1. NKIP INTERVIEWS SEPTEMBER 2012 September 2012

2. BACKGROUND 2 Critical input for Strategic Plan development designed to meet employment needs of Northern Kentucky manufacturers. The objectives of this research effort is twofold: Workforce Needs Identify and project the needs of manufacturers in Northern Kentucky Pipeline Development Understand perceptions and attitudes toward employment in the manufacturing sector

3. METHODOLOGY 3 An in-depth survey was developed in collaboration with project leaders Two survey components – 1)Questionnaire: to assess attitudes and existing efforts toward the workforce challenge 2)Pre-survey packet: To identify specific workforce personnel challenges and needs Interviewers consisted of key delegates from Tri-Ed, NKY Chamber, and AME Consortium Timing: June 12 – September 14, 2012

4. WHO WAS SURVEYED? 4 Diverse and representative sample – by company size and industry 39 employers participated, representing one-third of the population Half of the top 30 manufacturing employers in NKY 50% Represents more than half of manufacturing employees 55% 33%

5. NUMBER OF FULL-TIME EMPLOYEES 5 What is the total number of full-time employees in your company in the Northern Kentucky area? Subsectors Machinery Manufacturing Automotive Parts Fabricated Metal Products Printing and Related Support Activities Food Manufacturing Plastic and Rubber Products Chemical Manufacturing Electrical Equipment, Appliance and Component Manufacturing Primary Metal Manufacturing

6. Confidential & Proprietary Workforce Needs

7. 7 OVERVIEW & SUMMARY  Manufacturers expect growth in most areas over the next 10 years. The greatest increase in hiring is expected in the next 12 months, but finding qualified candidates is problem  Across all functional areas, nearly three-fifths of anticipated job openings are a result of attrition and retirement, with the remaining percentage attributed to growth.  The greatest number of job openings is expected for Manufacturing Technicians, an area that currently employs the largest number of workers.

8. Which of the following best represents your company’s hiring expectation for production and technical positions in 2012? A MAJORITY EXPECT AT LEAST SOME INCREASE IN HIRING OF PRODUCTION AND TECHNICAL POSITIONS 8 0%

9. IN 3 YEARS, THE WORKFORCE IS EXPECTED TO HAVE A HIGHER SHARE OF HIGHLY SKILLED WORKERS. 9 CurrentIn 3 YearsChange Highly Skilled 26%28%2.8 Skilled 49%47%-1.4 Unskilled 25%21%-3.7

10. Compared to calendar year 2011, will your 2012 workforce budget increase, decrease, or remain the same? HALF EXPECT NO CHANGE IN RECRUITING AND TRAINING BUDGETS, THOUGH MANY EXPECT INCREASES 10

11. Unfilled jobs due to lack of skilled candidates (per employer) 5.6 11 VACANCIES Unfilled jobs today due to a lack of skilled candidates 680+

12. CATEGORIES OF UNFILLED JOBS: DUE TO A LACK OF SKILLED CANDIDATES 12 How many jobs are currently unfilled due to a lack of skilled applicants? What categories are these unfilled jobs typically in?

13. TOP FIVE DIFFICULTIES DUE TO WORKFORCE SHORTAGES (national comparisons) Has your company experienced difficulty in the following operational areas due to workforce shortages or employee skill deficiencies? 13 National

14. OTHER DIFFICULTIES DUE TO SHORTAGES (national comparisons) Has your company experienced difficulty in the following operational areas due to workforce shortages or employee skill deficiencies? 14

15. How frequently does your organization fill jobs with candidates that require a significant amount of additional training? APPLICANTS REQUIRING ADDITIONAL AND SIGNIFICANT AMOUNTS OF TRAINING IS A CONSTANT 15

16. How much impact will an aging workforce and anticipated retirements have on each of the following areas? SKILLED PRODUCTION, PRODUCTION SUPPORT, AND LEADERSHIP ARE EXPECTED TO SEE THE GREATEST IMPACT FROM RETIREMENTS 16

17. Has your company used any of the following methods to fill or reduce existing skill gaps in the past year? TOP METHODS TO FILL OR REDUCE SKILL GAPS 17

18. HIGH CONFIDENCE IN CURRENT WORKFORCE, YET LOW CONFIDENCE IN REPLACEMENTS Our technical workforce currently has the knowledge, skills and abilities for us to be successful. When we need to fill a technical position, we can quickly and easily find the individual with the technical knowledge, skills and abilities that we need 88% agree 80% disagree

19. BASIC EMPLOYABILITY SKILLS ARE A CRITICAL DEFICIENCY 19 How critical are the following skill deficiencies among job candidates?

20. 20 ESTIMATED WORKFORCE NEED IN THREE YEARS more than 2,500 jobs Replacements6% Workforce Growth9% TOTAL WORKFORCE EXPANSION 15% In total, over the next three years…

21. 21 CRITICAL SKILLED POSITIONS THAT ARE CURRENTLY EXPERIENCING SHORTAGES  Manufacturing Technicians  Electronic Technicians and Repairers  Industrial Electrician  Machine Maintenance Specialist  Machine Tool Operators (CNC & Conventional)  Machinist (CNC & Conventional)  Welders (MIG - Steel and Aluminum; TIG - Steel and Aluminum)  Finisher  CAD - Drafter  CNC Press Brake Set-up and Operator  Metal Fabricator/Mechanic  Hydraulic / Pneumatic Technicians  Engineering Technician  Engineer - Process/Manufacturing  Engineer - Design  Applications Engineer

22. 22 CRITICAL SKILLED POSITIONS NEEDED – 10 years In the next 10 years… 6,250 jobs in these highly technical careers will need to be filled.

23. DEMAND LEVELTITLE GROWTH ESTIMATE High Demand Manufacturing Technicians Machine Maintenance Specialist Electronic Technician and Repairer Welders Engineer-Process/Manufacturing Engineer-Design 2671 695 532 453 326 330 10 YEAR PROJECTED GROWTH 23 Some Demand Machinists Machine Tool Operator Industrial Electricians 281 260 180 Near Stable Applications Engineer Metal Fabricators Engineering Technician CAD Drafters CNC Press Brake Set-Up and Operators Finishers Hydraulic Pneumatic 120 96 94 53 71 49 38

24. CORE COMPETENCIES – CRITICAL SKILLED POSITIONS 24

25. Confidential & Proprietary Pipeline

26. 26 OVERVIEW & SUMMARY Method: Focus groups, 8-10 participants each Timing: June 4-6, 2012 Segments:  High School Students (2)  Parents (2)  Educators (1)  Displaced Workers (1)

27. 27 OBJECTIVES Understand perceptions and attitudes toward manufacturing Determine why manufacturing is not a commonly pursued career Identify messages that can create positive impressions about manufacturing careers

28. FINDINGS Manufacturing industry is misunderstood by many Outsourcing has damaged perceived opportunity in the industry; take caution when reversing Using local schools to build a reciprocal relationship is key There is interest for some to have the ability to work after high school Displaced workers looking for opportunity, but training will be a barrier 28

29. Confidential & Proprietary Considerations

30. CONSIDERATIONS Create the brand – Messaging must be concise, convincing, and consistent Use messaging that is emotional, that provides hope, and that communicates purpose Provide information about the industry Segment groups and prioritize efforts according to need Give manufacturers tools too, communicate from the inside out 30

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