2011 SC Biz - Issue 1

Spring 2011

Haley’s heavy hitter Governor swings for the fences with marquee player

Nuclear energy Industry generating jobs and power

Rail debate

Sparks fly as state advances rail plan in North Charleston

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Contents Vol.5, Issue 1

CEO and Publisher - Grady Johnson gjohnson@scbiznews.com • 843.849.3103 Vice President of Sales - Steve Fields sfields@scbiznews.com • 843.849.3110 Managing Editor - Andy Owens aowens@scbiznews.com • 843.849.3141

Spring 2011

cover story

24

Special Projects Editor - Allison Cooke Oliverius aoliverius@scbiznews.com • 843.849.3149

Capturing our share

Senior Copy Editor - Beverly Morgan bmorgan@scbiznews.com • 843.849.3115 Staff Writer - Daniel Brock dbrock@scbiznews.com • 843.849.3144 Staff Writer - Mike Fitts mfitts@scbiznews.com • 803.401.1094, ext. 204

As Bobby Hitt takes the helm of the S.C. Department of Commerce, he has his sights set on making sure South Carolina

Staff Writer - James T. Hammond jhammond@scbiznews.com • 864.235.5677, ext. 15

gets its share of economic development opportunities — and more.

Staff Writer - Scott Miller smiller@scbiznews.com • 864.235.5677, ext. 29

Cover and contents photos

by James T. Hammond

FEATUREs

Art Director - Ryan Wilcox production1@scbiznews.com • 843.849.3117

Departments

Senior Graphic Designer - Jane Mattingly production2@scbiznews.com • 843.849.3118

4 | Viewpoint Director of Business Development - Mark Wright mwright@scbiznews.com • 843.849.3143

5 | Upfront 8 | Technovation

Account Executive - Bennett Parks bparks@scbiznews.com • 843.849.3126

12 | Trends 13 | Spotlight: Orangeburg

28

R O L I NA N OF SOUTH CA PA L AS S O C I AT I O OF THE MUNICI A P U B L I C AT I O N

|

ISSUE 1

|

2011

Homegrown businesses

cities, Partnerships between es towns and small business help fuel the economy

Utilities key to growth

play a big Municipal utilites ent role in economic developm

S.C. Delivers

PORTS, LOG ISTICS

& DISTRIBU TI

11

SPECIAL SECTION PAGE 39 20

B U S IN E S S

kmcmanus@scbiznews.com • 843.849.3116

1,

SPECIAL SECTION PAGE 31

Cities Mean

Kim McManus

Sustainability as a business strategy Businesses are going green to benefit the environment and the bottom line

E

SPECIAL SECTION

Circulation and Event Manager - Kathy Allen kallen@scbiznews.com • 843.849.3113 Circulation, Event and Business Coordinator

SU

Nuclear Energy • Nuclear industry generating jobs and power • Nuclear supply chain forges more links

48 | 1,000 words

IS

20

Staff Writer - Ashley Fletcher Frampton aframpton@scbiznews.com • 843.849.3129

ON IN S

.C. Sparks fly as state adva for North Charlesto nces rail plan n port terminal

By Ashley Fletcher Frampton and Daniel Brock n late December, then-S.C. of months of backroom maneuCommerce Secretary Joe Tay- vering, say keeping the two calls for a $70 million rail lines on Regional lor unveiled a plan rail even footing for con- yard to concerns persist — or ensuring that be built on a 70-acre struction of a rail tract they have “equal The city has fought hub in North on for years the former North dual access” and Charleston that Charleston can charge to preclude train would provide Navy traffic on the similar rates — is Base that belongs the state’s two major im- north side to Clem- portant rail carriers son of the former Navy for the competitiveness University. There, with equal access contain- of the port base — the center to a future port ers of more than a and for the companies shipped through cargo terminal. the Port of that decade’s worth of rely on it. redevelopment Charleston would In doing so, he be loaded onto efforts that began might have miles-long “Dual after the base rail access is essential to sparked a political trains and dispatched was shuttered in 1996. war between to BMW,” said Bobby major commerce Hitt, a former the state of South Carolina hubs as far executive If state officials thought and its away as Chicago. with the auto manufactheir third-largest city. rail plan would put an end turer and Gov. Nikki Under the Commerce to the Haley’s pick rail Although the plan Departdebate and secure is meant to ment’s a competiproposal, CSX Transpor- for commerce secretary in her boost state-level economic tive future for the cabinet. Three out devel- tation would port, they were of opment, critics say four run vehi- wrong. North trains into and cles it also flies in out Charleston Mayor made in BMW’s Greer of the rail yard from the face of business plant Keith Summey the south travel and commu- side on those rail lines has said he is of the nity revitalization to be preparing efforts in North Norfolk former Navy base, and exported, Hitt for political war said, and ensuring and Southern Corp. would Charleston. vowed to wage a long equal access to both run trains from the and costly rail carriers legal The Commerce plan, north. State is vital fight. the result lawmakers to the state’s industrial and business leaders and Summey trade future. argues that the is violating a memorandumstate of understanding that the city and the S.C. State Ports Authority signed in 2002. In that document, the parties agreed that rail accessing the new port terminal would not run through the heart of the city’s redevelopment area.

“We’ve made a lot of investment in the community based on that MOU, which said — one of the issues was that no rail would go through the north, ” Summey said in January in his State of the City address. “We’ve had hundreds of people invest in property surrounding the Navy base, relying on that agreement the state said they would honor. That agreement is now in violation by

I

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2011 Five Star Wealth Managers I N D E X O F W E A LT H M A N A G See financial professionals List compiled by Crescendo Business Services. Names in boldface also appear in the profiles tha A publication for the Ports, Logistics & scoring highest in overall BP=Business Planning; EP=Estate Planning; FP=Financial Planning; IN=Insurance; IV Municipal Association of S.C. Distribution in S.C. satisfaction PLANNING FINANCIAL PLANNING FINANCIAL PLANNING 2 SC BiZ | w w w. s c b i z m a g . c oBUSINESS m incubator The Meridian, an artisan its opening day. in Greenwood, on

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Energy for the future.

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Viewpoint

Health care – Why we need death panels

N

ow that I’ve got your attention, I’ll start by saying that I am definitely not in favor of the mythical “death panels” that were claimed to be a part of last year’s health care legislation.

As many observers have noted, we have always had de facto death panels, in the form of denial of coverage by insurance companies and limitations on the availability of coverage under government programs such as Medicaid. When access to potentially lifesaving medical care is denied, people die. That’s just a fact.

Our dilemma nationally and in South Carolina is that the rising cost of health care threatens to overwhelm our personal finances and those of businesses and governments at all levels. There’s no denying that the situation is serious and getting worse.

The easy answer to this ongoing crisis is simply to deny access to care or limit the scope of coverage. One of the popular cost control theories is that if we raise deductibles and copays or use other plans that require patients to cover more care out of pocket, costs will drop.

But there’s a catch-22 to this theory. People do respond by reducing their use of the health care system, but often the care they skimp on is the very care that helps them avoid much more expensive hospitalizations. This is especially true of high-risk patients with chronic diseases like diabetes and heart failure. The net result is that putting more of the burden of “first-dollar” medical costs on chronically ill patients can backfire and actually increase the total cost of health care.

zine by physician and journalist Atul Gawande provides other examples of the consequences of our nation’s unstructured and poorly designed health care system.

Like South Carolina’s governor, Gawande is an Indian-American whose parents immigrated from India. Gawande has enjoyed a distinguished career with a focus on health care policy. Given Gov. Nikki Haley’s desire to innovate rather than follow Washington’s dictates, Gawande’s ability to find and describe pockets of health care innovation around the country could be valuable to our state.

In a nutshell, Gawande’s article describes localized efforts to focus on the sickest patients in a community and keep them out of the hospital by providing intensive primary care services using a mix of doctors, nurses and “health coaches” to monitor patient care and encourage healthy lifestyle changes.

Perhaps the best example of this primary care model is found in the Special Care Center in Atlantic City, N.J. Among other things, the center’s staff gets together every day to review patients’ medical status. In the meeting Gawande attended, only one of the center’s 1,200 chronically ill patients was in the hospital, and there had not been a single ER visit in the previous four days.

Compared with the prior histories of these patients before they entered the program, these outcomes, repeated time after time, translate into millions of dollars in health care savings. Little wonder that cheers and applause broke out in the staff meeting.

long overdue. The sad reality is that health care lags decades behind other industries in the realm of quality control and efficiency. In comparison, great companies like BMW, Toyota, Honda and many others in the manufacturing sector have gone through successive waves of innovation that relentlessly drive quality up and costs down.

Health care is still highly fragmented and largely stuck in the Dark Ages when it comes to using information technology and teamwork to improve quality and to lower costs.

Steps that were taken years ago in manufacturing are just beginning to get a foothold in this critical sector of our economy.

Here’s another interesting connection between Gawande’s article and South Carolina: The same Harvard internist who is running the Special Care Center in Atlantic City has set up a similar program for Boeing in Seattle.

Wouldn’t it be really exciting (and really cool) if Boeing extended this initiative to its growing work force in South Carolina? It would be good for Boeing and good for South Carolina.

Something has to give, because our nation is heading toward a financial collapse in its capacity to deliver quality health care to its citizens. Innovation is the answer. It works elsewhere in the business world, and it can work in health care, too.

South Carolina’s Medicaid program is facing a financial crisis. There’s no better time to begin applying proven techniques of business innovation to our state’s health care system.

SC

BIZ

Why not South Carolina?

Personally, I’d love to hear the same cheers and applause in Haley’s office and the General A few months ago, the S.C. Department Assembly after the successful implementation of Health and Human Services announced a of this model throughout our state.

Bill Settlemyer This kind of innovation in health care is bsettlemyer@scbiznews.com decision to cut Medicaid coverage for end-oflife hospice care. According to newspaper stoNew subscribers: ries, however, Arizona officials already tried this and later reversed their decision because Subscribe online at SCBIZ reaches thousands of South Carolina’s top those who were denied lower-cost hospice www.scbizmag.com or call decision-makers. Add your name to the list by care wound up in the much more expensive 843.849.3116. ordering a print subscription to SCBIZ. hospital environment for their end-of-life Current subscribers: care. The department wisely changed course Your subscription also includes SCBIZ Daily. Delivafter learning more about the negative finan- ered to your e-mail inbox each weekday morning, Change your address online cial impact of cutting hospice care.

SCBIZ Daily is your link to statewide business news. at www.scbizmag.com or call A recent article in The New Yorker maga-

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Upstate

Midlands

Lowcountr y

Upfront reg i o n a l News | D ata

Economist: Auto sector key to job growth in S.C. About 5.4% of jobs and 10% of economic output in South Carolina are linked to the automotive industry, according to a study released by the Darla Moore School of Business at the University of South Carolina.

“That’s wealth. That’s what manufacturing does,” said Bobby Hitt, a former longtime executive at BMW Manufacturing Co. and the newly appointed S.C. Secretary of Commerce.

Hitt said growing the manufacturing sector, particularly the automotive sector, will be a priority for the Commerce Department.

The auto industry generates $27 billion in economic output each year and pays wages 30% higher than the state average, said Doug Woodward, the USC economist who led the study.

He said the automotive sector is what will dig South Carolina out of the recession.

According to his figures, the sector supports nearly 85,000 full-time jobs, directly and indirectly. That doesn’t include figures from companies that have announced plans to locate in

CU-ICAR (Photo/Kevin Greene)

South Carolina but have not yet done so.

No other sector has a job multiplier equal to the automotive sector, Woodward said, noting that one direct automotive job supports 4.5 additional jobs.

The sector stretches beyond the Upstate, too.

The top 10 counties for automotive employment, in order, are Greenville, Charleston, Berkeley,

More than 5 million square feet

Spartanburg, York, Aiken, Florence, Richland, Lexington and Greenwood.

The study was released by the S.C. Automotive Council, a division of the S.C. Manufacturers Alliance, in partnership with the Upstate SC Alliance. The study was funded by a grant secured by the Upstate Alliance from AdvanceSC, a program established by Duke Energy.

“The question is, Now we are on the front end of a bubble, how do we make sure we

That’s the number of available industrial space purchased

capture as much of it as we can — get

or leased during 2010 as a result of the S.C. Department of

our share, plus?”

Commerce’s recruitment efforts.

— Bobby Hitt, S.C. Secretary of Commerce See the full story, page 24.

Source: S.C. Department of Commerce

S.C. Education Lottery appropriates $2.5B in nine years Nine years ago the S.C. Education Lottery sold its first ticket. Since that time, sales of lottery tickets have provided more than 920,000 scholarships and grants to students in South Carolina who are attending an in-state college or university.

More than $2.5 billion total has been appropriated through June 2011, including $2.5 million appropriated to the S.C. Department of Alcohol and Other Drug Abuse Services to provide gambling addic-

tion services.

Below is the way money has been appropriated since the lottery began in 2002: • Higher education programs and scholarships have received more than $1.876 billion.

• K-12 programs have received more than $599 million.

• More than $62 million has been appropriated to community education programs.

17% volume increase Bolstered by 12 consecutive months of yearover-year container cargo growth, the Port of Charleston ended 2010 with an increase of almost 17% in box volume, according to the S.C. State Ports Authority.

Jim Newsome, the maritime agency’s president and CEO, said that while the upswing is expected to level, officials expect positive results to continue in 2011.

Read more about ports, logistics and distribution in S.C. Delivers, page 39. w w w. s c b i z m a g . c o m | S p r i n g 2 0 1 1

5

S.C. selected to help shape national economic development

SCRA MUSC Innovation Center in Charleston.

SCRA impact tops $1 billion SCRA had an economic impact in the state of $1.1 billion during fiscal year 2009, according to a recent study by the University of South Carolina’s Darla Moore School of Business.

The study, led by the Division of Research Director Doug Woodward, incorporated all SCRA in-state operating localities and programs, which include: Advanced Technology International, or ATI; SC Launch; and all SCRA research parks and innovation centers. SCRA is an applied research and commercialization services company with operations in Anderson, Greenwood, Columbia and Charleston.

The company was chartered by the state more than 27 years ago as a tax-exempt corporation. At its establishment, the state capitalized SCRA with approximately $500,000 and 1,400 acres of undeveloped land in order to develop a technology-based knowledge economy in South Carolina.

Currently, SCRA manages more than 100 national and international programs worth more than $1.4 billion in applied research and development contract value; offers entrepreneurs assistance with development of technology-based companies through its SC Launch program; and supports more than 40 tenant companies through its innovation centers and research parks.

Combining the Moore survey with two prior surveys, SCRA said its cumulative economic output represents a contribution of more than $13 billion to South Carolina’s economy. Roughly half of that output has occurred over the last five years, as SCRA’s annual revenues in the period have grown from $74 million to $172 million.

6 SC BiZ | w w w. s c b i z m a g . c o m

South Carolina has been chosen by the Harvard Institute for Strategy and Competitiveness as one of four states to participate in an industry cluster mapping project for the United States, according to New Carolina: South Carolina’s Council on Competitiveness.

The other states selected were Massachusetts, Minnesota and Oregon.

New Carolina has been instrumental in cluster development in the Southeast, bringing companies together to facilitate, design and implement industrywide strategies.

“This project provides an excellent opportunity for us to help shape economic development, not only in the region, but across the country,” said George Fletcher, New Carolina’s executive director.

The selection includes a $3.5 million grant from the U.S. Commerce Department’s Eco-

nomic Development Administration. That amount will be matched by the four states.

Over the next four years, the goal of the mapping is to provide policymakers and development practitioners across America with data and tools for understanding of industry clusters. In addition, the project will provide a tool kit for use in the formulation of economic development strategies.

Three leaders from New Carolina’s board of directors will work on implementing the grant: Joel A. Smith III, dean emeritus of the Darla Moore School of Business at the University of South Carolina; S. Hunter Howard Jr., former president of the S.C. Chamber of Commerce and Upstate managing partner of Scott and Co.; and Irv Welling, president of Welling Strategic.

Foreclosures up more than 31% for 2010 Residential foreclosure filings were up 31.4% in 2010 in South Carolina when compared with the previous year.

The overall rate of foreclosure in the state in 2010 was 1.6% of the state’s houses.

National foreclosure data company RealtyTrac, which compiled the data, said the Palmetto State ranked 16th-highest in the nation in the number of foreclosures for the year.

The company’s annual report on distressed properties showed that 33,063 properties in South Carolina had some sort of foreclosure filing, which can range from a notice of default to a repossession of a home.

Two Southeastern states, Florida and Georgia, had a higher percentage of foreclosures than South Carolina.

Te c h n

vation

Virtual reality in a practical world 3D/Virtual Reality Center aids innovators, inventors and entrepreneurs

By Allison Cooke Oliverius, Special Projects Editor

S

everal years ago, Honda Corp. brought its worldwide product innovation group to the 3D/Virtual Reality Center in Florence to unveil a new four-wheeler.

“We had the four-wheeler floating in space above the audience, and then the president came out driving the four-wheeler on stage,” said Michael Mazen, manager of the center.

“It was quite an event.”

Powerful presentations are a lot of what the 3D/Virtual Reality Center is about. As one of six interactive digital centers in the world, it utilizes a variety of virtual reality technologies to develop training, sales and marketing programs, as well as product development and product introduction.

“We are dedicated to bringing virtual reality into a very practical world,” Mazen said.

The 3D/Virtual Reality Center, started four years ago, is located within the Southeastern Institute of Manufacturing and Technology, also called SiMT, which occupies a 146-acre campus at Florence-Darlington Technical College.

A scattering of universities across the United States operate 3-D technology centers, but most are used for research and are not typically open to the public.

“We are very much focused on serving business and industry,” said Mazen, who is also assistant director of the SiMT. “We deal with a lot of innovators, inventors and entrepreneurs in a number of different industries.

We work with designers to bring their product to market more quickly.”

“Research is showing now that people, when they are exposed to the VR environment, or VR immersion, in which objects truly appear to be real, they tend to learn about 200% faster,” Mazen said. “It’s a great way to understand a product, what it does and how, and what advantages it can bring to the purchaser/buyer. The other advantage is that they tend to remember products about 40% longer.”

CAD on steroids The 3D/Virtual Reality Center occupies about 5,000 square feet. It includes a development suite, where the virtual reality presentations are developed; a full training facility 8 SC BiZ | w w w. s c b i z m a g . c o m

The Southeastern Institute of Manufacturing and Technology’s 3D/Virtual Reality Center features several pieces of hightech imaging equipment that can be used for long-distance meetings. (Photo/Benton Henry)

with 20 work stations for training clients and customers; and a large showroom with a total immersion CAVE, or computer augmented virtual environment, measuring 10 feet square and 10 feet deep. There is also an 820-seat auditorium (with 820 pairs of 3-D glasses) that is equipped with a 27-foot digital diagonal screen that offers full 3-D autostereoscopic capabilities.

The center formed an alliance with Reality in California, which provides access to sophisticated software the designers use to produce a variety of 3-D packages, including active, passive and autostereoscopic.

Active 3-D requires the use of expensive liquid crystal shutter glasses; passive 3-D requires the simple glasses you receive at a movie theater. Autostereoscopic is the presentation of 3-D without the glasses, which is where the company’s coveted partnership with Alioscopy in Paris comes in. Alioscopy produces special 3-D screens and is affiliated with two other virtual reality centers in the

United States.

Most of the center’s clients come from the manufacturing industry, although more work is being done in the medical industry.

A recent project includes a virtual operating room that clients and customers will be able to “walk through.”

The presentations developed at the center are often used at trade shows and in meetings with potential investors, because they are “quite unique and tend to really bring people into the fold of what a product is,” Mazen said.

“We can actually take their CAD (computer aided design) and put it on steroids,” he said. “The presentations show customers how a product works and the benefits it brings to the market.”

And the 3D/Virtual Reality Center can start a presentation nearly from scratch — some clients have presented the designers with little more than a sketch on a napkin.

One such company, he said, was Columbiabased Global Moisture Management Systems.

By Daniel Brock

C

Re-sort at the resort

foot facility will receive an overhaul paid for by the authority, which has already invested $1.3 million in conceptual work.

The southern end of the property, meanwhile, will be turned into public parks, open spaces and mixed-use development that will allow for new view corridors on Charleston streets, a waterfront ending for Market Street and natural shoreline.

BMW Co.’s Union Pier operations would be moved, in all likelihood to the Columbus Street Terminal, according to authority officials.

Charleston Mayor Joe Riley has been a vocal supporter of the effort and the City Council

dbrock@scbiznews.com

harleston is a city known for its history, and its decades-old passenger cruise terminal will soon be just that.

The S.C. State Ports Authority announced earlier this month that it is moving ahead with a EXECUTIVE $25 million redevelopSUMMARY ment plan for its Union Pier Terminal property.

Cruise operations will be relocated farther north to a massive onsite warehouse now used for automobile storage, among other tasks. The 100,000-square-

Charleston attorney Johnny Linton purchases Summerville’s posh Woodlands Inn. Page 3

Charleston council backs plans to build passenger terminal.

Down and out?

Some businesses might not recover from the economic downturn.

Page 4

See CRUISE, Page 5

Tourism on the upswing

By Ashley Fletcher Frampton

C

aframpton@scbiznews.com

ruise ship passengers spending a few days in town before or after their trips are one of several factors helping Charleston’s tourism market regain momentum this year after losing ground throughout 2008 and 2009, industry officials say.

➤

See TOURISM, Page 6

➤

In Focus: Agribusiness & Biotech

Local farmers are finding increasing success and financial stability through direct, advance sales of their harvests to consumers. Community supported agriculture programs, or CSAs, deliver up-front cash and reduce farmers’ risks.

T e k C r ov e a

r

Volume 16, No. 20 • $2.00 SPECIAL REPORT: TOURISM ON THE WATERFRONT

SPA cruises ahead with terminal plans

More than peanuts Tony the Peanut Man sells his boiled and roasted goobers at a frenetic pace.

Page 9

Inside: A new market for farmers. Page 10

At Work

Ikon-ic Isle of Palms mortgage firm experiences rapid growth. Page 41

loWCoUNTrY

a

e g

Sept. 27 - Oct. 10, 2010 • www.charlestonbusiness.com

A worker gathers zuccini at Gruber Farm in St. George (above).

Stanley Gruber and Helen Barton load boxes of produce for shipment to CSA customers at right. (Photos/Leslie Halpern)

To subscribe to the Charleston Regional Business Journal, call (843) 849-3116 www.charleston business.com

INSIDE Upfront .............................2 In Focus: Agribusiness & Biotech ............................9 List: Small Business Administration Lenders ..38 List: Security Systems Co. ....................39

At Work ..........................41 Economics Column .........42 People in the News .........43 Business Digest ..............44 Leads .............................45 Calendar .........................46 Viewpoint........................47

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S.C. March jobless rate highest since ’83 South Carolina’s unemployment rate rose to 11.4% in March, equaling the highest rate ever recorded since January 1983. The March figure was five-tenths of a point higher than the revised February rate of 10.9%.

Highlights: 10 counties in Upstate Alliance Rank County in state

Jobless rate

4 Union 20% 12 Cherokee 16.4% 18 Oconee 14.3% 19 Abbeville 14% 23 Greenwood 13% 29 Anderson 11.9% 30 Spartanburg 11.6% 33 Laurens 10.9% 37 Pickens 9.9% 40 Greenville 9.6% Source: S.C. Employment Security Commission

Fluor’s mastery of wind power yields European projects

CHANGE

by James T. Hammond jhammond@scbiznews.com

Greenville and South Carolina have a growing cluster of expertise in harnessing the wind.

GE Energy makes electric generators driven by windmills capable of lighting a small town. Fluor Corp. builds wind farms that stand like centurions at sea and pour out enough power for a city.

Three companies in S.C. make bearings for the huge machines. Wind turbines utilize free energy, and emit no harmful carbon pollutants.

The American Wind Energy Association estimates U.S. wind power capacity will grow 20%, or 5,000 megawatts, this year alone.

Demand for this new-technology hardware will preserve jobs, or even increase employment in the Upstate.

F

GE Energy expects demand to grow for generators built in Greenville factory Wind-powered turbines critical

to future growth

by James T. Hammond jhammond@scbiznews.com

I Spotlight Ben Stevens: a family lawyer turns Apple guru PAGE 19

Volume 12, No. 18 • $2.00

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WINDS OF

n the next 20 years, worldwide electricity demand is expected to double, and the world’s largest gas turbine plant, operated by General Electric on Garlington Road in Greenville, is retooling itself to meet a diverse set of global needs, including wind power generators.

Already one of every two wind turbines in the United States today is made by GE. Last year, GE Energy built 604 of the 60-ton wind turbine machine heads in Greenville. (The blades are made elsewhere.) see GE, page 16

luor Corp. saw the potential of wind power early in the technology’s development, and set out to become a major player for renewable sources of energy.

“We saw the potential in this technology six or seven years ago,” said David Eppinger, vice president in the power division at Fluor. “We believed it would yield projects of the size and complexity that Fluor is known to execute very well.”

Today, the engineering and conEppinger struction company that employs more than 2,500 professionals in Greenville is the prime contractor for the world’s largest wind turbine project under construction – the Greater Gabbard Offshore Farm near Britain’s Suffolk coast.

The giant turbines will occupy a hostile, corrosive environment of saltwater, waves and storms, while resting on pylons in water as deep as 100 feet.

Despite those challenges, the service life of each of the high-tech windmills is expected to be 20-25 years.

The $2 billion-plus, 500-megawatt complex is expected to be 20 miles or more from shore, minimizing visual and noise objections from neighbors. The 140 windmills will stand on 260-foottall towers and have three-bladed rotors that are more than 300 feet in diameter.

Siemens Wind Power A/S will build turbines for the British project. Each one will pump out 3.6 megawatts of see PROJECTS, page 13

insidE

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To T SC Biz News delivers the hard facts and expert analysis about business issues across all of South Carolina with no fluff.

Leading Off .................2 In Focus: Energy ......................11 list: lEEd Accredited Professionals ..........15 list: largest utility Providers .................18

At Work ....................17 Real Estate ...............20 People in the News ...21 Calendar ...................21 Leads .......................21 News Briefs ..............22 Viewpoint..................23

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Top: The centerpiece of the 3D/Virtual Reality Center is a virtual theater featuring 3-D imaging that can be used in training.

Bottom: The center is located inside the Hugh Leatherman Advanced Manufacturing Center.

(Photos/Benton Henry)

Owner Andrew Fuller had an idea for a sensor system to detect water leaks under household appliances. It would have the ability to shut off the water supply and e-mail or call the homeowner when a leak was detected.

“When they came to us, it was just an idea, but they did want to explore what the market potential was,” Mazen said. “So, we built a VR presentation of the product working in its environment.” Global Moisture Management Systems used the presentation to help get the product off the ground, and WaterSafe is now sold around the world for residential, commercial and health care applications.

The 3D/Virtual Reality Center’s design packages run from about $1,000 for a simple CAD conversion up to six figures for an involved package. Most projects are in the $3,000-$15,000 range, Mazen said, and include presentations that are best viewed at the center, as well as scaled-down versions that can be shown on a laptop or television.

“Our mission is to bring virtual reality out of the research lab and put it squarely on the plate of industries in the state of South Carolina and the Southeast,” Mazen said. “We love to play the game of ‘What if we could do this or that,’ and those lead to some really creative discussions. It’s about how innovation can really play a role in South Carolina and we want to play a role in that growth.”

SC

BIZ

10

SC BiZ | w w w. s c b i z m a g . c o m

Tr e n d s

Employment

Unemployment rate

Sector

Oct. ’10

Nov. ’10

Dec. ’10

Government

361,800

359,700

358,900

Leisure & Hospitality

205,200

197,600

194,200

Manufacturing

211,700

212,200

212,500

Trade, Transportation & Utilities Employed (total nonagricultural) Unemployed

346,300

348,800

351,200

1,834,100

1,828,100

1,828,800

230,600

228,800

232,000

12% 10% 8% 6% 4%

< <

<

M A

M

J

J A

S.C. 2009

S

O

N

D

U.S. 2010

*Seasonally adjusted rates.

Source: S.C. Department of Employment and Workforce, U.S. Department of Labor

Higher than previous month

8.7% - 9.9%

V =

Lower

10.0% - 11.9%

Same

12.0% - 14.9% 15.0% - 19.9%

<

<

<

<

< <

< <

<

<

<

<

<

=

<

<

<

=

F

S.C. 2010

V

< < < <

< <

<

<

=

=

Unemployment Rate

<

<

<

=

=

<

<

< =

2% J

< <

<

=

<

<

Source: S.C. Department of Employment and Workforce

20% and higher Source: S.C. Department of Employment and Workforce, Dec. 2010. County rates are not seasonally adjusted

Airplane Passenger Boardings Airport

2010 Total

2009 Total

% change

Charleston Int’l Airport

Source: Individual airports

Airport

2010 Total

2009 Total

% change

1,012,183

1,096,605

-8%

Myrtle Beach Int’l Airport

867,106

742,187

14%

GSP International Airport

641,403

630,959

1%

Columbia Metro. Airport

492,598

520,362

-5%

Hilton Head Island Airport

74,094

66,151

10%

Total

3,087,384

3,056,264

1%

Economic Development Announcements: Jan. 1-31, 2011 Month New/Expansion Company County Investment Jobs Created Jan....................... N ..................Odfjell Holdings........................................... Charleston......................................$37 million................................12 Jan....................... N...................Au’some LLC............................................... Sumter..............................................$6 million..............................120 Jan....................... E...................AQT Solar.................................................... Richland...................................................... NP...........................1,000 Jan....................... N...................Delta Power Equipment Corp. ..................... Anderson.......................................$3.6 million................................40 Jan....................... N...................Perceptis Inc. .............................................. Greenville...................................$1.125 million..............................200 Jan....................... N...................Carolina AAC................................................ Marlboro.........................................$16 million................................36 Jan....................... N...................Altera Polymers LLC.................................... Oconee ............................................$4 million................................75 Jan....................... N...................Atlantic Beverage Inc. ................................. Spartanburg....................................$10 million..............................300 Totals....................................8 announcements........................................................................... $67.725 million......................... 1783

2010 announcement wrap-up

93

announcements

$4.8 billion

in announced investments

21,424

jobs expected to be created

Source: S.C. Department of Commerce, NP = Not Provided

12 SC BiZ | w w w. s c b i z m a g . c o m

Special Advertising Section

Orangeburg

(Photos/Courtesy of the city of Orangeburg)

Orangeburg

Well-positioned for success

W

hen it comes to promise, Orangeburg County has been more blessed than most.

The linchpin between the Midlands and the Lowcountry, the community and its leaders believe in taking the county’s economic fortunes into its own hands. In spite of the recent recession, leaders saw their dedication rewarded with deals involving both domestic and international companies.

“The mission of OCDC, as codified by the Orangeburg County Development Commission, is to be the recognized leader in the South for recruitment of quality manufacturing, research and development, and distribution firms, as well as those who may be considering relocating their headquarters,” said Jeannine Kees, OCDC chair.

“Our philosophy really comes down to two things: value and profit,” said Gregg Robinson, executive director of the Orangeburg County Development Commission since 2005. “If we add value to our key manufacturing organizations, they make a profit.”

“One is the mission, and the other is what we are targeting when we try to recruit new businesses to our county specifically, and the region in general,” he continued.

“The way we do that is by showcasing the amenities of our state and region,” Robinson said. “Once we have done that, we then get down to the business of showing them that Orangeburg County is the best location within the region for them to locate their facility, and is the place where they will make the most profit.”

Another aspect of the mission is positioning the county as a value-added resource for a company considering relocation or opening a new plant.

“That’s because if you’re not adding value for the companies that we are sitting down to talk to, then you are wasting their time,” Robinson said.

Many times the conversation boils down to problem solving: How can the county help solve problems or resolve challenges within the prospect’s business plan to make a difference to their suppliers and their customers?

And while Robinson said it would be difficult to pick just one example, he said as a general rule, the problem solving comes down to helping the firm with three fundamental issues: qualified labor, logistics and access to low-cost utilities.

“It’s all about making sure they can be as successful as they can be,” Robinson said.

The payoff for the county is that successful companies will invest more in their location and pay their people a higher wage.

“If they are a smart company, a good growing company, they know that the best way to continue that profit for the shareholders is to reinvest in the building and its people,” Robinson said. “Therefore, it’s a mutually beneficial philosophy.”

To understand the success Orangeburg County has enjoyed in recent years, a good place to start is a map of the eastern United States. South Carolina is located in the middle of the Interstate 95 corridor, and Orangeburg County is located in the center of the state at the intersection of I-95 and I-26. It is just 70

w w w. s c b i z m a g . c o m | S p r i n g 2 0 1 1

13

Orangeburg

Special Advertising Section economic development is priority No. 1,” Wright said.

County Administrator Bill Clark said U.S. Rep. James Clyburn, U.S. Sen. Lindsey Graham, state Sen. John Matthews and the Orangeburg Legislative delegation have been dedicated to rural South Carolina and improving the quality of life along the I-95 corridor.

“Our leadership has been key to positioning us for available opportunities in rural South Carolina,” Clark said.

Recruitment tools

Husqvarna North America announced it will invest $105 million in its Orangeburg County plant over the next 13 years. (Photo/Provided)

miles from the bustling Port of Charleston and about 100 miles from the Port of Savannah. The locals refer to this area as the Global Logistics Triangle, where U.S. Highway 301 connects the two major interstates.

“Our existing road infrastructure is a major asset to our county and region,” Kees said. “The ability to receive goods and ship product is why

our county has over 13 million square feet of industrial space and is home to close to 100 manufacturing and distribution companies.”

Johnny Wright, chair of the Orangeburg County Council, said the legislative delegation and commitment of the municipal mayors has been unprecedented in the county.

“We have one team and all believe that

Orangeburg County leaders also understand that the quality of the local roads, the utility network, the people and the incentives that come back to companies on a performance-based basis all contribute to a company’s success.

“It comes down to being realistic, being honest and really, relying on our strengths of what we know we can deliver,” Robinson said.

“If we recruited a company and they failed, then we really wouldn’t have done ourselves or the company a service.

“Like I said earlier, in business, if you are not adding value to their process and to their product, you are truly wasting their time and

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Tri-County Regional Chamber of Commerce www.tri-crcc.com 1-800-788-5646 or 1-888-568-5646 14

SC BiZ | w w w. s c b i z m a g . c o m

Orangeburg Chamber of Commerce www.orangeburgchamber.com 1-800-545-6153

Special Advertising Section money, as well as our own,” he said.

Working together For years, Orangeburg County has marketed its Global Logistics Triangle (I-26, U.S. 301 and I-95) as the region’s premier transportation hub. But businesses have found a lot to like throughout the county. They quickly discovered the Orangeburg difference — that when you become a part of the Orangeburg business community, you literally become a part of the fabric of future growth efforts.

“It’s critical,” Robinson said. “Every company we bring in talks to local businesses. We want to have a strong partnership with our existing industry and businesses.

“A long time ago, companies wouldn’t talk to each other because they were afraid they were going to steal their forklift operator,” he continued. “Now they see the importance of clustering — more breeds more.”

The Orangeburg County/City Industrial Park, which is located at I-26 and U.S. 301, is a good example. The park was first developed in 1998, and by 2010, 1 million square feet of space had been developed, resulting in the creation of more than 1,000 jobs, Robinson said.

Orangeburg Mayor Paul Miller said, “The

Jafza recently completed the first building on its more than 1,300-acre site along I-95. (Photo/Provided)

partnership between the city and the county is essential in order to win projects. Our leadership is on the same page when it comes to jobs and economic development.”

“Let me tell you, the Development Commission is standing on the shoulders of a lot of great ladies and gentlemen that placed economic development at the forefront of what we do in Orangeburg County,” Robinson said.

Robinson also said that economic development is not an overnight success story by any stretch. It is about creating a foundation — the organizational structure that supports industry.

“It’s also about having the continued commitment, year-in and year-out, from county

people are

Orangeburg

council, from the cities, from the utilities, and from the community that understands we want to add more to the community,” Robinson said.

“Even though the county faces unprecedented challenges, we are very optimistic that a team approach to economic development is absolutely vital,” Kees said.

Robinson added, “... Government doesn’t create jobs. Government creates the groundwork, the infrastructure, the allocation of resources — our tax dollars — and an environment that cultivates the ability of companies to be successful. That’s what creates jobs.”

In turn, a strong business base helps provide for better the amenities, including schools. They also support what economic development leaders refer to as “derived externalities” — things like restaurants, movie theaters, gas stations, grocery stores and other businesses that spring up to serve the work force and their families.

Work force strategy When it comes to work force development, Orangeburg County has placed an emphasis on working with primary and secondary educational professionals to try to create

We’re changing how you think about health care.

talking

As a breast cancer survivor, Betty Riley credits the Breast Health Center and the Mabry Center for Cancer Care with giving her “an opportunity to live again.”

Throughout the Midlands, people are complimenting the Regional Medical Center’s advanced care, expertise and capabilities.

Learn more about what people are saying, or share your own story at www.myRMCstory.com.

After joint replacement surgery to repair his arthritic hip, Coach Willie Jeffries “was walking the very next day.”

In fact, he “was going so fast they said, ‘Slow down Coach, slow down.’”

Nurse midwife Kristen Bonavilla has helped mothers give birth at hospitals across the Midlands. When it came time to add to her own family, “Regional Medical Center was my first choice.”

3000 St. Matthews Road Orangeburg, SC 29118 803-395-2200 www.trmchealth.org

w w w. s c b i z m a g . c o m | S p r i n g 2 0 1 1

15

Orangeburg

Special Advertising Section

an emerging group of young workers who have both technical skills and the ability to take on management-level roles at their future employers.

Wright is confident Orangeburg County has a competent, dedicated work force. â&#x20AC;&#x153;OCtech, SC State and Claflin have over 10,000 students ready to work. If they donâ&#x20AC;&#x2122;t find a job locally, we have missed an opportunity to keep quality students in our state and county,â&#x20AC;? he said.

The average age of a worker in Orangeburg County is 34 years, with 13½ years of education.

HAVING IT ALL IN

â&#x20AC;&#x153;That means they have some college, that they are not right out of school, and that they are usually working somewhere else when they apply for a job at one of our newly arrived companies,â&#x20AC;? Robinson said. â&#x20AC;&#x153;These are individuals who want to find a better opportunity locally, and not have to drive 45 minutes to go to work.â&#x20AC;?

Among the skills Orangeburg tries to promote are trades, like welding, plumbing, electrical, truck driving, fork lift operation â&#x20AC;&#x201D; the bedrock skills of manufacturing and distribution.

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SC BiZ | w w w. s c b i z m a g . c o m

Recently, the Anne S. Crook Transportation Center opened on the campus of Orangeburg-Calhoun Technical College.

Certified welding programs as well as truck driver training will be the focus of this stateof-the-art facility. More than 400 drivers will be certified annually in Orangeburg. â&#x20AC;&#x153;Now, to get back to the importance of primary and secondary level education, along with those technical skills, we recognize that our work force also needs a solid grounding in arithmetic, comprehension, attitude, all of the fundamentals, and these are things we constantly re-emphasize,â&#x20AC;? Robinson said.

Orangeburg County also strives to be a community of character, he said, adding that it comes down to the way the county, its workers and its citizens accord themselves on a daily basis. â&#x20AC;&#x153;Itâ&#x20AC;&#x2122;s the fundamentals. Itâ&#x20AC;&#x2122;s showing up on time. Itâ&#x20AC;&#x2122;s being honest. Itâ&#x20AC;&#x2122;s things we take for granted sometimes, but itâ&#x20AC;&#x2122;s something we constantly try to remind Orangeburg Countyâ&#x20AC;&#x2122;s young people of. After all, these are our future leaders, and they need to understand that they have to have these core principles for our community to continue to move forward.

These are core principles that companies are looking for. They donâ&#x20AC;&#x2122;t want to be just anywhere and to have just any employee.â&#x20AC;? â&#x20AC;&#x153;Mr. Don Tribble, executive director of the Community of Character Initiative, has done a fabulous job integrating core principles into the youth as well as establishing programs with existing industry,â&#x20AC;? Robinson said. â&#x20AC;&#x153;Not many communities in this state have the commitment to our future leaders like we have.

Our Chamber has done a great job promoting this program.â&#x20AC;?

Orangeburg County = Success An example of Orangeburgâ&#x20AC;&#x2122;s success in the economic development arena is the recent $105 million expansion of Husqvarna, which allowed the company to bring a new product line to its facility, the countyâ&#x20AC;&#x2122;s largest employer. â&#x20AC;&#x153;The fact that theyâ&#x20AC;&#x2122;ve continued their commitment here is tremendous,â&#x20AC;? Kees said. â&#x20AC;&#x153;It shows that what we provide them here in Orangeburg is an important part of the longterm vision and planning.â&#x20AC;?

The countyâ&#x20AC;&#x2122;s other successes stem from its capital sales tax initiative, which has allowed it to develop key industrial parks. Orangeburg County is currently in the process of providing significant infrastructure, water and sew-

Special Advertising Section er, to the Global Logistics Triangle, and it is also building an industrial park in the western portion of the county.

In addition, Jafza South Carolina LLC, a subsidiary of Dubai-based Economic Zones World, recently completed the first building on its more than 1,300-acre site along I-95.

Plans eventually call for millions of square feet of warehousing and distribution space.

“What with the recession we just went through, this activity is a real sign of their continued commitment to the county,” Robinson said.

Jafza has prepared about 185 acres of the Jafza property, getting the first phase ready for additional development.

“We are very pleased to be opening our first facility on the site, the Jafza Enterprise Center,” said Drue Fitzgerald, Jafza South Carolina’s Business Developer. “It will house Jafza’s operations, two industrial training schools, and we are looking for additional tenants.”

The company has retooled its Phase I development Plan.

“The global economic crisis has affected everyone,” Fitzgerald said. “However, we have used this as an opportunity to redesign our phasing plan. This has significantly reduced our costs and will make the development more competitive. Phase 1 can accommodate over 1.5 million square feet.”

Jafza is currently marketing plots along the north and west sections of their site. The sites are available for light manufacturing, warehouse and logistics space.

burg County Chamber of Commerce, said the county’s biggest win will be when a business commits to occupying space in the Jafza Magna Park.

“Long-term, the future is excellent for Orangeburg,” Coleman said. “The communities and the county have changed considerably in recent years. We have taken on ownership of our communities, thus improving the quality of life for our citizens.”

Robinson said the county had a record number of site visits — 123 — in 2010.

Having a variety of inventory to show

Orangeburg

prospects is crucial, Robinson said. MillerValentine Construction Group partnered with the county to build a 150,000-squarefoot spec building in the Orangeburg County/ City Industrial Park.

“You know, I often say, economic development is a lot like baseball. We may not bat a 1,000 — and really, who does? But at least we are getting a shot at the plate,” he continued.

“So if we are getting that kind of activity, that tells me that our reputation as a community and our marketing efforts are working,” Robinson said. “They are at least considering

Connecting to the world Jafza plans to be a hub for warehousing, assembly and the transportation of goods shipped through the Port of Charleston and the Port of Savannah. The fact that the ports’ volume has been down over the last couple of years doesn’t concern us, he said.

“We feel confident the Port of Charleston and Savannah are ready for the additional volume expected at the completion of the Panama Canal’s expansion in 2014,” he said.

“The team at the Port of Charleston under Jim Newsome is doing a phenomenal job. Our focus is on decreasing the time and costs involved in delivering top-quality space to our customers. Logistically, Jafza Magna Park is uniquely positioned to be able to serve markets from Washington D.C., to Tampa, Fla., in under eight hours.”

David Coleman, president of the Orangew w w. s c b i z m a g . c o m | S p r i n g 2 0 1 1

17

Orangeburg

Special Advertising Section

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us in one way, shape or form, and are willing to spend the time and the money to evaluate all that we offer.â&#x20AC;?

Infrastructure

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Reflecting on the recent economic downturn and slow national recovery, Robinson said the downtime gave them a chance to focus on infrasctructure. â&#x20AC;&#x153;It gave us the ability to spend time and effort to develop a coordinated network of utilities in the Global Logistics Triangle and in key industrial parks to make sure that when the economy turns around we had the available product.â&#x20AC;? â&#x20AC;&#x153;You can get a lot of looks from companies, but if you do not have the product they need, when they need it, you will not win the project,â&#x20AC;? Kees said. â&#x20AC;&#x153;So as a community, you have to have an available menu of options for prospects to consider. Youâ&#x20AC;&#x2122;ve got to have sites with rail connections, sites without rail. Weâ&#x20AC;&#x2122;ve got to have a variety of buildings. We have to industrial parks that are located in isolated locations, and also have industrial parks that are adjacent to the interstate.â&#x20AC;? â&#x20AC;&#x153;Each company you talk to has a distinct product, and a distinct set of needs,â&#x20AC;? Robinson continued. â&#x20AC;&#x153;What we are trying to do is widen the net enough to capture the quality companies our community needs and wants.â&#x20AC;? â&#x20AC;&#x153;Diversity in our portfolio of available buildings and sites must be ready for development if you want the next big project,â&#x20AC;? Kees said. â&#x20AC;&#x153;Thatâ&#x20AC;&#x2122;s why Orangeburg County is and will continue to be a great opportunity for quality companies considering South Carolina. We truly want your business.â&#x20AC;?

SC

BIZ

Where People Who Work in Orangeburg County Live Orangeburg County.................................. 52.20% Richland County........................................ 9.60% Charleston County..................................... 5.90% Lexington County....................................... 5.00% Dorchester County..................................... 2.70% Berkeley County........................................ 2.70% Bamberg County........................................ 2.20% Calhoun County......................................... 1.90% Aiken County............................................. 1.60% Greenville County....................................... 1.60% All other counties..................................... 14.60% Source: U.S. Census Bureau (Local Employment Dynamics) 18

SC BiZ | w w w. s c b i z m a g . c o m

Orangeburg

Special Advertising Section

Employment by industry

Labor Force â&#x20AC;&#x201C; December 2010

Industry Sectors

Labor pool..................................................41,464 Employed...................................................34,515 Unemployed.................................................6,217 Unemployment rate....................................... 15% Source: Bureau of Labor Statistics

Agriculture, Forestry, Fishing, Hunting Utilities

Establishments

Workers Avg.

Weekly Wage

60

542

$549

5

144

$1,381

Construction

112

606

$725

Manufacturing

78

5,920

$731

Wholesale Trade

73

702

$665

Commute patterns

Retail Trade

370

4,931

$397

Transportation and Warehousing

63

759

$579

Top Five Commute Destinations Richland County......................................... 3,510 Charleston County...................................... 2,155 Lexington County........................................ 1,837 Dorchester County......................................... 996 Berkeley County............................................ 994

Information

12

285

$560

Finance and Insurance

88

729

$743

Real Estate and Rental and Leasing

41

177

$478

Professional, Scientific, Technical Service

95

389

$769

Management of Companies and Enterprises

6

19

$649

Administrative and Support and Waste Management

65

775

$342

Educational Services

13

653

$585

Health Care and Social Assistance

199

2,469

$528

Arts, Entertainment, Recreation

21

247

$335

Accommodation and Food Services

157

3,206

$238

Other Services (Except Public Administration)

192

517

$371

Top Five Commute Origins Calhoun County.......................................... 1,529 Richland County......................................... 1,366 Lexington County........................................ 1,326 Dorchester County...................................... 1,044 Bamberg County............................................ 869 Source: U.S. Census Bureau, 2008 Commuting Patterns

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w w w. s c b i z m a g . c o m | S p r i n g 2 0 1 1

19

N uclear industr y

Nuclear industry generating jobs and power Nuclear plants generate more than power in the Carolinas — they create thousands of jobs and pump billions into the local economy. There are six nuclear reactors in the planning stages for the Carolinas, the closest to actual construction being two units at the V.C. Summer Nuclear Station near Jenkinsville.

They are being built for S.C. Electric & Gas Co., a subsidiary company of SCANA Corp.

Shaw Group Inc., based in Baton Rouge, La., but with a major subsidiary in Charlotte, has more than 600 people on site for preconstruction activities and about 900 on site altogether.

“And that will reach 3,000 to 3,500 people once construction really ramps up,” says Jeffrey S. Merrifield, senior vice president at Shaw’s Power Group, based in Charlotte.

“When plants get put online, in terms of jobs, you end up with about 800 jobs for people living near the plant, generating power.”

Shaw, a leading force in the nuclear power industry, has 1,100 employees in Charlotte.

The jobs in Jenkinsville will continue for at least five years, the usual construction period required before fuel load, Merrifield says.

That plant is expected to become operational in 2016, according to a Clemson University

20

SC BiZ | w w w. s c b i z m a g . c o m

study on the economic impact of the nuclear cluster in the Carolinas.

Experts say construction of these projects already is having a tremendous impact on local economies. Merrifield says they have generated as much as $450 million in economic activity. Of that, about $40 million is labor income. Municipal governments surrounding nuclear plants also benefit greatly, he says.

Plants generate nearly $20 million per year in local tax revenues. “That allows communities to build terrific schools, town halls and staff excellent police forces,” Merrifield says.

“And that’s why you see such extraordinary support. There are exceptions to that, but it is generally the rule.”

Charlotte-based Hendrick Construction is working on an architectural package and building laboratories at the U.S. Department of Energy’s Savannah River Site in Aiken, S.C. When construction ramps up later this year, Hendrick President Roger Hendrick expects to have 50 people working on site. “We subcontract somewhat,” Hendrick says. “But even if they’re not directly on our payroll, we’re still creating jobs.”

Ernest Chaput, a director at the Economic Development Partnership of Aiken and Edge-

field counties in South Carolina, says construction of the two new V.C. Summer reactors is having a profound economic impact beyond the plant walls. “It really has a positive and beneficial effect. There is a very profound impact in terms of labor and supplies, materials, within the area of the plant. In addition, hires tend to be local hires. And they are long-term.”

Chaput, who is leading a supply-chain development study for the Carolinas nuclear cluster, estimates that construction of nuclear reactors such as those at V.C. Summer inject nearly a half a billion dollars in the local economy. “It’s not just jobs. It’s supply chain as well. A lot of it is run of the mill stuff – lumber, rebar, piping, wiring.” But the jobs cannot be ignored, both Merrifield and Chaput say.

“When a plant is complete and online, 500 to 800 fairly good jobs come into the area,” Chaput says. “Those are fairly large numbers when you consider the areas in which nuclear power plants tend to be located in, often times more rural areas.”

SC

BIZ

Excerpt from Energized: A guide to the Nuclear Industries in North and South Carolina To view the full publication, visit http://issuu. com/scbiz/docs/2010_energized.

N uclear industr y

Supply chain forges more links

By Shelia Watson For several years, South Carolina has been fostering a relationship with China to exchange ideas and technology for work in the nuclear industry, including “job shadowing” at the V.C. Summer plant in Jenkinsville, S.C.,

by Chinese officials and visits to China by power industry officials from the state.

The S.C.-China connection just got stronger with Westinghouse Electric Co.’s recent completion of prep work on its AP1000 nuclear power plants and production of the first four fuel assemblies at the company’s fuel fabrication facility in Columbia, S.C. The fuel will be used at the Sanmen Unit 1, located in Zhejiang Province in China.

“Completion of this milestone is a significant achievement for Westinghouse,” said Joe Belechak, senior vice president for Westinghouse Nuclear Fuel.

Producing fuel for China’s nuclear reactors is also something of a milestone for South Carolina, given that the process reinforces the state as an important link in the global supply

chain for China’s nuclear industry.

The supply chain for the nuclear industry is vast and offers potential for increased business.

Carol Berrigan, senior director for industry infrastructure and supply chain at the Nuclear Energy Institute, speaking at the subcommittee meeting on reactor and fuel cycle technology last August, offered an image of the nuclear industry’s supply chain on a national scale.

“If nuclear energy generation were to continue to provide 20% of the nation’s electricity supply, it would require the construction of between 20 and 25 new nuclear units by 2030,” she said. “If the industry were to construct these units, this would require between 287,200 and 359,000 man years of labor. Once built, these plants would require 8,000 to 17,500 permanent full time workers to operate the plants and additional supplemental labor for maintenance and outages.”

Berrigan noted that in the 30-year period since 1980, the U.S. nuclear supply chain had

contracted because of a lack of new nuclear plant construction in the United States and abroad. With nuclear energy expansion underway, the United States has an opportunity to rejuvenate the nuclear manufacturing sector by supplying high-precision and highquality components needed by nuclear technologies.

She quantified the demand for such commodities, components and services, pointing to NEI estimates.

“The world market represents potential orders of over $400 billion in equipment and services over the next 15 years,” she said. “As a rule of thumb, the Department of Commerce estimates that every $1 billion of exports by U.S. companies represents 5,000 to 10,000 jobs.”

Today, there are 60 nuclear power plants under construction around the world, with another 149 plants on order or planned and 344 projects under consideration, which Berrigan labeled “a significant opportunity for See SUPPLY CHAIN, Page 23

➤

A cutaway view of the Westinghouse AP1000 nuclear power plant. (Image provided by Westinghouse Graphic Services & Identity)

w w w. s c b i z m a g . c o m | S p r i n g 2 0 1 1

21

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Chinese visitors participate in a Job Shadow Program at SCE&G’s V.C. Summer Nuclear Station. (Photo provided by SCANA)

Global collaboration generates success in nuclear industry

A

spirit of cooperation permeates the global nuclear energy industry.

“Our industry takes great pride in sharing information and expertise that helps improve operations and results in a fleet of safe, reliable and efficient plants,” said Jeff Archie, senior vice president and chief nuclear officer for SCE&G. An example of this collaborative approach is SCE&G’s relationship with China’s State Nuclear Power Technology Co. The company plans to build 100 Westinghouse AP1000 nuclear reactors, which is the same technology SCE&G is using for its new nuclear project under way in Jenkinsville.

State Nuclear Power Technology Co. is ahead of SCE&G in construction on its first unit, which is expected to be operational in 2013. SCE&G’s two new 1,117-megawatt reactors are planned to go online in 2016 and 2019.

With this agreement, SCE&G is allowed access to the Haiyang and Sanmen projects in China during various stages of construction, startup testing and initial plant startup to bring back invaluable lessons learned.

“We learned from one visit the importance of constructing a 13-story building that would allow us to assemble very large modules on site vertically rather than horizontally, as well as provide protection of the modules from adverse weather conditions,” Archie said. “Something seemingly as simple as this goes a long way in keeping the project on schedule and on budget while assuring quality of all components.”

In return, SCE&G shares its operational best practices, especially those that reinforce the company’s safety culture at V.C. Summer. SCE&G is among four U.S. utilities participating in the Westinghouse Job Shadowing Program.

SC

BIZ

22

SC BiZ | w w w. s c b i z m a g . c o m

N uclear industr y SUPPLY CHAIN, continued from Page 21

➤

U.S.-based suppliers.”

The global supply chain for the nuclear industry is already benefiting U.S. companies in several states. NEI data shows that American companies in 25 states have booked export orders for more than $2.5 billion in equipment and services, including generators, reactor coolant pumps, and instrumentation and control systems.

Among the five lead projects around the world, three will obtain between 60% and 80% of components, commodities and services from U.S. companies, with potential orders reaching around $50 billion for the first wave of nuclear plants being built in the United States.

With several plants under construction in North Carolina, South Carolina and Georgia, the Southeast stands to receive a considerable slice of that supply chain.

Scott Carlberg, executive director of the Carolinas Nuclear Cluster, said a wide range of small and medium size businesses will be needed to map out the supply chain.

“There’s a potential $350 million economic impact for the area, of which 25% is materials

A rendering of the Westinghouse AP1000 nuclear power plant. (Image provided by Westinghouse Graphic Services & Identity)

and supplies,” he said. “For a new plant, there’s a half-billion dollars that can be made in the Carolinas.”

Among the domestic manufacturing and export opportunities are a range of parts and services that are standard for most construction jobs, with the exception being the sheer size and scope required in nuclear power plant production. For example, NEI stats show that, depending upon the design, a single new nuclear power plant requires approximately: • 500 to 3,000 nuclear grade valves.

• • • •

125 to 250 pumps.

44 miles of piping.

300 miles of electric wiring.

90,000 electrical components.

A 2009 Clemson University study on the economic impact of the nuclear cluster in the Carolinas indicates that the nuclear industry and its associated in-state supply chain currently provides more than 37,000 jobs, more than $2 billion in payroll, earned income of more than $4.7 billion and more than $750 million in state and local taxes.

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SC

BIZ

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P.O. Box 1708 | Aiken, SC 29802 | Phone: 803.641.3300 | Fax: 803.641.3369 | www.edpsc.org w w w. s c b i z m a g . c o m | S p r i n g 2 0 1 1

23

Capturing our share As Bobby Hitt takes a seat at the helm of the S.C. Department of Commerce, he has his sights set on making sure South Carolina gets its share of economic development opportunities — and more.

By James T. Hammond, Staff Writer

Photos/James T. Hammond

T

he vast expanse of red Laurens County clay was awash from an overnight downpour, but on a breezy February morning, the skies did not rain on Bobby Hitt’s parade.

Wearing a white construction helmet emblazoned with the blue letters ZF, Hitt — South Carolina’s new commerce secretary — joined executives of the German transmission maker ZF Group and local officials for the ceremonial shoveling of dirt to kick off construction of a new $350 million transmission plant that will employ 900 people.

Hitt is optimistic that ZF won’t be the last addition to a large and growing automotive manufacturing sector that stretches from Anderson County to Spartanburg County and east to Charleston County.

University of South Carolina researchers estimate that the sector generates $27 billion of economic activity in the state each year.

And they cautioned that the industry’s growth makes the estimate obsolete by the time it is printed.

Coming from 18 years as a senior executive at BMW Manufacturing in Greer, Hitt 24

SC BiZ | w w w. s c b i z m a g . c o m

confidently predicts that “we are not finished with automotive yet.”

The global press has reported that a boom in auto production already under way is testing the ability of automotive suppliers to meet demand for their products. The ZF plant in Laurens County has targeted a resurgent Chrysler/Fiat partnership as a customer for its cutting-edge fuel-efficient transmissions.

So, Hitt says, it’s his task to ensure that South Carolina gets its share of the predicted expansion.

“It’s been a remarkable nine days since I was confirmed,” Hitt said. “The days have gone from early in the morning to late at night. There are a lot of people to talk to and a lot of good projects in the hopper.

He continued, “The administration is off to a great start. There’s good communication between our department, the governor’s office and the other agencies. I feel really good; I’m excited about it.”

For almost two decades, Hitt has represented the gold standard of S.C. employers, the BMW Manufacturing plant near Greer.

As chief economic developer for the state,

he’ll face the tough task of finding jobs for the tens of thousands of his fellow citizens who have been sidelined by the Great Recession.

And he’ll be under pressure to bring some new prosperity to South Carolina’s poorest regions.

Sen. Shane Massey, R-Edgefield, urged Hitt to give more attention to the luring of new employers to the state’s numerous and struggling rural regions.

“Too many of our rural areas have been forgotten,” Massey said. “I don’t know how we progress in the rest of the state if we continue to neglect those rural areas.”

Hitt says the state needs to turn out more technical college and university graduates if it is to keep employers like BMW and Boeing coming to the state. But he said South Carolina already has earned the respect of those companies that led the way.

Hitt said ZF Group’s decision to locate in Laurens County, and to build its first highefficiency, nine-speed transmission there, could be a bellwether for things to come in South Carolina’s automotive cluster.

“ZF is a remarkable company; they make

Cities Mean

Business A p u b l i c at i o n o f t h e M u n i c i pa l As s o c i at i o n o f S o u t h Ca r o l i na

|

Issue 1

|

2011

Homegrown businesses Partnerships between cities, towns and small businesses help fuel the economy

Utilities key to growth

The Meridian, an artisan incubator in Greenwood, on its opening day.

Municipal utilites play a big role in economic development

You see a street.

We see a lifeline that is a hometown with planned traffic flow, fire stations, thousands of visitors each year, low unemployment rate, city parks and community centers for children of all ages.

Our streets take us to our jobs, our churches, our fun places and even to grandmaâ&#x20AC;&#x2122;s house.

www.citiesmeanbusiness.org

Cities Mean Business

Contents 7

Homegrown businesses Small businesses help fuel the economy of cities, and many municipalities are taking extra steps to assist them.

By Amy Geier Edgar, Contributing writer Cover photo: A crowd gathers outside Meridian, an artisan incubator that opened in Greenwoodâ&#x20AC;&#x2122;s downtown artisan district in 2008.

(Photo courtesy city of Greenwood)

Cover Story 10 Working together

Business A publication of Municipal Association of South Carolina

Miriam Hair Executive Director, Municipal Association of SC

By Amy Geier Edgar, Contributing writer

Municipal utilities play important role in economic development

By Amy Geier Edgar, Contributing writer

14 State has overall competitive, positive business climate

Reba Campbell Deputy Executive Director, Municipal Association of SC

Contributing writers Amy Geier Edgar

Cities play a direct role in regional economic development alliances.

12 Utilities key to growth

1411 Gervais St., P.O. Box 12109 Columbia, SC 29211 803.799.9574 mail@masc.sc www.masc.sc

Editorial staff Meredith Waldrop Mary Brantner

By Amy Geier Edgar, Contributing writer

Features

Cities Mean

Departments 4 Letter from the Editor

Published by

www.scbiznews.com

5 Outlook and Opinion:

Small cities and towns see

big benefits from regionalism

A publication for the Municipal Association of South Carolina

By Reba Hull Campbell

By Hal Johnson

www.citiesmeanbusiness.org | Cities Mean Business 3

Letter from the

editor

Cities and towns around South Carolina are increasingly becoming engaged in regional economic development efforts rather than trying to “go it alone,” as collaboration continues to become an important element in growing our state’s economy. This issue of Cities Mean Business magazine features the role of cities and towns in economic development from several perspectives and gives a snapshot of the state’s business climate.

As we move more toward economic development as a team sport rather than an individual sport, leaders in our cities and towns are becoming more and more involved in regional economic development initiatives. Read about how different variations on regional alliances provide cities and towns opportunities to be involved with economic development beyond their municipal boundaries for the benefit of the whole region.

Good examples of collaboration with higher education institutions and fledgling businesses can be seen in the work of business incubators in cities and towns around the state. Cities and towns can play a variety of roles in the development and support of incubators as a way to encourage new businesses to locate and stay in their hometowns. From high-tech research to small-town artisans, learn how cities are supporting local entrepreneurs through incubators.

One very important, but often behind-the-scenes, element of economic development is the availability of reliable utility services: water, sewer and electricity. In many cases, these utilities are provided by municipalities, and cities play an important role to ensure utility services are readily available for prospects. Read about how cities are preparing for future economic development projects by making long-term and strategic decisions about their utility services.

Reba Hull Campbell rcampbell@masc.sc

Editor

4 Cities Mean Business | www.citiesmeanbusiness.org

A publication for the Municipal Association of South Carolina

Outlook and opinion

Thinking creatively

Small cities and towns see big benefits from regionalism

By Hal Johnson, president and CEO, Upstate SC Alliance

Bundling is not a new concept for small

“To compete in today’s economy, smaller cities

businesses. It’s a strategic tactic for companies serious

need to think creatively in order to attract business,”

about competing. Cell phone carriers, insurance

said Clinton Mayor Randy Randall. “The Alliance

companies, and the like, have long used bundling as a

opened the doors for us to be part of a bigger playing

way to attract new customers, build market share and

field. It was time for us to be seen.”

gain exposure for smaller brands that would otherwise be lost in the game.

Banding together allows smaller comHal Johnson

panies to offer the optimum level of benefits and resources — it’s a win/ win strategy for everyone involved.

In the world of economic development, the concept of bundling operates in the form of regionalism, and

For Clinton, thinking differently

“The Alliance opened the doors for us to be part of a bigger playing field. It was time for us to be seen.”

Mayor Randy Randall

smaller cities like Clinton, Union and

Clinton, S.C.

Greer are reaping the benefits of bun-

played a key role in landing a new pharmacy school downtown. Graduating its first class of 80 pharmacy students this past year, the Presbyterian College School of Pharmacy proved to be a catalyst the city needed for economic growth.

According to Randall, the project prompted new construction as the demand for more apartments increased;

dling together. Regional marketing groups, like the

more restaurants are popping up; and there’s a notice-

Upstate SC Alliance, present opportunities for global

able boost in the population as more professors and

reach and a unique channel for creating valuable part-

their families move to Clinton. The college also re-

nerships that result in jobs and capital investment.

claimed an existing building downtown, which adds to

Presbyterian College School of Pharmacy (Photo/Jonathan Hooks)

A publication for the Municipal Association of South Carolina

www.citiesmeanbusiness.org | Cities Mean Business 5

Outlook

b

Southwest Airlines’ decision to serve the Upstate was a game changing event for economic development. (Photo/Provided)

the appeal of the downtown area. Newcomers are locating in Clinton because of the collective amenities available in the region, and existing residents are realizing the advantages the school has on shaping the future.

For small cities like Clinton, the impact is

Upstate SC Alliance announcements, 2010

$1.85 billion capital investment

not a one-time event. There’s a trickle-down spin-offs are revealed. Most recently, Randall Entrepreneurial Development downtown.

them a seat at the table.

Identifying industry sectors with the highest potential for attracting business was perhaps the most significant strategy of our advanced materials, automotive, biosciences and energy are now the economic engines for

jobs

announced plans to launch a Center for

entity, contributions from small cities allow

long-term vision for growth. Industries like

> 6,600

effect felt throughout the community as

than site selection. As part of a collective

our region’s future.

of hard work and the commitment of strate-

Using these industries as our “guide

Business projects like this have a lasting value gic public and private partnerships. Success

posts” allows us to generate quality leads in-

because of the potential to attract business

happens because leaders of our 10-county

ternationally as well as within our country. In

mentors who can influence a new workforce

region think creatively and work regionally.

2010, our team led successful mission trips to

generation.

The Upstate offers a lot as a region, and

China, Germany, Spain and Canada as well

It’s no secret: Businesses, like people,

we have a compelling story to tell. As an

as a number of U.S. markets such as Detroit,

want to go where things are happening. As

alliance of 10 counties and five cities, our

St. Louis and Washington, D.C.

the location of one-half of the state’s capital

mission is to market the Upstate, generate

investments, the Upstate is fortunate to be

opportunities for job creation and stimulate

tial to evolve from a regional strategy. Mayor

the region where things are happening. Last

capital investment, not to close the deals.

Randall knows this firsthand and says being

All types of partnerships have the poten-

year, we announced $1.85 billion in capital

Our job is to convince corporate power-

investment, and more than 6,600 jobs were

houses why investing in the Upstate, versus

that of Upstate SC Alliance, took the city to

added to the area.

China or South America (or Charlotte, N.C.,

another level.

In addition, Southwest Airlines’ decision

or Birmingham, Ala.), is the right move.

an involved partner of a regional alliance, like

Regionalism helps smaller cities gain eco-

to serve the Upstate was a game changing

That’s when the power of size becomes clear.

nomic traction, which strengthens our region

event for economic development.

Smaller cities are largely overlooked in the

as a whole. From a competitive standpoint,

search — it’s more about site elimination

we know that’s where we need to be.

Delivering outcomes like this is the result

6 Cities Mean Business | www.citiesmeanbusiness.org

A publication for the Municipal Association of South Carolina

Feature Story

Homegrown

businesses

By Amy Geier Edgar

Small businesses help fuel the economy of cities, and many municipalities are taking extra steps to assist them.

A publication for the Municipal Association of South Carolina

www.citiesmeanbusiness.org | Cities Mean Business 7

Feature Story Josh Hackler

Andrew Epting

Will Kuhne & Steve Tuel

CEO, Spanish Vines

CEO, Palmetto Solar

Anita Garrett

Co-Founders, Zebra Pharmaceuticals

Co-Founder, Current Strategies

Top: Joel Stevenson, executive director of the USC Columbia Technology Incubator, shares real-life examples in his entrepreneurship class at the Moore School of Business at the University of South Carolina. Right: Stephenson with a few of the entrepreneurs that have taken his classes at the incubator.

(Photos/Ashley Byrd)

Jillian Deibert

Administrative Manager, Spectrum Medical

Clint McCoy

CEO, Urban Media

Sherry Norris

Joel Stevenson

CEO, Alala

Incubator Director, USC

Agata Chydzinski Incubator Logistician, USC

Several South Carolina cities have busi-

tionally, for example, the operations at the Loui-

ness incubator programs that nurture emerg-

siana Business and Technology Center at Loui-

creative professionals in the Charleston area

ing small businesses by providing a variety of

siana State University are tied to the economic

such as architects, graphic designers, historic

business support services, shared resources

development strategies of the city of Baton

preservationists and chefs. The Mount Pleas-

and networking opportunities. Incubation

Rouge, which helped establish the Center. Here

ant Town Council decided to make an invest-

programs seek to create or retain jobs in a

in South Carolina, several cities have begun

ment to foster this creative cluster, said Town

community, foster a community’s entrepre-

working closely with business incubators.

Administrator Eric DeMoura.

neurial climate and grow the local economy.

Incubators typically are actual buildings

In Charleston, the city has invested in the

The group found that there is a “cluster” of

The town is retrofitting a building into a

Flagship, a downtown co-working business

business incubator, which can service up to

that house a variety of small businesses. Office

environment that offers flexible space for fledg-

eight businesses, called Biz Inc. Construction

space is often leased at an affordable rate with

ling knowledge-based companies. The Flagship

is underway, with the program set to begin

flexible terms. In most cases, incubator busi-

is also home to the city’s Business Develop-

by the spring, DeMoura said. The town’s

nesses graduate out of the program within

ment Office, which includes the Charleston

Business Development Office will be located

three to five years, creating opportunities for

Digital Corridor. The Digital Corridor attracts

next to the Biz Inc. building, and the busi-

new firms to move in.

technology companies by serving as a portal to

ness development coordinator will serve as its manager.

College campuses often are home to

government, infrastructure, real estate and edu-

business incubators. These programs allow

cation needs, as well as venture capital, profes-

students to test their ideas and refine their

sional resources and a trained workforce.

nesses with the expertise of our business

business skills while learning from local busi-

That focus on jobs is carried over

development folks who know what is out

nesses. The USC Columbia Technology Incu-

throughout the Lowcountry. The town of

there and how to support them,” DeMoura

bator works with Midlands Technical College

Mount Pleasant, which has been working

said, adding that this support gives the small

to recruit, assist and deploy new technology-

closely with the Charleston Regional Devel-

businesses “a better chance of succeeding and

driven companies. The city of Columbia pro-

opment Authority, is making an investment

staying in this area.”

vides a $1 a year lease for the building.

in its own business incubator based on the

Potential businesses must apply for a spot

results of a study by a coalition of creative

in the program, and must qualify as a “creative”

professionals called Parliament.

business. Once a business outgrows the

The most successful programs closely link local governments with local incubators. Na-

8 Cities Mean Business | www.citiesmeanbusiness.org

“We’re hooking up these incubating busi-

A publication for the Municipal Association of South Carolina

incubator, the Biz Inc. manager will work with outside agencies to relocate incubator companies in the town, DeMoura said. The incubator program also fits in as a piece of the downtown revitalization plan, he said.

The city of Greenwood also has worked closely with two different business incubators, a privately-owned artisan incubator and a not-for-profit biotechnology incubator.

The Greenwood-based South Carolina Biotechnology Incubation Program assists the development of life sciences companies as part of the state’s efforts to build a knowledge-based economy. It serves as a center for biotechnology, research and development, and has worked with research centers such as the Greenwood Genetics Center, South Carolina’s research universities and the Savannah River National Laboratory.

The city of Greenwood annexed the 215acre research park, owned by the GGC nonprofit institute, and provides city services at no taxable cost to GGC, Barrineau said.

Greenwood also supports its arts community, working closely with Meridian, a privately-owned artisan incubator in the Uptown with 12 working studios. The city provided the owner with a $25,000 low interest bricks/mortar loan through the downtown development corporation and secured a $20,000 façade grant, Barrineau said.

“The City of Greenwood is very focused on developing a creative energy in the downtown area,” Barrineau said. “This energy typically encourages restaurant and boutique growth.”

The city of Conway is home to a private

Meridian is an artisan incubator that opened in Greenwood’s downtown artisan district in October 2008. The studio is the creation of Greenwood photographer Jon Holloway. The building previously operated as an auto parts store. (Photos courtesy of the city of Greenwood)

business incubator. The Genesis Complex, which is operated by a local church, sup-

The center offers state-of-the-art technol-

ports burgeoning businesses that aim to

ogy and support services for the businesses,

of the group’s efforts and looks forward to a

help the community through faith-based

which currently include a group to help

rich partnership, which could include com-

and social programs. The Genesis Complex,

homeless women and a group that works

puter training for city employees at the Busi-

which was built three years ago, houses the

on social issues such as teen pregnancy and

ness Center, said Assistant City Administra-

Business Center that provides a professional

HIV/AIDS, according to Kisha Hanna, sup-

tor Barbara Blain-Olds.

atmosphere for new and growing businesses.

port services coordinator.

A publication for the Municipal Association of South Carolina

The city of Conway has been supportive

www.citiesmeanbusiness.org | Cities Mean Business 9

Cities play direct roles in regional economic development alliances

By Amy Geier Edgar

T

hese days, working alone just doesn’t cut it.

Faced with a struggling economy

and a competitive global marketplace, a number of municipalities have benefited by banding together with regional economic development alliances. When working together as a region, cities and towns have a greater chance of encouraging investment in their area, leading to more prosperity and better quality of life.

The regional approach has been successful in areas such as the Upstate, where the Upstate SC Alliance has been marketing the 10-county Upstate region globally since 2000. The group has focused on recruiting companies involved in the advanced materials, automotive, biosciences and energy fields, and the region is

Boeing’s decision to locate in North Charleston was the result of regional economic development efforts.

(Photo/Leslie Burden)

home to large employers such as Michelin

It’s important for cities to be involved in

North America, BMW Manufacturing Co.

their region’s economic development efforts

and Lockheed Martin Aircraft and Logistics.

for two main reasons, according to Karen

The regional approach works in other areas

assets, and how they fit into the overall economic development strategy.

For example, a city might not be a good

Kuchenbecker, vice president of communica-

candidate for a new manufacturing plant but

of the state as well. All of the major prospects

tions for CRDA. First, it’s important for city

it could offer attractive lifestyle amenities for

that have come to North Charleston — such

leaders to understand the overall regional

relocating executives. Another city might have

as the Boeing assembly plant and the Clemson

economic strategy so they can determine their

the perfect attributes for a small technology

wind turbine project — were the result of coor-

own distinct role within the strategy, she said.

company interested in a more rural setting,

dination with the Charleston Regional Develop-

“For example, a city’s leadership should

ment Alliance, said North Charleston Economic

consider which of the region’s industry targets

Development Coordinator John Cawley.

fit within the character and long-term devel-

economic development effort is that it gener-

The city has a close relationship with the

she said.

“One of the great things about a regional

opment plans for their particular city. Some

ates an overall awareness of the area so that

CRDA, according to Ryan Johnson, public

sectors just don’t make sense for some munici-

each city has an opportunity to benefit — de-

information assistant to North Charleston

palities,” Kuchenbecker said. “If an industry

pending on what assets a company is looking

Mayor Keith Summey. North Charleston and

is a fit, the city has to be able to support the

for and where its employees choose to live,”

other Lowcountry governmental entities play

kinds of businesses that comprise that sector.

Kuchenbecker said. “The new Boeing assem-

direct roles in CRDA on their board of direc-

They have to have the right infrastructure, rel-

bly plant, for example, will attract employees

tors and other task forces. There also is coordi- evantly zoned real estate, the right permitting

from all over the region. All of our region’s

nation among the city, CRDA and Charleston

27 municipalities will likely benefit from new

County when bringing in new industries and

and access to an appropriate work force.”

The second reason for city involvement,

spending and higher tax revenues. At the end

working on incentives and other economic

Kuchenbecker said, is to be sure the regional

of the day, our job is to attract new opportuni-

development initiatives, Johnson added.

organization is aware of its city’s particular

ties to this region. We couldn’t do this without

10 Cities Mean Business | www.citiesmeanbusiness.org

A publication for the Municipal Association of South Carolina

the support, commitment and engagement of

10 years down the road but is expected to aid

our region’s city and county governments.”

in development over the long-term, he said.

The city of Myrtle Beach has worked for

The city of Columbia is a member of the

years with the Myrtle Beach Regional Eco-

Central SC Alliance, an organization that

nomic Development Corp., and currently is

represents 10 counties in marketing the area

partnering with Horry County to build the

and recruiting business to the region. The city

first phase of infrastructure for a new 400-acre

has a close relationship with the alliance, and

International Technology and Aerospace Park

Mayor Steve Benjamin is on its board and

on the former Air Force Base, according to

serves on the executive committee, said city of

city spokesman Mark Kruea.

Columbia Economic Development Director

The city is providing $2.5 million in TIF bond proceeds for the initial roads, water and

Jim Gambrell.

An alliance makes sense because economic

sewer to serve the site, while the county will

interests don’t stop at the city limits, Gambrell

provide an additional $500,000. The site is

said.

adjacent to the runway for Myrtle Beach In-

“Companies looking at us don’t see city or

ternational Airport, so it’s a great location for

county boundaries. They see Columbia as the

aviation-related businesses, Kruea added.

larger area and that’s the way our alliance mar-

The focus with the International Technol-

kets us,” he said. “It just makes good sense to

ogy and Aerospace Park project is on non-

combine resources to save money and maxi-

tourism job creation, said Dr. Phil Render, a

mize benefits.”

city councilman who served on the MBREDC

The Central SC Alliance assists in market-

board in a city-appointed seat. The majority

ing the city and in finding prospects, Gambrell

of new jobs are created by existing businesses,

said.

and Myrtle Beach wants to expand its base of businesses, Render said.

The project has been a joint effort among

“With the help of the alliance we have landed new investments and jobs in Columbia, both from out of state (and country) and

city, county and state legislative officials, Ren-

from within South Carolina,” he said. “The

der said.

new Verizon operations center in the city and

“When companies see a united govern-

the just-announced Amazon distribution

The Amazon distribution center in Lexington County will have a significant economic impact on the central region of South Carolina. (Photo/Amazon.com Inc.)

ment front, they see that cities mean business,”

center in Lexington County will both have a

Render said. “We’re involved in an economic

significant economic impact on the central

between the larger economic engines of Flor-

war right now. We simply cannot win with a

region of South Carolina as well as the city of

ence and Myrtle Beach, Marion could be

divided house.”

Columbia.”

easily overlooked by working on its own eco-

Sumter, Clarendon, Lee and Williamsburg

It’s equally important for small towns to

nomic development projects. Yet the city has

counties have pooled their resources to support

be involved with their regional economic

worked with regional economic development

the I-95 Mega Site, which is one of only three

development alliance, said Jeff McKay, execu-

efforts and successfully recruited new busi-

certified “mega sites” in the state. With its 1,440

tive director of the North Eastern Strategic

nesses, such as ACAS Landing Gear Services,

acres, the I-95 Mega Site can support industries

Alliance, a regional economic development

a full-service aircraft repair and overhaul

that need a large amount of land such as auto-

organization that focuses on the nine-county

company.

motive manufacturing operations, aerospace

region in the northeast corner of the state.

and military manufacturing facilities.

The city of Sumter also has been working

“In our region, smaller towns and com-

“In order for regions to compete, there needs to be a true collaborative and coopera-

munities have found that it’s more effective

tive effort across the region, with counties,

with Clarendon and Sumter counties, as well

for them to be involved in the region,” McKay

municipalities and the state legislative del-

Turbeville and Manning, on a regional waste-

said.

egation working together toward a common

water treatment alliance, according to Sumter Mayor Joe McElveen. The project still is about

He cited Marion as an example of a smaller

cause,” McKay said.

city that has seen some success. Sandwiched

A publication for the Municipal Association of South Carolina

www.citiesmeanbusiness.org | Cities Mean Business 11

By Amy Geier Edgar

W

hen a business looks to expand

business interests without interruption and to

tools for the aviation and aerospace industries.

or open in a new city or region,

compete for new businesses when other com-

The company is a large user of process water

it considers everything from the

munities have struggled with drought condi-

and electricity. “Greer’s competitive advantage

tax rates to the quality of life. One key part of

tions, according to Reno Deaton, executive

in winning this project — estimated at $10 mil-

the decision lies with the availability of mu-

director of the Greer Development Corp.

lion in new capital investment and the creation

nicipal utilities.

Municipal governments as utility pro-

The Greer Commission of Public Works

of 45 new jobs — was the ability to provide

and the city of Greer maintain Lake Rob-

reliable and cost effective electricity and process

viders play a significant role in promoting

inson and Lake Cunningham as raw water

water,” Deaton said.

economic development activity. Without

reservoirs. The two lakes provide an ample

Commercial and industrial growth is a

widely available, reliable and affordable water, supply of drinking and process water as well

priority for Greer CPW, according to its gen-

electric, gas and wastewater services, most

as excess capacity for future economic devel-

eral manager, Nick Stegall. Greer CPW pro-

projects could not get off the ground.

opment projects, Deaton said.

vides strong support to the Greer Develop-

Before the first shovel hits the dirt, mu-

There is enough excess capacity with the

ment Corp. with the CPW general manager

nicipal utilities incur significant advanced

lakes and in the delivery system to serve new

sitting on its board. The utility, in partnership

planning and preparation costs to ensure

industry with water demands of approximately

with the Piedmont Municipal Power Agency,

sufficient capacity and infrastructure are in

1 million gallons per day. It is this access to

also helps with economic development by of-

place to serve current customers as well as

water that is becoming so significant in South

fering a special electric rate, available for new

future economic development projects.

Carolina and is important for many com-

commercial and industrial customers. Greer

panies as they make site location decisions,

CPW is one of 21 municipal electric systems

Making wise utility planning decisions has

positioned the city of Greer to be a major play- Deaton added. er in economic development. Access to water sources has allowed Greer to serve existing

in the state.

Greer recently completed a project with Advanced Composite Materials that makes cutting

12 Cities Mean Business | www.citiesmeanbusiness.org

“No city or community can attract industry unless it has adequate, reliable, com-

A publication for the Municipal Association of South Carolina

petitively priced utilities,” Stegall said. “The Commission is very competitive with all of its utility rates.”

In the city of Anderson, the utilities division also plays a major part in the region’s economic development efforts.

“Two of the water system’s main goals are to prepare for future growth and support economic development. Achieving these goals begins with major investments in infrastructure,” said Utilities Director Jeff Caldwell. “As our utility master plans are updated, these goals are always front and center in the decision-making process.”

For site-specific economic development opportunities, the utility participates directly in the process, Caldwell said. The utility iden-

Lake Robinson. (Photo/Lynn Pilewsk, www.naturewalkphotos.com)

tifies current water and sewer infrastructure and their capacities. It also evaluates alternative water supplies, such as gray water from its

the project’s continuing costs over its life-

wastewater treatment plant effluent and raw

time,” Nelson said. “The more you can lower

have to have the basic utilities in place,” said

water from the surface water supply. The city

costs, that impacts the bottom line.”

Louis Griffith, chief financial officer of the Bank

“If we expect a business to locate here, we

of Anderson maintains rates that are in the

To ensure the availability of these im-

lowest one-third of the state, Caldwell said.

portant utilities for economic development

board in Clarendon County. He also served as

purposes, municipal governments have made

chairman of the chamber’s infrastructure com-

enormous investments.

mittee. “It’s the first step to allowing growth to

In addition, the city of Anderson is the largest member of the Anderson Regional Joint Water System, which supplies potable

That’s the case in Manning, where city of-

of Clarendon and a member of the chamber

occur. It’s the foundation of it all.

water to Anderson County and parts of Pick-

ficials are seeking funding to double the size of

ens County. The Water System helped bring

their wastewater plant. Manning signed a re-

Griffith added. “If you expect them to come,

in at least one project to Anderson County,

gional wastewater agreement with Clarendon

you have to have it all in place.”

said Anderson County Economic Develop-

County and all of its municipalities, according

ment Director Burriss Nelson.

to Mayor Kevin Johnson of Manning.

First Quality Tissue SE LLC announced

“It’s almost like the ‘Field of Dreams,’”

Through this agreement, the city of

plans last spring to bring its manufacturing

Manning will be the regional provider

operations to Anderson County. The tissue

of wastewater treatment.

and towel company plans to invest $1 billion

“Our hope is that any growth in

and create 1,000 new jobs to support its new

the county and surrounding towns

production facility. Construction is ongoing

will ultimately improve the economic

at the plant, which uses about 3.5 million gal-

situation in the city because we are

lons of water a day for its operations, Nelson

the county seat,” Johnson said.

said. Anderson County and the Water System worked together on the project and agreed to build new recycling and intake facilities to support the plant, he said.

Competitive water rates also were attractive to the facility, Nelson said. “That affects A publication for the Municipal Association of South Carolina

www.citiesmeanbusiness.org | Cities Mean Business 13

State has overall competitive, positive business climate

By Amy Geier Edgar

S

outh Carolina businesses are cau-

get rid of its negative image as a place that

ment by focusing on providing a strong cul-

tiously optimistic about the future,

doesn’t offer the knowledge or skill set to

tural environment, reducing crime and mak-

but still not ready to move ahead with

handle high-tech jobs, he said. “There’s noth-

ing sure the infrastructure — water, sewer

growth or investments until they see steady

ing further from the truth,” he said, adding

and roads — is available, Rawl

economic growth, according to business

that South Carolina has had a lot of success

said.

leaders in the state.

in improving the quality of its education.

Lots of large businesses are cash flush,

Cities also play an important role in at-

Overall, South Carolina has a positive business climate, with an overall competitive

having saved money during the recession,

tracting businesses because they are the cen-

tax and regulatory climate, good quality of

said S.C. Chamber of Commerce President

ters of economic and social activity. When

life, an educated work force and good tech-

Otis Rawl. These businesses are waiting to

businesses and business executives consider

nical education programs, and competitive

pull the trigger on investments until they

locating in the Palmetto State, they

see economic growth sustaining for at least a

look for areas with good quality

quarter or two in a row, he said.

of life and excellent infra-

tice. A November 2010 report

structure in place,

by Site Selection magazine

Yet the small businesses on Main Street still are having a tough time, Rawl said. These businesses are struggling and don’t have the

ranked several southern

scores high marks on quality of life, ac-

ing industry, small businesses are often left

cording to Harry

with no access to capital to expand or even

Miley, founding princi-

make payroll.

pal of

Rawl said.

The state also needs to make some changes to help businesses, especially the

states among those

South Carolina

With strict federal regulations on the bank-

tough for small businesses to move forward,”

Businesses are taking no-

Rawl said.

same resources to weather the recession.

“Until the banks free up money, it will be

wages, Miley said.

with top business climates, with South Carolina earning the No. 5 spot. The report cites

Miley & Associates Inc., an

the automotive investment cluster in

economic and financial consulting and

the Upstate and the aerospace industry

research group.

cluster in the Charleston region among

The state has small, rural communities, low crime rates, little traffic congestion, and the climate is conducive to year-

technology-driven and knowledge-based jobs round work and outdoor activities,

the reasons for the high marks.

Rawl said economic activity is up slightly, with the S.C. Department of Commerce getting “a lot more looks”

that tend to start out as very small businesses, Miley said. The May 2009 S.C.

from potential investors.

Rawl said. The state’s tax structure needs to

The timing of when these

Department of Commerce

be revamped to attract knowledge businesses; Annual Cost of Living Index

big companies start invest-

it currently is tailored to big boxes, manufac-

showed that South Carolina

ing, however, will be deter-

turing and agricultural type businesses, he

has a lower cost of living than

mined by signs of growth

said.

neighboring states. It’s also

from the national economy.

“We don’t incentivize particularly small

one of the top states for home

businesses that create jobs,” Rawl said. “We’ve

ownership, according to U.S.

ner,” Rawl said. “We’re go-

got to encourage their investment in the

Census reports.

ing to come out of this. It’s

state.”

In order to do that, the state needs to

Cities can play a part in helping economic develop-

14 Cities Mean Business | www.citiesmeanbusiness.org

“It’s just around the cor-

just a matter of when, and how fast.”

A publication for the Municipal Association of South Carolina

You see a police car.

We see a police officer named Hal who works closely with fire departments and EMS, who knows every business owner downtown, who can name every city street and who buys 12 snow cones on Saturdays even though his T-ball team has never won a game.

www.citiesmeanbusiness.org

Cities Mean Business

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very complex components for automobiles.

They’ll be building for multiple manufacturers in the United States,” Hitt said. “A transmission plant is akin to an engine plant. It is a very sophisticated level of manufacturing, and I think it is a testament to the work force in South Carolina that they would locate here.”

The state already has a good reputation with European employers like BMW and Michelin. Hitt believes that Gov. Nikki Haley’s election has raised the state’s profile overseas.

She has attracted national and international attention because she is the first female governor of South Carolina and a first-generation American from a family that immigrated here from India, Hitt said.

“There are a lot of things in the pipeline that have been in there,” Hitt said. “And Gov. Haley’s election and the attention she gets nationally have drawn some people to want to look at South Carolina. We are working on building those contacts.”

Hitt said he’s not planning any major changes at the new department he heads.

“I’m an incrementalist,” Hitt said. “I’ll look at changes I think need to be made.”

Acknowledging that the recession has been tough on his department’s budget and on business investment in the state, Hitt said that additional funding for the department will also be incremental, addressed as it is needed. “Now is not the time,” he added.

“There’s nothing going on in the department that needs to be fixed,” Hitt said. “The question is, Now we are on the front end of a bubble, how do we make sure we capture as much of it as we can — get our share, plus?”

One contentious issue he’s dealing with is the selection of a plan to provide dual rail access to the Port of Charleston.

At his confirmation hearing, Hitt told senators he hasn’t endorsed any particular plan for providing rail access to port terminals in North Charleston.

During the hearing, Hitt emphasized the importance of resolving differences over the outgoing administration’s plans for a rail yard to serve the terminals, and he also said ensuring dual rail access at the port is vital to the state’s industrial and trade future. Three out of four vehicles made in BMW’s Greer plant travel on those rail lines to be exported, he said.

“Dual rail access is essential to BMW,” he said.

The state’s new industry recruiter has almost two decades of experience in dealing with the General Assembly and with state

Commerce Secretary Bobby Hitt has worked with manufacturers and economic development officials for years and worked to create the endowed chairs research program. (Photo/James T. Hammond)

agencies that have a voice in the way businesses operate. In his role as the German automaker’s point man in the state, Hitt helped steer incentives for BMW Manufacturing through the Legislature.

He has been active in the Upstate SC Alliance, a regional economic development group, and in the S.C. Manufacturers’ Alliance. He played a major role in the creation of the state’s endowed chairs research funding and the Clemson University International Center for Automotive Research.

Sen. Hugh Leatherman, the Florence Republican who leads the powerful Senate Finance Committee, made the motion to send Hitt’s nomination to the full Senate.

“Bobby, we’re excited about your willingness to take this on,” Leatherman said.

In his testimony, Hitt emphasized the need for the state to help small and medium-sized businesses deal with their work force development issues. Large companies have people to deal with such issues, he said, but smaller businesses might not.

Hitt highlighted several industrial sectors in which he thinks the state can be competitive, including chemicals, electronics, automotive and — drawing on the assets of the Savannah River National Laboratory — energy research.

“We are not done with automotive,” Hitt

said, noting that BMW Manufacturing has attracted 41 companies to the state and spends $3 billion annually in procurements in South Carolina.

He indicated that Boeing’s construction of an aircraft assembly plant in North Charleston is a starting point for another network of supplier companies that he expects to grow up around the new plant.

When Carl Flesher arrived in South Carolina from New York in 1992 as BMW’s landing party, he quickly began to feel that the cultural, political and business environment was information overload.

BMW had engaged the Columbia law firm of Nelson Mullins Riley and Scarborough as its legal team, and Hitt, a former journalist and newspaper editor, was the firm’s marketing director.

In short order, Hitt became Flesher’s righthand man in dealing with the General Assembly, the state Commerce Department and the myriad agencies and local government entities that BMW would have to satisfy to build its first auto plant in Spartanburg County.

Flesher said Hitt became so valuable a resource that he was quickly hired by the German company.

Often referred to in the media simply as the spokesman for BMW, Hitt became far more than that, Flesher said. The 61-year-old

w w w. s c b i z m a g . c o m | S p r i n g 2 0 1 1

25

Nikki Haley nominated Bobby Hitt for commerce secretary in December, before her inauguration as governor.

He was confirmed quickly by the state Senate. (Photo/James T. Hammond)

Charleston native has been a key strategist for the company as it navigated the shoals of S.C. business and politics, Flesher said.

One of the early concerns among BMW’s German management team was to ensure a supply of world-class engineers in South Carolina for the automotive industry that was about to blossom around the BMW Manufacturing plant.

Flesher said he and Hitt held many meetings with Clemson University President Jim Barker and his executive team to shape the graduate engineering program that would become the International Center for Automotive Research in Greenville.

Hitt was an important player in the development of the vision for CU-ICAR and for supporting the Centers of Economic Excellence, or endowed chairs, a program that has done much to ensure CU-ICAR’s success and bring it international acclaim.

“In a quiet way, he has been very instrumental in the development of the high-tech, knowledge-based economy in South Carolina,” said Chris Przirembel, former vice president of economic development at Clemson and one of the visionaries of CU-ICAR. Przirembel recalled a Christmas reception when Hitt handed him a $7 million check to fund a BMW endowed chair at CU-ICAR. “He has been a very vocal and I think 26

SC BiZ | w w w. s c b i z m a g . c o m

thoughtful spokesman for the endowed chair program,” Przirembel said.

And Przirembel echoed others’ sentiments about Hitt’s importance to BMW. “From my perspective, he is one of these thought leaders where you can sit down and brainstorm an idea,” he said. “With CUICAR, we had no benchmark; we were sort of creating this as we went along.”

BMW invested an additional $3 million in the endowed chairs program at Clemson and $25 million more at CU-ICAR’s Campbell Engineering Center, Przirembel said. That set the path for the public-private partnership that CU-ICAR has become.

When Clemson recruited Timken to develop its research and development center at CU-ICAR, the wooing started at BMW, where Hitt and Flesher had brought Timken executives to meet with Przirembel and other university officials, Przirembel said.

Through the years, Hitt has traveled on economic development trips with the Upstate SC Alliance, Clemson University and other groups, Przirembel said.

“I know he has been in the early meetings with companies that were considering locating in South Carolina because of the great story he can provide on BMW in South Carolina,” Przirembel said. He declined to name the companies.

Barker said Hitt has an understanding of, and an appreciation for, the vital role research universities play in building a strong innovation-based economy.

“Bobby has been an astute partner for Clemson University in many mutual initiatives, including the development of CUICAR, in which he has continued to play a leadership role on behalf of our pioneer partner BMW and on behalf of the state’s broader business community,” Barker said.

During the 18 years in which Hitt has represented BMW to the public, Flesher said he also has often been the company representative who would meet with other manufacturers considering locating in the state. BMW became a consistent touchstone for those economic development prospects, Flesher said, and in that role Hitt has been involved in too many S.C. recruiting efforts to count.

Flesher said the traits that make Hitt a good fit as the state’s chief economic development advocate are his intelligence, his curiosity and his genuine pride in South Carolina.

In addition to frequent contact with the General Assembly about BMW’s own legislative and regulatory issues, Hitt was often involved as an advocate for the several dozen supplier companies that have located in South Carolina to meet the carmaker’s supply chain needs, Flesher said.

“He has a very good sense of how things get done,” he said.

George Fletcher, executive director of New Carolina: South Carolina’s Council on Competitiveness, said Hitt has sharpened his economic development credentials through participation in groups such as his. Hitt served on the New Carolina board from 2006 to 2010.

“The selection of Bobby Hitt was a phenomenal choice. He has a communications background. He’s been involved with corporate America and international corporations.

He’s been involved in recruiting those 51 tier-one suppliers,” Fletcher said.

U.S. Sen. Lindsey Graham, R-South Carolina, described Hitt’s nomination as a “homerun for economic development in our state.”

“Bobby has a firm grasp on the needs of our state. He is among the top tier of individuals who fully understand the steps that must be taken to grow our economy and create jobs. During his time at BMW, he’s been a great leader and played an instrumental role in navigating the recent expansions of the plant,” Graham said.

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Sustainability as a business strategy

By Scott Miller, Staff Writer

T

he global business impact from the sustainability movement could equal or even surpass that of the Internet.

The World Wide Web became a gateway to new markets and revenue streams. It changed businesses’ cost structures, replacing bricks and mortar with clicks and orders, and store clerks with do-it-yourself checkouts.

The Internet changed productivity in every office. Those who adapted thrived.

“Sustainability,” a broad term with different definitions to different people, isn’t just about saving the environment. It’s also about increasing revenues, cutting costs and changing cost structures, said John Meindl, a serial entrepreneur, investor and adjunct professor of sustainability at Furman University.

Sustainability is a business strategy. And in the long run, it’s about creating economic stability in high-growth foreign economies that currently lack it, Meindl said.

“It behooves corporations to bring stability to other parts of the world,” he said. “Sustainability could have a bigger impact than the Internet.”

Meindl, a senior associate with the Center for Corporate and Professional Development, is one of the instructors in the university’s postgraduate program in corporate sustainability.

“Some think sustainability can be limiting.

28

SC BiZ | w w w. s c b i z m a g . c o m

The inaugural class of the postgraduate diplom a in Corporate Sustainabi University. (Photo/Provi lity at Furman ded)

It seems like an uber-liberal concept,” he said.

“It really addresses one thing: productivity, macro-level productivity. ... We want to offer you something that’s bottom-line-driven.”

Sustainable business practices apply to people, buildings, processes and products, he said.

Meindl was originally teaching an undergraduate course on sustainability at night.

Many of the students worked during the day, and they began bringing their employers to class. Those folks began engaging Meindl in conversation far after the semester concluded.

“It was the course that never ended,” he recalled.

So Furman launched a postgraduate program in corporate sustainability in the fall of 2010. The first class graduated in December.

Furman enrolled 23 students, about eight more than it expected, said Brad Bechtold, director of continuing education at Furman.

Currently, the class is offered only in the fall, but Bechtold expects to expand the program to two semesters eventually.

The university’s larger business sustainability program is already growing. Furman received a grant from Bank of America to offer a program called “small business sustainability boot camp,” which will include two on-site classes and virtual courses. The camp

will give businesses an understanding of sustainability practices and applications.

Additionally, Furman plans to launch an online program this year, Bechtold said, and is crafting a program to provide in-house consulting and customized training for businesses. That service might also begin this year.

Bechtold describes the postgraduate program, the online courses, the boot camp and the consulting service as a four-pronged approach to introducing businesses to sustainability.

He expects a larger regional draw in future classes and has received interest from people in California, Ohio and Texas.

“I know that there is an appetite and a market out there,” Bechtold said. “I will find a way to distribute it. ... Sustainability is a process, a real game-changer.”

The postgraduate program includes 10 classes in a five-week period. Each class is 8:30 a.m. to 4:30 p.m. Cost is $3,950 per person.

“It’s a significant investment of time and money, and it is well worth it,” said John Mateka, executive director of materials management for Greenville Hospital System University Medical Center.

Participants in the inaugural class included representatives of manufacturers, an architecture firm, hospitals, retailers, nonprofit or-

ganizations, a technical college, public entities and an accounting firm.

Greenville Hospital System strives to be a responsible corporate citizen, and sustainability is a key ingredient in that, Mateka said.

Among its green initiatives, the hospital system recycles landscape water, has installed grass on roofs at one hospital campus, and has instituted a new recycling program and construction standards that follow Leadership in Energy and Environmental Design guidelines.

Although Mateka said the environmental and community impacts are the drivers for the hospital system to practice sustainability, “We typically look for at minimum a breakeven, and we feel that return (on investment) is coming back,” he said.

Some customers commit to businesses and institutions that prove to be responsible corporate citizens, and that’s just one of the many economic benefits of implementing sustainability concepts, Meindl said. Sustainability creates competitive marketing advantage, increases market share and cuts energy costs.

Going green strengthens brands. It allows manufacturers to reuse material. It improves efficiencies. It holds the solution to rising energy costs and water shortages, and that solution could bring economic stability with it.

And it’s a process that guides thinking and innovation. Scientists are continually looking to nature for solutions, Meindl said. A scientist in Japan, for example, noticed that a hunting bird’s crooked beak allowed it to attack pray without being heard as it approached.

The scientists applied the “crooked beak” design to the nose of a bullet train in Japan that was creating too much noise when exiting tunnels, Meindl said. In a similar way, manufacturers study nature when looking for production efficiencies and material uses.

“Nature has no waste,” Meindl said.

Furman’s corporate sustainability program can help businesses learn how sustainability applies to them and how to find returns on investment in sustainability.

“If I can make a buck, save a buck and make my company worth more than a buck, sign me up,” Meindl said.

SC

BIZ

For more on the sustainability programs at Furman University, visit www.fusbp.com.

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Advertisement

S.C. Power Team brings industry to state

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he S.C. Power Team is an economic development alliance created by Santee Cooper, the state’s electric power generation and water utility, and Central Electric Power Cooperative, the umbrella organization for the state’s 20 electric distribution cooperatives. Together, they provide power to more than 2 million South Carolinians, nearly half of the state’s population. The only entity of its kind in South Carolina, it is the state’s largest supplier of electric power to industry and the only statewide power system.

Formally known as the Palmetto Economic Development Corp., the Power Team was founded in 1988. Since then, it has helped attract billions of dollars in capital investment and thousands of jobs to South Carolina.

Prior to the creation of the Power Team, Santee Cooper and the cooperatives had separate economic development departments.

“The enlightened leadership at Santee Cooper and the co-ops realized that the two organizations could achieve their missions more efficiently by joining forces,” said George Wolfe, an attorney with Nelson Mullins Riley & Scarborough who assisted in establishing the Power Team. “It made sense for the power generator to join the power distributors.”

The Power Team helps new manufacturing and distribution companies find a home in South Carolina. The group offers professional, experienced, personalized site location counseling that is confidential and free of charge.

“Electricity providers are a natural fit for promoting economic development,” Wolfe said. “It’s hard to think of a more critical need for business and industry than power.”

The Power Team promotes available buildings, industrial sites, parks and certified sites.

A certified site is defined as an industrial property that has been thoroughly analyzed and documented by a third-party engineering firm to determine archaeological, cultural, endangered species, environmental, topography and wetland issues. The analysis also determines acreage, availability, boundary, geotechnical,

By Todd J. Hudak

The S.C. Power Team helped Quoizel Inc. expand its operations to South Carolina.

land use, ownership, transportation and utility issues.

These sites are particularly attractive to industrial prospects because they are considered to be “shovel ready” for acquisition and development.

In addition to recruiting new industry, the Power Team also supports expansion of existing industries. It provides personalized, free expansion counseling, as well as recruitment of outof-state suppliers and customers. Power Team staff, accompanied by co-op personnel, regularly visit existing co-op served facilities to address opportunities in person. The organization also has relationships with a number of service providers, many non-profit, who provide assistance to industry at little or no cost.

Another key focus of the Power Team is professional development for South Carolina’s economic developers. The group holds an annual economic review, as well as training sessions for state and county economic developers. The Power Team also works closely with the state’s seven regional economic development alliances and the S.C. Department of Commerce.

The Power Team markets South Carolina heavily. It publishes a bi-monthly newsletter, Palmetto Power, which is available on the group’s website at www.SCPowerteam.com.

The organization advertises in magazines such as Site Selection and Business Facilities, places ads on economic development websites, and staffs booths at numerous trade shows throughout the year.

A magazine ad prompted Todd Phillips, an

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SC BiZ | w w w. s c b i z m a g . c o m

George Wolfe, Nelson Mullins Riley & Scarborough

Todd Phillips,Quoizel Inc.

international director of international lighting company Quoizel Inc.. to contact the Power Team in 1994. Founded in 1930 in New York, the company was looking to expand. Due to limited room for expansion and the high cost of doing business, Quoizel decided to relocate.

The company now operates a 500,000-squarefoot distribution center and corporate headquarters in Goose Creek, S.C. “We needed more space at a reasonable price in a business friendly environment,” said Phillips. “Our criteria included a location where we could find a good labor force, both blue collar and white collar. We also wanted to be near water, for both a port and quality of life.”

After the initial contact, a contingent from the Power Team traveled to New York to meet with Quoizel representatives. “We also visited Charleston, where the Power Team arranged meetings with builders, port representatives, and the Charleston Regional Development Alliance,” Phillips said.

Phillips said economics played a large role in the decision to choose Charleston, including taxes, incentives and affordable electricity.

“We were looking at Savannah, Ga., too, and they were very impressive, but the Power Team made us feel a connection,” said Phillips.

“They made us feel at home and made sure all of our needs were met.”

“There was clear communication,” he continued. “The feeling that we all had was one of cooperation with the Power Team. We could feel the aggressiveness of South Carolina wanting to bring in business to the state.”

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2011 FIVE STAR Wealth Managers 2011 INDEPENDENT SURVEY OVERALL SATISFACTION

©2011 Crescendo Business Ser vices

w w w. f i v e s t a r p r o f e s s i o n a l . c o m

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Meet your South Carolina 2011 FIVE STAR Wealth Managers We surveyed consumers and financial services professionals to find wealth managers in South Carolina metropolitan areas who scored highest in overall satisfaction. Here they are.

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ell over half of the consumer responses in South Carolina metropolitan areas indicated it is difficult to find a wealth manager they trust and rely on.(1) Wealth managers, broadly defined, are those individuals who help you manage your financial world and/ or implement aspects of your financial strategies. Common examples of wealth managers are financial advisors, financial planners, investment advisors, tax advisors, estate planning attorneys, etc.

Wi t h m o r e t h a n 6 , 3 0 0 w e a l t h managers(2) in South Carolina metropolitan areas, how do you find someone who listens to you, represents your interests and operates with an emphasis on integrity and service? SCBIZ magazine, Charleston Regional Business Journal, Columbia Regional Business Report and GSA Business can help.

The publications formed a partnership with Crescendo Business Services to find out which wealth managers scored highest in overall satisfaction.

The Selection Process Crescendo administered a survey, by mail and phone, to approximately 1 in 4 high-net-worth households(3) (over 61,000 households) and all identified FINRA registered representatives (over 2,100 financial services professionals) within South Carolina metropolitan areas.

On the surveys, recipients were asked to evaluate only wealth managers whom they know through personal experience and to evaluate them based upon nine criteria: customer ser vice, integrity, knowledge/expertise, communication, value for fee charged, meeting of financial objectives, post-sale service, quality of

recommendations and overall satisfaction.

Both positive and negative evaluations were included in the scoring, and only wealth managers with more than five years of experience in the financial services industry were considered.

Next, each wealth manager was reviewed for regulatory actions, civil judicial actions and customer complaints as reported

by FINRA, the SEC, the State Board of Accountancy and the State Bar. Then, before finalizing the list, wealth managers were reviewed by a blue ribbon panel comprised of individuals from within the financial services industry. Although panelist comments were incorporated into the final score, safeguards were built into the review process to reduce the ability of panel members to influence the composition of the final list on the basis of company affiliation.

An Elite Award The resulting list of 2011 FIVE STAR Wealth Managers is an elite group, representing less than 3 percent of the wealth managers in South Carolina metropolitan areas. For a more user-friendly listing, wealth managers have been grouped based upon their primary financial service. Each wealth manager was also able to list up to three additional financial services that they provide their clients.

Although this list will certainly be a useful tool for anyone looking for help in managing their financial world or implementing aspects of their financial strategies, it should not be considered exhaustive. Undoubtedly, there are many other excellent wealth managers who, for one reason or another, are not on this year’s list.

2010 Consumer Survey, QMI Research FINRA registered representatives, IARs, CPAs and attorneys that provide estate planning and trust services (3) Defined as the upper 1/3 of all households based on net-worth (1) (2)

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R e se arch De cl ar ati on s: As with any research or recognition program, it is important that we provide you the following declarations: • The 2011 FIVE STAR Wealth Managers do not pay a fee to be included in the research or the final list of FIVE STAR Wealth Managers.

• The overall evaluation score of a wealth manager reflects an average of all respondents and may not be representative of any one client’s experience.

• The FIVE STAR Award is not indicative of the wealth manager’s future performance.

• Wealth managers may or may not use discretion in their practice and therefore may not manage their clients’ assets.

• The inclusion of a wealth manager on the FIVE STAR Wealth Manager list should not be construed as an endorsement of the wealth manager by Crescendo Business Services, SCBIZ magazine, Charleston Regional Business Journal, Columbia Regional Business Report or GSA Business.

• Working with a FIVE STAR Wealth Manager or any wealth manager is no guarantee as to future investment success nor is there any guarantee that the selected wealth managers will be awarded this accomplishment by Crescendo in the future.

• The research process for the FIVE STAR Wealth Manager Program, managed by QMI Research, incorporates a statistically valid sample in order to identify the wealth managers in the local market that score highest in overall satisfaction.

QMI Res e arch do es not include we alt h managers on the list unless their score is statistically valid. At least 50 percent of the we a lt h m an a ge r s i n t h e m ar ke t h ave a statistically valid score.

For more information on the FIVE STAR Award and the research/selection methodology, go to: fivestarprofessional.com/wmresearch.

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2011 F I V E S TA R W E A LT H M A N AG E R S

I N D E X O F W E A LT H M A N A G E R S List compiled by Crescendo Business Services. Names in boldface also appear in the profiles that follow. Wealth Manager additional financial services: BP=Business Planning; EP=Estate Planning; FP=Financial Planning; IN=Insurance; IV=Investments; TS=Trust Services; TX=Taxation BUSINESS PLANNING

BUSINESS PLANNING Jason Freeman J. Freeman & Associates FP, IN, IV D. Carlyle Rogers, Jr. The Bowman Center

ESTATE PLANNING William Bratt Wilson & Bratt Attorneys at Law BP Michael Bridges Dobson Jones Ball Phillips & Bridges TX Dan A. Collins Collins & Collins BP, TX Carole Gunter Mays, Foster, Gunter & Murphy TX John Jolley McNair Law Firm BP Paul Lynch Morre & Van Allen BP, TX Cynthia O’Dell The Law Firm of Cynthia Ann O’Dell TS Don Reichert Capital Design Associates BP, IN, IV William Reynolds Todd & Johnson TX John Thomas Thomas & Fisher BP, TX Mark Winn Mark F. Winn Attorney at Law TS, TX

FINANCIAL PLANNING Jim Agostini First Command Financial Services Robin Arnold Palmetto Citizens Federal Credit Union IN, IV, TS Jim Barnes, Jr. Ameriprise Financial Services, Inc. IV

FINANCIAL PLANNING

FINANCIAL PLANNING

FINANCIAL PLANNING

FINANCIAL PLANNING

Dennis Barry, Jr. Thrivent Investment Management EP, IN, IV Jim Bennett Ameriprise Financial Services, Inc. BP, EP, IV William Blackford Morgan Stanley Smith Barney IV Diane Blackwelder Charleston Financial Advisors IV Laura Blanchard Ameriprise Financial Services, Inc. EP, IN, IV Deborah Breedlove Ameriprise Financial Services, Inc. EP Marcial Briggs Ameriprise Financial Services, Inc. EP, IN, IV David Brockway Merrill Lynch Chris Brown Family Legacy EP, IV, TX Melody Bundschuh Waterstone Financial Group IN, IV Patrick Burgess First Command Financial Services IN, IV Justin Chadwick The McDaniel Corporation/ Capital Investment Group IN, IV Benjamin Coakley Waypoint Strategic Advisors EP, IN, IV J. Hagood Ellison, Jr. Merrill Lynch EP, IV, TS R. Bennett Firestone, Jr. Legacy Wealth Management IN, IV Michael Fleischbein First Command Financial Planning EP, IN, IV

Patrick Floyd Ameriprise Financial Services, Inc. IV Mark French Scott & Stringfellow IN, IV, TS Wesley Frierson Carolinas Wealth Management Group EP, IN, IV Page 5 Lowell Gaskin Key Financial Concepts IN, IV Roger Hall Hall Tax & Planning Services EP, IV, TX Rick Higgins Walker Walker Higgins Wealth Management IN, IV Cheryl Holland Abacus Planning Group BP, IV William Holt Carolinas Wealth Management Group EP, IN, IV Michele Huddleston Huddleston & Associates/Ameriprise Financial Services, Inc. EP, IN, IV Page 7 Jody Hyden Ameriprise Financial Services, Inc. EP, IN, IV Gill Johnson SunTrust Investment Services EP, IN, IV Jason Karr Sims & Karr Financial Solutions EP, IN, IV Catherine Latto Latto & Associates EP, IN Giovanni Luccia, Jr. Ameriprise Financial Services, Inc. EP, IN T. Van Matthews Ameriprise Financial Services, Inc. EP, IN, IV Kyra Morris Morris Financial Concepts EP, IV, TX

Debra Nelson Charleston Planning Consultants EP, IN, IV Page 7 Gregg Newman Ameriprise Financial Services, Inc. IN, IV Michael Oana Team Oana Investment Advisors IV Dianne Odom Odom Scruggs & Associates BP, EP, TX Peter Pigeon Hobbs Group Advisors IN, IV William Prewitt Charleston Financial Advisors IV Ben Rast Morgan Stanley Smith Barney EP, IN, IV David Rice Morgan Stanley Smith Barney IV Jeff Richardson First Command Financial Planning IN, IV John Rush John Rush & Associates/ Ameriprise Financial Services, Inc. EP, IN, IV Page 8 Elizabeth Savage Davenport, Savage & Burtt/Ameriprise Financial Services, Inc. EP, IN, IV Joesph Schofield Capital Design Associates EP, IN, IV Martin Shapiro WealthWise of the Carolinas IV Jay Sharp, Jr. Ameriprise Financial Services, Inc. BP, EP, IV Hoke Shuler Householder Group EP, IV John Sides Sides Financial Strategies EP, IN, IV Page 8

Rhett N. Sinclair McManus & Sinclair Wealth Management EP, IN, IV Gerald Smith Smith Financial Network IV Christopher St. John The Carolina Wealth Advisors IN, IV, TX Joe Taylor Oak Street Advisors EP, IN, IV Clark Vereen Merrill Lynch EP, IN, IV Richard Waldrep Personal Planning EP, IN, IV Gerry Ward Ward Financial Advisors BP, EP, IV Dan Webster Fusion Capital IN, IV, TX Page 8 Ryan Westmoreland Ameriprise Financial Services, Inc. BP, EP, IV James Wilson J.E. Wilson Advisors EP, IV, TX Allen Wise Law Office of Allen B. Wise BP Alicia Zmuda First Citizens Bank & Trust EP, IN, IV

INSURANCE M. Steve Garrison NYLife Securities/New York Life EP Alan Hopkins Prudential Financial EP, IV

INVESTMENTS Don Alderman Wells Fargo Advisors, LLC John Allen Edward Jones Kendall Anderson Anderson Griggs Portfolio Management Lawson “Sonny” Ballard, Jr. Morgan Keegan & Company FP

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2011 F I V E S TA R W E A LT H M A N AG E R S

SPECIAL ADVERTISING SECTION

I N D E X O F W E A LT H M A N A G E R S List compiled by Crescendo Business Services. Names in boldface also appear in the profiles that follow. Wealth Manager additional financial services: BP=Business Planning; EP=Estate Planning; FP=Financial Planning; IN=Insurance; IV=Investments; TS=Trust Services; TX=Taxation INVESTMENTS

INVESTMENTS

INVESTMENTS

INVESTMENTS

TAXATION

Troy Barrentine AXA Advisors EP, FP, IN Geno Berchiatti Innovative Wealth Strategies EP, FP, IN Harrington Bissell Morgan Keegan & Company EP, FP, IN Brad Blackburn Dyadic Financial Management EP, FP, IN Jerry Boger, Jr. Wells Fargo Advisors, LLC Scot Bytnar HMS Financial Services FP Page 8 Tim Calvert First Citizens Bank Securities FP Charles Claus Morgan Keegan & Company FP, IN, TS Steven Collie Wells Fargo Advisors, LLC Robert Cook, Jr. Morgan Stanley Smith Barney FP, TS Marion “Larry” Craine Wells Fargo Advisors, LLC Jack Cunningham Merrill Lynch FP Todd Davenport Edward Jones George Debnam, Jr. Debnam Wealth Management Group EP, FP, IN Gary Deese Edward Jones Robert DeHollander DeHollander & Janse Financial Group FP Page 7 Park Dougherty Wells Fargo Advisors, LLC B. Randolph Dunlap, Jr. Wells Fargo Advisors, LLC Michael M. Duprez Duprez Financial FP, IN Daniel J. Gafgen Stifel Nicolaus FP

John H. Gallman Edward Jones Joseph Gilchrist Morgan Keegan & Company EP, FP, TS Aaron Justin Gore ING Financial Partners EP Christopher Hallmark Edward Jones Joe Hines Global View Investment Advisors EP, FP Robert L. “Robby” Jones Wells Fargo Advisors, LLC Steve Junis Edward Jones Lisa Kean Morgan Stanley Smith Barney EP, FP, TX Walter Kivett Morgan Stanley Smith Barney BP, EP, FP Charles “Bucky” Knowlton Robert W. Baird & Company EP, FP, IN Dustin LaPorte Dustin LaPorte FP, IN John Long Edward Jones David C. Luke, Sr. Morgan Keegan & Company EP, FP Frank Lundy Wells Fargo Advisors, LLC William Alan Lyles Morgan Stanley Smith Barney FP, IN Spencer Lynch Morgan Keegan & Company FP, TS William McAfee WHM Capital Advisors BP, FP George McCutchen, Jr. Capital Investment Group EP, IN Leo McLaughlin Wells Fargo Advisors, LLC

Marion McMillan Morgan Stanley Smith Barney FP Mike Miller PlanFIRST EP, FP, TS Kenneth Moore Global View Investment Advisors FP James Moore Stifel Nicolaus EP, IN Jim Norman Norman, Johnson & Company FP, IN, TX Stacey Payne BB & T Investments Johnny Peden III Morgan Stanley Smith Barney FP, IN Jay Pulliam, Jr. Wells Fargo Advisors, LLC William Putnam, Jr. Wells Fargo Advisors, LLC Daniel Roach, Jr. Morgan Stanley Smith Barney EP, FP, TS Louis Seymour BB & T Investments FP, IN, TS Scott Shubert Blue Granite Capital EP, FP Roger Sims Sims & Karr Financial Solutions FP, IN, TS Kevin Skipper Discipline Financial Management EP, FP Jason Stubbings Wells Fargo Advisors, LLC Glenn Sutherland Sutherland Financial Services IN Jim Switzer Morgan Stanley Smith Barney FP, TS Keith Thomason Edward Jones

Paul Valentine Edward Jones Brenda Varnum Edward Jones David Vaughan Merrill Lynch Robert Vingi Wells Fargo Advisors, LLC Robert Webb BB & T Investments EP, IN, TS Steve Weber The Bedminster Group FP Shane Welch BB & T Investments FP, IN Michael White Morgan Stanley Smith Barney FP, IN, TS Page 6 Mike Wiggins Edward Jones Nicholas Williams SunTrust Investment Services FP, IN Ronald Wilson Morgan Stanley Smith Barney IN Bruce Brenner Wood Wells Fargo Advisors, LLC Mel Wright Merrill Lynch EP, IN, TS Ernie Wright Wells Fargo Advisors, LLC Paul Zaio LPL Financial FP, TS Page 8 Jonathan Zimpleman Edward Jones

Richard Heath Richard Heath, CPA BP, FP Mark Hobbs The Hobbs Group FP, IN, IV Brandon Hoffman Hoffman & Hoffman, CPA BP, EP, FP Page 8 Bryan Jeter Lister Jeter & Lloyd, CPA Victor Kliossis Elliott Davis Leonard Lesslie Leonard G. Lesslie, CPA BP Toni McKinley McKinley Cooper & Company BP, EP, FP John Merritt, Jr. J. B. Merritt & Associates FP, IN, IV Joe Montgomery Joseph F. Montgomery, CPA BP, EP Lisa Nason Nason Way Accounting BP Troy Overstreet Cherry Bekaert & Holland BP, EP James Parrish James A. Parrish, CPA Steven Rau Moore Beauston & Woodham EP, FP, TS David Selander Hood & Selander, CPA BP, EP, FP David Steffens Steffens Accounting & Tax BP Henry Summer Henry Summer & Company BP, EP, FP Thomas Way Nason Way Accounting

TAXATION Kevin Cain Kevin H. Cain, CPA BP, FP D. Richard Crumpler Smith Sapp Bookhout Crumpler & Calliham EP Roger Duncan Bradshaw Gordon & Clinkscales Alan Grimsley Derrick Stubbs & Stith BP

TRUST SERVICES H. Walter Barre Colonial Trust Company EP, FP, IV Michael Taylor Taylor Miles & Associates BP, FP, TX

Certified Financial Planner Board of Standards Inc. owns the certification marks CFP®, CERTIFIED FINANCIAL PLANNER™ and the federally registered CFP (with flame logo) in the U.S., which it awards to individuals who successfully complete CFP Board’s initial and ongoing certification requirements. The Chartered Financial Consultant credential [ChFC®] is a financial planning designation awarded by The American College.

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2011 F I V E S TA R W E A LT H M A N AG E R S

SPECIAL ADVERTISING SECTION

CAROLINAS WEALTH MANAGEMENT GROUP

Left to right: David Monckton, FIVE STAR Wealth Manager Wesley Frierson and Sam Head

Entire Solutions. Your Entire Future.

• Insight — complex situations become clear with proper understanding and planning • Trust — integrity and communication are the foundation of our client relationships • Commitment — we possess an unwavering adherence to our clients’ goals and objectives Areas of Focus: Professional investment management, tax, estate and retirement planning, debt and risk management, charitable giving Designation: CERTIFIED FINANCIAL PLANNER™

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arolinas Wealth Management has been focused on helping our clients achieve financial security though a team approach to wealth accumulation, preservation and distribution since our founding in the 1990s.

Carolinas Wealth Management offers expertise in all areas required for optimal wealth management. Our team of investment professionals, along with CPAs, tax and estate planning attorneys, ensures that all areas of one’s wealth are properly managed and coordinated. With us as your wealth

advisors, you will enjoy the confidence that comes from knowing that your financial future is secure.

Since our inception over a decade ago, Carolinas Wealth Management has never lost sight of our core business values: a personalized approach, objectivity and exceptional service. With offices conveniently located throughout South Carolina in Columbia, Greenville, Myrtle Beach, Seneca and Charleston, we are easily accessible to meet our clients’ needs.

1925 Bull Street • Columbia, SC 29201 Phone: (803) 256-0100 Sam Head, David Monckton and Wesley Frierson are Investment Adviser Representatives of ING Financial Partners, Inc. Securities and Investment Advisory Services are offered through ING Financial Partners, Inc., member SIPC, 1925 Bull Street, Columbia, SC 29201. Carolinas Wealth Management is not a subsidiary of nor controlled by ING Financial Partners.

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SPECIAL ADVERTISING SECTION

2011 F I V E S TA R W E A LT H M A N AG E R S

MICHAEL WHITE

FIVE STAR Wealth Manager Michael White and his family

Paving the Path for Families’ Financial Freedom • Building lasting relationships by focusing on what is important to you • Customizing investments to help meet your specific goals • Supporting the pursuit of your financial goals through all life stages Areas of Focus: Retirement planning strategies, personalized investment approach, great client service Titles: Vice President, Financial Advisor, Senior Portfolio Manager

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y family means the world to me, and I am sure your family is equally as important to you. You have a great responsibility as you plan for the future in these uncertain times. You may have important investment decisions to make, estate planning needs and, most importantly, the desire to plan for a healthy and successful retirement. These are all issues that I address with my clients and invite you to join me in our quest for financial independence.

As a senior portfolio manager, I customize portfolios tailor-made for each client’s goals. Client service is of the utmost importance in maintaining great relationships. I consider all clients an extension of my family. I thank all my clients for their continued support, friendship and trust that they have placed in me. I also ask that you join our ongoing quest to potentially achieve financial freedom. Thank you.

Greenville, SC 29601 Direct: (864) 370-7255 • Cell: (864) 525-0363 michael.r.white@mssb.com © 2011 Morgan Stanley Smith Barney LLC. Member SIPC. Morgan Stanley Smith Barney LLC and its Financial Advisors and Investment Representatives do not offer tax or legal advice. Individuals should consult their personal tax and/or legal advisors before making any tax- or legal-related investment decisions.

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SPECIAL ADVERTISING SECTION

2011 F I V E S TA R W E A LT H M A N AG E R S

DEHOLLANDER & JANSE FINANCIAL GROUP Independent, Innovative, Personal Advice • Customized financial planning for each client • Comprehensive investment consulting and wealth management • 100% independent with no proprietary products Retirement Income Planning, Investment Strategies, Estate and Business Planning Designations: CERTIFIED FINANCIAL PLANNER™ professionals

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hank you! We at DeHollander & Janse Financial Group thank each and every one of our clients for this recognition. We are honored and sincerely appreciate your confidence and trust.

DeHollander & Janse Financial Group is an independent, full-service financial consulting firm headquartered in Greenville, SC. We specialize in customized financial planning advice, innovative investment solutions and exceptional client service. In today’s world, a sound financial plan involves managing risk, investing intelligently, minimizing taxes and planning your distribution strategy. Our approach helps clients accumulate, preserve and distribute their wealth with confidence. Let us help you build a roadmap to your goals and dreams!

3515 Pelham Road, Suite 100 • Greenville, SC 29615 Phone: (864) 770-0220 • Toll-free: (866) 411-3534 Left to right: Roy Janse and FIVE STAR Wealth Manager Robert DeHollander

dehollander@djfinancial.com • janse@djfinancial.com • www.djfinancial.com Securities and Advisory Services offered through Commonwealth Financial Network®, member FINRA/SIPC, a Registered Investment Adviser.

MICHELE C. HUDDLESTON

DEBRA NELSON

Huddleston & Associates A financial advisory practice of Ameriprise Financial Services, Inc.

Charleston Planning Consultants 51 Gibbes St. Charleston, SC 29401

862 S Pleasantburg Dr., Ste. E Greenville, SC 29607

Office: (843) 577-5130 Debra@BetterFinancialPlanning.com

Office: (864) 250-3000

Providing Wealth Management Solutions

Plans for Living Your Life on Purpose

• Wealth management and capital conservation • Investment strategies for retirement income • Providing for heirs and charitable causes

• Individual solutions to each client’s needs • Time-tested strategies for more than 30 years • Emphasis on integrity

Areas of Focus: Pre-retirement planning, distributions and wealth transfer Private Wealth Advisor, CFP®, ChFC®, CLU®, CRPC®

Areas of Focus: Wealth and Investment Management Debra L. Nelson, MSFS, CFP®

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ichele Huddleston is an Ameriprise Private Wealth Advisor with experience navigating a variety of economic and market conditions for clients. Michele and her team provide highly personalized service focused on the goals and dreams of clients. She values the confidence and trust clients place in Ameriprise. Please visit michelehuddleston.com.

Working with this financial advisor is not a guarantee of future financial success.

Investors should conduct their own evaluation of a financial professional.

Brokerage, investment and financial advisory services are made available through Ameriprise Financial Services, Inc., Member FINRA and SIPC.

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hat if there is such a thing as a “financial GPS”? What if things are not exactly as you have imagined? When would you want to know? Now! As fee-only-based independent advisors, my team and I create unbiased customized investment strategies designed to help build, protect and transfer clients’ wealth. We take a comprehensive and customized approach to your financial goals. Let us be the guiding light in working toward your financial success!

Securities and fee-only advisory services offered through LPL Financial, A Registered Investment Advisor, Member FINRA/SIPC.

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2011 F I V E S TA R W E A LT H M A N AG E R S

SPECIAL ADVERTISING SECTION

DAN WEBSTER North Myrtle Beach, SC 29582 Office: (843) 280-3730 dwebster@fusioncapital.net www.fusioncapital.net

SCOT

BY TNAR

A Boutique Investment Firm • Provide unbiased, personalized objective advice • Help develop, adjust and execute a custom investment program • Act as your family’s Chief Investment Officer Area of Focus: Wealth Management Title: President

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onstructing a well-rounded, objective investment portfolio requires the use of a variety of tools, including perseverance, experience, patience and attention to fine detail. The Fusion Team works thoroughly to help all of our clients develop a rewarding investment strategy that meets their individualized objectives. We strive to connect investors who value greater access to unique investment opportunities and see the benefit in leveraging the experience and wisdom within the Fusion Firm.

Investment Advisory Services offered through Fusion Capital LLC, an SEC Registered Investment Advisor Firm.

4 Monckton Blvd.

Columbia, SC 29206 Direct: (803) 790-6113 ScotB@HMSLLC.com

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uring his 20-plus years of working in finance, the key to Scot’s success has been his independent, researchdriven approach to providing personal service in the area of investment management and retirement planning.

BRANDON HOFFMAN

Hoffman & Hoffman, CPA, P.A. 7 Gamecock Ave., Ste. 701 Charleston, SC 29407 Office: (843) 766-3465 bhoffman@hoffmancpa.com www.hoffmancpa.com

Public Accounting, Audits, Reviews, Compilations and Tax Consulting CPA

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or more than 25 years, we have served our business and indiv idual clients w ith personalized, quality service. We believe in the value of relationships and feel each client deserves close, personal attention.

Need a Great Wealth Manager?

JOHN SIDES

JOHN RUSH

1533 Fording Island Rd., Ste. 328 Hilton Head, SC 29926 Toll-free: (877) 837-1220 ameripriseadvisors.com/john.b.rush Financial Advisor, CRPC®

Sides Financial

201 Ministry Dr. Irmo, SC 29063 Phone: (803) 781-2922 sidesfinancial.com Areas of Focus: Retirement Income Planning with a Focus on Wealth Preservation Designation: RFC

A

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Working with this financial advisor is not a guarantee of future financial success. Investors should conduct their own evaluation of a financial professional. Ameriprise Financial Services, Inc., Member FINRA and SIPC.

Securities and investment advisory services offered through ING Financial Partners, Inc. Sides Financial Strategies, Inc., is not a subsidiary of nor controlled by ING Financial Partners, Inc.

s an experienced advisor to highnet-worth individuals, family groups and closely held businesses, John specializes in working with preretired and retired clients.

e assist clients and the community with wealth management through education, communication and service which exceed their expectations.

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PAUL J. ZAIO

LPL Financial

1156 Bowman Rd. Mount Pleasant, SC 29464 Office: (843) 416-1144 paul.zaio@lpl.com www.lpl.com/paul.zaio Area of Focus: Wealth Management Designations: CFS®, CIS®

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e want to thank our clients for recognizing us for this award. We have a true appreciation for what is at stake when managing your wealth, and we do not take our task lightly. For this reason our goal is simple; to help you accomplish yours.

Securities offered through LPL Financial, member FINRA/SIPC.

Look for Wealth Managers displaying this logo Wealth Managers interested in learning more about the FIVE STAR Program, please call 1-888-438-5782 or visit our web site at: fivestarprofessional.com

11 20 1, e su Is

S.C. Delivers

Ports, Logistics & Distribution in s.c.

Sparks fly as state advances rail plan for North Charleston port terminal

By Ashley Fletcher Frampton and Daniel Brock

I

n late December, then-S.C. Commerce Secretary Joe Taylor unveiled a plan for construction of a rail hub in North Charleston that would provide the state’s two major rail carriers with equal access to a future port cargo terminal.

In doing so, he might have sparked a political war between the state of South Carolina and its third-largest city.

Although the plan is meant to boost state-level economic development, critics say it also flies in the face of business and community revitalization efforts in North Charleston.

The Commerce plan, the result

of months of backroom maneuvering, calls for a $70 million rail yard to be built on a 70-acre tract on the former North Charleston Navy Base that belongs to Clemson University. There, containers shipped through the Port of Charleston would be loaded onto miles-long trains and dispatched to major commerce hubs as far away as Chicago.

Under the Commerce Department’s proposal, CSX Transportation would run trains into and out of the rail yard from the south side of the former Navy base, and Norfolk Southern Corp. would run trains from the north. State lawmakers and business leaders

say keeping the two rail lines on even footing — or ensuring that they have “equal dual access” and can charge similar rates — is important for the competitiveness of the port and for the companies that rely on it.

“Dual rail access is essential to BMW,” said Bobby Hitt, a former executive with the auto manufacturer and Gov. Nikki Haley’s pick for commerce secretary in her cabinet. Three out of four vehicles made in BMW’s Greer plant travel on those rail lines to be exported, Hitt said, and ensuring equal access to both rail carriers is vital to the state’s industrial and trade future.

Regional concerns persist The city has fought for years to preclude train traffic on the north side of the former Navy base — the center of more than a decade’s worth of redevelopment efforts that began after the base was shuttered in 1996.

If state officials thought their rail plan would put an end to the rail debate and secure a competitive future for the port, they were wrong. North Charleston Mayor Keith Summey has said he is preparing for political war and vowed to wage a long and costly legal fight.

Summey argues that the state is violating a memorandum of understanding that the city and the S.C. State Ports Authority signed in 2002. In that document, the parties agreed that rail accessing the new port terminal would not run through the heart of the city’s redevelopment area.

“We’ve made a lot of investment in the community based on that MOU, which said — one of the issues was that no rail would go through the north,” Summey said in January in his State of the City address. “We’ve had hundreds of people invest in property surrounding the Navy base, relying on that agreement the state said they would honor. That agreement is now in violation by See RAIL, Page 42

A p u b l i c at i o n o f s c b i z n e w s

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Briefs After survey, SPA looks to roll out truck replacement program CHARLESTON – The S.C. State Ports Authority has finished up the Southeast’s first comprehensive survey of trucks serving a major port. The maritime agency will now look to collaborate with trucking industry officials to help them replace their oldest, dirtiest models.

Port officials will now turn their attention to a rollout of a multifaceted program that could include features such as a “scrapping incentive” for truck owners to replace environmentally unsound pre-1994 trucks; lowinterest loans and leases on new trucks; and emissions-reducing retrofits for diesel engines.

The SPA is working with the Coalition for Transportation Productivity and the Environmental Defense Fund on the program, which will be funded through public and private sources.

Wilbur Smith Associates, a transportation and infrastructure consulting firm, compiled the survey, which examined fleet age and trip frequency for trucks working at the Port of Charleston.

The survey revealed that a relatively small number of trucks — the true local drayage fleet — do most of the work at the port, according to the SPA.

40 | S.C. Delivers

About 20% of the nearly 13,000 trucks that called on the port during a 12-month period accounted for 90% of the labor performed, the survey found.

Among trucks that visited the port an average of once a week, some 10% were environmentally unsound, pre-1994 models.

SPA officials say the new program will benefit the environment and truck owners because newer model trucks reduce maintenance and fuel consumption.

The program would also make new equipment accessible and financially attractive for independent owners and trucking companies, port officials said.

“Local truckers are a vital component of the maritime transportation industry,” SPA President and CEO Jim Newsome said in a news release.

“It is essential that we have a healthy, profitable local drayage fleet. This program will provide a means to upgrade equipment, (and) cut operating costs, while realizing environmental benefits for the Charleston area.”

Two rounds of federal Diesel Emissions Reduction Act grants helped the SPA develop more than $5 million in programs to cut emissions and consumption of fuel, officials said.

Boeing picks North Carolina company for logistics support CHARLESTON – Boeing Co. has selected a North Carolina-based company for third-party logistics support for the company’s Dreamliner final assembly plant under construction in North Charleston.

New Breed Logistics Inc. has registered as a limited liability company in South Carolina and plans to open a new facility in the Charleston area in the coming months.

The company, headquartered in High Point, N.C., will receive, store, provide inventory control, kit, package, distribute and transport 787 parts, tools and supplies to designated locations within Boeing’s North Charleston assembly facility.

The company already provides support for other Boeing airplane programs, including logistical support for several defense industry aircraft and for the 787 in Everett, Wash. The deal, announced late last week, is the largest single contract between the companies, New Breed officials said, though it did not disclose the specific amount.

New Breed employs more than 7,000 people and operates more than 50 distribution centers across the country and in Japan and Kuwait.

“We are focused every day on providing superior solutions and excellent execution for Boeing,” said Louis DeJoy, New Breed’s chairman and CEO. “This type of growth and expansion with Boeing is the proof that our efforts have truly made a difference for them and provides further incentive for us to keep raising the bar.”

New Breed’s Boeing South Carolina support operations will be housed in a New Breed facility located in the Charleston area, the company said. Staffing plans will be finalized over the next few months.

Other New Breed Logistics clients include, among others, Avaya, Honeywell, Motorola, Pratt & Whitney, Samsung, Siemens Medical Solutions, Sikorsky Aircraft, the U.S. Marine Corps, the U.S. Postal Service and Verizon Wireless.

Vision Airlines details Columbia, Greenville flight schedules COLUMBIA – Vision Airlines plans to offer service from Columbia and Greenville to northwest Florida this spring.

Vision will fly to Northwest Florida Regional Airport from Greenville-Spartanburg International Airport three days a week beginning March 25 and from Columbia Metropolitan Airport two days a week starting April 1.

The company operates a mixed fleet of Boeing 767, Boeing 737 and Dornier 328 aircraft.

Vision, based near Atlanta, got its start in 1994 as a charter airline offering tours of the Grand Canyon. It is expanding its commercial service this spring to these cities, as well:

• Alabama: Birmingham, Huntsville • Arkansas: Little Rock • Florida: Destin/Fort Walton Beach (hub), Fort Lauderdale, Miami, Punta Gorda/Fort Myers, Sanford/Orlando, St. Petersburg/Clearwater/Tampa • Georgia: Atlanta, Macon, Savannah • Kentucky: Louisville • Louisiana: Baton Rouge, Shreveport • Mississippi: Gulfport/Biloxi • New York/Canada: Niagara Falls/Buffalo/Toronto • North Carolina: Asheville • Tennessee: Chattanooga, Knoxville • Texas: Houston

Quality Value Service

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RAIL RAIL, continued from Page 39

â&#x17E;¤

the state.â&#x20AC;?

Commerce Department officials and state lawmakers have said they are not bound by the agreement that the SPA signed. In December, Taylor also said, â&#x20AC;&#x153;Itâ&#x20AC;&#x2122;s important to recognize the fact that times change.â&#x20AC;?

Money committed already Legal challenges notwithstanding, the Commerce Department has already spent significant money to move its plan forward.

Using eminent domain, officials have condemned about 100 acres of land owned by the city and private entities for the rail yard and connecting tracks.

Commerce officials say the cost of taking the land falls under its $70 million price estimate for the rail yard.

In addition, the Commerce Departmentâ&#x20AC;&#x2122;s S.C. Public Railways division spent $21.25 mil-

lion late last year to acquire about 240 acres on the former base. The land was part of the Navy Yard at Noisette redevelopment project but had fallen into foreclosure.

Taylor enlisted his predecessor, Bob Faith, to help obtain the land. Faith used his connections with Capmark Financial, the lender for The Navy Yard at Noisette project, to purchase the foreclosed mortgage.

Faith, the CEO of Charlestonbased real estate firm Greystar, worked under a previously unidentified subsidiary company, CHSA LLC, to take control of the property.

Details of Faithâ&#x20AC;&#x2122;s involvement â&#x20AC;&#x201D; and the stateâ&#x20AC;&#x2122;s interest â&#x20AC;&#x201D; were kept under wraps until the Commerce plan was unveiled by Taylor, who said secrecy was needed to avoid lawsuits.

When pressed in December for details as to what kinds of lawsuits the state anticipated it might encounter, Taylor replied, â&#x20AC;&#x153;I donâ&#x20AC;&#x2122;t

want to be telling people how to sue.â&#x20AC;?

State officials say all the money to execute the plan is coming from fees that rail lines pay to S.C. Public Railways, which oversees the process of switching trains among tracks.

When Hitt was confirmed as commerce secretary by the S.C. Senate in January, he said had not endorsed any rail plan â&#x20AC;&#x201D; neither the stateâ&#x20AC;&#x2122;s nor one that CSX, Summey and a private developer pitched last summer. Similarly, Haley has not answered questions about her support for the stateâ&#x20AC;&#x2122;s rail plan.

Rail linesâ&#x20AC;&#x2122; positions The two major rail players have taken opposite stances in the debate.

Norfolk Southern, which claims it would face a disadvantage under CSXâ&#x20AC;&#x2122;s proposal, has endorsed the stateâ&#x20AC;&#x2122;s plan.

CSX, meanwhile, is still back-

ing its plan, which was introduced in the summer and has since been revamped in a way that the rail carrier says provides Norfolk Southern with equal access.

The CSX-sponsored rail yard would be built on property the company already owns south of the new port terminal. Fredrik Eliasson, CSXâ&#x20AC;&#x2122;s vice president of emerging markets, says the plan is less expensive than the stateâ&#x20AC;&#x2122;s and sends less truck and rail traffic through North Charleston neighborhoods.

Eliasson has said the facility would operate with open books so that Norfolk Southern could share the costs and that additional access costs borne by the Virginia-based carrier would not affect competitiveness.

Sen. Larry Grooms, R-Bonneau, chairman of the Legislative Review and Oversight Commission on the S.C. Ports Authority, said his committee plans to consider both plans and any others

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submitted by mid-February.

Grooms said he has not settled on a plan, despite the money the state has already spent on its plan.

Although the Commerce Department ultimately calls the shots on which plan moves forward, it’s likely the oversight commission’s findings will play a large role in the decision, Grooms said.

If Commerce goes against the commission’s — and by extension, the Legislature’s — recommendation, the agency runs the risk of losing appropriations dollars in the next round of budgeting, Grooms said.

“We’ll be singing off the same song sheet,” he said.

The State Ports Authority’s new terminal is set to be completed by 2017.

Clemson forced to adjust The state’s plan forces Clemson University off 70 acres that North Charleston deeded to the school several years ago. Univer-

sity officials have been quiet so far on the effect that move would have on its operations in the Lowcountry.

The former Navy base is the home of the Clemson University Restoration Institute, established in 2004 to drive economic growth by creating and developing environmentally sustainable technologies and industries in South Carolina.

The institute’s largest project to date is a test facility for drivetrains that will run next-generation wind turbines. Clemson won a $45 million federal grant in late 2009, matched with $53 million in public and private funds, for the facility, which has been touted as a potential magnet for wind technology jobs in the region.

Construction began in late 2010.

The test facility site itself would not move under the state’s rail plan. But Clemson no longer would have access to the adjoining 70-acre parcel where officials

had hoped firms doing wind turbine research and development or manufacturing could locate.

Taylor said that, as a tradeoff, the state would give Clemson control of the acreage that it acquired in foreclosure. Whereas the 70-acre parcel is compact, contiguous and adjacent to the test facility, the other land is spread out. It has drainage problems, contains historic sites and pockets of land owned by other businesses, and would have new rail tracks traversing it.

David Wilkins, chairman of the Clemson University board of trustees, said in January that the impact of the swap was unclear — in part because the deal itself hadn’t been finalized.

“All you’ve got right now is an action condemning our property,” Wilkins said. “If we’re able to reach an agreement with the

state where there would be other property that we’d be involved in or control, that’s part of future negotiations. That’s not anything that’s been agreed to.”

•

North Charleston Mayor Keith Summey. (Photo/Leslie Burden)

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Distribution

Amazon shipping work to the Midlands

By Mike Fitts, Staff Writer

E

conomic development leaders are crowing over Amazon’s $100 million expansion in Lexington County, saying that it shows how attractive a destination the Midlands has become for distribution and logistics.

The new “fulfillment center,” as Amazon calls its shipping complexes, will cover 1.021 million square feet in the countyowned Saxe Gotha Industrial Park alongside Interstate 26 south of Cayce.

Other facts about the project: • It is expected to bring 1,249 (Photo/Amazon.com Inc.) full-time jobs, according to will have space inside equal to Fred Kiga, Amazon’s director 17 football fields. of policy. An additional 2,500 temporary jobs are likely dur- • Amazon expects the building to be in place and running in ing a holiday push. less than a year.

• The company is acquiring 90 At the announcement, Gov. acres of property; the center

name companies such as Amazon, Starbucks and Boeing. He added that South Carolinians have a lot to be proud of when the state can draw “companies that our children recognize.”

“I think we did good,” Lexington County Councilman Bill Banning said simply. Council members and economic development officials worked intensely on the deal, code-named “Project ASAP,” for the past five weeks.

Keys to Amazon’s decision

Mark Sanford said South Carolina should be glad to land “a global brand of this caliber.”

Commerce Secretary Joe Taylor emphasized that it helps the state’s reputation to attract big-

In explaining how the Lexington County site prevailed as Amazon’s choice in the region, Amazon’s Kiga cited several factors.

“One is the proximity to markets; the other is the availability of work force; and thirdly is a cooperation of state and local offi-

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cials to get things done,” he said.

Another benefit for Amazon or any warehouse operation is the logistics connections the area offers, according to several officials involved in the deal.

The Saxe Gotha park offers a strong set of transportation connections. It provides quick access

Columbia Metropolitan Airport, with its package services from FedEx and UPS Inc., sits six miles from the new Amazon site. UPS maintains its Southeast regional shipping hub at Columbia Metropolitan.

Both of those carriers deliver for Amazon, and that’s an important connection in this deal, Whipple said.

A CSX Corp. rail line also runs next to the property, with

the rail yard not far away. And 100 miles away, of course, is the Port of Charleston.

It’s not clear that Amazon will be a major customer for the port, but its huge demand for goods likely will mean some of its business customers will use it.

“There may be any number of companies that provide products that are sold through their interface that are shipped i nt e r n at ion a l ly,” said Byron Miller, spokesman for the S.C. State Ports Authority.

Put together, the different modes of transportation that South Carolina offers are very competitive, Miller said.

“Companies are recognizing that South Carolina is offering a © 2010 Rogers & Brown Custom Brokers, Inc.

to the Midlands’ three interstates, with Interstate 26 bordering the property. I-95, the main East Coast highway corridor, is 45 minutes away.

Proximity to key interstates is important for Amazon and others, said Chuck Whipple, head of economic development for the county. If you have to serve the whole East Coast along I-95, a Midlands location works well.

“Why not just sit in the middle?” Whipple said.

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Distribution pretty attractive product when it comes to distribution,â&#x20AC;? he said.

Amazonâ&#x20AC;&#x2122;s S.C. home 48

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Per capita income in Lexington County: $34,744 Average hourly wage in Lexington County: $17.37

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Amazon has built huge distribution centers for the shipping of goods to customers across the country, but the company does not now have warehouses in the Southeast; the nearest are four facilities in Kentucky. It is acting to change that, though. Officials in and around Chattanooga, Tenn., recently approved incentives for two Amazon facilities.

The size of the Amazon structure in Lexington County, about 1 million square feet, is similar to Walmartâ&#x20AC;&#x2122;s massive center near Laurens. Warehouse operations covering 1 million square feet might seem impossibly vast, but they make sense for Amazon, according to Manoj Malhotra, a University of South Carolina professor and director of the Center for Global Supply Chain and Process Management at the Darla Moore School of Business.

602

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Map: Ryan Wilcox; Source: S.C. Department of Commerce

Amazon offers a wide variety of products, including books, sporting goods, automobile parts and groceries through its website and associated retailers.

Getting all those products together takes a huge space, but it helps keep shipping costs con-

tained, Malhotra said. If a CD and a new shirt can be packaged together, thatâ&#x20AC;&#x2122;s more efficient shipping.

This huge of a warehouse building creates significant efficiencies compared with a smaller structure, Malhotra said; a

building of 2 million square feet or more, however, would be unwieldy, he said.

Benefiting passenger flights Amazon could give a significant boost to 48 the airport if package carriers increase their flights, Malhotra said. Those carriersâ&#x20AC;&#x2122; fees could enable the airport to make better deals with passenger airlines.

The project is moving quickly.

Amazon is eager to get going, and construction plans are ready, according to Banning, the Lexington County councilman. He said he expects the building will be done by Oct. 1.

If that schedule is met, Amazon will set up its massive operation in the fall, and South Carolina will have another top corporate resident that it can brag about as it sells itself to new customers. â&#x20AC;&#x153;We hope to be great neighbors,â&#x20AC;? Amazonâ&#x20AC;&#x2122;s Kiga said.

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46 | S.C. Delivers

â&#x20AC;˘

Largest Manufacturers Ranked by No. of Full-Time Statewide Employees

Total No. of FullTime Statewide Employees

Main Product or Service

Company Headquarters

Top Executive(s)/ Year Founded

864-458-5000 INP www.michelin-us.com

7,628

Designs, manufactures and sells tires for every type of vehicle

Greenville, SC

Dick Wilkerson 1950

864-989-6000 864-989-5527 www.bmwusfactory.com

7,000

Manufacturer of automobiles

Munich, Germany

Josef Kerscher 1994

GE Energy 300 Garlington Road Greenville, SC 29615

864-254-2192 864-254-3981 www.gepower.com

3,100

Engineering and manufacturing of gas and wind turbines for power generation

Atlanta, Ga.

William Standera, Rick Stanley 1968

General Electric Co. 300 Garlington Rd Greenville, SC 29615-4614

864-254-2000 864-675-2228 www.gepower.com

3,100

Engineering and manufacture of gas and wind turbines for power generation

Fairfield, Conn.

William Standera, Rick Stanley 1968

Milliken & Company P.O. Box 1926 Spartanburg, SC 29304

864-503-2020 864-503-2100 www.milliken.com

3,100

Manufacturer of chemicals, carpet, textiles and composite materials

Spartanburg, SC

Robert Milliken, Dr. Joe Salley, Jim McNulty INP B

Boeing Charleston 3455 Airframe Drive North Charleston, SC 29418

843-789-8270 843-789-8462 www.boeing.com

3,000

Aerospace fabrication and assembly

Chicago, Ill.

Geoff Schuler 1916

Delta Apparel Inc. 322 S. Main St. Greenville, SC 29601-2606

864-232-5200 864-232-5199 www.deltaapparelinc.com

2,460

Men's and boys' sport shirts; children's and girls' clothing; women's and misses' outerwear

Greenville, SC

Robert Humphreys 1999

Timken Us Corp.

P.O. Box 565 Honea Path, SC 29654-0565

864-369-7395 864-369-2599 www.timken.com

2,395

Bearings and related components

Canton, Ohio

INP 1969

Sealed Air Corp.

PO Box 464 Duncan, SC 29334

864-433-2000 INP www.sealedair.com

2,200

Manufacturer of materials and systems for protective presentation and fresh food packaging

Elmwood Park, NJ

Karl Deily 1955

AVX Corp.

1 AVX Blvd.

Fountain Inn, SC 29644-9039

864-967-2150 843-916-7751 www.avxcorp.com

2,000

Manufacture of electronic capacitors and connectors; wholesale of semiconductor devices

Fountain Inn, SC

John Gilbertson 1972

Sonoco Products Co. 1 N. Second St. Hartsville, SC 29550-3300

843-383-7000 INP www.sonoco.com

2,000

Paperboard; fiber cans, drums and similar products; corrugated and solid fiber containers; wooden reels; paper packaging materials; extruded plastic products

Hartsville, SC

Harris E. Deloach 1899

Santee Cooper 1 Riverwood Drive Moncks Corner, SC 29461

843-761-8000 843-761-7060 www.santeecooper.com

1,850

Electricity

Moncks Corner, SC

Lonnie N. Carter 1934

Nestle Prepared Foods Co. P.O. Box 1419 Gaffney, SC 29342

864-487-7111 864-487-8410 www.nestleusa.com

1,420

Manufacturer of frozen prepared foods

Solon, Ohio

Patrick Emrich 1980

Blackbaud Inc. 2000 Daniel Island Drive Charleston, SC 29492

843-216-6200 843-216-6100 www.blackbaud.com

1,200

Nonprofit software and services

Charleston, SC

Marc Chardon 1981

Dixie-Narco Inc. P.O. Box 719 Williston, SC 29853-0719

803-266-5000 INP www.dixie-narco.com

1,100

Vending machines and parts

Stamford, Conn.

Brad Ellis 1967

864-299-3350 INP www.lockheedmartin.com

1,100

Aircraft heavy maintenance and modification provider

Bethesda, Md.

John Cary, Kim Mazur, Bob Owenby 1984

864-260-8000 843-760-7379 www.bosch.us

1,100

Manufacturer of gasoline systems and electronic automotive components

Stuttgart, Germany

John Kuta 1985

Santee Print Works 19 Progress St. Sumter, SC 29151-0340

803-773-1461 803-773-0227 www.classiccottons.com

1,100

Cotton broadwoven textile finishing; printing of cotton broadwoven fabric

Sumter, SC

Martin Barocas 1949

KapStone Charleston Kraft LLC P.O. Box 118005 Charleston, SC 29423

843-745-3000 843-745-3067 www.kapstonepaper.com

1,030

Kraft paper products, lumber

Northbrook, Ill.

Bruce W. Hoffman 1937

864-297-1400 864-987-4202 www.gnc.com

1,000

Manufacturer of vitamins and dietary supplements

Greenville, SC

Michael Locke 1978

Company Michelin North America Inc. P.O. Box 19001 Greenville, SC 29602-9001 BMW Manufacturing Co. P.O. Box 11000 Spartanburg, SC 29304

Lockheed Martin Greenville Operations 244 Terminal Road Greenville, SC 29605-5508 Robert Bosch LLC P.O. Box 2867 Anderson, SC 29622-2867

Nutra Manufacturing Inc. 1050 Woodruff Road Greenville, SC 29607-4120

Phone Fax Website

Information presented was provided upon request from company representatives, and SC BIZ News assumes the data is accurate. Not all manufacturers are listed, only those that responded to our information inquiry.

INP-Information Not Provided.

B 1900s

Researched by Clayton Wynne

S.C. Delivers | 47

48

1,000 words SC BiZ | w w w. s c b i z m a g . c o m

Inauguration day

Nikki Haley took the oath of office Jan. 13, 2011, to become governor of South Carolina. Haley is the first woman, and the first nonwhite candidate, to be elected the stateâ&#x20AC;&#x2122;s chief executive.

(Photo/Leslie Burden)

}