structures then can be separated and sorted, using more recycled material in the packaging we make, or creating packages that fit the return-to-store model.

And when you combine these with things like using 1 of every 5 PET bottles recycled in California to make a line of our packaging, you have company that is truly committed to living our purpose, Better Packaging. Better Life. To learn more about our commitments to sustainability and how we are developing packaging with purpose, visit www.sonoco.com.

1 NORTH SECOND STREET • HARTSVILLE, SC 29550 • 843 383 7000 • SONOCO.COM

5 MILLION BMWs. 1 VISION OF EXCELLENCE.

BMW toto have BMWPlant PlantSpartanburg Spartanburgisisproud proud have produced over 5 million vehicles. We are produced over 5 million vehicles. We are committed asas wewe committedtotoquality qualityand andinnovation innovation continue to produce the Ultimate Driving continue to produce the Ultimate Driving Machine. To learn more, please visit us at Machine. To learn more, please visit us at bmwusfactory.com bmwusfactory.com

FEATURES 14 LOVE WHERE YOU LIVE

2021 Issue South Carolina Chamber of Commerce 1301 Gervais St., Suite 1100 Columbia, SC 29201 800.799.4601

Three Views on South Carolina’s Business Economy

27 THE 2020 LEADERSHIP AWARDS 32 THE SC CHAMBER AWARDS 40 TOURISM

Resilience Helps Carry State Parks Through a Pandemic

ASCEND is a publication of the

DEPARTMENTS 5 LETTER FROM THE CHAIR 8 LEGISLATIVE RECAP 23 EDUCATION

HBCU Stem Program

24 WORKFORCE

President & CEO Ted Pitts Executive Vice President of Investor Relations Sunny Philips Executive Vice President of Public Policy, Affiliates & Of Counsel Swati Patel

ENRG Program

38 HUMAN INTEREST

Inside McCall Farms – All in the Family

45 SC ELECTION CENTER 48 MEMBER SPOTLIGHT

Inside Savannah River Nuclear Solutions

50 EXPORTS

Future Growth at the SC Ports

Vice President of Education & Workforce Development Cynthia Bennett

52 HOMEGROWN

Associate Vice President of Chamber Affiliates & Board Secretary Caroline Donaldson

54 SC BUSINESS WEEK

Director of Marketing and Public Relations Sarah Cohen

56 CITY PROFILE

• ASCEND Magazine Published by The Brand Leader thebrandleader.com Copyright ©2021 by the South Carolina Chamber of Commerce and The Brand Leader. All foreign and U.S. rights reserved. Contents of this publication, including images, may not be reproduced without written consent from the publisher. Published for South Carolina Chamber of Commerce by The Brand Leader.

Inside the Rhodes’ Companies’ Growth during COVID-19

Economic Boom: A Look Inside the Transformation of Greer, South Carolina

59 GIVING PROFILE

Going Local During COVID-19

64 RISING TO THE CHALLENGE

Higher Education in the Time of COVID-19

66 HEALTHCARE

The Key to Prisma Health's Successful COVID-19 Response

68 BE PRO BE PROUD

S.C. Chamber of Commerce

EXECUTIVE COMMITTEE TIM ARNOLD — CHAIRMAN President & CEO Colonial Life & Accident Insurance Company STEVE SPINKS — PAST-CHAIR CEO Spinx Company, Inc. KIM WILKERSON — CHAIR-ELECT & MEMBERSHIP CHAIR President, South Carolina Bank of America MIKE SHETTERLY — GENERAL COUNSEL Managing Shareholder, Greenville Office Ogletree, Deakins, Nash, Smoak & Stewart, P.C. CHRIS STORMER — TREASURER Shareholder Bauknight, Pietras & Stormer, P.A. DAVID LOMINACK — COMMERCE CHAIR SC Market President TD Bank TED PITTS — CEO President & CEO SC Chamber of Commerce RODNEY BLEVINS — CHAIRMAN’S CIRCLE President & CEO Southeast Energy Group, Dominion Energy JAMES D’ALESSIO — CHAIRMAN’S CIRCLE Vice President of Government Affairs BlueCross BlueShield of South Carolina MIKE CALLAHAN — CHAIRMAN’S CIRCLE State President, South Carolina Duke Energy KATHY HELMS — EDUCATION & WORKFORCE DEVELOPMENT COMMITTEE CHAIR Managing Shareholder, Columbia Office Ogletree, Deakins, Nash, Smoak & Stewart, P.C.

OUR VISION

Make South Carolina the best place in the nation to live, work and do business.

OUR MISSION

To strategically create and advance a thriving, free-market environment where South Carolina businesses can prosper.

MATT MANELLI — MANUFACTURING STEERING COMMITTEE CHAIR Division Controller Nucor Steel — South Carolina TOMMY LAVENDER — ENVIRONMENTAL TECHNICAL COMMITTEE CHAIR Member Nexsen Pruet, LLC CHRIS BARRAS — TAX COMMITTEE CHAIR Executive Director Ernst & Young LLP THOMAS RHODES — SMALL BUSINESS COMMITTEE CHAIR President Rhodes Companies DR. CYNTHIA WALTERS — DIVERSITY COUNCIL CHAIR Corporate Director of Inclusion Prisma Health BEN REX — INFORMATION TECHNOLOGY & INNOVATION COMMITTEE CHAIR CEO Cyberwoven, LLC SAM KONDUROS — CHAIRMAN’S NOMINEE President & CEO South Carolina Biotechnology Industry Organization

BRYAN HAMRICK — HUMAN RESOURCES COMMITTEE CHAIR Director, Human Resources Zeus Industrial Products, Inc.

DEE DEE HENDERSON — CHAIRMAN’S NOMINEE Chief Operating Officer Agape Care

BOYD JONES — LEGISLATIVE AGENDA TASK FORCE COMMITTEE CHAIR Executive VP, Director Middle Market Banking Synovus

ROGER SCHRUM — SOUTH CAROLINA CHAMBER PAC CHAIR Vice President, Investor Relations & Corporate Affairs Sonoco

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Letter

A LETTER FROM THE CHAIR DURING MY FOUR DECADES in the insurance business, I have seen many challenges and tough years, but it is not an exaggeration to say that 2020 has been a year unlike any other. Based in Columbia, South Carolina, Colonial Life has been an integral part of the business community and an insurance industry leader for decades. Like so many businesses, this year has caused us to rethink the way we do just about everything. However, as always, we remain dedicated to providing the best customer service to our policyholders here in South Carolina and across the nation. We are fortunate to have the technology and tools needed to continue to provide affordable financial protection products to Americaâ&#x20AC;&#x2122;s workers and their families in this challenging environment. As the President and CEO of Colonial Life Insurance, I have seen firsthand the challenges our state and nation are facing as we go into the next year. With that, I am excited and proud to be the incoming 2021 Chair of the South Carolina Chamber of Commerce, the stateâ&#x20AC;&#x2122;s leading voice for the business community. Now, more than ever, we must all work together to recover and rebuild our state. I look forward to playing a leadership role with the South Carolina Chamber as it continues to lead in making our state the best place in the nation to live, work, and do business. While the health and safety of our citizens and economic recovery remain at the forefront of the issues we must address, we must also continue to work on issues that existed before COVID-19 and continue to exist today. Education reform, infrastructure needs, tax reform, and the increasing need for legal reform remain at the top of the business community to-do list. The South Carolina Chamber of Commerce has been a leader on these issues for years, and I look forward to seeing how the Chamber team continues to lead on these issues and others. Finally, I want to address the terrible acts of racism we have all seen in the news, and the inequality of opportunity that unfortunately still exists to this day. Colonial Life and its parent company Unum Group have implemented a number of initiatives, including the establishment of a $500,000 Social Justice Fund, changes in our hiring and promotion practices, increased support of non-profits that support ethnically diverse communities, support of employee resource groups focused on race and ethnicity, and many others to further propel social justice across the state and in all the communities where we live, work and play. I have said that the South Carolina Chamber has been a leader on many issues and Iâ&#x20AC;&#x2122;m especially proud of the Chamber staff and Board of Directors who have overwhelmingly dedicated the organization to being a leading voice in the business community on issues of diversity, inclusion, and justice. The employment offered by Chamber members and the good paying jobs with appropriate benefits offered is a critical component to unifying and lifting all members of our community. How we move forward through 2020 and into 2021 will require listening and learning, and the South Carolina Chamber is an outstanding organization to help lead the way. While we have a long road with many challenges ahead of us, I am confident we will come through this year stronger and better than before. Tim Arnold President & Chair of the Colonial Life & Accident Insurance Company Chair-Elect, South Carolina Chamber of Commerce

S.C. Chamber of Commerce

BOARD OF DIRECTORS Robert Alexander

EXECUTIVE VICE PRESIDENT

Coroplast

Thomas Anderson

MARKET EXECUTIVE

Wells Fargo

Bryan Hamrick

SC MARKET PRESIDENT

MUSC

DIRECTOR OF HUMAN RESOURCES

Zeus Industrial Products, Inc.

Colonial Life & Accident Insurance Company

VP INDUSTRIAL AMERICAS

Chris Barras

EXECUTIVE DIRECTOR

Ernst & Young LLP Richard Bhola

MEMBER — ASSURANCE & ADVISORY SERVICES

Scott & Company LLC, Certified Public Accountants Rodney Blevins

PRESIDENT & CEO, SOUTHEAST ENERGY GROUP

Dominion Energy Ben Breazeale

SR. DIRECTOR OF GOVERNMENT RELATIONS FOR SC

Charter Communications Mike Brenan

SC REGIONAL PRESIDENT

BB&T

Mike Callahan

STATE PRESIDENT, SC

Duke Energy

Doug Callender

James Harrell

James D’Alessio

VP OF GOVERNMENT AFFAIRS

BlueCross BlueShield of SC John Dampier

CHIEF FINANCIAL OFFICER

Southeastern Freight Lines Herb Dew CEO

Human Technologies Steffanie Dohn

DIRECTOR OF GOVERNMENT RELATIONS

Southern Current

John Harvey

Dr. Forest E. Mahan

BP America

Aiken Technical College

PLANT MANAGER

Kathy Helms

MANAGING SHAREHOLDER, COLUMBIA OFFICE

Ogletree, Deakins, Nash, Smoak & Stewart, P.C. Dee Dee Henderson

CHIEF OPERATING OFFICER

Agape Care

Gregg Hendrix

CHIEF EXECUTIVE OFFICER

The SEFA Group, Inc. Courtney Herring

REGIONAL DIRECTOR, GOVERNMENT AFFAIRS

CVS

Mason Hogue PARTNER

DIRECTOR, STATE & LOCAL GOVERNMENT OPERATIONS

Boeing Company Tim Hudson

VP & GENERAL MANAGER

ITW Hartness

David Jameson

PRESIDENT/CEO

Greater Aiken Chamber of Commerce Charles Johnson PRESIDENT

Corsica Technologies Boyd Jones

EXECUTIVE VP, DIRECTOR MIDDLE MARKET BANKING

Synovus

Thomas Komaromi

GENERAL COUNSEL

Terrance Ford AT&T

Sam Konduros

Tom Foster

SENIOR VICE PRESIDENT AND CHIEF OPERATING OFFICER NUCLEAR & ENVIRONMENT

Amentum

Rob Godfrey

SENIOR VICE PRESIDENT FOR CORPORATE AFFAIRS

Nephron Pharmaceuticals Corporation Marc Gombeer

VP MANUFACTURING AMERICAS

Volvo

Richard Shaffer

SVP, GROWTH MARKETS

ADMINISTRATOR

Samsung

DIRECTOR OF LEGISLATIVE AFFAIRS

PARTNER

Willoughby & Hoefer, P.A.

NextEra Energy Resources

Savannah River Nuclear Solutions, LLC

Ashley Holbrook

ATTORNEY/SHAREHOLDER,

Randy Lowell

Carolina Panthers

Mark Hart

Mike Carrouth

Haynsworth Sinkler Boyd P.A.

TD Bank

Darrell Scott

SENIOR DIRECTOR OF LEGISLATIVE & REGULATORY AFFAIRS

CHIEF OPERATING OFFICER

Nelson Mullins Riley & Scarborough LLP

Joe Clark

David Lominack

Sonoco

Colonial Life & Accident Insurance Company

Milliken & Company PARTNER

First Citizens

Roger Schrum

VICE PRESIDENT OF INVESTOR RELATIONS & CORPORATE AFFAIRS

Stuart MacVean

Sonoco

MILLIKEN CHEMICAL DIVISION CFO

Fisher Phillips

Kevin Lindler

SENIOR VP/REGIONAL BUSINESS EXECUTIVE

Tim Arnold

PRESIDENT & CEO

Anton Gunn

HOSPITAL CHIEF DIVERSITY OFFICER & EXECUTIVE DIRECTOR OF COMMUNITY HEALTH INNOVATION

PRESIDENT & CEO

SC Biotechnology Industry Organization Peter Lamotte

SENIOR VICE PRESIDENT

PRESIDENT & CEO

PRESIDENT

Matt Manelli

DIVISION CONTROLLER

Nucor Steel - SC Jarrett Martin PRESIDENT

Mar-Mac

Nick McNeill

INTERACTIVE DIRECTOR

The Brandon Agency

Jennifer McQuesten

VP OF CORPORATE COMMUNICATIONS

Zeus Industrial Products, Inc. Jeremy Migliara

Rickie Shearer

NHC Healthcare, Laurens Mike Shetterly

MANAGING SHAREHOLDER

Ogletree, Deakins, Nash, Smoak & Stewart, P.C. Steve Smith

MANAGING DIRECTOR, SC

CBRE SC

Dave Solano

VICE PRESIDENT, GENERAL MANAGER

Enterprise Holdings Paul Sparks

PRESIDENT & MANAGING PRINCIPAL

RealOp Investments Steve Spinks CEO

PRINCIPAL, STATE & LOCAL TAX PRACTICE LEADER

Spinx Company, Inc.

Virgil Miller

CHIEF DEVELOPMENT OFFICER

Aflac Group

SHAREHOLDER

Elliott Davis

PRESIDENT, AFLAC GROUP INSURANCE, EXECUTIVE VP & COO, AFLAC U.S.

Paul Mitchell

MANAGING PARTNER

South Coast Paper Tim Norwood PRESIDENT

Bistro Holdings, Inc. Mark O’Halla

PRESIDENT & CEO

Prisma Health Paul Patrick

EXECUTIVE VP FOR BUSINESS AFFAIRS & CFO

College of Charleston Bob Paulling

PRESIDENT & CEO

Mid-Carolina Electric Cooperative Fatima Perez

REGIONAL MANAGER, STATE GOVERNMENT AFFAIRS

Koch Industries Ted Pitts

PRESIDENT & CEO

SC Chamber of Commerce Matt Puckett

Hal Stevenson

Grace Outdoor Advertising Chris Stormer

Bauknight, Pietras & Stormer, P.A. Woody Swink

CO-PRESIDENT

McCall Farms Inc. Greg Taylor

MANAGING PARTNER

Dixon Hughes Goodman LLP Jeff Trenning

SENIOR VICE PRESIDENT — SC COMMERCIAL BANKING

Bank of America

Dr. Cynthia Walters

CORPORATE DIRECTOR OF INCLUSION

Prisma Health Will Whitley

DIRECTOR OF STATE, LOCAL GOVERNMENT & COMMUNITY RELATIONS

Michelin North America, Inc. Kim Wilkerson

PRESIDENT, SOUTH CAROLINA

Bank of America

Pamela Williams

CHIEF PUBLIC AFFAIRS OFFICER & GENERAL COUNSEL

Santee Cooper

Chernoff Newman — CHS Office

SENIOR VICE PRESIDENT

Arthur J. Gallagher & Co.

Brad Wright

Tommy Lavender

Ben Rex

Burr Forman McNair

Nexsen Pruet, LLC

Cyberwoven, LLC

MEMBER

CEO

John T. Lay

Thomas Rhodes

Gallivan, White & Boyd P.A.

Rhodes Companies

SHAREHOLDER

PRESIDENT

PARTNER

Darren Wright

VP OF CAREER DEVELOPMENT SERVICES

Goodwill Industries of Upstate/Midlands SC

A LOOK BACK: HONORING TED PITTS, PRESIDENT AND CEO OF THE SC CHAMBER OF COMMERCE, 2014 - 2020 IN OCTOBER THE SC CHAMBER OF COMMERCE announced that Ted Pitts, the Chamber’s current President, and CEO, will step down near the end of 2020 to take over as President and CEO of the South Carolinabased Commercial Real Estate Firm, Wilson Kibler. In the last six years under Ted Pitts’ leadership, the Chamber has made notable progress and seen many major wins for the business community, including Accreditation: The U.S. Chamber has accredited the organization with Distinction. The U.S. Chamber accreditation program recognizes excellence in chamber planning and performance. To achieve accreditation, a chamber must demonstrate quality programs, clear organizational procedures, and effective communications by meeting minimum operation and program standards in the areas of governance, program development, government affairs, and technology. Financial: The Chamber is in the strongest financial position of its history. Policy: The SC Chamber helped pass many business-friendly bills and pushed for initiatives that move South Carolina forward, including DOT reform and infrastructure funding (Roads Bill). Emergency supplementation for the state’s Unemployment Insurance Trust Fund to keep tax burdens as low as possible on businesses in the wake of the COVID-19 pandemic. Keeping unions out of South Carolina. Convening a group of stakeholders and providers last summer to push for increased broadband access and adoption throughout the state.

" I HAVE LOVED MY TIME AT

THE SOUTH CAROLINA CHAMBER OF COMMERCE."

“ Our work to improve the state's business climate and connect businesses from across the state has been extremely rewarding. I want to thank the Chamber chairs and board members who have always been supportive of me and our work over the years. What has made the SC Chamber's work so great is the people I have gotten to work with, including the state's business leaders, pro-business policymakers and our dedicated staff. I am honored that Jeremy Wilson has the confidence in me to lead the company he and Marshall Kibler built. When I left Wilson Kibler Commercial Real Estate ten years ago to go to work for Governor Haley, I always hoped I would return—this is an opportunity of a lifetime.”

SC Chamber of Commerce President & CEO

“ Ted Pitts has been a true leader for South Carolina’s business community and the Chamber is deeply appreciative of his work. Whether leading the charge on sustainable infrastructure funding or pushing for workforce development initiatives, Ted’s commitment to growth and advancement has made a real impact on our state. We congratulate him on his next venture and look forward to continuing to work with him in the future.”

Tim Arnold Colonial Life President and CEO and 2020/21 SC Chamber Board Chair “ Ted is a hard-charger who won’t back away from fighting for the needs of businesses of all scopes and sizes throughout the state. We are lucky to have had him at the helm of the Chamber for the last six years and he will certainly be missed.”

Steve Spinks Spinx CEO and 2019/20 SC Chamber Board Chair “ One of the true measures of great leadership is leaving an organization better than you found it. By this measure, Ted Pitts has been a great leader for the South Carolina Chamber of Commerce. He’s been an unwavering advocate for the business community—a fighter for issues, from fixing our roads to comprehensive tax reform to expanding broadband access throughout our state. We are certainly sad to see him leave but have no doubt he will do great things at Wilson Kibler.”

Lou Kennedy Nephron Pharmaceuticals CEO and 2018/19 SC Chamber Board Chair

2020

LEGISLATIVE RECAP SHIFTING GEARS TO RELIEF AND RECOVERY

THE SOUTH CAROLINA CHAMBER OF COMMERCE started 2020 by hitting the ground running. Early on, we saw swift progress as we moved several key issues like business license tax reform, comprehensive education reform, and expanded broadband access closer to the finish line. Then, in mid-March (roughly half-way through the session), the General Assembly adjourned abruptly due to the COVID-19 pandemic, cutting the session short. In response to the never-seen-before circumstances and the business community's changing needs, the Chamber quickly formed a "Relief and Recovery Agenda for SC Businesses," which identified actionable proposals for policymakers to help get the pandemic under control and rebuild our economy. When the General Assembly returned for intermittent, short sessions throughout the summer, the Relief and Recovery Agenda guided our work and policymakers' interactions. On the Federal level, Congress passed the Coronavirus Aid, Response, and Economic Security (CARES) Act, which gave just under $2 billion to South Carolina to use for COVID-19-related costs. That appropriation

allowed the state to pursue and enact many of the items in our Relief and Recovery agenda. On the State level, the General Assembly passed bills to allocate the CARES Act funds to alleviate tax burdens on business and expand broadband access through mobile hotspots to South Carolina students and long-term infrastructure projects in rural areas of the state. Other key bills passed in September included the Business License Tax Standardization Act, Paycheck Protection Program state tax conformity, and the Affordable Workforce Housing Act.

2 0 2 0 COMPETITIVENESS AGENDA RECAP

Competitive Tax Code

Workforce for the Future

1. Goal: Make the business license tax system fair and less complex. UPDATE: H. 4431, the Business License Tax Standardization Act, was signed into law in October 2020. A major Chamber initiative, this bill will reduce compliance costs for businesses and will impose restrictions on third-party tax collectors.

1. Goal: Finish the job on comprehensive education reform. UPDATE: Due to financial uncertainty caused by the pandemic, S.419, the comprehensive education bill, ultimately did not pass in 2020. This bill had a significant fiscal impact, but we still expect this to be a top issue in future sessions.

2. Goal: Lower personal income tax rates for the State’s workforce. UPDATE: In February, the House passed a budget proviso to lower the income tax rate by one percent. But with lower and unstable revenues resulting from the pandemic, the General Assembly elected to halt any budget changes. 3. Goal: Provide property tax relief to businesses and renters. UPDATE: The Chamber Foundation and the South Carolina REALTORS®️ commissioned the Lincoln Institute of Land Policy to conduct a study of our property tax system. “A Deep Dive on South Carolina’s Property Tax System” will be released in early 2021 and will be the basis for our legislative work in 2021.

2. Goal: Increase affordable workforce housing closer to where jobs are located. UPDATE: In late spring, the General Assembly passed and the Governor signed into law H.3998, the Affordable Workforce and Senior Housing Tax Credit, which will help incentivize affordable housing developments. 3. Goal: Link education and workforce data to identify and fix gaps in the workforce pipeline. UPDATE: H.3757 would have established a state longitudinal data system which will provide crucial data needed to improve our education and workforce system. The House passed the bill but, due to the shortened session, it did not make it to the finish line this year. 4. Goal: Expand broadband access in rural areas for education, healthcare and small business needs. UPDATE: With the pandemic creating a sense of urgency for broadband expansion, the Governor and General Assembly made this a top priority in 2020. (accomplished goals continued on next page)

Legislative Recap

•

$50 million of the CARES Act appropriation was allocated for broadband mapping and planning, infrastructure and mobile hotspots for students and their families. So far, over 100,000 units (hotspots or wired service) have been ordered. The Broadband infrastructure Program has funded 78 grants (totaling around $25.8 million) to providers to build infrastructure in underserved areas and a statewide mapping vendor has been secured.

cooperatives to get in the business of broadband and allows current providers more access to existing infrastructure. The bill, now known as the Broadband Accessibility Act, is a great step in helping fill broadband gaps throughout the state and will expand access in rural areas. •

The General Assembly passed sweeping broadband legislation (H.3780) that expressly allows the electric

The General Assembly also passed H.4262, the Small Wireless Facilities Deployment Act, a bill that will help expand 5G access throughout the state. This increased capacity will help close the connectivity gap and is a win for SC.

2 0 2 0 RELIEF AND RECOVERY AGENDA RECAP

Workplace Safety and Liability Relief 1. Goal: Access to Rapid-Results COVID-19 Testing. UPDATE: In May and June, the General Assembly appropriated $25 million of Contingency Reserve Funds and an additional $42 million in CARES Act funding for statewide community testing and monitoring. 2. Goal: Adequate Supply of PPE. UPDATE: In June, the General Assembly appropriated nearly $17 million in CARES Act funding for a PPE stockpile and supply chain. 3. Goal: Liability Protections. UPDATE: While both the House and Senate introduced strong bills to provide protections from lawsuits for businesses that follow public health guidance, both bills failed to get to the floor for a vote. As this issue remains a top concern for businesses, we hope the General Assembly will revisit this in 2021.

Economic Relief and Recovery 1. Goal: Hold Harmless for COVID-19-related Layoffs through end of 2020. UPDATE: The Governor’s State of Emergency declaration automatically ensures that a business’s experience rating for unemployment tax purposes is not affected by layoffs. This relief will remain in effect for as long as a State of Emergency remains in effect. 2. Goal: Mitigate Impacts on Businesses from Unemployment Trust Fund Insolvency. UPDATE: $920 million of the CARES Act funding was allocated toward the South Carolina Unemployment Trust Fund. This will help keep the trust fund solvent and lessen the Unemployment Insurance (UI) tax increases on businesses next year. The legislation also includes language that would give priority to the trust fund in any reallocation of unused funds and set the total effective UI tax rates for 2021 rate classes at the same total effective rates as 2020 rate classes– meaning that regardless of the trust fund balance, for 2021, businesses will not have to pay tax rates above what they are paying this year. 3. Goal: Pass E-Notary Act. UPDATE: The E-Notary Act (S.486) would make it easier to conduct business and real estate transactions that require notarization by allowing

electronic notarizations. While the Senate passed the bill before the pandemic began, the measure was stalled in the House. We look forward to moving this bill across the finish line during the 2021 session. 4. Goal: Change Nexus Requirements to Accommodate Teleworking. UPDATE: The South Carolina Department of Revenue has issued temporary relief regarding a business’s establishment of nexus (income and sales) solely because an employee is temporarily working in a different work location due to COVID-19 and provided guidance with respect to employer withholding requirements for these employees. The relief is effective until June of 2021. 5. Goal: Extend Economic Development Tax Credits. UPDATE: In May, the General Assembly passed a bill (S.76) to reauthorize the Angel Investors Tax Credit. The legislation allows an angel investor who has invested in a company that is less than five years old, has 25 or fewer workers and has a gross income of less than $2 million to claim a tax credit equal to 35 percent of the investment. 6. Goal: Pass Tax Conformity. UPDATE: One key measure passed (S.545) in September that would allow businesses that received Paycheck Protection Program loans that were forgiven to exclude the loan from gross income for state tax purposes. The bill also allows for the deduction of certain expenses associated with the forgiven PPP loans.

Workforce and Education 1. Goal: Increase Statewide Broadband Access and Adoption. UPDATE: Summary included above as part of the 2020 Competitiveness Agenda Recap 2. Goal: Innovative and Flexible Education Delivery Methods. UPDATE: Pursuant to Act 135 of 2020, the Continuing Resolution, the State Superintendent of Education was able to waive certain regulations and requirements including curriculum and seat- or instructional-time requirements. In addition, many schools pivoted to delivering instruction in an online or blended format.

RISING TO THE CHALLENGE Since 1946, BlueCross BlueShield of South Carolina has helped South Carolinians navigate many challenges. Our security, strength and stability have allowed us to stand tall in the face of adversity. And thatâ&#x20AC;&#x2122;s not going to change. Whatever challenges arise, weâ&#x20AC;&#x2122;ll face them together.

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Legislative Scorecard

FIND YOUR ADVOCATE WITH THE ONLINE LEGISLATIVE SCORECARD Since 2010, the South Carolina Chamber of Commerce has published an annual Legislative Scorecard to provide the stateâ&#x20AC;&#x2122;s business community and the public with information on how state legislators cast their votes on business issues. Now online, the digital scorecard allows you to find out how your legislator is voting on the issues that matter to you, simply by searching by legislator, voting record, by overall score, or by individual bill. scchamber.net/legislative-scorecard

Awards

BUSINESS ADVOCATE AWARD WINNERS Each legislative session, the Chamber tracks votes on key business issues and tallies them to determine an overall score for each member of the General Assembly. This year, the Chamber scored votes related to fixing our uncompetitive tax structure, overhauling our broken education system, and continuing to fill the workforce gap.

CHAMPIONS Thomas Alexander

Ronnie Cromer

Harvey Peeler

Cal Forrest

Jay Jordan

Russell Ott

SENATE

HOUSE

SENATE

HOUSE

ADVOCATES Sean Bennett

Paul Campbell

Chip Campsen

SENATE

Tom Corbin

Greg Gregory

Larry Grooms

Hugh Leatherman

SENATE

Dwight Loftis

Shane Massey

Floyd Nicholson

Glenn Reese

John Scott

Nikki Setlzer

Katrina Shealy

Ross Turner

Tom Young

Rita Allison

Lucas Atkinson

Bart Blackwell

HOUSE

Gilda CobbHunter

Bobby Cox HOUSE

Heather Ammons Crawford

Chandra Dillard

Jason Elliott

Laurie Funderburk

Craig Gagnon

Doug Gilliam

Patrick Haddon

Pat Henegan

Davey Hiott

Chip Huggins

Joe Jefferson

Roger Kirby

Randy Ligon

Tim McGinnis

Weston Newton

Tommy Pope

Leola RobinsonSimpson

Bill Sandifer

Eddie Tallon

Ashley Trantham

Jay West

Mark Willis

Chris Wooten

SENATE

HOUSE

Gary Simrill HOUSE

Bill Whitmire HOUSE

SENATE

Wes Climer

SENATE

HOUSE

SENATE

HOUSE

SENATE

HOUSE

BORN HERE. RAISED HERE. We’re proud to call South Carolina home and honored to welcome thousands of We’re proud to call South Carolina home and honored to welcome thousands of locals and visitors through our doors every day for great deals on fresh food, drinks, locals and visitors through our doors every day for great deals on fresh food, drinks, snacks and fuel. We’re focused on helping our neighbors both in our stores and snacks and fuel. We’re focused on helping our neighbors both in our stores and out in the communities we serve. That’s what being a local company means. out in the communities we serve. That’s what being a local company means.

We’re here for you, 24 hours a day, 365 days a year. We’re here for you, 24 hours a day, 365 days a year.

Providing fast and friendly service to South Carolina’s on-the-go customers since 1972. Providing fast and friendly service to South Carolina’s on-the-go customers since 1972.

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Love Where you live:

Three Views on South Carolina’s Business Economy

IT’S EASY FOR PEOPLE TO SAY WHY THEY LOVE SOUTH CAROLINA—oftentimes, they’ll talk of the beaches, great golf courses, our big companies, or great Southern hospitality. But there’s far more that makes South Carolina one of the best places to live and work than just our destination spots, fantastic food, and great economy. South Carolina is moving the needle in other areas, too—areas that may not be in the spotlight but are worthy of recognition. We asked three of our local business leaders to talk about some of these areas, and how they contribute to everything that South Carolina is, and will become. Here are their stories.

Innovation by Bob Quinn Executive Director, South Carolina Research Authority

2 3 Diversity

Business Culture

by Cynthia J. Walters Ed.D.

by Mike Brenan

Corporate Director of Inclusion, Prisma Health

Regional President, BB&T now TRUIST South Carolina

Innovation

by Bob Quinn

WHEN THE SOUTH CAROLINA RESEARCH AUTHORITY (SCRA) LEADERSHIP TEAM MET LAST YEAR to develop its

Executive Director, South Carolina Research Authority

long-term vision, we decided to focus on a vision for the entire state, “South Carolina will be an innovation destination.”

tremendous progress over the past decade, and the trend lines are heading in the right direction. We can and will succeed in fulfilling this vision with the right dedication and focus.

That’s a nice tag line, but what does it truly mean? It’s best to start by defining innovation. Dictionaries and scholars provide long and dense definitions. The S.C. Department of Commerce’s Office of Innovation overcame this challenge by boiling it down to one simple, compelling concept, “the relentless pursuit of transformational ideas.”

Nothing has demonstrated this point more clearly than how South Carolina’s entrepreneurs and academic institutions have used innovation to tackle the COVID-19 pandemic and its effects. Dozens of organizations across the state have deftly shifted focus to address multiple issues resulting from this unprecedented crisis.

What does it mean to be an innovation destination? We envision a day when a: •

serial entrepreneur, who has had several successful exits (e.g., initial public offerings), is launching an artificial intelligence-based startup;

•

world-renowned academic researcher is seeking partners to advance the state-of-the-art in battery technology, and

•

Fortune 500 company is looking to relocate its research and development operations, and they select South Carolina as their location of choice.

One example is Columbia-based ZVerse, a digital manufacturing company. They saw the dire need for protective shields for healthcare workers and, as an agile, early-stage company, they quickly pivoted to producing shields. The company soon became one of the largest manufacturers of reusable shields in the country, but the innovation didn’t stop there. ZVerse then devised a new, proprietary product for service workers, such as those in the food-service industry. This face shield rests on the collarbone, rather than the forehead, making it more comfortable to wear over long periods of time. The company also developed models for youth.

This vision has yet to be fully realized. However, the encouraging and inspiring news is we have made

A team from the Medical University of South Carolina addressed the shortage of protective masks by developing,

“

These COVIDrelated solutions reflect a growing and robust innovation ecosystem in South Carolina.

in a matter of days, the Self-Assembly Filtration for Emergencies, or SAFE, Cartridge System. The system can be used by both medical professionals and individuals desiring an extra level of protection. The main body of the system is made using 3D printers, which are now readily available worldwide. MUSC is providing free access to the plans required to print the system, and masks are now being printed in several countries. These and other COVID-related solutions reflect a growing and robust innovation ecosystem in South Carolina. Ten years ago, the idea of medical devices and diagnostics being developed in our state would be far from mainstream, and innovators in those fields had few resources to which to turn. Today, South Carolina Biotechnology Innovation Organization (SCBIO), the state’s life sciences industry association, is a thriving

Innovation

“

Love Where You Live

organization that supports an $11+ billion industry employing over 43,000 workers at an average salary of more than $78,000. The ecosystem also includes technology incubators and accelerators located throughout the state where entrepreneurs can receive guidance and collaborate with other innovators. SCRA has recently spearheaded an initiative to create the South Carolina Business Incubator Association to join these various organizations to share best practices and further stimulate the innovative spirit now thriving in our state. Although anecdotal evidence of the impact and growth of innovation is illustrative, it is vital to use more quantitative metrics to measure progress in South Carolina and comparatively against other states. For example, since the inception in 2006 of SCRA’s entrepreneurial program, SC Launch, early-stage companies have received over $53M in grants and investments. That has led to follow-on funding from investors such as venture capitalists totaling over $1.1B. That track record is world-class and is a testament to the quality of the companies. The Milken Institute produces its State Technology and Science Index to benchmark states on their science and technology capabilities and broader commercialization ecosystems that contribute to firm expansion, high-skills job creation, and broad economic growth. In one of the assessment categories, Risk Capital and Entrepreneurial Infrastructure, South Carolina moved up 16 spots, from 42nd to 26th, between 2016 and 2018.

Are we satisfied with 26th? Absolutely not. However, that level of improvement demonstrates that we are "firing on all cylinders" and are "punching above our weight class", given our state's relative size. With innovation continuing to be at the heart of the growth and prosperity of South Carolina, our future is bright.

Corporate Director of Inclusion, Prisma Health

“

THE COVID-19 PANDEMIC, Black Lives Matter, health disparities, and systemic racial inequities have brought diversity and inclusion front and center in the last few months. People have been struggling with whether to have a conversation, when to have a conversation, and how to have a conversation around the racial issues that have divided us for decades but now seem to be forced upon us. We struggle with being ourselves, being politically correct, and supporting family and friends if their views are different. Our world, country, and state are upside down, and we are in the midst of “something” we have never experienced before. We must wear masks, social distance, and refrain from gatherings. There is a polarization of thought, the daily protests, working from home, and the seeming lack of community. Such changes as these and others that you perhaps can identify might make it hard to love where you live right now.

So how do we get back to living and loving life as it is?

(Adapted from article written by Tracey Brower, Forbes Magazine, April 2020)

“

Diversity

By Cynthia J. Walters Ed.D.

Pay attention to your thoughts

What you focus on and what you believe will become your reality. An article published in Psychological Science found that when people thought more positively, they interpreted information more positively as well. The implication for the pandemic? Keep your spirits up and remind yourself things may not be as bad as you think. Your own concerns or

What you focus on and what you believe will become your reality.

“

anxieties may be causing you to interpret things more negatively than you might otherwise. Stay positive, and things around you will likely feel brighter. Seek the familiar

Enjoy your surroundings, engage in your favorite hobbies, or listen to your favorite music. Find ways to get away, even if it’s for brief moments to look out the window or take a quick ride to listen to your favorite music. The brain seeks meaning in the midst of uncertainty. By paying attention to stories, not

Diversity

“

Listening to the stories of others causes the brain to better engage and life to feel normal.

Love Where You Live

just numbers, you’ll feel more engaged with others. Listening to the stories of others causes the brain to engage better and life to feel normal. Pay attention to the basics

Quarantine can become monotonous—whether you’re wearing a path from your kitchen to your living room or participating in your tenth video conference for the week. •

Be sure to take breaks so your brain can recharge and increase energy levels.

•

Exercise regularly to break up the monotony and enhance your memory. Walking around your couch, your neighborhood, or just taking a long stretch will help you remember stable times.

•

Limit blue light by reducing time on the computer, watching television, or checking that phone. Studies show too much blue light can negatively impact sleep and circadian rhythms and, in turn, have negative effects on physical, emotional, and cognitive health. Manage your screen time and limit your exposure to blue light.

To love where you live right now may require effort on the part of each of us. Keep in mind that life will always throw challenges at us—randomly, short, or long-lived. The best we can do is choose how we will meet the challenge and then choose to “Love life as it is.”

Business Culture

by Mike Brenan

TO SAY THAT 2020 HAS BEEN UNPRECEDENTED and

unpredictable would be an understatement. That said, as Americans and as South Carolinians, we have encountered challenges before and I’m confident in our ability to weather these events and fully recover. While the economy experienced a swift decline earlier this year due to the pandemic and there are positive signs of recovery in some of the recent data, I believe economic uncertainty will continue to be the main constant as effects of the pandemic continue to impact the economic recovery well into 2021. Fortunately, as a whole, the South Carolina economy seems to be doing better than other states, but there are a number of considerations, notably in changing public safety and health dynamics, that will continue to underscore the complexities associated with reopening efforts both here and across the country. Reopening efforts in South Carolina have demonstrated that business can reopen with protocols that protect the

Regional President, BB&T now TRUIST South Carolina

safety of business and teammates–generating revenue and employing thousands of people again. Given the rise in recent weeks of COVID-19 cases in many states, it’s critical to maintain vigilance in monitoring the progress in our communities as well as the experience in other states and businesses so we act accordingly to ensure that our economy continues to recover. The assistance programs by the federal government for individuals and businesses, along with the Federal Reserve’s efforts, clearly blunted some of the downside and hastened the recovery. With some of those measures expired, there’s an additional layer of uncertainty and possible repercussions across the economy. It’s also unclear to what degree there’s an appetite to provide additional relief. We continue to believe the biggest impact, in terms of the decline as well as recovery, will be in 2020 with the recovery being somewhat sluggish and uneven—both in terms of industries and regions across the country. We believe those conditions will persist well into next year, creating a

Note: Economic views were informed by information from SunTrust (now Truist’s) Investment Advisory Group.

“

It may feel like we took the elevator down to the basement economically, but we are climbing the stairs back up.

persistent, uncertain environment for businesses and our communities. We expect 2021 will be a transitional year with the recovery continuing but perhaps at a slower rate than the second half of 2020. Broadly, the recovery should resemble Nike’s iconic ‘swoosh’ logo, potentially taking until 2022 to fully repair the economic damage caused

Business Cul

“

Love Where You Live

by the pandemic. Looking at it another way, it may feel like we took the elevator down to the basement economically, but are climbing the stairs back up.

As my team and I have talked with our commercial and industrial clients, the most encouraging response is that most are viewing the pandemic crisis as an opportunity to discover new and different ways to interact with clients, employees, and suppliers. Furthermore, they believe that these new interactions will become an important part of a post-pandemic future. Times of crisis in the business sector can often lead to overall improvement in strategies, tactics, and systems which benefit us in the future. An uncertain economic environment creates enormous stress on elected officials, business leaders, workers at all levels and people across our communities. As experienced business and community leaders, we have successfully managed our organizations through periods of economic turbulence in the past. We have taken appropriate action in response to recessionary forces -- modifying business plans, postponing growth initiatives or restructuring businesses -- to ensure viability and to mitigate the impact to employees, their families and our communities. We will need to continue to draw upon those skills.

We are resilient, adaptable and up to this challenge. Together, we will be stronger than we were before.

Local Local Roots. Roots. Global Global Reach. Reach.

Our experienced attorneys are not only proud to be part of Our experienced attorneys are not we’re only proud to be part of South Carolina’s rich legal history, passionate about South Carolina’s rich legal history, we’re passionate about shaping the practice of modern law to better serve our shaping the practice of modern law tohsblawfirm.com better serve our clients across the state and beyond. clients across the state and beyond. hsblawfirm.com CHARLESTON · COLUMBIA · FLORENCE · GREENVILLE CHARLESTON · COLUMBIA · FLORENCE · GREENVILLE

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Education

GOING STRONG A REVIEW OF SOUTH CAROLINA’S HBCU STEM PROGRAM

HE SC HBCU (Historically Black Colleges and Universities) STEM program was launched in the Fall of 2018 as a vital component of South Carolina’s workforce pipeline into STEM-focused industries, and one that has a significant impact on our students’ future. The SC HBCU STEM was created to help build a partnership between the seven South Carolina-based HBCU institutions (Allen University, Benedict College, Claflin University, Clinton College, Morris College, South Carolina State University, and Voorhees College), their student and, South Carolina industry. The program connects students interested in STEM (Science, Technology, Engineering, and Mathematics) related careers with diverse options of those careers in South Carolina. One primary objective is that the students can obtain paid summer internships. During the program, the students participate in professional development sessions on interview skills, elevator speeches, and building resumes. Additionally, they participate in site visits to a number of businesses, where they are prepared to interact with CEO’s and other executives and talk about academic courses that may be related to that organization’s needs. As such, this program offers a select group of students a unique opportunity to interact, learn from and, work with South Carolina companies and business leaders in STEM-related fields. In order to participate, each student must fit certain criteria for participation; they must have at least a 3.0 GPA, be a South Carolina resident, and be selected by the President or Deans of the STEM Departments at their respective institutions. In year one, a total of 20 students participated, with five receiving job offers (extended by Nephron Pharmaceutical, SRS, Michelin, and Boeing), and another 10 offered internships (at the Science or Chemistry Research Departments at Allen University, Clemson University and SC State University, Akebona Brake Corporation, Cummins, Inc., GE, Northrop Grumman, Boeing, Blackbaud and Lawrence Livermore National Lab). Comparatively, Year Two had a total of 23 students, where seven students received job offers (at Blackbaud, Boeing, Carolina Filters, Citibank, Lexington Medical Center, Northrop Grumman, LLNC Cyber Defense Lab), and another nine were offered internships (at Boeing, Carolina Cluster Career Research Program, IBM, MUSC Cancer Research Department, Research Department of Virginian Commonwealth University, SC State University Chemistry Department, TD Bank, US Department of Energy, and Volkswagen). In addition, two others were offered graduate school scholarships to the University of Kentucky and North Carolina A&T State University. Due to COVID-19, Year Three will continue as virtual sessions, with hopes of in-person sessions resuming in the Spring of 2021. In the meantime, we have learned from the students that they want more professional development around interviewing skills and help with elevator speeches—something that organizers are implementing for future cohorts.

CHARGED UP! INSIDE THE NEW ENRG PROGRAM

AS A FOUNDATIONAL ELEMENT OF THIS PROGRAM, the Chamber will use a $100,000

grant from the Duke Energy Foundation to provide support to 56 small businesses in the 29 South Carolina counties that Duke Energy serves in the state, with half of those owned by minorities and women. Businesses were nominated through local Chambers, and upon selection, are participating in the six-month program that includes a series of informative seminars covering marketing, legal issues, advocacy training, governance, taxes and regulations, finance, and sustainability. In addition to this robust program, the Chamber offers webinars conducted by subject-matter experts on Marketing and Promotional Assistance that cover debt management, strategic planning, health and safety, and, advocacy training. “The S.C. Chamber is excited to partner with the Duke Energy Foundation to administer this new program focused on helping small and

minority owned businesses in the state,” said Ted Pitts, president and CEO of the state Chamber. “This creative small business program will help entrepreneurs and their companies grow, benefiting them, their communities and the state.” It is the intention that those businesses selected to participate in the program will form relationships that will help them grow, in spite of COVID’s impact on them and their business networks. In addition, mentorships will form, and networking and basic sharing of information amongst the participants will allow for increased visibility in their local communities. “Small businesses are the lifeblood of our economy in South Carolina, and the pandemic has challenged their very existence these past few months,” said Mike Callahan, Duke Energy’s South Carolina president. “We’re pleased to work with the state Chamber to offer these critical resources to the business community during these challenging times.”

The ENRG program (Empower, Network, Resource and Growth), a partnership between Duke Energy and the South Carolina Chamber of Commerce, kicked off in November 2020 as an effort to support small businesses impacted by COVID-19.

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2020

Public Servant OF THE YEAR

S E N ATO R T I M S COT T

Leadership Awards

IN THE STATE OF SOUTH CAROLINA, there are 135 Opportunity Zones—areas designated by a federal program to encourage economic development and job creation in low-income urban and rural communities. Created by Congress in the Tax Cuts and Jobs Act of 2017, the program is designed to push funds into these communities, building up investment, and providing real-life benefits for the local citizens, after Senator Tim Scott realized that the trillions in unused capital gains provided huge opportunities to incentivize investors to help communities most in need.

This year, with the COVID-19 pandemic, legislators were in a rush to determine how best to help the American public, and the PPP loans solidified financial help for small businesses. However, they overlooked other hard-hit industries. Two of those—Chambers of Commerce and Destination Marketing Organizations—would be covered under a bill introduced by Scott, alongside Senators Rubio and Cruz. He also remained vocal about transparency and accountability, to ensure that those who needed the funding most were the ones to receive it, and that business owners would understand what they were taking on with their application for the funding.

“I wanted to create an initiative that could help fight poverty in distressed neighborhoods,” said Senator Tim Scott, who created the initial bill. “We knew that the past 50 years of governmentled policies attempting to fight poverty produced uneven results at best, and that if there was a way to unleash the private sector, we could make a huge difference.”

“The obstacles presented by the current pandemic were unforeseen for so many Americans and we should do as much as possible to ensure that American workers stay employed and that the unemployed can return to the workforce,” said Scott. “But it’s also important that there’s a level of transparency, especially as it relates to government funding. We want to make sure that the money is going to the folks who it’s intended for, and we want to make sure that they’re using the funds for the right reasons.”

For Scott, who grew up poor in a single-parent household in North Charleston, the legislation was deeply personal. Not only was it reflective of his own life experiences, but it was a way to fight poverty without creating more government intervention and taxpayer-funded programs. “My mom worked 16-hour days to keep food on the table and to keep us off of welfare. I got to a point where I knew I wanted something better out of life, so I used my education to start a business and that was my way out of poverty. Thinking of my childhood, and families in this same situation, is what led me to the idea of Opportunity Zones—areas to foster entrepreneurship and job creation.” As proof of his commitment to the concept, Scott hasn’t just dropped the cause to move on to other legislative issues. Since its signing into law, he has spent a lot of his time touring the nation to visit designated Opportunity Zones, as well as the developing projects coming to fruition due to his efforts. “Visiting designated Opportunity Zones around the nation has been pretty rewarding,” he said. “I’m excited to see the new projects that are developing across the country, as well as the potential jobs coming to underserved communities. I am looking forward to seeing the transformation that occurs across America due to Opportunity Zones. While Opportunity Zones no doubt could affect hundreds of thousands of people across the U.S.—and indirectly far more— they are also only one thing that Scott has championed recently.

However, the fight for small business funding wouldn’t be the only thing that Scott focused on in the summer of 2020, as the pandemic continued to tear through the United States and protests broke out in response to the death of George Floyd. In response, Scott shifted his focus to police reform, leading the conversation as one of the only black members of the U.S. Senate. “It’s important that we pass legislation on police reform because this issue disproportionately impacts distressed communities, which often times are communities of color. As a Black man, I’ve experienced the good and bad of law enforcement, and I think it’s important to hold all accountable and to support character driven officers,” he said. “I am still optimistic that we can pass legislation in the future or at least resume the negotiations. But I would like to emphasize to my Democratic colleagues that we should not allow perfection to be the enemy of the good. I would rather have 60-70 percent that we can agree upon than to not deliver anything to the American people.” So while the past few years have been significant in Scott’s career as a public servant—and 2020 notable by many measures—he is far from done in his work In the Senate. While there is no doubt that his voice will be heard on any number of issues in the future, he still has his focus set on one thing going forward: Opportunity. “I am in the process of working on my plan for my America 2030 by focusing on building the Opportunity Society and focusing on access to opportunities for struggling families across America,” he said.

The South Carolina Chamber’s Public Servant of the Year award recognizes an individual who has served, or currently serves, as a key official in state government and has contributed to the overall well-being and health of the state as a whole.

2020

Business Person OF THE YEAR

LOU KENNEDY

President/CEO, Nephron Pharmaceuticals Corporation

Leadership Awards

WHEN LOU KENNEDY’S FATHER WAS TRANSFERRED to South Carolina when she was only two years old, she had little idea of the force she would someday become in the state. That force, by the way, isn’t just seen in her role as President and CEO of Nephron Pharmaceuticals; it is revealed in the efforts she has involved herself and her company in across the state in a variety of ways—always seeking to benefit the state of South Carolina, and its citizens.

But Kennedy’s desire to help others doesn’t end within the walls of Nephron. In fact, she has been quite vocal in her support of initiatives that help the South Carolina community as a whole, even while serving as Chairman of SCBIO, and as a gubernatorial appointee to both #acceleratesc, and the South Carolina Research Authority’s executive committee, as well as other community positions.

Growing up in the Columbia area and then graduating from USC, Kennedy took time to move around the U.S., living in Texas, Atlanta, Florida and Virginia before finally coming back home to the Palmetto state. By that time, Nephron already existed, headquartered in Orlando, Florida, and Kennedy was already serving as its CEO, having taken up the mantle in 2007 after building a sales force. In 2017, after continuous growth, they made the decision to move the headquarters to South Carolina.

One such initiative was to bring broadband to communities in need—a need highlighted by recent shifts made by schools, companies and workers during the COVID-19 pandemic.

“We've never, ever been in a year that we weren't expanding and growing,” Kennedy said. “Even the year that we had to lay off people from the Florida facility, when we decided to move our headquarters here, this facility was just blowing up. So…I would say that if you had to characterize Nephron by one word, I would say it’s ‘growth.’” That growth is obvious when you look at Nephron today, whose footprint rests on around 400,000 square feet that by 2021 will grow to about a million square feet, and the addition of another 300-plus employees to the ranks. In addition to that is the new Kennedy Pharmacy Innovation Center, which hopes to ensure that “the University of SC College of Pharmacy is the recognized leader in transforming pharmacy education and practice.” The desire to transform the pharmaceutical industry can also be seen in a recent corporate decision, where Nephron brought in South Carolina teachers to work part time in a quickly growing division, until robotics and the machinery could be brought in to automate the process. For Kennedy, whose parents were both teachers, it was a no-brainer. "I have a soft spot for all educators, and so I said, these teachers would be so great to help us with our part time needs of folding boxes and packing and just visual inspection; a number of things,” Kennedy said. By prorating the average teacher’s salary, they were able to come up with an hourly wage of $21, and ended up with a roster of 850 teachers from across the state. “We had people driving from as far away as Rock Hill, Camden, and Newberry... if you're on the teacher program, you are given red scrubs like a teacher's red apple...it's been a blessing because they just bring life to the place.”

“While I started efforts and asked the chamber to stand up this committee last year, it became evident that we needed to do it much faster,” said Kennedy of the broadband initiative. “So I made a plea to the entire South Carolina delegation, to ask them for their help, and I asked the state Chamber to stand up a committee to explore what we knew and how we could act, and how we could act on the information that we received, and that's morphed into some work at the legislature.” But with all of Kennedy’s activity—both through Nephron and throughout the community—it may be her responses this year during the pandemic that her efforts were fully revealed to the state, and beyond. While Nephron was uniquely positioned prior to the onset of COVID-19, due to their status as a leading manufacturer of inhalation solution used in nebulizers for respiratory issues, Kennedy quickly became a leading voice in the call for rapid COVID testing in order to help right the economic ship within the state, primarily serving S.C. universities with their vast testing needs. The company even founded a new CLIA-certified lab that allows them to perform rapid viral and antibody tests, then partnered with One Medical to ensure that employers could access the testing for their own workforce. But that wasn’t all—throughout the evolution of needs since March 2020, Kennedy and her team at Nephron has met every opportunity thrown at them. “During COVID, we absolutely started new business model business streams within our company,” said Kennedy. “We were not in the business of making hand sanitizer, but the government asked us to do it, and we complied. We were not in the business of making viral transport medium and assembling test kits, but we figured it out, and now we do that. We were able to answer the call when our orders for respiratory meds in March were up 140 percent, and we got those out the door.”

The South Carolina Chamber's Business Leader of the Year is chosen based on leadership in South Carolina and teh embodiment of personal success. Other criteria include a business record based on ethical conduct and corporate responsibility, public service, contributions to the preservation of South Carolina's government and commitment to creating a positive business climate to improve the state's economy

P R E S E N T I N G the SOUTH CAROLINA CHAMBER OF COMMERCE

State Chamber AWA R D S

Throughout the year the SC Chamber of Commerce recognizes a number of people and companies throughout the state for industry excellence. From our Human Resources awards to recognizing top companies in our sector, we are honored to see those persons and companies on the following pages continually representing our great state.

DIVERSITY

HUMAN RESOURCES

VETERANS

WORKPLACE

2020 State Chamber Awards

Excellence in Workplace Diversity AWA R D

The Excellence in Workplace Diversity Award recognizes companies for their significant contributions to the advancement of South Carolina through diversity initiatives and inclusion efforts. Criteria considered in selecting the winners include diversity initiatives, effectiveness and applicability/replicability. All South Carolina companies are eligible to apply.

20 20 AWA R D W I N N E R

South Carolina Federal Credit UnionÂ is committed to being involved within their communities where they live and work.Â Their involvement within their communities supports their diversity initiative by strengthening relationships and encouraging their employees to be active and engaged. SCFCU provides their employees the opportunities to be involved through Diversity and Inclusion events and by communicating the importance of diversity in several areasâ&#x20AC;&#x201D;thought, videos, and company-wide trainings. Through all of their initiatives they have received recognition as a Best Place to Work in South Carolina, and a Best Credit Union to Work For.

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2020 State Chamber Awards

Human Resources Professional O F T HE YE AR

The Award for Professional Excellence in Human Resources Management recognizes creative approaches and consistently high performance that benefits the nominee’s company or organization and the business and professional community. The person selected is the “best” in the human resources profession. The annual award is a joint venture of the S.C. Chamber of Commerce and the South Carolina State Council/ Society for Human Resource Management. In 2020, the Chamber presented the 2nd annual Human Resources Rising Star award. This award is given to an individual with fewer than 10 years' professional experience in human resources who has already made an impact.

2020 HR PROFESSIONAL OF THE YEAR

Leslie Norris SENIOR VICE PRESIDENT FOR HUMAN RESOURCES & DEVELOPMENT, SOUTH CAROLINA FEDERAL CREDIT UNION.

Leslie Norris is the Senior Vice President for Human Resources and Development at South Carolina Federal Credit Union. She joined the credit union as HR Manager in 1998, became HR Vice President in 2002, and was promoted to Senior Vice President in 2005. Norris leads a staff of 26—to include Human Resources, Talent Acquisition, and the Learning Center— who provide an “Employer of Choice” workplace for 500 employees across the state. Leslie’s commitment to her profession is evident in the time and energy she devotes to honing her skills and keeping her knowledge current. She holds the Senior Certified Professional (SHRM-SCP) and Senior Professional in Human Resources (SPHR) designations, as well as memberships in the Credit Union National Association's (CUNA) Human Resource Council and the Society for Human Resource Management (SHRM), a national professional organization. Leslie is passionate about making South Carolina Federal Credit Union a place where people want to work. Her visionary thinking, best practice implementation, and exceptional communication have propelled South Carolina Federal as a two- time Glassdoor Best Places to Work recipient, a seven-time Best Places to Work in South Carolina recipient (presented by the SC Chamber of Commerce), and a four- time Best Credit Unions to Work For recipient (national recognition from the Credit Union Journal). In her 20+ years at South Carolina Federal, Leslie has initiated programs to enhance and/or overhaul benefits and perks for employees, as well as education, wellness, work/life balance, compensation, and engagement initiatives. Her team describes her as a big picture thinker and an employee advocate who walks the walk and makes ideas come to life. Leslie's community service honors her love for people. Inspired by her daughter, Riley, a congenital heart defect patient at MUSC Children’s Hospital, and her mother, Sharon, who suffered from Alzheimer’s disease, Leslie is a proactive leader who gives back eagerly

to the organizations that support her family’s quality of life. She is an avid supporter of the Children's Miracle Network and the Alzheimer’s Association and has been actively involved in their efforts for several years. In 2016, she was the co-chair for the Charleston Walk to End Alzheimer’s, helping to organize and promote an event that included 2,000 walkers and raised over $350,000 for Alzheimer’s research. She is also on the Board of Directors for the Lowcountry Children's Museum and the a co-founder and board member of the South Carolina Federal Foundation, which is the credit union’s ‘life simplified’ approach to giving back to the community. The Foundation raises over $100,000 per year for a number of charitable organizations, including the Alzheimer’s Association, the American Red Cross, the Lowcountry Orphan Relief, the Lowcountry Food Bank, Trident United Way, Children’s Miracle Network, and Water Mission. Leslie is also a Forty under 40 recipient from Charleston Regional Business Journal and received the Executive Finalist award as an Influential Women in Business. She holds a Bachelor of Science degree from Francis Marion University. Leslie is married with two children.

2020 H R R I S I N G S TA R

Clarence Wong TALENT ACQUISITION MANAGER, SPIRAX SARCO INC

Clarence has been in a resident of the Upstate of South Carolina since 2014, and currently lives in Travelers Rest with his wife, Rachel, and 3 children. As the Talent Acquisition Manager for Spirax Sarco USA, he enjoys meeting new people and learning about their individual profession within different industries. Clarence has had the privilege of recruiting for positions in the US, Singapore and across South East Asia, spanning industries from technology, construction, manufacturing and professional services. Clarence currently serves as the Greenville SHRM (GSHRM) Chapter’s Certifications Chairperson, and has held previous positions on board of GSHRM and East Link Academy (Mandarin Immersion Charter School). Born and raised in Singapore, Clarence graduated with a Bachelor’s degree from Murdoch University, and speaks Mandarin as a second language.

2020 State Chamber Awards

Boeing Veterans Leadership AWA R D

Sponsored by

South Carolina has the 8th largest population of active duty military and 18th largest population of veterans. They experience unique challenges as they transition from military to civilian life. Veterans bring a unique set of skills and thought diversity to the workforce. The Boeing Veterans Leadership Award program is designed to highlight a non-profit organization that has shown an outstanding commitment to South Carolina's veterans and their families.

20 20 A N N UA L AWA R D W I N N E R

Vantage Point Foundation There are over 190,000 Post-9/11 veterans transitioning into civilian life each year—a transition that affects almost every dimension in their lives: work, family, social, school, and community. Many veterans experience friction in this transition. VPF strives to ease that friction, and accelerate veterans’ forward progress into work, education, and their communities. The founding board members of the Vantage Point Foundation have over 20 years of combined experience supporting Post-9/11 Marines and Navy Corpsman in their transitions throughout the functions of the District Injured Support Coordinator (DISC) with the Marine Corps’ Wounded Warrior Regiment and the Navy Marine Corps Relief Society Combat Casualty Visiting Nurse Program (CCVN). The Vantage Point Foundation (VPF) is a nonprofit organization whose mission is to guide and support Post-9/11 military veterans and families on a new path towards healing and civilian success. VPF primarily supports veterans throughout the greater South Carolina region who have experienced wartime trauma. While the military effectively transforms civilians into skilled warriors, its training for civilian life is lacking. With the civilian/ military divide more distinct (10 percent of the US population served in WWII contrasted with 0.8 percent in the Post-9/11 era) the transition to civilian life can be isolating. VPF is distinct from other organizations in its systematic approach to training veterans for civilian life. VPF understands that for veterans to fully reintegrate into their communities, three things are necessary; Community, Healing, and Purpose. VPF facilitates these by conducting multi-day courses in which mentors (veterans from previous generations and peers), course facilitators, and medical/mental health professionals enable the participants to identify and work through issues impeding their reintegration into civilian life. Here they learn the tools for Post Traumatic Growth. All participants leave the course with career, educational, and personal goals, along with a support network of mentors, fellow veterans, and professionals. Course graduates are provided with one year of continued training and holistic support in which the staff and mentors walk with each veteran and their family as they pursue their goals along educational, employment, and volunteer tracks. VPF’s intent is for all veterans in the program to become independent, thriving leaders in their work and communities. For more information about Vantage Point or to support their organization, please visit vantagepointfoundation.org.

2020 State Chamber Awards

Best Places to Work in SC AWA R D S

Best Places to Work in South Carolina is a survey competition to determine which participants are the best employers. Based on a two-part nomination, in which both the employer and the employees can explain why their organization is one of the best places to work in South Carolina, the process is managed by Best Companies Group (BCG) and winners are published by Herald Tribune.

2020 L A R G E E M P L O Y E R CAT E G O RY

1. Samet Corporation 2. The PURE Group of Insurance Companies 3. Burns & McDonnell 4. American Specialty Health Incorporated 5. Hire Dynamics 6. Life Cycle Engineering, Inc. 7. South Carolina Federal Credit Union 8. Advanced Technology International (ATI) 9. T-Mobile USA 10. Boingo Wireless 11. Marsh & McLennan Agency - Mid Atlantic 12. Duck Creek Technologies 13. CarolinaPower 14. ScanSource, Inc. 15. Palmetto Citizens Federal Credit Union 16. South State Bank 17. Select Health of South Carolina 18. Terminix Service, Inc. 19. Total Quality Logistics 20. RealPage Contact Center - Greenville 21. SC Ports Authority 22. SYNNEX Corporation 23. Cameron Ashley Building Products 24. CPI Security

2020 S M A L L/ M E D I U M E M P L O Y E R CATAG O RY

1. Sentar 2. Worthwhile 3. Scott and Company LLC 4. Parrish and Partners LLC 5. KOPIS 6. SpinSys 7. KeyMark, Inc. 8. PhishLabs 9. THS Constructors Inc 10. Palmetto Technology Group (PTG) 11. HudsonMann, Inc. 12. Sherman Construction 13. TPM 14. Frampton Construction 15. Mount Pleasant Waterworks 16. PRTC (Palmetto Rural Telephone Cooperative, Inc.) 17. Atlas Technologies, Inc. 18. Swampfox Technologies 19. The Brandon Agency 20. CF Evans Construction 21. Koops, Inc. 22. Recruiting Solutions 23. Lee Distributors 24. Bauknight Pietras & Stormer, P.A. 25. York Electric Cooperative, Inc. 26. Rhythmlink International, LLC 27. VC3

28. Cognito Forms 29. Rhodes Graduation Services Inc. 30. Connectivity Point Design & Installation 31. Find Great People, LLC 32. Crawford Strategy 33. SCRA - SC Research Authority 34. AMAROK (formerly Electric Guard Dog) 35. Haig Point Club 36. Central Electric Power Cooperative Inc. 37. Lim-Ric Plumbing, Heating & Air 38. First Reliance Bank 39. Total Beverage Solution 40. Equiscript 41. Infinity Marketing 42. Softdocs 43. New South Construction Supply 44. CUI 45. Carolina Trust Federal Credit Union 46. Quality Business Solutions, Inc. 47. Trehel Corporation 48. SIOS Technology Corp. 49. JEAR Logistics 50. Fortis Riders Acquisitions Corporation

INSIDE MCCALL FARMS WITH WOODY SWINK

All in the Family In 1838, James McCall took 2,000 acres of South Carolina dirt and turned it into a cotton farm in Effingham, S.C. Over the years, that land would change crops, change hands, and change purposesâ&#x20AC;&#x201D;all the time remaining in the family and adapting to the needs of the time and market around them. Today, almost two centuries later, McCall Farms remains one of South Carolina's oldest and most entrenched brands, and the same family remains at its helm.

Human Interest

Leading the operations shoulder-to-shoulder with his brother and cousin, co-President Woody Swink knows the plant like the back of his hand. “I am one of the sixth generation, and grew up on the family farm about a half a mile from the canning facility,” said Swink. “Working on the farm I’d prepare the grounds, plow, spray, and then harvest it. I’d work in the cookroom, in the warehouse, loading or unloading trucks, or drive a forklift.” Each summer would find Swink somewhere on the farm or inside the canning plant, even as he went off to college. Eventually, he came home to the farm after graduating from Clemson in 2000.

less than five percent of what goes through the canning plant, which produces more than 2.5 million servings of vegetables every day within a footprint of around 1.5 million square feet.

"They taught us everything—from the seeding to the banking,” Swink said. “The way we transitioned was made easier due to their great leadership and the training they gave us."

“I used to follow and watch my dad at work and he was so passionate about it, and that rubbed off on me,” he said. “I wasn’t forced to come back to McCall Farms, but I wanted to.”

Beyond the walls of the plant and the constant canning processes therein, Swink finds his time for more family—his wife, Brenda, and his three children. Whether it’s a tennis match or a school activity, his energies are spent, once again, supporting family.

Armed with a major in marketing and a minor in agronomy, Swink was ready to learn the business, and began chipping away at each aspect of it. Starting in sales, he quickly moved to administration and agriculture, working under his father, Henry, and Uncle Marion, to learn everything he could until the mantle of leadership was passed down in 2016.

Likely, that’s the whole theme of McCall Farms—family. With a timeline that spans almost two centuries of leadership of the McCall and Swink families, thousands of employees and their families, it’s clear that the company puts their own people in priority.

Now, as co-president, Swink oversees the sales, marketing, finance, administration, human resources and information technology divisions of the plant, which employs around 1,200 employees and covers 3,000 acres. The farm—still operating but, these days, far more automated—produces

He said, “Sure, we’re family owned, but we’re much more than that,” he says. “One thing that makes McCall Farms different is family is very important to us, but it’s not just the Swink family— it’s the employees’ families, too. We’re one big unit down here and we are proud of the culture we’ve built on family.”

Did you know...

Vegetables Canned vegetables are the most nutritious way to eat

your vegetables, other than fresh off the farm? Not only

that, but it’s one of the most economical ways of eating vegetables—it produces the least amount of waste and the packaging is sustainable!

EVERYONE’S FAVORITE GETAWAY:

RESILIENCE HELPS CARRY

State Parks

THROUGH A PANDEMIC By Dawn Dawson-House, Director of Corporate Communications, SC Department of Parks, Recreation & Tourism Photos provided by SC Department of Parks, Recreation & Tourism

Pass the Keys

When the state of South Carolina sheltered-inplace from the Coronavirus in early spring, and tried to adjust to a new normal in the summer, many industries and businesses were negatively impacted, even losing millions in revenue.

State Parks in South Carolina were no exception. Through wise, strategic operations, however, and a touch of good luck, the system rebounded in the months of May and June from negative impacts it suffered in April. By July 31, the Park Service was reporting record levels of revenue, high occupancy in its cabins and campgrounds, and significant engagements with future visitors.

“In some ways, the stars simply aligned,” said Paul McCormack, Director of the South Carolina State Park Service. “People were eager to re-discover parks and we were happy to host them. We also found creative solutions to the challenges Coronavirus presented.” The “good luck” came in the form of the Park Service’s number one asset—the great outdoors. More than 85,000 acres of the state’s best landscapes—oceanfronts, lake shores, deep forests and mountain vistas—are preserved and protected in state parks for people to enjoy.

According to most national consumer surveys, families began to crave open space after hearing about a virus that thrived in close quarters. People who had sheltered for more than a month when the Coronavirus first took root in the country were eager to get out for a breath of fresh air, and were searching for safe, affordable and engaging places. State Parks provided ample space for social distancing, full amenities for handwashing and sanitizing, and, with admission at less than $5 per person in most parks, was more affordable than a night at the movies. When the gates opened on May 1, most parks had lowered their visitation capacity to help the staff comply with social distancing and sanitizing protocols set by the SC Department of Health and Environment Control. It wasn’t surprising that on that first weekend, 21 of the state’s 47 parks reached their capacity. But as those caps began to ease and parks began allowing more visitors, many continued to reach capacity and had to close gates. Parks like Little Pee Dee in Dillon, Andrew Jackson in Lancaster and Hickory Knob in McCormick reached capacity for the first time in many employees’ memories. As Memorial Day drew closer and more attractions across the state opened, the pressure relieved some. Even after the Fourth of July, however, parks were still reporting higher-thanusual visitation levels with several parks having to close gates every weekend.

Tourism

But while the great outdoors became more and more popular as people sought space and distance, it was the Park Service’s strategic operations that helped keep state parks financially afloat. South Carolina’s state parks closed for 32 days at the end of March, a period of time when the Park Service revenue would typically exceed $3.5 million. On top of that, refunds for cabins, camping, wedding venues and shelters during the closure cost an additional $2.5 million compared to previous years. The revenue reports for March and April 2020 recorded a $6 million loss, among the lowest on record, rivaling October 2016 after coastal parks were closed for weeks following Hurricane Matthew. Closing gates, however, didn’t mean the Park Service lost touch with its fans and followers. State Parks kept people engaged through social media, reaching out to them with Facebook Live events several times per week from March 18 to mid-May. Naturalists showcased live animals and flora, and hosted sessions on crabbing and turtle watching. Historians helped the audience re-discover life in South Carolina in the 18th and 19th centuries.

For Easter, one of the busiest camping seasons of the year, the Park Service hosted a virtual Easter Egg Hunt on the website, and in mid April, the Park Service hosted a virtual campout weekend with the National Park Service and the U.S. Forest Service, inviting families to campout in their backyards and follow along as they pitched tents, made s’mores and talked about history. In the first three weeks of these events, more than 20 videos were posted, and they organically reached 432,000 people, driving 158,000 video views and 9,000 reactions, comments and shares. Most of the audience would view the 20+-minute videos through their entirety, which is especially laudable since the average watch time for social media videos is 17 seconds. When the last video was posted two months later, the series had reached more than 852,000 people, garnered more than 332,000 video views and more than 20,000 post reactions. Although not part of the Facebook Live series, the May 1 Parks re-opening video “Pass the Keys” reached more than 1.6 million people and had more than 932,000 video views, 69,000 reactions and 9,000 comments. It was shared more than 14,000 times.

Did you know...

The Park Service manages and protects more than 85,000 acres of South Carolina's natural and cultural resources, which range from deep mountain wilderness and old-growth forests to plantation homes, battlefields, waterfronts and wetlands. The state park system includes 47 operational parks and six historic properties. The system also includes more than 1,500 separate buildings, 155 cabins, 80 motel rooms, 3,000 campsites, two 18-hole golf courses, two saltwater fishing piers, 42 ponds, 156 miles of paved roads and more than 300 miles of hiking and riding trails. Under the guiding principles of stewardship and service, the Park Service’s mission is to encourage people to discover South Carolina by providing resourced-based recreational and educational opportunities that emphasize the conservation, protection and interpretation of the state’s natural and cultural resources.

Details about its public service can be found here www.SCPRT.com/Parks. To plan a trip to State Parks, visit www.SouthCarolinaParks.com.

This high level of interest in state parks drove record numbers of people to the Park Service’s official website at www. SouthCarolinaParks.com to discover more about these places and plan trips. In May, the website reported an 82 percent increase in traffic compared to May 2019. Every week in the summer of 2020, the website consistently logged 60 to 80 percent increases in traffic. Its companion website www. SCTrails.net logged 71 percent more visits from March 1 to July 31 than over the same time period in 2019. It also meant that more people ventured out to visit lesser known and hidden gem parks around the state. Lee State Park, for example, a riverside greenspace tucked just off I-20 near Bishopville that is most popular for picnics beneath CCC shelters, almost doubled its camping

occupancy in 2020 and generated about $30,000 more in revenue from camping than in 2019. Consequently, the demand for facilities and overnight lodging in these open spaces was high. Despite a monthlong closure and lower occupancy year-over-year, the Park Service generated about 1.02 percent more in camping revenue than the year before. “It took a lot of planning, a lot of working outside of our comfort zones,” McCormack said. “It also required everyone to be on board—from our naturalists and interpreters, to our reservationists, our marketing team, park operations—everyone.” “This may very well be our new normal; being flexible for whatever challenges come our way without compromising our values of resource stewardship and customer service,” he said.

State Parks

THE

PRO-BUSINESS VOTE

IN THE FIRST PART OF 2020—just a few weeks before the primaries were held in South Carolina—a new website launched with the goal of educating voters on pro-business candidates and policies. Aimed to serve as “resources on key state issues and voting information to help voters, candidates, and the business community make informed decisions,” the SC Election Center website provides a variety of resources. Powered by the SC Chamber of Commerce, in partnership with BIPAC, a nationally-focused political action committee focused on creating pro-jobs voters and advocates, the site includes top business issues, election news, a database to help voters identify their voting information and local offices, and Chamber endorsements. This, in addition to the Legislative Scorecard distributed each year by the SC Chamber, allows South Carolina voters the opportunity to focus their education and efforts on those candidates and issues that have been identified for their business friendliness. These new changes—and the new website—come after the dissolution of the South Carolina Business and Industry Political Education Committee in 2019. “Last year, when BIPEC dissolved, we decided to take on new responsibilities that were of value to former BIPEC members,” said Ted Pitts, SC Chamber of Commerce President. “While

the Chamber was already performing much of the work BIPEC did, one topic we haven’t spent much time on is sharing election and voting information with our members.”

WITH 2020 BEING A MAJOR ELECTION YEAR, THE CHAMBER BEGAN THE WORK OF CREATING WHAT WOULD BECOME THE SC ELECTION CENTER. 45

“We decided that the site needed to be far more than simply an election information center; it needed to track the Chamber’s top business policies,” said Pitts. The site would tie in top legislative issues and the Chamber’s legislative scorecard with the State House candidates the Chamber would be supporting in the primary and general elections. “Essentially, it would be a ‘one stop’ for our members to see the issues, the candidates, how candidates scored our the scorecard and which candidates the Chamber PAC supports.” While the site contains some information you might also find on scvotes.com—operated by the South Carolina Election Commission—the information found at SCElectionCenter.com is far more business-focused, and designed to provide a new value to the Chamber membership. In the future, the Chamber expects to include more educational information for members about the candidates running for State House seats, such as posting candidate questionnaires and videos of candidate interviews.

" WE HOPE THE SC

ELECTION CENTER WILL BE A USEFUL TOOL TO HELP BUSINESSMINDED VOTERS MAKE INFORMED DECISIONS ABOUT STATE HOUSE CANDIDATES THIS YEAR AND IN FUTURE ELECTION YEARS." Ted Pitts SC Chamber of Commerce President & CEO

D MEEENN NTT T OO OFF F DDE EEP PPA AAR RRTTTM M EEMMPPLLOOYYMMEENNTT AANNDD EMPLOYMENT AND W WOORRKKFFOORRCCEE WORKFORCE

Putting the the force Putting force back into work. back into work.

Through the SC Works Online Services (SCWOS) system at Through the SC Works Online Services (SCWOS) system at jobs.scworks.org, employers have Services immediate,(SCWOS) 24/7 access to tens Through the SC Works Online system at jobs.scworks.org, employers have immediate, 24/7 access to tens of thousands of employers resumes, the ability to post jobs, customized jobs.scworks.org, have immediate, 24/7 access to tens of thousands of resumes, the ability to post jobs, customized market of information and ability much more. find customized out about oflabor thousands resumes, the to postTo labor market information and much more. Tojobs, find out about additional services that support you more. and your visit labor market information and much To workforce, find out about additional services that support you and your workforce, visit dew.sc.gov/employers. additional services that support you and your workforce, visit dew.sc.gov/employers. dew.sc.gov/employers.

MAKING THE WORLD SAFER Inside Savannah River Nuclear Solutions

by Chris Caldwell Government & Community Relations Manager Savannah River Nuclear Solutions

AS THE U.S. DEPARTMENT OF ENERGY’S Savannah River Site celebrates its 70th anniversary in 2020, Savannah River Nuclear Solutions has helped position SRS for new manufacturing job growth and continued investment in South Carolina. A Fluor-led company with partners Newport News Nuclear and Honeywell, Savannah River Nuclear Solutions is the management and operations contractor at the 310-square-mile nuclear materials reservation, which includes the management of the Savannah River National Laboratory. SRNS employs 6,800 of the 11,000 workers at SRS, and its missions include work for DOE’s Office of Environmental Management and the National Nuclear Security Administration. Since assuming its contract in 2008, SRNS has developed innovative approaches for our nation’s

environmental commitments and nuclear materials challenges; continued to supply products and services to maintain the nation’s nuclear deterrent; and secured nuclear materials to prevent unwanted proliferation. SRNS President and Chief Executive Officer Stuart MacVean believes SRNS has positioned SRS and the region for significant new growth. “Over the past decade we have delivered costeffective results for our DOE customer: we’ve continued safe operations; hired and trained new talent; increased procurement of materials and services from local businesses; and upgraded our aging roads and operations infrastructure. With three new major capital projects now underway for the first time in four decades, there’s a sense of excitement and activity here that rivals the building of the Site in the 1950s,” MacVean concluded.

Member Spotlight Safety Comes First Safety has been a fundamental SRS value for more than 70 years, and the Site has a long track record as one of the world’s safest major industrial sites. Protecting workers, the public, the environment and national security interests continue to be its highest goals. SRNS is a three-time recipient of DOE’s “Voluntary Protection Program Star Site” award, has earned the DOE-VPP “Star of Excellence” 11 times since 2008, and has received more than 145 awards for its safety performance.

Operations The SRNS team continues to safely operate unique manufacturing facilities at SRS, including the only tritium production facilities for the U.S. nuclear deterrent, and the continued operation of H Canyon, the only production-scale radiochemical processing facility in the nation. SRNS continues to meet its environmental management milestones on or ahead of schedule, and partners with DOE to recommend alternative approaches to accelerate cleanup work and reduce costs.

SRNL Designated as the only DOE Environmental Management national laboratory, SRNL applies state-of-the-art science to provide practical, high-

value, cost-effective solutions to complex technical problems. As one of only 17 national laboratories, SRNL has been a demonstrated leader in applying science-based approaches and innovations to achieve our nation’s goals for more than 65 years. SRNL has the know-how and commitment to transform research and development into real-world solutions.

Workforce The SRNS workforce is engaged and adaptable to meet both its existing and expanding national security missions, and its team applies their expertise to complex and challenging national and global challenges. SRNS strives to be a compelling place to work, with a variety of on-site employee and leadership development programs and crosstraining career opportunities.

Community SRNS continues to earn public confidence in its missions by operating safely and meeting its commitments. SRNS provides more than $1 million annually to regional nonprofit and service organizations, education initiatives, and civic and economic development. This includes a dynamic STEM K-12 education outreach program and formal workforce agreements with regional colleges, universities and veteran programs. SRNS employees also serve on more than 50 local and state boards and commissions, and its employee-led United Way campaign met its $1 million fundraising goal to benefit nonprofit agencies in both South Carolina and Georgia.

www.savannahrivernuclearsolutions.com

Tomorrow is here FUTURE GROWTH AT THE SC PORTS By Liz Crumley, S.C. Ports’ Communications Manager

HE S.C. PORTS IS STEPPING into the future like never before with capacity expansions, modern equipment, and big-ship capabilities—signaling the arrival of a new future for South Carolina's imports and exports industry. S.C. Ports is in the final year of a six-year capital improvement plan, investing $2 billion to ensure the Port of Charleston remains the preferred port for customers looking to move cargo through the booming Southeast market—the largest of which will come online in March 2021 when the Hugh K. Leatherman Terminal launches operations, marking the country's first container terminal to open in more than a decade. The $1 billion Phase One will add 700,000 TEUs—a standard measure of cargo capacity—of annual throughput capacity to the Port of Charleston. At full build-out, the three-berth terminal will double S.C. Ports' current capacity by adding 2.4 million TEUs of throughput capacity.

The ability to handle more cargo is crucial for future growth—not just for S.C. Ports but also for the state. Shipping lines want to call on ports with deep harbors and ample capacity, and companies want to move cargo through efficiently run ports. As more companies use the Port of Charleston to access global markets, port volumes grow, and South Carolina benefits. Port operations in South Carolina support one in 10 jobs and generate a $63.4 billion economic impact each year, making it imperative to continue growing and diversifying its cargo base. "We have positioned ourselves well for future growth as we prepare to open Phase One of the Hugh K. Leatherman Terminal and continue deepening Charleston Harbor to 52 feet," S.C. Ports President and CEO Jim Newsome said. "We planned for our infrastructure investments to come online at the right time, ensuring excellent service and capacity for customers."

Exports

BUILDING THE LEATHERMAN TERMINAL Construction of the Leatherman Terminal is ongoing to transform a site in North Charleston, S.C., into a stateof-the-art container terminal. The Leatherman Terminal is designed to handle some of the tallest ship-to-shore cranes on the East Coast and work some of the largest ships on the water. "Phase One of the Leatherman Terminal will give us the ability to handle a 19,000-TEU ship, should one come to the East Coast. Not many ports can say that," S.C. Ports COO Barbara Melvin said. "The modern capabilities and capacity of this terminal benefits customers and strengthens our global competitiveness." The terminal will have a 1,400-foot wharf, five ship-to-shore cranes with 169 feet of lift height above the wharf deck, 25 hybrid rubber-tired gantry cranes, an expansive container yard, and optimized operations and technology—all of which will handle growing cargo volumes. Situated along the Cooper River near Charleston Harbor, the terminal is built like a small city, complete with its own road system, power substation, and operations and maintenance buildings. Additionally, the S.C. Department of Transportation's dedicated Port Access Road will provide truck drivers with a direct connection between Interstate 26 and the Leatherman Terminal.

INVESTING IN PORT INFRASTRUCTURE

$138 million for the project in his fiscal year 2020 budget, funding it to completion. Congress approved the funding, and it was signed into law in December 2019. This crucial funding complements $350 million from the state and $108 million already appropriated by the federal government. Work is underway on three of five dredging contracts. The next dredging contract, expected to begin in September, will deepen a stretch of the Cooper River up to the Leatherman Terminal. The 52-foot depth will enable mega container ships to access port terminals any time without tidal restrictions, boosting South Carolina's global competitiveness.

GROWING CARGO VOLUMES The Southeast remains the best place to be in the port business with a booming population driving imports and a strong business base boosting exports. The S.C. Port is seeing success in many business segments—automotive, manufacturing, refrigerated and frozen goods, agricultural products, forest products, synthetic resins, and retail and home goods. In fact, S.C. Ports recently celebrated one of the biggest wins in its history when Walmart announced plans to invest $220 million into building a new distribution center in Dorchester County, S.C. The three million square-foot distribution center will supply several regional distribution centers, supporting approximately 850 Walmart stores and Sam's Clubs across South Carolina and beyond.

The Leatherman Terminal complements efforts to enhance Wando Welch Terminal, S.C. Ports' biggest container terminal, located along the Wando River in Mount Pleasant, S.C.

This recruitment effort has been years in the making and further advances the goal of diversifying the port's cargo base with more retail goods. The operation will boost port volumes by five percent.

The $450 million investment at the Wando Terminal will yield 15 ship-to-shore cranes with 155 feet of lift height; 65 rubber-tired gantry cranes; a strong wharf to handle big ships; and an efficient terminal footprint to ensure quick truck turn times.

"Walmart is the recognized leader in supply chain innovation and performance," Newsome said. "Having this world-class company choose our market for their distribution center is the ultimate vote of confidence in S.C. Ports and in South Carolina."

"The new Leatherman Terminal and the upgraded Wando Welch Terminal will enable S.C. Ports to handle four 14,000TEU vessels simultaneously in 2021," Newsome said. "The ongoing efforts to modernize existing operations and open a new container terminal are happening in step with the Charleston Harbor Deepening Project, which will yield the deepest East Coast harbor by mid-2022.”

Set to break ground in March 2021, the Walmart distribution center will be built on port-owned land in the Ridgeville Commerce Park; additional land is available for importers and exporters to locate operations.

The Charleston Harbor Deepening Project is fully funded and on schedule. The project reached a monumental milestone in 2019 when President Donald Trump included

"The Walmart announcement is tremendous news for S.C. Ports, representing a major strategic success and putting South Carolina on the map for more global retail companies," Newsome said. "Our efficient operations and strategic infrastructure investments have set up S.C. Ports for a very bright future. Tomorrow is here."

THE LEARNING CURVE Inside the Rhodes’ Companies’ Growth during COVID-19

N EARLY 2020, most businesses felt the impact of the COVID-19 pandemic. Small and large, regardless of industry, organizations were required to pivot within a matter of days or weeks as the virus presented new, never-before-considered challenges. For businesses in the education space, this time was even more unsure, as schools shuttered the buildings, canceled springtime celebrations and shifted all their students to online platforms. But for the Rhodes Companies—comprised of Rhodes Branding and Rhodes Graduation Services, operated by brothers Thomas and Austin Rhodes—the pandemic simply meant a return to their roots, and to the values that have kept them running since the ‘70s. In 1975, Rhodes Graduation Services was founded as a regional distributor for Jostens, a company that provides everything from caps and gowns to class rings for graduating students. Lured back by the challenge of helping run a small business, Thomas returned after graduating college to help his father run the business.

“A lot of second generation [business owners] say, ‘I don't want to do that,’ and a lot of them don't return. But I believe in taking calculated risk,” Thomas said. “I had several opportunities to do other things outside the family business, but what lured me to come back is by working in a small business, or even a medium sized business, you get to really broaden your experience in all areas of business operations. You get to know about finance, you know about supply chain, you know human resources, you know sales and marketing.” For Thomas, however, the learning curve was only one part of the draw back to the family business. The other part was the challenge of being able to succeed doing it. “You have to remember that all large businesses at one time were small businesses. The chase and the excitement and the roller coaster of being an entrepreneur and a small business owner is very fulfilling,” he adds. “It's very stressful, but very fulfilling.”

Homegrown Business

It was in those early days, as he and his brother learned the business, that the balance of stress and fulfillment became even more clear. In fact, between 2006 and 2010, the company faced one of its hardest challenges—the economic downturn called the Great Recession. Fortunately, the risks they took at that time paid off, and they were able to scale the business almost 200 percent. While Rhodes Graduation Services initially started off as the smallest Jostens distributor in South Carolina, they would end up as the largest provider in the entire United States, covering the Southeast and employing more than 40 people across four regional offices. Encouraged by their successes, the brothers then formed Rhodes Branding a few years ago, a marketing firm focused on the K-12 market, with a goal to help school districts tell their story. “We want to make sure that every parent makes an informed decision on where they should send their child, and we believe that by school districts being able to tell their stories, parents can make the best decision about where their child should go,” Thomas said. “And so, that's really our calling in this venture.”

going to end; we approach it more like, ‘Hey, this is an opportunity for us to be better and to deliver more for our customers,’” said Thomas. The company opened up to try new methods, and as a result, the effect the pandemic had on the business was minimal. “The reason we weren’t affected as much is because we went back to our core business principles,” he noted. “We had to come up with different delivery vehicles to deliver that value, but we still were able to deliver and people still wanted those products and services and value.” While the shift in mindset was truly instrumental in how an education-focused company could thrive during a pandemic, the reality, as Thomas notes, is that It could have the same effect on any business, regardless of industry. “We’ve just tried to just remain as nimble as possible,” he said. “The businesses that, in my opinion, will emerge successful through all of this are ones who have been nimble.”

While the growth for the Rhodes Companies has been significant, it all comes back to the focus they have on providing “excessive value” to each and every person they come in contact with. “We’ve been able to grow by treating every customer like they're our only customer and by providing excessive value to all stakeholders that we work with, including school communities, individual students, and parents,” Thomas said. “It's really our mantra: excessive value.” When the pandemic hit, however, the challenge was set: how would they continue to provide excessive value remotely, without the face-to-face contact that the company was built on? The answer: a shift in mindset. “We've really tried to have a mindset shift during this pandemic. We’re not treating it as if the world's

“

This is an opportunity for us to be better and to deliver more for our customers.

- Thomas Rhodes

” 53

Business Week

BUSINESS WEEK: TO BE CONTINUED

Scavenger Hunt team activity

Atty. Sam Johnson speaking to students

Community Service Project with United Way of the Midlands Staff

ELD EACH SUMMER, South Carolina Business Weekâ&#x20AC;&#x2122;s mission is to contribute to the preparation of young adults for the business environment by introducing them to the principles of leadership, teamwork, and the American free enterprise system while promoting self-reliance, individual responsibility, and entrepreneurship. This year Business Week was unfortunately canceled due to COVID-19 concerns. We look forward to coming back next year stronger than ever.

Business Week

SC Business Week is an incredible program that has made a significant impact on the future business leaders of our state. Five years ago, I joined the Business Week Leadership family and each year I look forward to the planning, as well as the opportunity to mentor students and grow the relationships with the business community of South Carolina. Everyone needs to take responsibility and be accountable for the circles in which we live to invest back into people and the youth of South Carolina. These young people are our future workforce, and we must invest in them to share experiences and provide them with tools that will equip to stand out and be more employable. SC Business Week does not just end Business Week Assistant Company Advisors

at the graduation ceremony; but is a working network of relationships and investment in people that has become very important to each of us. Alan Jones T/DC Progress Team, Michelin North America Lead Company Advisor for Business Week 2019

GREER, SOUTH CAROLINA

ECONOMIC BOOM:

transformation OF GREER, S.C. A LOOK INSIDE THE

By David Merhib, IOM, President & CEO, Greater Greer Chamber of Commerce

City Profile

VER THE PAST 20 YEARS, Greer has transformed into a vibrant community that has experienced population growth, business growth and an enhanced quality of life. In fact, in a 12-month period ending in July 2019, Greer experienced a population growth of 3.9 percent, resulting in a total population of more than 33,300 residents. Even more— in 2019, the City of Greer’s gross retail sales were a record high, topping $3.65 billion, a testament to the city’s leadership and their vision. In 1998, a group of forward-thinking individuals came together to explore ways to develop Greer that is truly unique to Upstate South Carolina. Partnership for Tomorrow (PFT) was formed and has been at the forefront of the developing needs of the Greater Greer Community ever since. Comprised of business, civic, government, and community leaders, PFT has provided a forum and the resources to facilitate the public/ private partnerships that have worked to address issues and concerns related to the growth of the Greer community. To ensure that Greer is best prepared to respond to the expected economic growth and needs of our community, PFT has taken a hard look at local programs, priorities, and resources. As a result of a focused process, the team developed a five-year Transform 2025 strategic plan, which allows Greer to continue growing while addressing the current and future needs of the entire Greater Greer community. In it, PFT has developed goals that will focus on talent development, entrepreneurship, and placemaking. But as Greer continues to experience significant growth, PFT leadership must continue to gain momentum in a highly competitive environment.

Talent Development The competition to keep and to attract the best and brightest employees has never been greater. As new and prospective employees make important decisions on where to live and to raise a family, they should know of the unique opportunities and unmatched quality of life in Greer, and they should be proud to call it home.

Entrepreneurship & Small Business Growth Greer has had great success in creating new jobs, attracting large amounts of new capital investments, and improving the quality of life for all who live and work in the community. To get to the next level, and to be considered not only among the best in South Carolina, but the most successful in the Southeast, Greer must continue to diversify its economy and attract higher-wage jobs in the knowledge-based economy. This critical next step demands that Greer create a culture of entrepreneurism that not only builds on its manufacturing roots, but aims for recognition of innovation and new technologies.

Placemaking Placemaking is more than the design of public spaces. It is the creation of a community that understands its history and fearlessly pursues its best and brightest future. A community as welcoming and supportive as Greer must prioritize and celebrate diversity. It must enjoy the fruits of inclusivity and continue its rich history of thoughtful and progressive leadership. While PFT has made significant investments to the Greater Greer area in the past 20 years, the City of Greer has also invested heavily in the economic growth of the City— contributing more than $60 million to the area in and around the downtown corridor. Most recent is the completion of the CenterG project, which has transformed Trade Street through a shared-street design by removing curbs and replacing them with multi-colored pavers. The removal of curbs also creates an open space, allowing the street to be transformed into a pedestrian plaza for special events. Finally, CenterG builds on the corridor’s vibrant historical character by investing in new lighting, landscaping, and street infrastructure. The CenterG’s project is a $25 million investment including the streetscape work, Center for the Arts renovation, lighting improvements, and a municipal parking deck that will hold 350 vehicles. Alongside the parking deck will be the first major hotel in downtown Greer, Hampton Inn by Hilton. Additionally, a $32 million investment by a private investor will bring a mixed-use development called ParkView Greer, which will include four -story upscale apartments with 226 units and a micro-brewery in the heart of downtown Greer. These current investments—amounting to nearly $100 million dollars in total—show the vision and success of this great community and its leadership. Greer will continue to be unique as it continues to expand through economic development and business growth. Home to world class medical hospitals, BMW, Greenville-Spartanburg International Airport and local businesses like Owens Insurance, D&D Motors, The Strip Club 104, A Steakhouse, Los Portales and many others, Greer has something for everyone. Greer is truly the “Center of the Universe”.

THANK YOU AFL ASSOCIATES! AFL provides cutting-edge technology that connects people and improves quality of life while having a minimum impact on our environment. Our success over the past 35+ years is due to the commitment of our greatest assetâ&#x20AC;&#x201D;our associates.

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#WeAreAFL

Going Local

DURING COVID-19 by Kim Wilkerson, South Carolina Market President, Bank of America

For 120 years, Bank of America has been a dedicated partner to individuals and businesses throughout South Carolina. AS A GLOBAL FINANCIAL SERVICES PROVIDER, we bring our range of resources to local communities with the goal of helping customers and clients lead better financial lives. Our commitment spans all aspects of our business, from our responsible growth strategy to the advancement of economic mobility in local communities through key partnerships that help individuals find long-term paths to success.

crisis. The work builds on economic mobility and workforce development programs Bank of America already supports in local markets.

Earlier this year, Bank of America committed $100 million to support local communities in need as they addressed the impacts of the coronavirus. The funds helped increase medical response capacity, addressed food insecurity, increased access to learning as a result of school closures, and provided support to the most vulnerable populations.

We believe one of the greatest ways to impact economic mobility is to support workforce development programs, especially those that advocate for our local youth. In addition to supporting new Boys & Girls Clubs programming and services amid the pandemic, we were pleased to partner with the Midlands Housing Alliance/Transition in Columbia to support work-readiness programs such as Transitions Works, an on-site job training program that also provides clients with transportation to interviews, job fairs, and weekly housing hunts. We also invest in our own workforce development efforts, such as Student Leaders, which offers high school students

Bank of America also recently announced a $1 billion, four-year commitment of additional support to help local communities address economic and racial inequality accelerated by the pandemic, with an aim to assist people and communities of color that have experienced a greater impact from the health

Throughout South Carolina, Bank of America has deployed more than $2 million in 2020 so far to 120 local organizations that focus on addressing issues fundamental to economic mobility and social progress.

across South Carolina paid summer internship experiences of leadership, civic engagement, and workforce skills-building. Addressing basic needs, such as hunger relief and services for individuals experiencing homelessness, are also a major focus. In Aiken, our contribution to Golden Harvest Food Bank helped provide 182,000 meals across their 25-county service area. We also supported the Lowcountry Food Bank to fight hunger and provide access to nutritious food for children, families, seniors and veterans in need. In Myrtle Beach, our donation to Help4Kids helped supply food for children and families who were out of school, while our partnership with the Waccamaw Community Foundation supported nonprofits providing shelter to children, support for small businesses, and expanded food access and health services. Weâ&#x20AC;&#x2122;ve also helped address food insecurity in the Midlands and Upstate, partnering with both Harvest Hope Food Bank and Senior Resources in support of their Meals on Wheels program and coronavirus relief work with the communityâ&#x20AC;&#x2122;s seniors, respectively. Our support for coronavirus response efforts also includes partnerships with various United Way organizations throughout the state, including the United Way of the Midlands, United Way of the Central Savannah River Area, United Way of Greenville County, and United Way of the Piedmont. A portion of our donation to the United Way of Greenville County Community Response Fund was earmarked specifically to help our neighbors struggling with housing, including Evora Bentley and her three teenage daughters, who found themselves without a place to live due to the coronavirus. The family was offered immediate safe shelter in a local hotel while they found a more permanent place to stay. Just days later, they found a comfortable home where the three girls could do their schoolwork and Mom could focus on getting back on her feet. Our employees also play a vital role in our approach to responsible growth and are encouraged to dedicate their time

We recognize that the private sector can play a pivotal role in helping our communities. and service to causes that are important to them. Many local Bank of America employees volunteer and support charities monetarily, in addition to the countless advisory boards, volunteer nights, and sponsorships weâ&#x20AC;&#x2122;re honored to be part of. At Bank of America we recognize that the private sector can play a pivotal role in helping our communities, and we are committed to doing even more to reduce economic and racial inequality across the state of South Carolina. Amid the pandemic and urgent needs of our South Carolina communities, we have continued to build on our impact and accelerate resources in our markets across the state. We also continue to engage with the community through round table discussions to lead the conversation around how we address our challenges and improve the local communities across our state. We are honored to continue to support the people and economy of South Carolina in all these ways and more.

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After the Event

5 THE THINGS

Fix Your Tech Now: We’ve all been on a meeting where the host spends three minutes trying to unmute somebody and vice versa. We can say from our own experience that the meetings are getting less strained and more focused as peopleget comfortable with the technology. Since we don’t know if or when there may b e fo rce d o f f i ce quarantines, your goal should be to work out anylingering tech issues now.

By Andrew Kurtz, CEO, Kopis

OW DO YOU TELL THE DIFFERENCE between the opening segment of The Brady Bunch, the Muppet Show, and your last four months of online meetings?

The first two were supposed to have musical numbers. The last one wasn’t, but may have happened anyway as we all have adjusted to the world of COVID-19, and to the tiled faces of our coworkers, partners, and clients staring back at us from their remote offices. Like any sitcom, going virtual has had its fair share of intrigue, drama, and hilarity. Simply google “Virtual Meeting Mishaps” and you’ll be entertained for hours by virtual meetings gone wrong. As someone who has worked in the tech industry for three decades—with the last two owning my own company—I have seen the gradual changes over time in workplace culture. But the past few months have flipped everything we have ever known about how we do business in the office space in near supersonic speed. South Carolinians across the board have seen their day-to-day lives drastically shift in what is now commonly referred to as “the new normal.” More people have taken advantage of grocery delivery services, carry-out or food delivery options (such as Postmates or Doordash), and started stockpiling hand sanitizer and soap because they frequently go out of stock.

Zoom). Also, ensure that distractions are minimized. Digital meetings and events may not be as long as in person ones, so it is important to be as alert and aware as possible during them.

The shift online may be daunting both to employees and employers, but there are ways to make this temporary adjustment easier for everyone.

Utilize the Chat Tool in Virtual Meetings: Stay in the moment. It is very easy, especially when not working in a normal environment, to get distracted on social media or on your phone. However, it is important to stay as alert and aware as possible in order to accomplish the same amount of work as usual and remain attentive during any meetings that might be held. Using the chat function as part of your conference meeting is one way to keep attendees organized.

1 5

However, the virus has changed more than just the way people are living; it has also changed the way that people are working. Many people have found their jobs moving online and aren’t sure when they will be able to return to work in person, or if their organizations will stay remote indefinitely. This is especially true when thinking about things such as conferences and training sessions for people from different companies. The big thing to remember is that at the end of the day, business, conferences and seminars are about learning and sharing new ideas—all of which can be done—online or in-person—with a lot of ease… if you are open to it.

Provide Guidelines for Online Meetings: One of the easiest ways to prevent the shift to online-work and event attendance from being as much of a challenge is to provide guidelines for meetings and events. Not being able to hold meetings as usual is the most difficult part of trying to maintain a relatively normal work environment in such abnormal times. For example, set a consistent date and time to hold each meeting, as well as the same platform (most people use

Make it fun for your staff or attendees. Offering prizes for the most unique backdrop on the call or counting who has the most interruptions from pets/family/ delivery people are easy ways to keep people energized during your virtual time away from the office. Using interoffice channels to share stories and thoughts when people are away from the office is another way to keep your team focused during virtual times. Remember that people still need to and want to connect with others. You have to give them an incentive. Virtual meetings aren’t going anywhere. People will enjoy parts of being virtual, and eventually when things go back to normal, in-person conferences will no doubt make a return. But what will change is those events will become more hybrid than ever—taking on the best that event technology can offer. It’s good to start practicing for that future now.

RISING TO THE

CHALLENGE Higher Education in the time of COVID -19

BY DR. NAYEF SAMHAT, PRESIDENT, WOFFORD COLLEGE

VERY YEAR AT THE START of the academic year, I stand in front of Wofford College’s Main Building and welcome first-year students and families to our community. This fall I would have addressed the Class of 2024. With social distancing and limits on gatherings, however, I will greet students individually throughout the day from behind a gold and black Terrier mask. Health and safety will take precedence over tradition this semester, maybe this year, maybe for years to come. There is so much that we—my colleagues and I in higher education—just do not know. Making decisions during a pandemic has been a particular challenge. There are no

benchmarks, no experts to show us the way. We all discovered this in the spring. As we watched what was happening across the globe, we started gathering campus, community and local private sector leaders (because the challenges of the pandemic transcend the lines of demarcation that separate higher education for other types of organizations). We shared information, debated and planned only to have those plans change weekly and even daily. Although case counts were minimal in our state, the unknowns of COVID-19 forced colleges and universities to send students home in March and transition to remote learning. CARES Act funding made a difference for students and some colleges and universities, but for others across the country the impact of the pandemic has been catastrophic. Much like what we’ve seen in the corporate world, colleges that struggle fiscally confront existential challenges. The rush to universal remote instruction because of coronavirus also revealed for many the glaring inequalities across student populations. Colleagues in Wofford’s Center for Innovation and Learning discovered three broad types of challenges for students and have used that knowledge as a starting point as they have worked to prepare for an unpredictable fall. Equity issues immediately rose to the top. Some students lacked adequate technology. Some also experienced food insecurity or unsafe living spaces. Next, we discovered that many students experienced an unanticipated level of physical and mental fatigue. Students who were not accustomed to learning from home found it hard to carve out time and space for academic pursuits while juggling family responsibilities. Students and faculty alike also struggled with the effects of too much screen time. Finally, every student, even if they escaped the effects of the first two challenges, faced a sense of loss and grief. Leaving campus abruptly meant losing interaction with friends and missing out on milestone

events. On a day-to-day basis, students missed out on the formal and informal interactions that happen simply as a result of living and studying together. Considering these challenges has created a new context for learning across higher education, regardless of how colleges are planning to resume instruction in the fall. And that’s been the central question since May. I’ve spoken with many of my colleagues across the state, and we are all facing the same predicament. We are all watching infection rates. We all have met with public health officials, discussed the feasibility of college athletics, listened to college constituents and planned for both best- and worst-case scenarios. Importantly, we all know more about the coronavirus today than we did in the spring, and that includes better mitigation strategies and treatments, which have informed our responses on campus. The Chronicle of Higher Education has published a list of fall plans for more than 1,200 colleges and universities across the county. As of early August, 24 percent of institutions have chosen to return primarily online; four percent will be completely online. Another 16 percent are planning a hybrid approach with both in-person and remote options; three percent are fully in person; five percent are considering other options and 27 percent are undecided. Finally, 21 percent have planned a semester that will be conducted on campus and primarily in person; Wofford is among this group. This range in plans is unprecedented. For residential liberal arts colleges such as Wofford, personalized face-to-face teaching and learning that extends beyond the classroom into residence halls, athletics facilities, art studios and the surrounding community is what we do best.

HEALTH AND SAFETY WILL TAKE PRECEDENCE OVER TRADITION THIS SEMESTER. Of course, we will require masks. We will practice social distancing and rigorous hand hygiene. We have made changes to the physical campus in response to the pandemic and have developed creative virtual student programs. We all know, however, that students hold the keys to a successful semester. And that’s where I gather the most hope. Wofford’s Student COVID-19 Response Team has created safety videos, written messages and helped create a COVID safety bag that all students will receive when they arrive on campus. Each student will also pledge to do everything in their power to protect themselves, our campus and our community. This is the type of initiative that will help all of us get through this time.

Photography Courtesy of Field Brabham

PREPARATION & PLANNING:

The Key to Prisma Health’s Successful COVID-19 Response BY TAMMIE EPPS, MANAGER OF MEDIA RELATIONS & SOCIAL MEDIA, PRISMA HEALTH

AS A LARGE HEALTH SYSTEM, Prisma Health expends extensive resources preparing for emergencies. Its dedicated emergency preparedness team, which includes team members from every discipline at every level of the organization, form a system-wide, Incident Management Team (IMT). The team manages hospital emergencies from daily occurrences to weather-related incidents to the current pandemic. This team and the organization’s extensive preparation have been pivotal to Prisma Health’s successful COVID-19 response.

community. The Prisma Health team went into action to create and develop collaborations with its local and state governments, companies like an external lab to act as an additional resource and vendors across the state, nation and even internationally to source PPE. There was even the creation of the innovation task force to help develop and evaluate new products and processes that were needed. The task force’s work provided resources for Prisma Health that would not have otherwise been available.

“We formally stood up our Incident Management Team before the first case in South Carolina,” said Scott Sasser, M.D., leader of Prisma Health’s COVID-19 response. “We understand the important role that we have in our communities, so we knew we had to be ready.”

Sasser is grateful for the community support. “We can’t say enough about how businesses and the community supported us. Everything that we asked them to assist with they were happy to do. The spirit of community really has really been strong in the face of this pandemic.”

Being ready meant using existing emergency plans paired with the limited information that was available about COVID-19 to determine what could be done immediately. “Our major focus was placed on securing additional personal protective equipment (PPE), training staff, and developing ways to add capacity because we knew it would be pivotal to our success.”

As important as the initial work was, Prisma Health leaders recognized the pandemic would unfold in phases and a prolonged response would require the ability to quickly pivot, reevaluate, update processes and policies and create new collaborations. “Typically, our IMT deals with an emergency that lasts hours to weeks but COVID-19 presented longer-term challenges since it has gone on for months. We had to find a way to stay on top of changes and then get timely information into the hands of those who need it.”

Another part of the response that yielded great results was the collaborative relationships with the business

Healthcare One of the important challenges in our state was the need to quickly develop and implement community testing for COVID-19. Prisma Health was one of the first to partner with the SC Department of Health and Environmental Control to offer this critical service. Weekly clinics were launched at multiple locations in both the Midlands and the Upstate regions. Having already cared for more than 2,300 inpatients with COVID-19, the health system also has been active with news media, social media, its website, and other community partners keeping the community informed with the latest information about access to testing and care, current information on the spread of COVID-19 and infection prevention, as well as sharing recommendations and expertise with service providers. Sasser is quick to acknowledge that success hinged on Prisma Health’s more than 30,000 team members.

“We know that our team members make sacrifices every day. But we have seen their true resilience in the face of this pandemic. We are very proud of them for their relentless commitment to caring for our communities.” He said that just like every emergency there will be debriefings to help capture the lessons learned and determine what can be improved. Because the pandemic isn’t over and it has been an active incident for so long, the IMT already has had several debriefings to capture strengths, challenges and improvements. “We want to take what we learn and build an even better response. It’s what we expect of ourselves and what our community deserves.”

Prisma Health updates the community in a weekly statistics report found on its dedicated webpage, prismahealth.org/coronavirus, which includes: TELEHEALTH

COMMUNITY TESTING

• 278,030 Telehealth visits (online, video, calls)

• 28,089 tests completed at 50+ events • 3,578 positive, 12.83% positive rate

TESTS COLLECTED • 124,203 completed tests (inpatient and outpatient) • 54,373 tests were at drive-through sites

LAST UPDATED • Aug. 6, 2020

For more information about Prisma Health, visit PrismaHealth.org.

HOP ON BOARD

INSIDE THE BE PRO BE PROUD SC WORKSHOP

This year the South Carolina business community unveiled Be Pro Be Proud SC, a mobile workshop housed in a specialized, 53-foot, double-expandable 18–wheeler, in advance of kicking-off its inaugural 2020–2021 statewide tour. THE BE PRO BE PROUD SC PROJECT, which was created through a public-private collaboration to introduce students to the skilled trades and educate them on the opportunities that exist in the state, takes a unique, targeted approach to removing the stigma from “blue-collar” jobs; its goal is to educate students and the public on the appeal and the importance of these jobs for our economy.

The project was made possible in South Carolina through a public-private collaboration of leaders throughout the state including the Associated Industries of South Carolina Foundation (AISCF), which consists of the South Carolina Chamber of Commerce, the South Carolina Trucking Association, Carolinas AGC, Home Builders Association of South Carolina, and the Forestry Association of South Carolina, as well as the Department of Employment & Workforce (DEW) and other state education, workforce, and economic development agencies. Additionally, capital to build the mobile workshop and provide the job simulators comes from the private sector, including many key SC Chamber of Commerce members like Nephron Pharmaceuticals, Nucor Steel, Spinx, Duke Energy South Carolina, and Total Comfort Solutions. Modules simulating the actual work in various sectors—including forklift operation, commercial driving, utility bucket operation, diesel technology, heavy equipment operation, welding, carpentry and construction, technology, and Computer Numerical Control (CNC) machine operation—are housed within the workshop. Over the next year, the trailer will travel throughout the state to schools, fairs, career centers, conventions, government events, military re-entry programs, and more.

2021

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Feb Mar Apr May Aug Sep Nov

BUSINESS SPEAKS February 2021

SPOTLIGHT ON AGRICULTURE February 2021

SAFETY AWARDS March 2021

DIVERSITY & INCLUSION April 2021

SALUTE TO SMALL BUSINESS May 2021

CYBERSECURITY SUMMIT May 2021

BEST PLACES TO WORK August 2021

WASHINGTON NIGHT August 2021

HR CONFERENCE September 2021

ANNUAL SUMMIT November 2021

Due to COVID-19, dates to all events will be determined at a later date FOR UPDATED INFORMATION, PLEASE VISIT SCCHAMBER.NET

SC Chamber of Commerce

PAST 37 YEARS OF CHAMBER LEADERSHIP Steve Spinks

Harris DeLoach, Jr.

Lou Kennedy

Emerson Gower, Jr.

2019–2020 The Spinx Company 2018–2019 Nephron Pharmaceuticals Corporation

Jack Sanders 2017–2018 Sonoco

Barbara Melvin

2016–2017 South Carolina State Ports Authority

John Uprichard

2005–2006 Progress Energy

Mack Whittle

2004–2005 Carolina First Bank

W. Lee Bussell, APR 2003–2004 CNSG

Don Herriott

2015–2016 FGP International, Inc. dba Find Great People

2002–2003 Roche Carolina

Mikee Johnson

Hayne Hipp

2014–2015 Cox Industries, Inc.

Pamela Lackey 2013–2014 AT&T

Michael Brenan 2012–2013 BB&T

Jim Reynolds

2011–2012 Total Comfort Solutions, Inc.

Dick Wilkerson

2010–2011 Michelin North America, Inc.

Joseph Salley

2009–2010 Milliken & Company

William C. Boyd

2008–2009 Haynsworth Sinkler Boyd, P.A.

James Micali

2007–2008 Michelin North America, Inc.

2006–2007 Sonoco Products

2001–2002 Liberty Corporation

M. Edward Sellers

2000–2001 BlueCross BlueShield of South Carolina

Paula Harper Bethea

1998–2000 Bethea, Jordan & Griffin, P.A.

Bill Amick

1997–1998 Amick Farms

Paul Campbell

1996–1997 Alumax of South Carolina, Inc.

Joe Anderson 1995–1996 Southern Bell

Hugh Lane, Jr.

1994–1995 Bank of South Carolina

James Morton, Jr.

1993–1994 Michelin North America, Inc.

John Beckler

1992–1993 Carolina Eastman

C. Ronald Coward

1991–1992 Coward-Hund Construction Co., Inc.

William L. Mazilly 1991 Fluor Daniel, Inc.

Tommy Gregory

1990 Gregory Electric Company, Inc.

John Settle

1989 Home Federal Savings Bank

James Shoemaker, Esq. 1988 Wyche, Burgess, Freeman & Parham, P. A.

Frank Smith

1987 Colonial Life & Insurance Co.

Leonard Fulghum, Jr. 1986 Ferguson Fulghum, Inc.

W. Mat Self

1985 Greenwood Mills, Inc.

John Boatwright 1984 NCNB Carolinas

John Huguley 1983 Huguley Co.

George Dean Johnson, Jr.

1982 Johnson Development Associates