WI SUPREME COURT WORKFORCE HEALTH CARE …meant for the business community. While the Great...

Winter 2020 Issue 35

wisconsinbusinessvoice.org

WORKFORCEPartnering with Dept. of Corrections

WI SUPREME COURTJustice Dan Kelly

HEALTH CAREReining in High Costs

CEO SURVEYEconomic Optimism in 2020

Featured Story:

The New Fringe Benefit

Steve Loehr Incoming WMC Chairman

32 Winter 2020 wisconsinbusinessvoice.org | | wisconsinbusinessvoice.org Winter 2020

BUSINESS

NEWS

Winter 2020 Issue 35

6 FROM THE PRESIDENT Farm, Factory and Commerce

8 WISCONSIN SUPREME COURT Judicial Philosophy Matters

11 CRIMINAL JUSTICE REFORM Department of Corrections Offers Talent Solution

12 HEALTH CARE POLICY Solving High Health Care Costs

16 SMALL BUSINESS SPOTLIGHT Ideal Builders

20 INCOMING WMC CHAIRMAN Kwik Trip’s Steve Loehr

24 FEATURED STORY Company Culture: The New Fringe Benefit

29 WMC CHAIRMAN 2018-2020 “Statesman Smith” Saw Success as Board Chairman

32 WMC CEO ECONOMIC SURVEY Workforce, Tariffs are Biggest Challenges

39 WISCONSIN BUSINESS WORLD Business is a Force for Good

41 WISCONSIN BUSINESS NEWS News Briefs from Around the State

8

11 12

16 20

29 32

39 41

6

In This Issue...

Table of Contents

BUSINESS DAYIN MADISON

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GEOPOLITICAL BRIEFING & OPIOID EPIDEMIC: Admiral James A. Winnefeld, Jr., retired United States Navy Admiral, former Vice Chairman of the Joint Chiefs of Staff, and co-founder of

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The New Fringe Benefit PAGE 24

4 Winter 2020 wisconsinbusinessvoice.org |

As the new decade starts, it made me think about what the last 10 years meant for the business community.

While the Great Recession officially ended in 2009, Wisconsin’s economy was still feeling the ill effects as the last decade began, as were the state’s finances. That led newly elected Gov. Scott Walker to introduce a budget repair bill – eventually known as Act 10 – that provoked massive protests at the State Capitol, and in front of the WMC Building. Protesters even target-ed the home of Kurt Bauer, who had just been announced as the new WMC Presi-dent & CEO.

WMC was a vocal supporter of Act 10 with its bold fiscal and collective bargain-ing reforms. WMC continued to play a leading role in many of the pro-growth re-forms that punctuated what we sometimes refer to as the Era of Reform. This included tax, litigation, labor and regulatory reforms that fundamentally changed Wisconsin’s business climate for the better.

Highlights of the hundreds of reforms include the Manufacturing and Agriculture Tax Credit, numerous limits on the power of unelected bureaucrats to promulgate rules that have the force of law, restrictions on frivolous lawsuits and making Wisconsin the 25th Right to Work state.

There was a ferocious backlash to these legislative successes. State senators were recalled along with Gov. Walker. The governor became the first in U.S. history to survive a recall in 2012 and was then reelected in 2014. Shortly after, Walker’s run for president would unfortunately slow

the momentum for reform.A John Doe investigation was also initi-

ated in 2013 to punish Walker and his sup-porters, including WMC. We challenged the investigation from day one on the grounds there was no probable cause of wrongdoing. In fact, WMC never received a shred of evidence justifying our inclusion in the investigation.

But the resolve of the prosecutors, along with far too many of the state’s media establishment, to exact revenge for Act 10 was strong and the John Doe investigation continued for years eventually leading to nothing more than legal fees in the seven figures.

Walker was defeated by Tony Evers in 2018, beginning a period of divided govern-ment that continues into the new decade. Evers included the repeal of many of the reforms championed by WMC during the 2010s in his 2019 budget bill, but all of those provisions were removed at WMC’s urging.

Looking ahead, WMC will fight to protect and build upon the hard fought reform victories that have clearly made Wiscon-sin a better place to start, run and grow a business. n

From the Editor

WISCONSIN

President/PublisherKurt Bauer

Managing EditorNick Novak

Art Direction/ProductionKyle Pankow

Contributing WritersKurt R. Bauer, Nick Novak, Scott Manley, Kevin Carr, Chris Reader, Cory Fish, Marie Hull, Wade Goodsell, Michelle Grajkowski, Bryan Albrecht, Scott Henke

Advertising SalesNick Novak, [email protected]

Wisconsin Business Voice is published quarterly by Wisconsin Manufacturers & Commerce. WMC is Wisconsin’s chamber of commerce, manufacturers’ association, and safety council representing businesses of all sizes and from every sector of the economy.

WMC 501 E. Washington AvenueMadison, WI 53703 tel.: 608.258.3400

Follow us:

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WMC501

@WisconsinMC

A Look Backward and ForwardBy Nick NovakWMC Vice President of Communications & Marketing

NOMINEES

Register to attend at www.wimoty.comQuestions? Contact Nick Novak at 608.258.3400

February 20, 2020The Pfister Hotel

Milwaukee

Artemax, Inc.New Berlin

Automation Components, Inc.

Middleton

Chapter 2, Inc.Lake Mills

Empire Screen Printing, Inc.

Onalaska

Felss Rotaform LLCNew Berlin

First Choice Ingredients, Inc.

Germantown

Fox Valley Wood Products, Inc.

Kaukauna

Gamber-Johnson LLCStevens Point

Generac Holdings, Inc.Waukesha

Greenheck GroupSchofield

Hydro Electronic Devices (HED, Inc.)

Hartford

Lemke Industrial Machine LLCMarathon City

MBK-WI, Inc. d/b/a Freedom

Milton

MCL Industries, Inc.Pulaski

Metal-Era Inc.Waukesha

Nueske’s Apploewood Smoked Meats

Wittenberg

Octopi BrewingWaunakee

Orion Energy Systems, Inc.

Manitowoc

Outlook GroupNeenah

Poblocki Sign Company LLC

Milwaukee

Power Test Inc.Sussex

Professional PlatingBrillion

Stoughton Trailers LLCStoughton

XeteX, Inc.La Crosse

76 Winter 2020 wisconsinbusinessvoice.org | | wisconsinbusinessvoice.org Winter 2020From the President From the President

Farm, Factory and CommerceBy Kurt R. BauerWMC President & CEO

The title of this column comes di-rectly from WMC’s first tagline, which was actually incorporat-

ed into the logo. WMC was founded in 1911 as the Wisconsin Manufacturers’ Association by the state’s leading industrialists of the time. But interest-ing enough, those farsighted business leaders understood that Wisconsin’s communities – whether rural or urban – are intertwined and interdependent.

Fast forward 109 years to today and WMC Foundation, through its Future Wisconsin Project, is focusing on some of the biggest problems facing rural

Wisconsin. Indeed, that was the theme of last December’s Future Wisconsin Summit (pg. 30) and later this year WMC Foundation will release a white paper covering rural issues.

Among other things, the white paper will include information amassed during statewide listening sessions held last fall. What we learned from those ses-sions probably won’t surprise you. As with the rest of the state, the consensus biggest challenge facing rural Wiscon-sin is population-related, which impacts workforce, the tax base, enrollments in local K-12 and post-secondary schools,

the viability of downtown businesses, access to essential services like bank-ing, pharmacies, groceries, health care and first responders. On that topic, U.S. Sen. Tammy Baldwin is championing federal legislation to incentivize people to join volunteer fire departments.

Access to broadband was also men-tioned, but wasn’t as high on the list of issues as we thought it would be going into the meetings. Nonetheless, as the world becomes ever more dependent on electronic and digital…well…every-thing, the lack of high-speed internet will isolate large parts of Wisconsin

from the outside world. While Wisconsin isn’t the only Mid-

western state with rural challenges, I argue we may be more pronounced here because of our unique popula-tion and GDP distribution. Wisconsin’s population is 5.8 million and statewide GDP was $336.97 billion in 2018. The Milwaukee metropolitan statistical area (MSA) has a population of 592,025, which is just above 10 percent of the state’s population. Economically, Mil-waukee contributed about 31 percent of the state GDP ($103.73 billion) in 2018, although I believe that number includes a broader swath of southeast-ern Wisconsin.

For its part, the Madison MSA has a population of 578,000, which is just un-der 10 percent of the state population,

and accounted for 15 percent of GDP ($51.48 billion) in 2018. So combined, Milwaukee and Madison have about 20 percent of state population and produce roughly 46 percent of GDP, demonstrating that population and economic activity is generally spread out throughout the state

By comparison, at least 55 percent of Minnesota’s 5.6 million population is concentrated in Minneapolis-St. Paul, and 77 percent of Illinois’ 12.7 million people live in Chicagoland. Further, both the Twin Cities and Chicago gen-erate about 70 percent of their respec-tive states’ GDP.

Wisconsin really isn’t even like Iowa because of its lack of a big metro. The Hawkeye State has a population of 3.1 million, but their largest city, Des Moines, is only around 210,000 people,

or just 6.6 percent of the state’s popu-lation.

Instead of one dominant metropol-itan area, like Illinois and Minnesota, Wisconsin has multiple “micropolitans,” like Green Bay, the Fox Cities, Eau Claire, La Crosse, Janesville-Beloit, Racine-Kenosha, Wausau-Stevens Point and Superior. This is why I often say Wisconsin has the best small- and medium-sized towns and cities that no one outside the state has ever heard of.

Three other challenges discussed during the WMC Foundation listening sessions were the agricultural economy – especially dairy – affordable housing, and the lack of what might be best described as institutional capacity.

The dairy industry’s woes have been well documented. Wisconsin lost 773 dairy farms in 2019 and 691 in 2018. Milk prices are rebounding and expect-ed to be stable throughout 2020, which is good news. But dairy continues to face hurdles from local permitting and overzealous environmental regulation intended to stifle growth.

At first glance, the housing issue seems to be a paradox. How can you say a declining population is creating workforce shortages at the same time there are complaints about the lack of housing? But I have heard for years that affordable housing outside of metro areas is in short supply and is deterring people from living and working in rural Wisconsin. Compounding the problem is a “Not in My Backyard” attitude when developments have been proposed to solve the problem. And some areas

of the state also report an absence of higher-end housing required to at-tract executive talent, or apartments, condominiums or townhouses with the amenities young people desire.

The so-called institutional capacity issue revolves around local and/or re-gional leadership. Who are the change agents and visionaries planning for rural Wisconsin’s future, given that low birth rates are projected to continue beyond mid-century and will be an in-credibly disruptive economic and soci-etal force? Who are the facilitators who

can bring diverse stakeholders and problem-solvers together? As the head of the state chamber of commerce, I think that local chambers need to fill this leadership vacuum, where it exists, and help the WMC Foundation address this critical challenge to our state.

For the RecordChanging topics…I discussed in

my last column (Fall 2019) reasons why Wisconsin may have lost 5,200 manufacturing jobs from August 2018 to August 2019, as had been reported by Bloomberg News. At the end of the column, I mentioned that an economist friend of mine warned that the numbers would likely be revised upward when the far more accurate quarterly data is released by the federal Bureau of Labor Statistics (BLS). In fact, my friend was right. Before the end of 2019, BLS said Wisconsin actually gained 8,800 manufacturing jobs during a similar time-period reported by Bloomberg. n

While Wisconsin isn’t the

only Midwestern state with

rural challenges, I argue they

may be more pronounced

here because of our unique

population and GDP

distribution.

Low birth rates are projected

to continue beyond mid-

century and will be an

incredibly disruptive

economic and societal force.

WMA Logo from meeting minutes, August 14, 1953.

98 Winter 2020 wisconsinbusinessvoice.org | | wisconsinbusinessvoice.org Winter 2020Wisconsin Supreme Court Wisconsin Supreme Court

Judicial Philosophy MattersBy Scott ManleyWMC Executive Vice President of Government Relations

Despite its incredible importance to maintaining the rule of law and protecting individual rights,

the Supreme Court in Wisconsin gen-erally garners very little attention from the mainstream media and the general public.

A high-profile state Supreme Court case is typically a one-day story. Sim-ilarly, state Supreme Court elections get some media attention, but do not dominate the news cycle in the same manner that the nomination of Justices Gorsuch or Kavanaugh did at the fed-eral level.

The judicial philosophy of court can-didates gets even less attention, which is an unfortunate disservice to voters. No one can predict which cases and le-gal issues will come before the Wiscon-sin Supreme Court during the ten-year term of an elected Justice, but under-standing a candidate’s judicial philos-ophy can be a key indicator of how he or she is likely to approach whatever issues do come before the Court.

In terms of judicial philosophy, the business community believes strongly in the rule of law, the separation of pow-ers, and the Constitutional principle that the Legislature is the lawmaking branch of government. We view the role of the Supreme Court as a limited one, with the primary purpose of interpreting laws by applying the meaning of the words chosen by the lawmakers who wrote them. We also believe the Court plays a vital role in ensuring that the other branches of government “stay in their

lane” and exercise only those powers granted them by the Constitution.

Supreme Court Justice Dan Kelly has proved himself to be a shining example of how these fundamental principles are upheld on the Court. His approach to deciding cases is the embodiment of a judicial philosophy that adheres to the rule of law, the separation of powers, and the founding principles of the Con-stitution. In his relatively short tenure on the Supreme Court, Justice Kelly has authored a number of very important and consequential decisions impacting businesses. Following is a list of some of those decisions.

Lamar Central Outdoor v. Division of Hearings & Appeals

A very important win for the restraint of the administrative state, this case strongly reaffirmed the requirement that state agencies must promulgate a rule whenever they change their interpreta-tion of a statute. The decision is critical, because it makes clear that agencies cannot simply change the rules of the

game or regulate on the fly – they must go through the rulemaking process, including public hearings, comment opportunities, and legislative review – prior to changing their regulatory requirements.

Tetra Tech v. DORThis case levels the playing field

when businesses and citizens chal-lenge the decisions made by govern-ment agencies. Prior to this case, the legal deck was stacked against busi-nesses and citizens because courts would typically “defer” to the expertise and legal interpretations made by agency staff. This decision eliminates deference to state agencies, thereby allowing businesses who challenge agency decisions to be on even legal footing when arguing their case.

Wisconsin Bell, Inc. v. LIRCIn this employment discrimination

case, the Court held that employers cannot be found to have discriminated against a terminated employee when the employer was not aware that the

employee’s disability was responsible for the behavior that resulted in termi-nation. The Court overturned an ill-con-sidered LIRC decision that expanded employer liability by shifting the burden of proof to employers to prove that they did not intend to discriminate against an employee.

Tracie Flug v. LIRCThe Court affirmed limits on using

workers compensation to pay for non-work related injuries. Although the em-ployee in this case mistakenly believed a back surgery was necessary because of a work-related injury, the court held that it was not compensable under the workers compensation law, and the resulting injuries related to the back surgery were not compensable either.

Kieninger v. Crown Equipment Corp.

This case involved a question of when employers must pay wages to employees for travel. The Court ultimately decided that employers are not required to pay employees wages during a commute to work, even if the employees are commuting in a compa-ny-owned vehicle.

Donna Brenner v. Amerisure Mutual Insurance Co.

In this tort liability case, the Court found that a tenant (in this case a man-ufacturer) who had previously rented space in a building cannot be held liable for an injury that occurred in the building after the lease ended and the tenant had vacated the property.

In addition to the decisions Justice Kelly authored, he has voted with the majority on many cases that uphold the rule of law by taking a textualist approach to jurisprudence. Importantly, he has also written or joined dissenting opinions when he believes the majority is wrong on the law.

One of the candidates running for Su-preme Court in April stated publicly that she wanted to promote social justice by reforming our criminal justice system. Reasonable people have differing opin-ions on how to reform our criminal jus-tice system, which is precisely why this type of policy reform is the purview of the Legislative Branch of government.

Our Constitution vests policymaking in the Legislative Branch to ensure that policy decisions reflect the will

of the people, and are done through a transparent process that includes public meetings and input. This is a far more democratic process for making decisions impacting the rights and responsibilities of Wisconsin’s citizens than a judge declaring policy for the entire state by edict. I would encourage judges whose ambitions are focused on policy reform to run for the Legislature instead of the judiciary.

The issue of judicial philosophy boils down to a very simple question. Should Supreme Court Justices respect the limited role of the courts to interpret the law based upon the text written and enacted by the Legislature? Or should justices take on the role of an activist by invalidating laws they disagree with, remaking laws as they see fit, or simply ignoring the law altogether?

The former is the appropriate role of the judiciary as enshrined in the principles upon which our state was founded. The latter usurps the authority of the Legislative Branch and overturns the will of the people. Justice Dan Kelly has adhered to a judicial philosophy that is an outstanding example of the former. n

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SOLVING WORKPLACE CHALLENGES IS ALL WE DO


Department of Corrections Offers Talent SolutionBy Secretary Kevin CarrWisconsin Department of Corrections

For nearly 40 years, I have worked within law enforcement in Wis-consin, including the Milwaukee

Sheriff’s Department and the U.S. Marshalls. And for nearly all of those 40 years, it was my responsibility to appre-hend those who committed a crime. It was not my responsibility to make sure they were contributing members of the community once they were released. But, all of that changed one year ago when Gov. Tony Evers offered me the opportunity of a lifetime to serve as the Secretary of the Department of Correc-tions (DOC).

Long before joining the DOC, I often heard that investing in the success of incarcerated individuals was a waste of time, money and effort; I heard that these individuals committed a crime and therefore deserved nothing more than punishment. But, this “lock them up and throw away the key” mentality does not make economic sense, nor is it effective in reducing recidivism and ensuring successful reentry into our communities. In December of 2019, there were nearly 24,000 adults in custody at the state-level, at an annual cost to state taxpayers of more than $33,000 per incarcerated individual. That is a considerable investment that often has me questioning how the average Wisconsinite benefits from this punitive approach.

Although the DOC cannot control how many individuals are sentenced to confinement, we do have the ability to support adults in custody on their

paths to reentering society so that upon release, they are capable of positively contributing to the Wisconsin workforce and financially contributing to their fam-ilies. As WMC members know, Wiscon-sin is facing significant labor shortages in a number of key industries.

To answer the call and address these urgent employer needs, the DOC is working collaboratively in public and private partnerships to train and educate incarcerated individuals. From specialized vocational programming in high-demand fields to customized mo-bile teaching labs where CNC opera-tions and welding are taught, to invest-ing in job centers where individuals can get resume assistance and connect with employers, the DOC is working to grow Wisconsin’s talent pool.

But, it’s not just inside prison walls that the DOC is working to assist

individuals within the criminal justice system and employers throughout Wisconsin. We are partnering with employers to fill their vacancies with individuals who are available for work release programs. These individuals get on-the-job training and earn a livable wage that can increase their reentry success, all while the employer is getting much-needed workers.

As I have traveled around the state and met with employers, I often hear from them that the DOC cannot meet their needs fast enough and these employers are proud to be partnering with DOC in supporting individuals on their paths to reentry. It’s a win-win for everyone.

Investing in the success of incar-cerated individuals is a good bet for Wisconsin taxpayers, the economy and employers. And, from a public safety standpoint, the strongest antidote to recidivism is the dignity associated with working hard, feeling valued and earn-ing a livable wage. Every Wisconsinite benefits far more from the success of these individuals than they do if we simply keep locking them up.

We at DOC believe that providing those we care for with the treatment, training and skills needed to not reoffend, to support their families and contribute to our communities as tax paying citizens results in more public safety for us all. n

Criminal Justice Reform

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1312 Winter 2020 wisconsinbusinessvoice.org | | wisconsinbusinessvoice.org Winter 2020Health Care Policy

Solving High Health Care CostsBy Chris ReaderWMC Senior Director of Workforce & Employment Policy

Anyone who has purchased health-care services in Wisconsin knows that the cost of health care is

high. Study after study verifies this fact. What individuals may not know, unless they spend some time shopping around the country for health care, is that the cost of health care in Wisconsin is rou-tinely ranked as the highest or close to the highest in the nation.

The Health Care Cost Institute found that Wisconsin had the second highest health care prices of the 41 states it surveyed, with the 200 most common health services priced in Wisconsin 81 percent higher than average. Accord-ing to the Healthy Marketplace Index, published by the Health Care Cost Institute, Milwaukee and Green Bay have the fourth and fifth highest health care prices of more than 100 metros it reviewed. Study after study comes back with very similar findings, to the surprise of no one. Health care costs are higher in Wisconsin than elsewhere.

Employers have looked at these stud-ies, and at the bills they pay for health insurance for their workforce and their families, and have long wondered why Wisconsin costs seem so out of line nationally. What is special about Wis-consin? WMC member CEOs routinely put the cost of health care as a top issue they face as they try to remain competitive.

If you read the rhetoric from defend-ers of the health care industry, you would think that Wisconsin has a utopia of health care where the quality is far

superior to anywhere else, justifying the high costs. Employers have long scratched their heads at this notion, especially multi-state employers who purchase health care services in other states that is on par with the quality received in Wisconsin but at a fraction of the cost.

In December, the Business Health Care Group (BHCG) out of Milwaukee released a study they commissioned from GNS Healthcare in Cambridge, Massachusetts that put the notion of high costs being justified by high quality to the test. The statewide study found emphatically that there is zero correlation between cost and quality.

A similar analysis was performed last year by the Workers Compensation Research Institute (WCRI), also out of Massachusetts, looking at the cor-relation between costs and quality for health care services purchased specifi-cally for worker’s compensation injuries. WCRI also found that the correlation between higher costs and better quality simply wasn’t there. Yet in Wisconsin, that’s what we hear from providers for the reason why health care cost spe-cific to worker’s compensation is the highest in the nation.

The Doctor who ran the analytics for the BHCG study, Earl Steinberg, was quoted in the Milwaukee Journal Senti-nel story covering the study on Decem-ber 4, 2019 as saying, “There was no correlation between cost and quality – I mean virtually zero. We can show it. We produced a graph of every doc.”

In 2020, WMC will convene a group of employers to work on developing a set of proposals to turn back the high costs of health care.

The group will look at best practices, like working with groups like BHCG to unleash consumerism by encouraging employers to seek out the high quality doctors, lower priced doctors, even if it means leaving the state for certain services. It will look at ways to make the state price transparency require-ments user friendly so that employers and workers are able to see the quality and cost comparison when making decisions.

The group will look at what is work-ing, and what barriers exist, for employ-ers who want to provide preventative care on site for workers and their families. Most importantly, the group will work together to determine what changes are needed, and then im-plement those changes – whether the changes are needed within employers’ purchasing models, in state law, or elsewhere.

It’s time for Wisconsin to stop spend-ing more than everywhere else on healthcare – especially when studies are corroborating the long-held employer believe that the high costs do not equate better quality. n

For more information, please contact Chris Reader at [email protected].

Health Care Policy

Overall Health Care Prices in US Metros Relative to National Median in 2016

Difference from national median-50% 50%

For comparison, New York is 22% above the national median and Miami is only 6% above it. Meanwhile, Pittsburgh is 19% below the median and St. Louis is 14% below.

Milwaukee

4thmost

expensive

5thmost

expensive

29%higher than

national median

25%higher than

national median

Green Bay

1514 Winter 2020 wisconsinbusinessvoice.org | | wisconsinbusinessvoice.org Winter 2020Statesmanship Reception

Justice Prosser Delivers Statesmanship Address

Wisconsin Manufacturers & Commerce – at the urging of Board Chairman Jay L. Smith

of Teel Plastics – joined with the Wis-consin Education Association Council (WEAC) in recent years to present the annual Statesmanship Reception. Sponsored by law firm Godfrey & Kahn, the Reception is meant to bridge political divides by bringing together individuals from both sides of the political spectrum.

Each year, a “statesman” addresses the group to give his or her view of what it means. In 2018, former Am-bassador and Democrat Speaker of the Assembly Tom Loftus delivered remarks. This past December, former state Supreme Court Justice and Republican Speaker of the Assembly David Prosser spoke.

Justice Prosser’s remarks are below:

As first, I thought that our hosts might consider me as a statesman, but then I began looking up some definitions of statesmen and statesmanship. The most famous definition of a statesman comes from a 19th Century Speaker of the House of Representatives Thom-as Reed. He said, “A statesman is a politician who is dead.” I like to think I am still alive.

Another quotation was uttered by the prominent anti-slavery reformer Wendell Phillips. Phillips said, “You can always get the truth from any American statesman after he has turned seventy,

or given up all hope for the Presiden-cy.” That doesn’t apply to me either. I never said I’ve given up all hope for the Presidency. I am younger than Bernie Sanders.

Dean Acheson, Harry Truman’s Sec-retary of State, declared that “The first requirement of a statesman is being dull.” Now that may be the reason I was invited.

We are living in turbulent times. The country is deeply divided over politics and political ideology, as well as race, religion, gender, sexual-orientation and even the different generations. The constant fighting among Americans has seriously diminished the respect and admiration the United States has traditionally enjoyed around the world, and it has paralyzed our ability to ad-dress and ameliorate critical problems at home. Many Americans believe our governments are dysfunctional. That is why the idea for the annual States-manship Receptions is so constructive. The receptions should be expanded, become better known and serve as a model for communities throughout Wisconsin and other states.

My role tonight is to share some ob-servations and ideas on how to reha-bilitate our political system through the statesmanship of public officials and other means. Most of my thoughts are drawn from my experience.

I grew up in Appleton and was fas-cinated by politics at an early age. To illustrate, I was introduced to U.S. Sen. Joe McCarthy at a political rally when I

was nine years old. Several years later I asked Sen. McCarthy to sign a birthday card for my mother. He did. In 1957 I watched dignitaries gather for his funeral. Over time, however, the lesson I learned from Sen. McCarthy was this: Don’t embarrass yourself by making factual allegations that you can’t sub-stantiate. Don’t make arguments that won’t stand up to scrutiny. A political figure should be especially careful in condemning other people, because these people can be seriously hurt by false accusations, and ultimately the accuser’s accusations may backfire. Being from Appleton, I never wanted to be labeled as another Joe McCarthy.

One of our problems today is that too many public officials and citizens feel free to make sensational accusations against political rivals that are gross-ly exaggerated or simply false. They are almost never held to account. Our society cannot survive for long if no one feels a need to tell the truth. Our gov-ernments can’t be expected to work if cooperation is dependent on public of-ficials who are openly trying to destroy each other’s reputations with false or misleading information. We must urge our officials to tone down their rhetoric and do better.

Growing up, I had some wonderful teachers in public school who empha-sized American ideals, and some very effective adult leaders in my church youth group. One of these leaders admonished me: “Don’t do things you would not want to read about in the

newspaper because sooner or later everything comes out.”

The fear that the disclosure of misconduct will not only hurt a public official but also his family and friends is usually a powerful incentive to follow the law. However, some people don’t think that through. They seem to be-lieve that good behavior in public office is optional. They forget that a public office is a public trust.

Perhaps a more effective argument these days is that the news media will print or broadcast enough bad stories about a public official on things the official did not do, that it is truly foolish for the official to give them real ammu-nition.

In high school and college, I had pretty good grades but I had to work hard to get them. I quickly realized how many smart people I was competing against – many of whom were much smarter than I was. Consequently, I was savvy enough to recognize that I didn’t know everything and I might not always be right.

Leaders in government should be very cautious about assuming that they are smarter than everybody else. They should always be willing to learn. They should seek out and listen to other peo-ple’s opinions – including the political opposition – incorporating good ideas

from any source into their thinking and identifying the weak points in their views.

When I was a member of the Su-preme Court, I always hired a law clerk who I thought was smarter than I was. I wanted a law clerk who I liked and could get along with but who was strong enough to tell me when she thought I was mistaken. Most of the time when I got pushback, my clerk was right.

Public officials should never believe they are infallible or bigger than the institution they are part of. Often when I make this statement, the response is: “That’s easy for you to say.” It was.

Having said that, however, lead-ers must lead, and majorities should normally prevail. Every public official should be willing to examine whether his or her adamant position against majority sentiment is sound or merely willful, political or self-serving.

When I was in college, I encountered an essay by E.M. Forster in an English Literature class. It has stuck with me for decades. The essay was entitled “Tol-erance.” I hope everyone will pick up a copy of that essay before you leave. Forster wrote in part that “Tolerance is wanted…in the street, in the office, at the factory, and it is wanted above all between classes, races, and nations.

It’s dull. And yet it entails imagination. For you have all the time to be put-ting yourself in someone else’s place. Which is a desirable spiritual exercise.”

Forster makes a compelling case for tolerance as an indispensable first step toward dialogue, cooperation and ultimately problem solving. In gov-ernment, it is difficult to move beyond tolerance – or even get to tolerance – if cooperation is required from people you are constantly trying to discredit or destroy. Both as a legislator and a justice, I strongly disagreed with some of the positions of my colleagues. But, as a rule, I tried (not always success-fully) to argue the pros and cons of issues, not of people. It is not easy to build a productive relationship with an adversary whose character, integrity, and intelligence you have repeatedly attacked.

Most of these thoughts can be summed by suggesting that public officials would benefit from having a list or code of universal personal qualities to which they are expected to aspire. Such a code might borrow from the Boy Scout Law which reads that a Scout is:

Trustworthy, Loyal, Helpful, Friendly, Courteous, Kind, Obedient, Cheerful, Thrifty, Brave, Clean and Reverent.

Anyone who has seen my offices know that I have repeatedly flunked the CLEAN test. But my experience in public life tells me that the other per-sonal qualities can be invaluable and produce remarkably good results. They inspire good results because they are likely to be reciprocated.

No one is required to give up their principles by being helpful, friendly, courteous and kind. And, in my opin-ion, it will produce statesmen who can get things done. n

The annual Statesmanship Reception was hosted at The Madison Club on Dec. 11, 2019 and had nearly 200 attendees. For more details about the event, contact WMC at 608.258.3400.

WMC President & CEO Kurt Bauer; WMC Board Chairman and Chairman & CEO of Teel Plastics Jay Smith; WEAC Board President and Eau Claire Teacher Ron Martin; and WEAC Executive Director Bob Baxter (left to right) together at the 2019 Wisconsin Statesmanship Reception.

Statesmanship Reception

1716 Winter 2020 wisconsinbusinessvoice.org | | wisconsinbusinessvoice.org Winter 2020Small Business Spotlight Small Business Spotlight

Company Name: Ideal Builders

Location: Madison, WI

Founded: 2002

Website: idealbuilders.com

CEO: Dave Martin

Number of Employees: 70

Please give us some background on Ideal Builders and your role in the company:

Ideal Builders is celebrating our 18th anniversary in 2020, as a partner with three others, my focus areas are aligned with the company’s focus areas – cen-tered around our clients and teammates.

Our capabilities as a commercial gen-eral contractor are vast – being nimble, flexible and fostering meaningful rela-tionships with our clients, partners and employees gives us our competitive ad-vantage. Building world-class buildings ahead of schedule and under budget are frankly table stakes and the minimum measure of value – those don’t ever compromise. What helps set us apart is the way we serve and create meaningful relationships and transparency.

What policies have had a positive impact on your company and the way you do business?

Our business is connected to the health and vitality of the overall busi-ness climate and the health of the manufacturing sector in the region. The efforts of regional stakeholders in making Wisconsin a wonderful place to open and grow businesses has a

huge impact in our ability to grow and serve our manufacturing and general client base.

What policies or obstacles have proven to be a challenge for Ideal Builders?

It’s no surprise that labor attraction and population factors can have a seri-ous impact on finding people that view the construction industry the amazing career path that it is. From our own growth initiatives and especially within our critical trade partners, finding and attracting labor to construction is a criti-cal issue. We are seeing a continued emphasis on our industry making con-certed efforts to highlight the positive virtues of a career in construction.

What future goals do you have for Ideal Builders?

We’ll continue our endeavor to be the best possible employer. We view this as an endless effort to attract and retain the best possible talent, while also giving back to the communities we serve in a meaningful way. Our clients are the central focus – and our oppor-tunity to serve others is what fuels our purpose. n

Company Profile

Upcoming Small Business Committee Meetings:

Wednesday, March 11, 2020

Wednesday, May 6, 2020

Wednesday, October 7, 2020

Wednesday, December 9, 2020

For more information on WMC’s Small Business Committee, contact Brittany Rockwell at [email protected] or 608.258.3400.

Mark Your Calendar!

Small Business SpotlightLeft to Right: Tim Cleary, Executive Vice President; Jason Bollig, Executive Vice President; Dave Martin, President & CEO; BJ Galle, Vice President


Protecting Taxpayers in a Time of Divided GovernmentBy Cory FishWMC General Counsel and Director of Tax, Transportation & Legal Affairs

As the Wisconsin Legislature’s 2019-20 session winds down, the business community has

a lot to be thankful for. After eight years of slowly reducing Wisconsin’s high tax burden, Wisconsin taxpayers are lucky to have a legislature that blocked over $1.2 billion in tax increases proposed by Gov. Tony Evers – mainly targeted at the business community – and pro-vided some modest tax relief to lower income workers. However, despite divided government the pro-taxpayer majorities in the Legislature do not have to resign themselves to defending past pro-taxpayer reforms.

The legislature has extraordinary powers to take bold action to pro-tect taxpayers through their ability to propose constitutional amendments. The legislature should use this power to create a bulwark between taxpayers and the myriad of tax and spend spe-cial interests in Madison by enshrining taxpayer protections in the Wisconsin Constitution.

Protecting taxpayers through con-stitutional amendments has been an increasingly popular tool for formerly high tax states solidifying gains they have made and low tax states making sure that decades of hard work cannot be undone by tax and spend special interests. For example, North Carolina – often ranked the best state in the nation for business – placed an individual income tax cap in their state consti-tution of seven percent after slashing their personal income tax rates. Other

states without an income tax like Texas and Tennessee have created perma-nent bans in their constitution on ever levying income taxes. It is no surprise

that this trend of capping tax rates continues to pick up steam. As our political climate gets more unstable and concerning trends like nationalized healthcare – and the high tax rates that will come to pay for it – become commonplace, taxpayers are looking

for certainty. This certainty can be provided through such a constitutional amendment.

Wisconsin should follow the lead of these states and cap our current in-come tax in our state constitution. To be clear this proposal is to create a ceiling not a floor. Similar to North Carolina, the Legislature would still have the power to lower income tax rates, they simply could not hike taxes without returning to the voters for another constitutional amendment. Protecting taxpayers in this manner would show Wisconsin is still serious about creating a pro-growth environment.

Detractors may argue that there are circumstances when Wisconsin should raise income taxes but they are misguided. The last decade has shown that even when the Legislature cuts taxes, revenues continue to grow. Building upon Wisconsin’s pro-growth environment and continuing to attract new businesses and workers will increase tax revenues without the need to hike taxes. Further, Wisconsin is still a high tax state. According to the Tax Foundation we have the fourth highest state and local income tax burden in the nation, are ranked 26th in business tax climate and have a higher individu-al income tax top rate than most of our regional neighbors (IL, MI, IN, OH, ND, SD, NE). Taxpayers need protection, not tax increases.

Beyond capping the income tax, there are other actions the Legislature should consider as well. Wisconsin

still has one of the worst property tax burdens in the nation (fifth highest property tax on the national median value home). Despite this fact and that a Wisconsin Policy Forum recent-ly revealed that Wisconsin residents could be facing the largest property tax increase in a decade, bill after bill continues to be introduced in the legis-lature to create new exemptions to Wis-consin’s property tax levy limit. The levy limit is the only thing that protects Wis-consinites from even higher property taxes. The legislature should propose a constitutional amendment inserting the levy limit in the state constitution. Wisconsinites deserve the security of knowing that our state will never return to the days of double-digit percentage property tax increases.

Wisconsin could also follow Florida’s lead and pass a constitutional amend-

ment requiring two-thirds majorities when the legislature votes to increase

taxes or fees. Florida residents over-whelmingly ratified the constitutional amendment with 65 percent of voters casting a vote in favor of protecting taxpayers from further tax hikes. A pro-vision similar to Florida’s would ensure there is broad political consensus when making policy changes that will hit

taxpayers’ pocketbooks.While progress has undoubtedly

been made, Wisconsinites still face a heavy tax burden. In this time of divided government the legislature may not be able to get sweeping tax reform signed into law, but they can take bold action and create constitutional safe-guards to permanently defend Wiscon-sin taxpayers from tax hikes advocated for by tax and spend special interests. The certainty these reforms would create would send a signal to families looking to move to the state that our government is serious about protecting taxpayers’ pocketbooks and to compa-nies looking to re-locate that Wisconsin is still open for business. n

Tax Policy Tax Policy

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Wisconsin should follow the

lead of other states and cap

our current income tax in our

state constitution.

A Wisconsin Policy Forum

recently revealed that

Wisconsin residents could be

facing the largest property tax

increase in a decade.


Coming out of the University of Wisconsin-Stevens Point in 1972, Steve Loehr could have

missed out on the success of what is now one of the most recognizable brands in Wisconsin. Graduating with a degree in political science and a minor in history, he almost took a job with the Social Security Administration.

Instead, Loehr went back to his roots.Growing up, Loehr worked for his

family-owned grocery business, and

later managed a grocery store during his college years. After then owning a grocery store with his wife for a num-ber of years, he went on to manage a National Tea Company grocery store in Chippewa Falls. While working there in the mid-80’s, Loehr was approached by an individual named Don Zeitlow – who was CEO of Gateway Foods at the time and was part-owner of what was then a small chain of convenience stores.

Loehr agreed to join Zeitlow at

Gateway Foods, a company that was ultimately purchased by a national re-tailer in 1990. Zeitlow left Gateway that same year to run his other company full time, and he asked Loehr to again join him. That company – Kwik Trip – had about 100 stores and roughly 1,500 co-workers.

Loehr – now a Vice President of the La Crosse-based company – was elected to be Chairman of the Wiscon-sin Manufacturers & Commerce (WMC)

Board of Directors in January, a role he will have for the next two years.

He hopes to bring the same lead-ership to WMC that has helped grow Kwik Trip to more than 700 stores with over 26,000 co-workers. The company has become a Wisconsin – and Mid-west – staple not only for filling up your vehicle with gas, but as a go-to location for the necessary items in between ma-jor trips to the big-box grocery stores. If you ask Loehr why that is, he will tell you it is due to the company’s culture.

In fact, the moment you leave a Kwik Trip, you know you are going to come back soon. That is the sentiment that is instilled by every Kwik Trip co-worker when they say “See you next time” as you finish paying for your bananas, Karuba coffee and maybe a couple Glazer donuts.

“It starts with hiring good people,” Loehr said in an interview. “In society and business today, a lot of ordinary things are perceived as extraordinary because you just don’t see it anymore.”

But, as Loehr points out, “why wouldn’t you have clean bathrooms?” and “why wouldn’t you want guests to come back to your store?” It is all about having a personal relationship with fellow co-workers and Kwik Trip guests, according to him.

And it isn’t just in the store that Kwik Trip hopes to make a positive impres-sion. The last line of Kwik Trip’s mission statement is “to make a difference in someone’s life today.” Loehr argues this is not just when co-workers are on the clock, but at all points during the day. Kwik Trip co-workers are encouraged to be involved in their local community and to be a positive force for good no

Incoming WMC Chairman Incoming WMC Chairman

“In society and business today,

a lot of ordinary things are

perceived as extraordinary

because you just don’t see it

anymore.”

Steve Loehr Incoming WMC Chairman


matter where they are.Kwik Trip itself strives to do the same

thing. From investing in local communi-ties around the Midwest to investing in its own co-workers. And the company’s significant growth has helped it do more of this across the board.

Loehr recalled a story from a co-worker who has been with the company for nearly three decades, and she remembered in 1992 getting an annual bonus of a frozen turkey and a check for $47. In 2019, Kwik Trip gave its co-workers over $80 million in year-end bonuses thanks to its profit-sharing program.

It is the success of Kwik Trip that allows it to make a difference for its co-workers and the communities it op-erates in. That is why Loehr and Kwik Trip got involved with WMC to begin with. They understand that being an advocate for business means being an advocate for Wisconsin as a whole.

“WMC is the most effective organi-zation that Kwik Trip belongs to,” said Loehr. He explains that the advocacy WMC does helps businesses succeed, which allows them to reinvest in their local communities. And he hopes WMC will continue to be a fierce advocate

for business during his tenure as WMC Chairman.

Loehr says WMC’s advocacy will not look to one political party or another to partner with, though.

“If you are a Democrat and are supportive of business, we are going to support you. If you are a Republican and supportive of business, we are going to support you,” he explained.

The key, Loehr adds, is that WMC con-tinues its focus as being the number one advocate for business. This includes tak-ing on Wisconsin’s biggest challenges like the workforce shortage, high health care costs and improving the state’s tax and regulatory environment.

He believes this focus will improve Wisconsin’s economy, business climate and attract new members to WMC – which will increase its ability to work on behalf of the business community.

Loehr took over the role as WMC Chairman from Jay Smith, who served from 2018 to 2020 and is Chairman & CEO of Teel Plastics in Baraboo. The WMC Board also elected Mike Nikolai, President, COO & CEO of Waupaca Foundry, as Vice Chairman at its Janu-ary meeting. n

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Incoming WMC Chairman

25 | wisconsinbusinessvoice.org Winter 2020Cover StoryCover Story

Businesses have competed for talent since the first two firewood stands opened next to each

other in the early days of the caveman. It is nothing new to industry, but what is new is how much companies have to compete with one another when at-tracting and retaining talent – and how much prospective employees have the ability to shop around when it comes to landing their next job.

Wisconsin, like many other states, is feeling the effects of a persistent work-force shortage. Wisconsin Manufac-turers & Commerce (WMC) President & CEO Kurt Bauer stated recently that “workforce is the defining economic

issue” facing our state.That is true today, and it will be true

far into the future.The reasons are twofold. First, Wis-

consinites are not all trained for the jobs of the future – or really even the present. There is a skills gap that exists in many industries. On this front, the Badger State is well-equipped to tackle the problem.

The state’s technical colleges and universities are fully capable of prepar-ing individuals for many of these jobs, and there are plenty of apprenticeship and other training programs that can fill in the gaps. The bigger issue facing Wisconsin is from a demographics

standpoint.Wisconsin does not have enough

people. Not today. Not tomorrow. And not 10 years in the future.

This past summer, the University of Wisconsin-Madison Applied Popula-tion Laboratory wrote in this magazine about this exact issue. According to their data, births are at their lowest rate since 1973 and deaths are increasing. Add the fact that Wisconsin was a net loser on migration for the last decade – losing about 12,000 people over 10 years – and it is hard to see any com-ing spike in population.

In fact, based on the raw data, migra-tion is the only way Wisconsin popula-

tion could see strong growth because we have 66,000 fewer people under the age of 18 living in the state than we did in 2007.

So, what is a business to do when they are growing and need new work-ers? Simply put, they must be the best dish on the menu for prospective em-ployees. And once they hire an employ-ee, they need a plan to keep them.

First and foremost, salary is still the top way to attract someone to a job. Survey after survey shows this is the case. Even millennials – who may claim differently to their friends – need a way to pay for the $18 avocado toast at Sunday brunch. Side note: I’m a mil-lennial, and I have never actually had avocado toast. But, you get my point.

According to a recent report from ManpowerGroup about millennials in the workforce, money is still the top priority for them when they are looking for a job. And it is important to talk about millenni-als, because workplace demographics are changing quickly.

That same Manpower study – Millen-nial Careers: 2020 Vision – shows that millennials are the largest group in the global workforce at 35 percent. Gen Xers are about even with the former but are slipping, while 24 percent are in Genera-tion Z and only six percent are Boomers.

As millennials take over the workforce for the foreseeable future, what do they want in a career? First, I already mentioned money. We all have bills to pay. But, they also rank job security and time off as a close second and third when they are looking at a job. In the fourth and fifth spots are working with great people and flexibility in the workplace, respectively.

Looking broadly at the workforce, a survey from CareerBuilder.com shows some employees can rank things like affordable benefits, job stability and company culture above salary when they are contemplating a job offer – or whether or not to leave a company for a new job.

All of this is to say that employees no longer care just about the bottom line

dollars and cents. They care about the culture of their workplace. And, if your company can pay a certain salary, you can bet your competition will pay the same or more.

So, now companies are required to broaden the benefits packages offered to employees. The packages in some cases can look wildly different than something a Gen Xer or Boomer would have asked for in the past. Culture may not have been a main concern de-cades ago, but times are a changing.

It used to be that offering health benefits was seen as a perk of a job. Now, according to a MetLife report, 81 percent of employees see health care benefits as a must have. Luckily

in Wisconsin, this is the case with most employers. The most recent WMC Economic Survey of Wisconsin CEOs shows 91 percent of employers offer health care benefits to their employees.

Because employers have to compete for employees now more than ever, there are new benefits being offered in compensation packages. Does this mean you need to put a ping pong ta-ble in your break room and adopt a new office dog as your unofficial mascot? Probably not, but it does mean human resource professionals need to consider everything is on the table when making an offer to a new employee – or when trying to retain a current one.

Some benefits do seem a little out-landish. For example, Google’s office in Toronto has a miniature golf green setup on the roof of their building. Other companies around the nation are offering “fur-ternity leave” for employ-ees when they adopt a new pet, while others like Samsung and Huffington

Post have “nap pods” for taking a quick break at the office.

Other companies offer the ability for employees to take game breaks during the day. Adobe’s office in Utah has an indoor basketball court and a rock wall, according to Business Insider Mag-azine. So, maybe it is time to get that ping pong table after all.

More main stream offerings, however, include things like offering employees stipends to travel and recharge; having fitness centers available at the office or providing memberships to a local gym; and allowing employees the opportu-nity to work from home. These work/life balance offerings play heavy into company culture.

In Wisconsin, companies are begin-ning to offer some of these benefits as they compete for talent. In the most recent WMC Economic Survey, CEOs were asked what they offered to em-ployees to attract or retain them. Some of the options are feasible for all em-ployers, while some may not be. But, it does show that the overall benefits packages being offered in the state are changing.

According to the survey the top ben-efit offered to employees is the ability to have a flexible schedule. Sixty-two percent of Wisconsin employers are already offering this perk to employees. The second most popular offering at 53 percent is a flexible dress code. You might be surprised how excited employees get when they find out they can wear jeans to work.

Rounding out the top five are things like staff social events, more time off and physical wellness programs. Some Wisconsin companies are also offer-ing non-traditional compensation for employees. This could include giving away gift cards for excelling on a proj-ect or offering employees a subscrip-tion to Netflix or Amazon Prime.

The survey also asked employers about work from home policies, which are becoming more and more popu-lar around the country as technology allows individuals to work from almost

The New Fringe BenefitBy Nick NovakWMC Vice President of Communications & Marketing


Employees no longer care just

about the bottom line dollars

and cents. They care about

the culture of their workplace.

26 Winter 2020 wisconsinbusinessvoice.org | Cover Story

anywhere there is internet. When asked if they “currently allow employees to work from home if they are in a position that it would be feasible,” over half of Wisconsin businesses said yes. A small number offer it to all employees, while most provide it to employees on a case-by-case basis. Thirty-nine percent of respondents said they do not allow employees to work from home.

The talent shortage is not just a Wis-consin issue. The business community to tackling the talent shortage around the world. According to Manpower’s 2018 Talent Shortage Survey – the lat-est data available – 45 percent of glob-al employers are having trouble finding workers. That is a 12-year high. Their data shows the United States was just above the world average at 46 percent. According to WMC’s survey, 75 percent of Wisconsin companies are being impacted by the workforce shortage.

The same Manpower report shows 54 percent of employers are providing additional training and development opportunities to grow talent from within. Other strategies to tackle the problem include recruiting from outside the traditional talent pool, exploring alterna-tive work models like contracting or freelance, while many are offering high-er salaries and offering flexible working arrangements.

All of this data shows that compa-nies must be on the forefront of talent recruitment if they want to get – and keep – the best and brightest. Yes, salary is important. Yes, a well-rounded benefits package is important. Yes, an office dog could increase morale in some places. But, more and more, benefits that improve company culture are becoming standard.

The CareerBuilder.com survey I men-tioned up top showed that 44 percent of employees think company culture can be more important than more mon-ey in some cases. Offering a work from home policy or having more flexibility on work schedules can help employees feel more welcomed – and most impor-tantly, heard – at work.

Someone who knows this especial-ly well is Wilson Jones, President & CEO of Oshkosh Corporation. Not only does Oshkosh manufacture one of the Coolest Things Made in Wisconsin – the Joint Light Tactical Vehicle used by the U.S. military – but it has also been

named a Best Place to Work by Glass-door, a World’s Most Admired Company by Fortune and a World’s Most Ethical Company.

“With unemployment so low, team members have a lot of options with where they want to work,” Jones told me. “So, it’s important to have a great culture where team members have a clear purpose and can connect to their work, their team and understand how they connect to the bigger picture.”

If employees are not engaged at work, have a boss who treats them poorly or don’t feel like they are really part of the team, it will likely take way

more salary and benefits to keep them in a job that is miserable. That is why benefits packages now need to take culture into account.

Giving a parent flexibility to pick their kid up from school early one day or en-suring they have the opportunity to get to all their soccer games can in many cases go further than a pay raise. On top of that, having employees who go home and are excited about the work they do will not only keep them coming back, it will encourage other people to seek out employment at that same company because they know they will be valued. A ping pong table is fun, but it may not make employees feel valued.

“Having great amenities such as collaboration spaces, a fitness center and more are great, but amenities don’t matter if a company doesn’t have a positive culture, meaningful work and leadership that cares,” Jones added. “We continually check the pulse of our team members and gather feedback on what they need to be successful and what matters to them.”

When you are looking to attract new talent, look first at your current employ-ees. Discover what they value and how you can create a culture that fosters a commitment to their employment. Today, benefits packages are no longer just about money.

Oshkosh has spent the last several years focusing on this, and it has made them an employer of choice. The bot-tom line benefits are a nice perk, too.

By focusing on our team members and empowering them, we have deliv-ered strong financial results, showing that you can win by focusing on your team and culture,” Jones concluded. n

Want to hear more about how Oshkosh has built its reputation for being a top place to work, attend Business Day in Madison on Feb. 26 to hear Wilson Jones speak on workforce and a variety of other topics. Register at wmc.org.

According to a CareerBuilder.com Survey, some prospective employees rank other factors as more important than salary:

Millenial

Generation Z

Generation X

Boomer

Global Workforce by Generation in 2020

Do you currently allow employees to work from home if they are in a position that it

would be feasible?

As the competition for talent increases, which of the following are you offering employees to retain or attract them?62% - Flexible Work Schedules53% - Flexible Dress Code44% - Staff Events/Programming (i.e. Staff Lunches, Planned

Social Events, etc.)41% - Flexible Time Off (i.e. Increased Vacation, Maternity/

Paternity Leave, etc.)41% - Physical Wellness Programs (i.e. Gym Memberships,

Nutritional Coaching, etc.)

39% - Non-Traditional Compensation (i.e. Gift Cards, Event Tickets, Subscriptions, etc.)

38% - Structured Mentoring or Cross-Training23% - Mental Health Programs (i.e. On-Site Counseling,

Subsidized programming, etc.)13% - Free/Subsidized Meals11% - Extra Time Off for Volunteering1% - On-Site or Subsidized Day Care

Yes56%

No39%

Top Five Priorities for Millennials When Looking for a Job

Money (92%)

Security (87%)

Holidays/Time Off (86%)

Great People (80%)

Flexible Working (79%)

56% - Location 55% - Affordable Benefits 55% - Job Stability

48% - A Good Boss 44% - Company Culture

27 | wisconsinbusinessvoice.org Winter 2020Cover Story

35%

35%

6%

24%

According to Manpower’s

2018 Talent Shortage Survey

– the latest data available – 45

percent of global employers

are having trouble finding

workers. That is a 12-year high.

Wilson Jones, President & CEO of Oshkosh Corporation


“Statesman Smith” Saw Success as Board Chair

It’s not easy to become the WMC Board Chair because it isn’t easy to be the WMC Board Chair. But two

years ago, Jay L. Smith, Chairman and CEO of Teel Plastics, Inc. in Baraboo, accepted the nomination and the challenge of leading the state’s leading business association.

Smith laid out an ambitious platform for his chairmanship that centered around statesmanship. Recognizing that our body politic had become increasingly toxic and polarized, Smith wanted WMC to do something about it. That led to the creation of the Wiscon-sin Statesmanship Reception, which is now held the evening before the Future Wisconsin Summit.

WMC co-presents the event with the Wisconsin Education Association Council (WEAC), which has been an historic adversary of WMC’s policy agenda, and vice versa. But, in the spirit of statesmanship, the two titans of Wisconsin politics have agreed to come together with their respective allies on both sides of the political spectrum once per year to show that we can disagree about policy without being disagreeable personally. The law firm of Godfrey & Kahn hosts the event. This most recent event (see page 14), held late last year, attracted at least 170 attendees.

Tony Evers attended the Statesman-ship Reception in 2018 shortly after his election as governor. Smith also invited the governor to speak at the WMC Board meeting in April 2019, which Evers accepted. During an exchange, Smith offered to work with Evers and his Administration on areas of overlap-

ping concern, like workforce.Smith also wanted to promote free

enterprise during a time that national and statewide polls show more young people are attracted to socialism. During Smith’s tenure as chair, WMC’s Business World program, which teach-es high school students on economic literacy and how to run business, saw record growth in terms of students reached via the Business World sum-mer programs and the one-day “mini” sessions held around the state during the academic year.

WMC is a membership organiza-tion and another goal Smith had was to expand the number of Wisconsin businesses willing to join the 109-year

old organization. Chalk up another success, because WMC achieved or surpassed its new member goals in 2018 and 2019.

WMC also saw strong non-dues rev-enue growth during the same time-pe-riod, largely from the Wisconsin Safety Council and WMC Insurance.

Overall, WMC is a stronger organiza-tion today because of Jay’s high expec-tations and leadership.

“Being asked by the state’s top business leaders to serve as chair of the most influential business advocate in the state is a high honor and a big responsibility,” Smith said in a recent interview. “I took that responsibility seriously and worked with the fine WMC staff to address the most critical issues facing all businesses of all sizes and from every sector, including work-force, high medical costs, and growing attraction of socialism. I am proud of what I was able to accomplish, with the help of a very dedicated WMC Board of Directors, and, of course, the WMC staff.” n

WMC Chairman

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3130 Winter 2020 wisconsinbusinessvoice.org | | wisconsinbusinessvoice.org Winter 2020Future Wisconsin SummitFuture Wisconsin Summit

WMC Foundation Executive Director delivering remarks about the challenges facing rural

Wisconsin.

Project Lead the Way President & CEO Vince Bertram speaks about the importance of STEM education in Wisconsin and around the country.

John Deere Horicon Works Factory Manager and Future Wisconsin Project Steering Committee Chairman Steve Johnson discussing the difficulties farmers are having in

rural Wisconsin.

Attendees connect before the kickoff of the Future Wisconsin Summit.

Rural executives from Waupaca Foundry, VARC, Inc. and Sargento discuss economic challenges facing small communities.

Wisconsin Economic Development Corporation (WEDC) Secretary & CEO Missy Hughes highlights business success stories from around the state.

WMC Executive Vice President of Government Relations Scott Manley introducing a panel of

agriculture experts to discuss the key industry in Wisconsin.

Pastor Jerome Smith leads a panel discussion about criminal justice reform and reintegrating justice-involved individuals into the workforce.

In Case You Missed It...Check out the highlights from WMC Foundation’s Future Wisconsin Summit.


Workforce, Tariffs are Biggest Challenges

The statewide workforce shortage continues to be the biggest chal-lenge for business headed into

2020, and the issue is forcing employ-ers to become creative to attract and retain the best talent.

With three-quarters of private sector employers reporting difficulty finding workers, more are allowing flexible work schedules, relaxed dress codes, additional vacation and leave time, and the ability to work from home, accord-ing to a recent survey conducted by Wisconsin Manufacturers & Commerce (WMC) – the state chamber of com-merce.

Other talent attraction and retention efforts mentioned in the survey include employee wellness programs, gym memberships and nutritional coach-ing, as well as more fun activities like themed lunches and rewards and rec-ognitions like gift cards, events tickets or subscriptions.

“I am not surprised to see companies adopting these types of tactics,” said Kurt Bauer, WMC President & CEO. “As an employer in a city with a very low unemployment rate, WMC has em-

braced many of the same things.”Bauer noted that the latest WMC

semi-annual survey of Wisconsin CEOs is the 10th in row – dating back to Sum-mer 2015 – to show at least 65 percent of employers having challenges finding the workers they need.

“Workforce is the defining economic issue in Wisconsin and will be until we figure out a way to attract the workers employees need as Baby boomers continue to reach retirement age,” added Bauer.

Wages are also on the rise, accord-ing to the survey. A year ago, 38 per-cent of respondents said they planned to raise wages between 3.0 and 3.5 percent. Today, it is 45 percent.

But, that wage gain may be off-set to some degree by rising health care costs. Seventy-seven percent of business leaders said their health care costs have increased from 2019 to 2020. When asked how they are man-aging the rising cost, 66 percent said they were forced to increase employee contributions, and 19 percent said they had to reduce benefits.

Indeed, health care costs were again

the second biggest public policy issue facing Wisconsin. Workforce is number one, and high taxes and excessive regulation were three and four, respec-tively.

Tariffs and overall trade issues con-tinue to be top of mind among business leaders, too. Just over 50 percent say tariffs are hurting their business, up from 47 percent six months ago. However, similar to the last survey, 79 percent support tariffs as a negotiating tactic to force nations like China to play fair.

Optimism in the economy remained steady among business leaders in this survey from six months ago with respondents rating the state and U.S. economies very similarly. Fifty-nine percent said the Wisconsin economy was “strong” or “very strong,” while 65 percent give the U.S. economy the same rating.

Over 90 percent of business leaders said they were profitable during the preceding six months and 91.6 predict they will be profitable through the mid-point of 2020. Both percentages are up slightly from a year ago. n

WMC CEO ECONOMIC SURVEYWMC CEO ECONOMIC SURVEY

• 64% of businesses support legislation to reduce medical costs in workers’ compensation by implementing a medical fee schedule

• 66% of businesses plan to increase employee contri-butions in 2020 to compensate for rising health care costs, while 19% suggest they may be forced to decrease benefits

• 69% of employers support the Wisconsin Economic Development Corporation (WEDC) spending $5 million per year on a targeted talent attraction campaign to encourage workers from other states to move to Wisconsin for available jobs here

Other Key Findings:

77%said their health care costs

have increased from 2019 to 2020

75%of employers have

challenges finding the workers they need

WMC CEO Economic SurveyWMC CEO Economic Survey

69%support the WEDC’s talent

attraction campaign


Winter Safety Tips

By Marie HullSafety Manager, Wisconsin Safety Council

The winter season, especially in Wisconsin, can be a hazardous time of year for both businesses

and their employees. Winter weather hazards can be mitigated with the right planning and alertness on all levels of the organization.

While business leaders and safety processionals can’t control the weather, they can help control the risks that their employees face. Injuries that happen in this season are not just limited to outdoor workers. Simply walking into or out of work or occasionally perform-ing tasks like shoveling sidewalks or spreading salt at an entry can quickly become hazardous. Companies should reinforce their safety practices and in-volve their employees when attempting to identify hazards. Once identified, the organizations can brainstorm how to mitigate the unique winter hazards that can be encountered in the workplace.

Slips, Trips and FallsWhen it comes to determining the

most common winter hazards, compa-nies and employees tend to focus on mitigating slips, trips and falls. This is an obvious place to start because of slipperiness of snow and ice create a more hazardous environment that increases the risk of injury. Encourage employees to wear footwear with good traction even if that means changing into a different pair once they are in the building. Also, by walking slower and taking small steps they can better react if they suddenly step on a slip-pery spot. Companies should make a

concerted effort to keep walkways and parking lots free of snow and ice build-up to ensure safe pathways for both employees and visitors.

Driving in Winter Weather Whether employees drive for their

job or they are commuting to and from work, employers can promote safe driving habits. Encourage employees to clear their car of snow and ice, including their lights, hood and tires. Practicing safe winter driving strate-gies like checking that vehicle tires are properly inflated, accelerating and decelerating slowly, and giving other vehicles on the road extra space. It is also good for all drivers to know what to do if their vehicle breaks down. Having a winter weather emergency kit (that includes traction aids like sand or cat litter, blankets, hand/foot warmer, and tow chains, etc.) can keep drivers and passengers safe during cold weather until help arrives.

Frostbite and HypothermiaBeing outside in the winter, whether

for work or play, can be dangerous if you and your employees aren’t mind-ful of the risks of cold temperatures. Prolonged exposure to low tempera-tures, moisture and/or wind can put you at risk for frostbite and hypothermia. Frostbite is the most common injury caused by exposure to cold tempera-tures. Frostbite can even affect skin that is protected by clothing. Hypother-mia occurs when the body loses heat faster than it can produce heat which

causes the body temperature to drop to a dangerous level. Before going outside in the winter, it is important to check the temperature and limit em-ployees’ time outdoors if it is exception-ally cold, wet or windy. If is suspected that someone is suffering from either of these cold weather conditions, seek medical attention immediately.

Office Space HeatersOffice buildings can be notoriously

cold in the winter months which can lead to employees bringing in portable space heaters. These types of heaters are a fire hazard if they are not used correctly. Ensure that the heaters are not placed near cabinets, tables, cur-tains or other materials that can catch fire. When they are not in use, they should be unplugged.

Other Cold Weather Work HazardsWhile the previously listed hazards

can be primary focuses in the work-place, it is important to note if there are any hazards that may be specific to the company or in specific work areas. Some examples of other winter weather hazards can be: using powered snow removal machines and working from heights on potentially icy surfaces.

Winter weather can be unpredictable and can put stress on the company and employees because of the hazards it creates. Having a proactive approach to mitigating and eliminating those hazards shows that safety is a priority on all levels of the organization. n

Wisconsin Safety Council

Featured Keynotes:

Captain Mike AbrashoffCaptain

USS Benfold

Ted AbernathyManaging PartnerEconomic Leadership

2020 Wisconsin Safety Council78th Annual ConferenceApril 19-22, 2020Kalahari Resort & Conference Center

Register at wisafetycouncil.org


It was another impactful year for WMC Foundation, and I really mean that. Michelle Grajkowski – our Business World Director – has a sign in her office where she quotes one of the many things I have blurted out in my time as head of our Foundation. The sign reads “Success is in impact, not perfection.” It sounds like something I would say, and I do believe it. We all know that nothing is perfect, but we strive every day to make a meaningful impact through the work of WMC Foundation.

In our Business World program, that means helping young students find out what careers they might want in the future. It means they walk away from our summer camps knowing that free markets, free enterprise and capitalism have helped pull more people out of poverty than any other economic system before it. And at our one-day Business World Mini programs – a new record set this year – it is having that

student come up to us and saying they now know business is a force for good.

Over to the Future Wisconsin Project, the impact is no less obvious. No matter where you go in Wisconsin, the econom-ic topic of the day is workforce. The donations and involve-ment from the companies listed below made that happen. It is why we have a talent attraction campaign. It is why more funding is going toward apprenticeships and other training programs. And it is why we are openly talking about how to train inmates so they are career-ready when they leave the justice system.

I am proud of the impact we have had, and I am so thank-ful to our generous donors who have made all of it possible. We have big plans for 2020, and I hope this list only contin-ues to grow. So, for all you have done to impact Wisconsin for the better, thank you. n

Associated Bank

Automation Components Inc.

Baker Tilly Virchow Krause, LLP

Barton Solvents, Inc.

C. G. Bretting Manufacturing Co., Inc.

C. G. Schmidt, Inc.

Cash Depot

Century Fence Company

Church Mutual Insurance Company

CLA

Clasen Quality Chocolate

CliftonLarsonAllen

Colony Brands Inc.

Constellation Energy

Dairyland Power Cooperative

E. K. Machine Co. Inc.

Elmbrook Rotary Foundation

EVCO Plastics

Fearings Audio Video Security

FEECO International, Inc.

Flexion, Inc.

Gener8tor

Georgia-Pacific

Godfrey & Kahn

Greenheck Fan Corporation

Hausmann-Johnson Insurance

Hendricks Commercial Properties LLC

Heritage - Crystal Clean

Husch Blackwell

Ideal Builders, Inc.

J. J. Keller & Associates, Inc.

J. P. Cullen & Sons, Inc.

John Oster Family Foundation

JPC Foundation

Krause Family Foundation, Inc.

Lee & Associates of Illinois, LLC

Link Family Foundation

M3 Insurance

Manpower Inc.

Mercury Marine

Michael Best

Middleton Chamber of Commerce

Milk Source LLC

Mortgage Guaranty Insurance Corporation

Mr. Chesley P. Erwin Jr.

Mr. John N. Dykema

National Association of Manufacturers

NOG, Inc.

North Shore Bank, F.S.B.

Packaging Corporation of America

Power Test, Inc.

Poynette Chamber of Commerce

Quarles & Brady LLP

Robert W. Baird & Co., Inc.

Roehl Transport, Inc.

RSM US LLP

S. C. Johnson & Son, Inc.

Seats Incorporated

Skyward, Inc.

State Farm Insurance

Suttner Accounting, Inc.

Ted & Grace Bachhuber Foundation

The C. A. Lawton Co.

The George Kress Foundation Inc.

The Phelps Hamus Group at Morgan Stanley

Trappers Turn Golf Club

Trico Corporation

Twin Disc, Incorporated

UBS The Burish Group

ULINE

United Healthcare of WI

VelocityEHS

von Briesen & Roper, s.c.

Waukesha County Technical College

We Energies Foundation

Wegner CPAs

Weldall Mfg., Inc.

WGU Missouri

Wisconsin Association of Campground Owners

Wisconsin Center for Manufacturing & Productivity Inc.

Wisconsin Public Service Foundation, Inc.

Zero Zone, Inc.

Thank You to Our 2019 WMC Foundation DonorsBy Wade GoodsellWMC Foundation Executive Director

WMC Foundation Executive Director Wade Goodsell speakingat the Future Wisconsin Summit.

Students at the Business World Summer Program held at UW-Madison.

WMC Foundation WMC Foundation

Foundation


Business is a Force for GoodBy Michelle GrajkowskiWisconsin Business World Director

Impact (noun): the force of impres-sion of one thing to another: a signifi-cant or major effect

Impact. Such a small little word with such an enormous meaning. The Wisconsin Business World team strives to make an impact in everything we do, through our hands-on programming, community outreach and industry part-nerships.

The 2018-19 school year was an ex-citing time of growth for our programs. Through our two Business World Sum-mer Camps and 23 one day programs, we reached approximately 2,600 students from more than a hundred Wisconsin communities.

But even more important than the hard numbers is the true impact that our students feel when they leave our programs. One parent told me the sum-mer program changed his son’s life, sharing that his son said he “learned more in three days than he learned in high school.” Another parent shared that her son changed from the medical academy to business after attending our camp. And yet another said that the summer program changed her daugh-ter’s trajectory. That the year before she was barely passing school, and she signed her up to help put her back on the right path. Happily she is earning all A’s and B’s this semester.

Stories like these are what motivate our team – knowing that we are making a positive difference by allowing our students to be creative, by helping

them explore career opportunities and by challenging them to learn to work together for a common goal.

Innovate (noun): a new idea, meth-od or device

Innovate. We start every Business World program with the concept of innovation. If businesses are not con-stantly evolving and changing, they will die. Sweet and simple. The same concept applies to our Business World programs.

Business World was founded in 1982 by a group of our members who wanted to enhance business education in our schools. Today’s mission is the same. But, let’s flashback to 1982, the age of the Atari. Video games have certainly changed since then (I seri-ously thought my son was watching a Packer game when he was playing Madden with his friends!), and so has our youth.

Today, students fill their summers with jobs, volunteer work, sports, family and friends. It’s becoming more challenging to find students willing to give up a week of their summer for a

business camp. But, that’s where our one day programs come in. This year we are on pace to present 35 impactful one day programs.

Additionally, as a member driv-en organization, we understand the workforce challenges you are facing. As a result, we strive to be a bridge between the schools in your area and your business. We perform many of our programs right on member sites and of-ten incorporate tours, offering students a chance to explore a new career opportunity.

Finally, our strong partnerships with core groups such as FBLA, DECA and Junior Achievement as well as commu-nity organizations such as Boys and Girls Clubs and Running Rebels are allowing us to grow and reach students outside of the classroom.

Gratitude: to give thanks

Gratitude. As I reflect on the won-derful year behind us and think about all the exciting things in store for the Business World Programs as we launch into our new decade, I wanted to take a minute to thank our donors who have made all this growth possible. Without your donations, we would not be able to impact and innovate and inspire. Our program depends on your support, and we want you to know you truly are living up to our core message, that Business is a Force for Good. n

Business World

Upcoming Events (2019-20 school year)

MerrillGreen BayFennimoreRhinelanderRice LakeWhitewaterWest AllisWatertownOregonLa CrosseMuskegoMilwaukeeTomahawkLivingstonMedfordHoriconWaukesha

The Wisconsin Business World Program is the flagship program of the WMC Foundation. Founded in 1982, more than 20,000 future business leaders have participated in our programming. For more information, please contact Michelle Grajkowski, Business World Manager, at (608) 661-6904, or [email protected].

OshkoshMadisonMaustonOconto

ElkhornPlymouth

Fond du LacSuperior

RacineMonroeBeloit

Stevens PointSun PrairieWestfield

MinongNew London

De Pere

For more information or to schedule a Mini Business World in your area, contact Michelle Grajkowski at 608.661.6904 or [email protected].

Summer Programs:St. Norbert – June 14-17

UW Madison – June 21-24


Gateway Tech Expands Manufacturing Center

Gateway Technical College at the end of October celebrated the expansion of its SC Johnson

iMET Center in Sturtevant, a center that’s been called a national model for Industry 4.0 training and a place where today’s manufacturers can find workers with the skills to help their businesses grow.

The center, located at 2320 Renais-sance Blvd., Sturtevant, expanded by 35,800 square feet and 12,080 square feet of existing space was remodeled as part of the project. The center is home to 12 academic programs taught with some of the most technologically advanced classrooms and equipment in advanced manufacturing and Indus-try 4.0 today. Many national companies stepped forward to provide resources, equipment and industry knowledge to help make the center a local – and national – site of Industry 4.0 training.

“Gateway has partnered with industry leaders Fanuc, Rockwell and Amatrol to design and build a computer-integrated manufacturing training center for ad-vanced manufacturing,” says Gateway Technical College President & CEO Bryan Albrecht. “Smart manufacturing and artificial intelligence systems drive data analytics to create digital manufac-turing technicians needed for today’s manufacturing ecosystem.

“Gateway has demonstrated the fu-ture of advanced manufacturing training with automation, robotics and mecha-tronics training labs supporting industry 4.0 standards.”

Some of the expanded and new labs focus on providing skills in industrial controls, precision measuring, mecha-tronics, advanced manufacturing and connected systems as well as an expansive robotics area. Data analytics training has been embedded across many academic programs at the center, providing students the skills to collect, analyze and make decisions from that data – skills that current and future technicians will need to possess.

The center also provides training to more than just Gateway students. Current workers have already begun to take classes to upskill, and the college can also take its training on the road to help businesses upskill their current workforce through portable training equipment and instructors who will trav-el to teach on-site at area businesses.

“Gateway’s expansion of the SC Johnson iMET Center creates a hub where businesses and the community can engage in conversations about advanced manufacturing, automation, big data and the related economic op-portunities for Southeastern Wisconsin,”

says Matt Janisin, Gateway Technical College vice president, Business and Workforce Solutions.

“Businesses benefit from an expand-ed future pipeline of skilled talent as well as the opportunity to send existing employees to the center for updated training as technology continues to change the manufacturing landscape. It benefits business and students by pro-viding a unique curriculum with a focus on data analytics and understanding predictive maintenance in today’s highly automated manufacturing systems.”

The site includes an expanded Fab Lab, an area where students, entrepre-neurs and community members can ac-cess 3D design software and a number of printing, milling and other machinery to build nearly any item that users can imagine and design.

One final component of the space is the Connected Systems Institute room, which provides a space for manufac-turers, educational institutions and the public to gather in a collaborative area to discuss advanced manufacturing and iIOT topics. n

Wisconsin Business News

Exact Sciences CEO Named In Business Madison Person of the Year

In Business Madison – a local business publication based in the state’s Capitol – named Kevin Conroy, Chairman & CEO of Exact Sciences, as its inaugural Person of the Year in December 2019. Conroy leads the company that has devel-oped a flagship product, Cologuard, which has been used to screen nearly three million people for colon cancer since it received FDA approval.

According to In Business, “in 2019, Conroy and his fast-growing molecular diagnostics company continued their cancer-fighting march with a number of organizational milestones that have positioned it to conquer different types of cancer. Simply put, Conroy leads a local company that’s on an impressive roll with an increasingly robust financial performance and sparkling new facilities that include a new headquarters it will occupy early next year.”

Conroy was named the Person of the Year for applying business sense to the fight against cancer and elevating Wisconsin’s status as a health-tech leader.

Dairyland Power Cooperative CEO and WMC Board Secretary Barbara Nick Announces Retirement

Barbara Nick, President and CEO of Dairyland Power Co-operative, has announced plans to retire in July 2020. Nick joined Dairyland as President and CEO in December 2014, after serving in leadership roles at Wisconsin Public Service Corporation/Integrys (now WEC Energy Group). Under Nick’s leadership, Dairyland has successfully focused on resource diversification, sustainability and leadership development. Dairyland’s solar investment doubled the solar generation in

Wisconsin during 2016.An engaged community member, Nick has over 30 years

of board service on various profit and non-profit boards. She is serving a six-year term to the State of Wisconsin Invest-ment Board (SWIB), which includes oversight of state funds valued at over $100 billion. In addition, Nick is Secretary on the Wisconsin Manufacturers and Commerce (WMC) board, an Independent Advisory Director for Mead & Hunt and a Trustee for Viterbo University (La Crosse).

She is also on the Board of Directors for the Electric Power Research Institute (EPRI), and a member of the EPRI Gover-nance and Nominating Committee. She previously served for over seven years as a director of Seventhwave.

John Deere to Expand its Horicon CampusJohn Deere Horicon Works – a Wisconsin plant of the Mo-

line, Illinois-based Deere & Company – plans to invest $24 million to add a 22,000 square foot building to its campus. In addition to the new building, John Deere plans to upgrade equipment and add at least 12 new jobs.

The company will receive up to $250,000 in state income tax credits over a three-year period for the expansion.

“John Deere’s investment solidifies the company’s con-tinued commitment to our state and is a testament to the strength of our manufacturing industry,” Missy Hughes, sec-retary and CEO of WEDC, said in a press release. “WEDC is proud to make this project viable for John Deere Horicon Works, and I look forward to seeing their continued success in Wisconsin.”

BUSINESS

NEWS

Education Voice 41 | wisconsinbusinessvoice.org Winter 2020

Wisconsin Business Voice is starting a new feature called Wisconsin Business News. The goal of this section is to provide quick updates on things happening throughout the business community in our state. It could be about a promotion, a merger, the creation of new jobs or the impact a company has in their community. And all of it will be Wisconsin focused.

While we will work to find stories that should be fea-tured in this section, we would welcome ideas from you, our readers. Throughout the year, if you have a news release or know about something that should be printed in this section, don’t hesitate to send it our way – chanc-es are it might get published in our digital newsletter, WMC Morning Digest, too. More details are at the end of this section.

Wisconsin Manufacturer of the Year Nominees Announced

Twenty-five Wisconsin manufacturers have been nominat-ed for the 32nd Annual Wisconsin Manufacturer of the Year (MOTY) Awards.

The MOTY program recognizes the state’s top manufactur-ers of all industries and sizes for their commitment to good business practices, innovative processes, and productivity enhancements to help drive Wisconsin’s economy.

The 32nd Annual Manufacturer of the Year Award Nomi-nees are:

Artemax, Inc. – New BerlinAutomation Components, Inc. – MiddletonChapter 2, Inc. – Lake MillsEmpire Screen Printing, Inc. – OnalaskaFelss Rotaform LLC – New BerlinFirst Choice Ingredients, Inc. – GermantownFox Valley Wood Products, Inc. – KaukaunaGamber-Johnson LLC – Stevens PointGenerac Holdings Inc. – WaukeshaGreenheck Group – SchofieldHED, Inc. (Hydro Electronic Devices, Inc.) – HartfordLemke Industrial Machine LLC – Marathon CityMBK-WI, Inc. d/b/a Freedom – MiltonMCL Industries, Inc. – PulaskiMetal-Era Inc. – WaukeshaNueske’s Applewood Smoked Meats – WittenbergOctopi Brewing – WaunakeeOrion Energy Systems, Inc. – ManitowocOutlook Group – NeenahPoblocki Sign Company LLC – MilwaukeePower Test Inc. – SussexProfessional Plating – BrillionSargento Foods – PlymouthStoughton Trailers LLC – StoughtonXeteX, Inc. – La Crosse.

Winners will be announced at The Pfister Hotel in Milwaukee on February 20.

Law Firm von Briesen & Roper Selects Susan Lovern as President & CEO

The law firm of von Briesen & Roper, s.c. elected Susan Lovern as President & Chief Executive Officer in January. Lovern is the firm’s first woman President & CEO. Lovern, who chairs the firm’s Commercial and Business Litigation Section, began her legal career at von Briesen 25 years ago as a summer associate.

She has served on the firm’s Board of Directors since 2011 and chaired the firm’s Recruiting Committee from 2002-2011. Lovern has served numerous leadership roles in the legal community, including president of the Association for Wom-

en Lawyers and two elected terms on the Milwaukee Bar Association Board of Directors. Wisconsin Super Lawyers® named her one of Wisconsin’s Top 50 Lawyers in 2019 and she has been repeatedly selected as one of Wisconsin’s Top 25 Women Lawyers.

Lovern succeeds John Rocco, who served as interim Pres-ident and CEO. Rocco will resume his previous role as Vice President of the firm, while retaining the responsibilities of a managing shareholder.

Amazon to Build One Million Square Foot Distribution Center in Beloit

Amazon confirmed in January it would complete a new distribution center in Beloit in time for the 2020 holiday shop-ping season. The new location is expected to create 500 new jobs and will be located in the Gateway Business Park. Work on the facility started in October 2019.

According to the Beloit Daily News, “the Wisconsin Eco-nomic Development Corporation (WEDC) approved $7.5 mil-lion in state tax credits for Amazon, with the subsidies able to be used on future projects which could include the new Beloit location. The actual amount Amazon receives from the state hinges on the number of jobs created and capital investment undertaken through 2024, according to WEDC.”

New employees of the Beloit facility will have a $15 minimum wage and be offered health insurance and 401k benefits, in addition to 20 weeks of paid parental leave.

M3 Insurance Names Brad Reitzner Vice President of Sales – Property & Casualty

Madison-based M3 Insurance announced the promotion of Brad Reitzner in January to Vice President of Sales for its Prop-erty & Casualty line of business. In his new role, Reitzner will be responsible for the overall direction, growth and develop-ment of M3’s property & casualty product line, practice groups and specializations, including account executive development and support, new business development and M3’s business insurance captive practice.

He joined M3 in October 2013 as an account executive, and soon expanded his role to include directing both the manufac-turing & distribution and P&C captives practice groups. Prior to M3, Reitzner was a producer at TRICOR Insurance.

Husco to Launch Full-Time Student Hiring ProgramWaukesha-based Husco International Inc. is looking to hire

students full-time as they enter school and pay for them to complete their degrees through a new program call Husco Scholars. Students will take classes online for engineering at the University of Wisconsin – Platteville while also working at least 32 hours per week at Husco. The students would also complete labs at Fox Valley Technical College on several Saturdays each semester.

Husco CEO Austin Ramirez says he expects that some

students may start with a plan to earn a bachelor’s degree but opt instead to complete just an associates after a couple years in the program, opening up opportunities within the company’s technician roles.

“That’s probably, at least for us, the single tightest part of the labor market. Those folks are impossible to find,” Ramirez said. “So we’re going to be rooting for all of these kids to finish their bachelor’s degree, but I have a hunch that some of them will decide that finishing a two-year associate degree and being able to make $60,000-$80,000 a year might be a better fit for what they want.”

The Husco Scholars program will launch in the 2020-’21 school year, and students will be required to stay at Husco at least three years after completing their degree.

Ashley for the Arts Announces Headliner for 2020 Event

Lynyrd Skynyrd was announced in January as a headliner at the annual Ashley for the Arts event in August. Started by Ashley Furniture Industries, Inc. in 2009, Ashley for the Arts is a multi-day festival at Memorial Park in Arcadia – home of the Wisconsin furniture manufacturer.

The event not only brings attention to the town that Ash-ley Furniture is headquartered in, it also raises hundreds of thousands of dollars for local charities. In the past, musical guests have included Lady Antebellum, Morgan Evans, 3 Doors Down and Billy Ray Cyrus, among others.

According to its website, the event “provides the entire family with world class entertainment, art, exercise and fami-ly fun for a remarkably low cost.” Tickets are sold for just $15 each. Additionally, the program raised $590,000 for over 60 non-profits in 2019 alone. Ashley for the Arts will take place Aug. 6-8 and more headliners will be announced soon.

The Boldt Company Hires a New Executive Vice President

Ben Bruns has joined The Boldt Company as executive vice president for its Northern Operations group. In this po-sition, Bruns will lead business development and operations for Boldt’s Wisconsin offices in Green Bay, Appleton, and Stevens Point.

Bruns brings nearly two decades of experience in business development, jobsite project management, and engineering to Boldt. He most recently served as vice president of The Weitz Company, a national commercial contracting firm head-quartered in Des Moines, Iowa.

“Boldt is a company that values safety, lean fundamentals, and innovation,” he said. “It’s a team I wanted to be part of because of its honestly, integrity, and fairness – as well as the great outcomes it delivers for its customers. I am excited to help Boldt continue to deliver outstanding customer service and give back passionately to the communities it serves.”

Brakebush Brothers Wins National Health Care AwardWestfield-based Brakebush Brothers – a chicken pro-

cessing company – won a National Alliance of Healthcare Purchaser Coalitions Employer/Purchaser Excellence Award in 2019. The company won the award for its innovation in advancing overall health and health care value.

The company switched to a self-funded health benefits plan in 2014 and provides employees with onsite health care services, including primary and acute care for employees and family members covered by the plan. Since implement-ing the self-funded plan in 2014, the per-member health ben-efit costs have actually decreased according to the company.

“The award shows that employers of all sizes, and any location, can make a positive impact in their fight against the rising costs of health care without government intervention, or the need to pass those costs on to its employees,” said Dan Ludwig, Brakebush’s director of benefits and safety.

Paul Bostrom Promoted to President of H.O. Bostrom

H.O. Bostrom., a leading designer and manufacturer of seating solutions for vehicles and equipment, today an-nounced the promotion of industry veteran Paul Bostrom to the position of President and Chief Operating Officer.

Bostrom joined the company in 1992 in a sales and marketing role and advanced to Executive Vice President, successfully growing sales globally and developing new markets for the Company’s engineered commercial vehicle seating products. Prior to joining the company, Bostrom held positions as a management consultant with Deloitte, Minne-apolis, focusing on strategy and operations, and as a design and applications engineer with Modine Manufacturing.

He holds an MBA from the University of Chicago Booth School of Business and a B.S. in Mechanical Engineering from the University of Wisconsin-Platteville.

Sargento and Green Bay Packers Increase Charitable Giving During Playoffs

As the Official Cheese of the Green Bay Packers, Sargento Foods, Inc. uses its Touchdowns for Hunger program to do-nate to Paul’s Pantyr in Green Bay and Hunger Task Force in Milwaukee. Through the program, Sargento donates $1,500 for each touchdown the Packers score in the regular season.

With the Packers making the playoffs this year, Sargento announced it would double its donations to $3,000 for every touchdown scored. Since it began in 2002, Touchdowns for Hunger has raised more than $1.3 million to help alleviate hunger in Wisconsin and has provided more than one million meals to help those in need. n

Have news you would like to have published in Wisconsin Business Voice? Please send your news releases or details to Anthony Birch at [email protected].

Wisconsin Business News Wisconsin Business News 43 | wisconsinbusinessvoice.org Winter 202042 Winter 2020 wisconsinbusinessvoice.org |


Members of the Wisconsin Coalition for Business, Economic and

Financial Literacy, a group founded by WMC Foundation, together at

their October coalition meeting.

WMC SEEN & HEARD

WMC Executive Vice President of Government Relations Scott Manley

leading a panel discussion on agriculture issues at the Future Wisconsin

Summit featuring Lakeside Foods’ Glen Tellock, Wisconsin Dairy

Alliance’s Cindy Leitner and John Deere Horicon Works’ Steve Johnson.

Individuals, including WEDC’s Vice President of Sector Strategy

Development Vincent Rice, discuss challenges facing rural Wisconsin at

a Future Wisconsin Project listening session at the WMC headquarters

in Madison.

WMC Vice President of Communications & Marketing Nick Novak (left)

leading a panel discussion at the last stop of the State of Wisconsin

Manufacturing Tour sponsored by M3 Insurance, featuring DWD Sec.

Caleb Frostman, Automation Components, Inc.’s Connor Meloy and

Kruger Brown’s David Kruger.

WMC Chairman Jay Smith, Assembly Speaker Robin Vos, WMC Vice

Chairman Steve Loehr and WMC President & CEO Kurt Bauer (left to

right) at the WMC Fall Board Meeting in Madison.

Attendees at the Wausau Stop of the State of Wisconsin Manufacturing

Tour sponsored by M3 Insurance at Northcentral Technical College.

WMC Seen & Heard

Michael Best Finds Success Under Krutz’s LeadershipAs the leader of more than 270

attorneys in 13 offices across the United States, Michael Best

& Friedrich’s Managing Partner, David Krutz, knows what it takes to succeed in the increasingly competitive legal industry. In his 30 years at Michael Best, Krutz has learned that excellent client service goes beyond providing legal counsel. It requires an attorney to demonstrate support for the business-es that bolster local economies. Krutz works hard to ensure all the attorneys at Michael Best take a client-first, busi-ness savvy approach.

Michael Best has a long history of ef-fectively serving clients in the consum-er and industrial products sectors by offering a full line of legal tools, advice and sophisticated counsel to help com-panies move quickly and effectively. As an American Lawyer 200 firm with roots

in Wisconsin that date to 1848, Michael Best is known for its reliable services, specifically in the manufacturing sector.

“For decades, our attorneys have counseled advanced manufacturers in virtually every sector, both as in-house and outside counsel, giving us a comprehensive perspective for solving their unique business challenges and accompanying risks,” Krutz said. “It’s been an honor to help develop such strong partnerships with the manufac-turing sector – and with Wisconsin’s business community.”

Michael Best is an active member of various industry organizations and trade associations, including Wiscon-sin Manufacturers & Commerce, the Waukesha County Business Alliance, and the New North. The Firm has also been a longstanding sponsor of the Annual Wisconsin Manufacturer of the

Year Awards Program since its incep-tion in 1988.

During Krutz’s tenure, he earned several accolades, including Litigation Star for his work in the construction space with Benchmark Litigation each year since 2013. He was also named Milwaukee “Lawyer of the Year” in construction law by The Best Lawyers in America in 2015.

Additionally, Krutz is committed to serving his community through philanthropic efforts and board mem-berships, which include serving as a Wisconsin Manufacturers & Commerce Board Director, Mount Mary University Board Member, Brookfield Economic Development Committee Member and Leadership Council on Legal Diversity Member. n

Executive Profile

EXECUTIVE PROFILE

4746 Winter 2020 wisconsinbusinessvoice.org | | wisconsinbusinessvoice.org Winter 2020501 East Washington Avenue, Madison, WI 53703 | 608.258.3400 | www.wmc.org | WisconsinMC | WMC501 | @WisconsinMC

501 East Washington Avenue, Madison, WI 53703 | 608.258.3400 | www.wmc.org | WisconsinMC | WMC501 | @WisconsinMC

2020 EVENTS

WWW.WMC.ORG

32nd Annual Manufacturer of the Year AwardsFebruary 20, 2020 • The Pfister Hotel, Milwaukee

Business Day in Madison ReceptionFebruary 25, 2020 • The Madison Club, Madison

Business Day in MadisonFebruary 26, 2020 • Monona Terrace Convention Center, Madison

Wisconsin Chamber of Commerce Executives Spring ConferenceApril 7, 2020 • WMC Headquarters, Madison

Wisconsin Safety Council Annual ConferenceApril 19-22, 2020 • Kalahari Resort, Wisconsin Dells

WMC Policy DayDetails coming soon! • Madison

Wisconsin Chamber of Commerce Executives Fall Conference & RetreatSeptember 15-17, 2020 • Lambeau Field, Green Bay

Statesmanship ReceptionDetails coming soon! • The Madison Club, Madison

WMC EVENTSWMC EVENTS

Focus on Manufacturing BreakfastFebruary 21, 2020 • The Pfister Hotel, Milwaukee

Business World 2020 Summer ProgramsJune 14-17, 2020 • St. Norbert College, De PereJune 21-24, 2020 • UW-Madison

Made in Wisconsin LuncheonOctober 14, 2020 • Harley-Davidson Museum, Milwaukee

Future Wisconsin SummitDetails coming soon! • Madison

WMC FOUNDATION EVENTSWMC FOUNDATION EVENTS

Hartford Chamber Rebrands CommunityBy Scott HenkeCEO, Hartford Area Chamber of Commerce

Dozens of organizations are working on community im-provement ideas ranging from

increased tourism to workforce attrac-tion. Some work on issues in-house and others work on region-wide initia-tives. Although everyone is working to do their best, it’s often with their own slant. Parochialism happens in every community and frequently results in the message being overshadowed by interpretation.

In Hartford, we set out to improve the overall economic growth of our community by developing the busi-ness climate, increasing downtown shopping, and improving govern-ment relations. During the process we soon realized three groups were among us: promoters, detractors and a passive group in the middle. Our promoters were those who were conveying and sharing accurate in-formation. Our detractors, critics who were sharing misinformation and had

negative experiences in the commu-nity or were often misinformed about topics, unfortunately outnumbered our promoters three to one. Thus, in order to reach our goal of economic growth in the community, we needed to gain more promoters!

We posed the question, “How do we create a marketing plan that would convey positive, accurate information and a genuine message for Hartford? Our plan needed to help change the perspective of the detractors while creating a positive momentum for our promoters to move forward with in the community.

As a solution, a group of busi-ness people and their organizations worked to knock down the barriers and adjust perspectives through a unified branding effort. Our approach was to tell Hartford’s story in a “living/

breathing” document with flexibility that would be able to adapt to new opportunities, changing circumstanc-es, and ongoing continuous feed-back. By pooling combined talents and treasures, we were able to create a unified message and family of logos.

Shifting perceptions, increasing positive energy, and building commu-nity enthusiasm are the best ways to support and increase the number of promoters! As a testament to col-laboration, representatives from our chamber, manufacturing community, city government, and downtown dis-trict worked together to make this all happen because “This is Hartford, It’s Happening Here!”

This Is HartfordWe’re a vibrant city masquerading

as a small town. We know our neigh-bors; we smile at strangers and aren’t afraid of hard work or a little snow. We dig old cars and playing outside. We’re just as happy hitting the hiking trails as we are taking in a play. We are proud to be ranked one of the safest Wisconsin communities. We are: Loving our history, building for the future. n

CHAMBER FACTHartford

15% of all Washington County Manufacturing Jobs are in Hartford supported by the

busiest non-towered airport in Wisconsin.

Chamber Voice

Contemplating selling your business?Financial planning strategies for business owners

In the United States, approximately 54% of baby boomer business owners plan on exiting their business within the next 10 years, and while almost all business owners agree that it is important to have a thorough exit strategy in place, 72% do not have a plan and aren’t taking action.*

The decision to exit a business is often very personal and complex to its owner. To help achieve personal, family and business goals, a thorough plan should be put into place. Planning appropriately can be an essential component for protecting and preserving the value of your company for yourself and your heirs.

The Burish Group provides essential resources to business owners and their families looking to engage in planning for a major liquidity event. For more information on topics related to business owners and succession planning, please visit our website at ubs.com/team/burishgroup.

*2015 Securian Financial Group Small Business Owner Life Stage Study. **Forbes Best-In-State Wealth Advisors, 2019; Forbes Top 250 Wealth Advisors in the US, 2019. Accolades are independently determined and awarded by their respective publications. Neither UBS Financial Services Inc. nor its employees pay a fee in exchange for these ratings. Past performance is no guarantee of future results. For more information on a particular rating, please visit ubs.com/us/en/designation-disclosures. CIMA® is a registered certification mark of the Investments & Wealth Institute™ in the United States of America and worldwide. As a firm providing wealth management services to clients, UBS Financial Services Inc. offers both investment advisory services and brokerage services. Investment advisory services and brokerage services are separate and distinct, differ in material ways and are governed by different laws and separate arrangements. It is important that clients understand the ways in which we conduct business and that they carefully read the agreements and disclosures that we provide to them about the products or services we offer. For more information, please review the PDF document at ubs.com/workingwithus. © UBS 2020. All rights reserved. UBS Financial Services Inc. is a subsidiary of UBS AG. Member FINRA/SIPC. VIP_01132020-4 Exp.: 01/31/2021

ubs.com/team/burishgroup

Andrew D. Burish, CIMA® Managing DirectorRanked #1 Wealth Advisor in Wisconsin and #10 in the US by Forbes, 2019**608-831-4282 [email protected]

The Burish Group UBS Financial Services Inc.8020 Excelsior Drive, Suite 400, Madison, WI 53717

Over $4 billion in assets under management (as of 1 January 2020).Relationships with $1 million or more are well served by our capabilities.

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