Utah work ethic key for P&G
And government efforts also cited in choosing the state
Speaking at the Rural Business Conference, David S. Taylor, president of Procter & Gamble's Global Home Care group, also said Utah's location, education system and dedication to understanding the company's needs topped other states' standard one-size-fits-all package to lure the company.
"Utah was not the least-expensive place for us to build, but the spirit of partnership and optimism at every level of government and a grand dedication to economic development and job creation has served the citizens of this state very well, and I'm very convinced we've made the right choice," Taylor told the audience of more than 500 people. The seventh annual conference at the Carbon County Event Center was hosted by U.S. Sen. Bob Bennett, R-Utah, and the Utah Rural Development Council.
The $300 million P&G plant on a 720-acre site at 5000 N. Iowa String Road near Bear River City in Box Elder County is expected to produce Bounty paper towels and Charmin tissue with a 300-employee work force, starting in 2010. The company announced in October that Utah had landed the plant, which will be the sixth in the company's towel/tissue operations.
But those factors alone could not secure the plant for Utah, he said. The state's work-force quality counted for more.
"In the long term, this matters more to me than any other criteria, because we place an emphasis on employee development," Taylor said.
Utah has "a world-class program for training and preparing the work force to enter the manufacturing industry," he added, citing the state's applied technology colleges. The colleges teach skills and use exercises to help people think and solve problems, better enabling them to adapt to help consumers and thereby help the company, he said. "We wanted people who wanted to learn, to evolve and be agile to meet whatever comes at us in the business world."
Utah state and local government entities, he said, also made the company feel welcome and worked to address the company's needs.
As large as the Box Elder plant will be, its overall economic impact likely will extend beyond the facility itself. Such a plant usually results in supplier companies setting up operations nearby, sometimes leading to overall payrolls of three to four times above those of the original facility.
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