THE MANUFACTURER & BUSINESS ASSOCIATION
MAGAZINE
2026 ECONOMIC OUTLOOK LUNCHEON As we head into 2027, the economic landscape is shifting — again. Join us for The MBA's annual Economic Outlook Luncheon, where business leaders and economists come together to cut through the noise and discuss the indicators for our local, regional, national and global economies — and the potential impact on businesses and the bottom line.
JOIN US FOR OUR ANNUAL ECONOMIC OUTLOOK IMPACT LUNCHEON ON DECEMBER 10 The MBA will welcome two of the region’s top professionals for a discussion on leading economic indicators for the local, regional, national and global economies — and how your business could be affected in the year ahead.
Brian Pietrangelo, MBA, CIMA®, AIF ®, is senior vice president and managing director of Investment Strategy at Key Private Bank. He works to support sound investment strategies for private and institutional clients and is a member of Key Private Bank’s Investment Strategy and Oversight Committee, Asset Allocation Committee and Portfolio Strategy Committee. He has more than 30 years of experience in many areas of the investment business and has been quoted in Barron’s, CBS MarketWatch, cnbc.com and other local publications. He is also the host of the Key Wealth Matters podcast. Ken Louie, Ph.D. is the director of the Economic Research Institute of Erie (ERIE) and an associate professor of Economics at Penn State Behrend. He is regularly sought out by the news media for his commentary on the regional economy, as well as international trade and finance, labor economics and economic development. He received the Penn State Behrend Council of Fellows Award for Excellence in Teaching and was a Fulbright Lecturer in the People’s Republic of China in 1998.
DATE & TIME
LOCATION
Thursday, December 10, 2026 NOON - 1:30 P.M.
The MBA Conference Center, 2171 West 38th St. at Pittsburgh Ave, Erie
PROGRAM
REGISTRATION
Registration begins at 11:45 A.M. Program starts at NOON
COST
$40 for Members $70 for Nonmembers LUNCH IS INCLUDED
814/833-3200 800/815-2660 MBAUSA.ORG
PRESENTED BY: THE MANUFACTURER & BUSINESS ASSOCIATION
MAGAZINE
VOL. XXXIX NO. 9 | NOVEMBER 2026
STONEHOUSE ELECTRIC: CHARGED FOR WHAT’S AHEAD NEXT GEN SPOTLIGHT Q&A: E.E. AUSTIN PROJECT MANAGER SHARES CAREER JOURNEY, ADVICE TO ASPIRING LEADERS
PLUS:
EXCLUSIVE COVERAGE OF MFG DAY, MBA’S 121ST ANNUAL EVENT
16
18
CALL
40
SCAN HERE
1794
814-347-9078 · skunkandgoattavern.com 17 West Main St., North East, PA 16428
CONTENTS FEATURES WHAT’S INSIDE | FEATURED STORY Building a Stronger Future
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Construction, real estate, utilities, skilled trades support growth.
COVER STORY | LOCAL PROFILE Stonehouse Electric
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Full-service electrical company is charged for what’s next — serving residential, commercial, manufacturing customers and more across northwest Pennsylvania and beyond.
NEXT GEN LEADER | SPOTLIGHT Q&A
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STONEHOUSE ELECTRIC Charged for What’s Ahead
E.E. Austin Project Manager Jeremy Herman shares career journey, advice for aspiring leaders.
COVER
EDITORIAL LEGAL BRIEF | PLANNING
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Before you break ground: Environmental permitting considerations for development projects. Julie Guerrein
ON THE HILL | SOLUTIONS
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National economic policy meets shop floor reality. Jezree Friend
NEXT GEN LEADER Spotlight Q&A
TRAINING CATALOG | DEVELOPMENT
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Learn about the upcoming courses available at The MBA!
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ENERGY UPDATE | PROFILE
21
Don’t leave the incentive on the table. Clear Result
DEPARTMENTS BUSINESS BUZZ
12
What’s New
PEOPLE BUZZ
13
Awards and Promotions
LEGAL BRIEF Before You Break Ground
HR CONNECTION
17
Workplace Trends
READ ON THE GO!
HR Q&A
18
11
Get Answers
EVENTS | NETWORKING & MORE
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See exclusive photos from MFG Day 2026 and The MBA’s 121st Annual Event!
On the cover: Stonehouse Electric has made a major connection by building a team that combines decades of electrical experience with younger talent and specialists focused on emerging technologies such as electric vehicle charging, solar, battery storage and smart energy management. See full story on page 4.
For the most current Business Magazine updates, visit magazine.mbausa.org.
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Photography iStock Photo R. Frank Media
Advertising Sales
Shawn Netkowicz snetkowicz@mbausa.org
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Contributing Writers Tracy Daggett Alyssa Finegan Jezree Friend Julie Guerrein
Copyright 2026 by the Manufacturer & Business Association. All rights reserved. Reproduction or use of editorial, pictorial or advertisements created for use in the Business Magazine, in any manner, without written permission from the publisher, is prohibited. Unsolicited manuscripts cannot be returned unless accompanied by a properly addressed envelope bearing sufficient postage. The magazine accepts no responsibility for unsolicited manuscripts or artwork. The Business Magazine and Manufacturer & Business Association do not specifically endorse any of the products or practices described in the magazine. The Business Magazine is published monthly by the Manufacturer & Business Association, 2171 West 38th Street, Erie, Pa. 16508. Phone: 814/833-3200 or 800/815-2660.
Design
Kelly Craig Design kelly@kellycraigdesign.com
Printing
McCarty Printing mccartyprinting.com MANUFACTURER & BUSINESS ASSOCIATION Headquarters: 2171 West 38th Street, Erie, PA 16508 Pittsburgh: 850 Cranberry Woods Drive, Suite 2224 Cranberry Township, PA 16066 814/833-3200 | 800/815-2660 | MBAUSA.ORG
MAGAZINE.MBAUSA.ORG • NOVEMBER 2026
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MORE SOLUTIONS. ONE TRUSTED SOURCE. Plyler is your trusted source for the highestquality commercial products, installation, and service throughout the region. From dock levelers to commercial overhead doors and hollow metal doors, we offer 24/7 emergency service, planned maintenance, and meticulous installation by highly trained technicians. Our experienced service team is here to help keep your business moving. Visit PlylerEntry.com for details. Erie 814-476-7717 | 8850 Fry Road, McKean, PA 16426 Jamestown 716-296-0595 | 1884 Mason Drive, Jamestown, NY 14701
Commercial • Overhead Sectional Doors • Coiling Steel Doors • Commercial and Gate Operators • Loading Dock Levelers, Restraints and Equipment • Speed Doors
Hollow Metal • Division 8 — Doors and Windows • Division 10 — Specialties
Hadley 724-253-3564 | 2357 Perry Highway, Hadley, PA 16130 PA #29639
WHAT’S INSIDE | FEATURED STORY Construction is a major part of Pennsylvania’s economy. The state added 4,600 construction jobs between December 2025 and January 2026, according to an analysis of federal employment data by the Associated General Contractors of America. Indeed, construction requires a myriad of workers. It depends on electricians, plumbers, pipefitters, welders, carpenters, equipment operators, laborers, HVAC technicians, masons and other skilled tradespeople. Their work turns plans into buildings, roads, utility systems and other projects that businesses and communities depend on. The trades are also an important part of the region’s workforce pipeline. In January 2025, the Pennsylvania Department of Labor & Industry announced more than $1.5 million in grants to expand registered preapprenticeship and apprenticeship programs in the building and construction trades.
BUILDING A STRONGER FUTURE CONSTRUCTION, REAL ESTATE, UTILITIES, SKILLED TRADES SUPPORT GROWTH When people think about the economy of Western Pennsylvania, they often think about manufacturing, health care, energy or small business. Behind many of those industries, however, are construction, real estate, utilities and the skilled trades that support them. These sectors provide the buildings, infrastructure, services and skilled workers that businesses need to grow. They also create jobs and support companies throughout the region.
The need for skilled workers is not going away. A 2025 national survey by the Associated General Contractors of America and the National Center for Construction Education and Research found that 88 percent of construction firms that directly employ craft workers had openings for those positions. More than four out of five firms with craft openings said those jobs were as hard or harder to fill than they had been the year before. For Western Pennsylvania, that workforce matters across several industries. A manufacturing facility needs electricians and maintenance workers. A new housing development needs plumbers, HVAC technicians and carpenters. A utility project needs workers who can install and maintain electrical, water, gas and other systems. Industrial construction can require welders, millwrights, equipment operators and other specialized workers. Real estate is another important piece of the picture. Businesses need places to manufacture products, store goods, serve customers and employ workers. The availability of suitable buildings, industrial sites and development-ready property can influence where companies choose to invest. Utilities provide another essential link. Reliable electricity, natural gas, water, wastewater and communications systems allow businesses to operate every day. New development also requires infrastructure with enough capacity to support additional homes, businesses and industrial activity. These industries are closely connected. That connection makes the skilled trades an important part of economic development. In this edition of The MBA Business Magazine, we’ll showcase member such as Stonehouse Electric, which is rapidly growing as a forward-thinking company in the tri-station region, in both electrical services and its footprint. We’ll also hear from E.E. Austin Project Manager and MBA Next Gen Advisory Board Member Jeremy Herman about his career journey and advice for aspiring leaders. Be sure to check out exclusive photo coverage of MFG Day 2026 and The MBA’s 121st Annual Event. Plus, don’t miss all the new classes added to our newest Training Catalog! For more MBA updates, visit mbausa.org!
MAKING THE CONNECTION MAGAZINE.MBAUSA.ORG • NOVEMBER 2026
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COVER STORY | LOCAL PROFILE
STONEHOUSE ELECTRIC: CHARGED FOR WHAT’S AHEAD
From powering homes and businesses to keeping electric vehicles and technology running, electricity plays an essential role in our lives. That’s why having a trusted and dependable electrical services company that can service those areas — along with providing advanced solutions — is so important today. Stonehouse Electric, headquartered at 2967 Peach Street in Erie, Pennsylvania, has built its business around being that go-to solutions provider — while also looking ahead to the technologies that can benefit homes, businesses, manufacturers and more. What began as a maintenance operation tied to owner Justin Corritore’s growing real estate portfolio has quickly become a full-service electrical company serving residential, commercial and industrial customers across northwest Pennsylvania and beyond. In just three years, Stonehouse has built a team that combines decades of electrical experience with younger talent and specialists focused on emerging technologies such as electric vehicle charging, solar, battery storage and smart energy management.
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Stonehouse’s rapid success is a credit to Corritore’s visionary leadership and highly skilled and dedicated team.
A year later, Corritore and Neil partnered, forming Stonehouse Electric and Maintenance.
Corritore spent 15 years at Logistics Plus assigned to HeroBX, where he worked in international customs compliance, vessel chartering and insurance negotiations before settling into traffic management. In 2014, the father of five bought his first investment property and began to quickly build a vast real estate portfolio.
“We pretty much immediately saw that that was the greatest opportunity to grow with the greatest scale potential,” Corritore says of the electrical side of the business.
That is where he met Bob Neil — Corritore’s choice for a Master Electrician. Neil already had decades of experience in the electrical trade. After graduating from Triangle Tech, he spent 42 years in the field, including 21 years as a Master Electrician with the City of Erie. He also owned his own electrical business for 19 years. When Corritore ended his corporate career in March 2021, he began working full time on the real estate and maintenance operation. He jokes about the pace of those early days. “I have a whole chapter of my life titled Lowe’s opens at 6 a.m.,” Corritore laughs. Eventually, Corritore, office manager Lauren Brown and a small team, including his father and bookkeeper Charlie Corritore, realized they had the capacity to take on outside customers.
The company quickly began focusing more heavily on electrical contracting. Today, Stonehouse has more than 20 employees and a rapidly growing regional footprint that includes residential customers as well as major retail and commercial customers such as Walmart, TJ Maxx, Cheddar’s, Door Dash, MOD Wash, JC Penney, Sax Fifth Avenue, TOPS, Erie Bronze & Aluminum, Sigma Tool, Engineered Plastics, Gaudenzia and the Erie Downtown Development Corporation, to name a few.
EXPERIENCE MEETS NEW TALENT One of Stonehouse’s greatest strengths is the mix of experience and younger talent within the organization. General Manager Ben Henry, an Erie Institute of Technology graduate, joined Stonehouse in 2023 and quickly became involved not just in the work, but in finding ways to improve the business.
“The easiest way to grow this would be to get third-party revenue,” Corritore says. Stonehouse began offering maintenance services to commercial clients, residential customers and other landlords. Within a year, the company had grown to roughly 12 to 15 employees. Stonehouse Maintenance Company was formally established in October 2022.
Stonehouse Electric’s management team, from left: Charles Corritore, Ben Henry, Bob Neil, Justin Corritore, Jason Hetrick and Lauren Brown.
The Erie and Crawford County staff stand behind Stonehouse Electric’s service and growth in the region.
Tesla has become a particularly significant part of the business — with its Telsa CyberBeast driving the campaign.
“I think one of the things we do really well and to Justin’s credit is even seeing me as a potential fit for the company, allowing me that space to work on the business with him,” Henry says. That willingness to listen extends to the rest of the team. “Everyone wants to be here,” Henry explains. “We listen to their feedback. We’re not shy of giving people opportunities.” Henry believes that attitude becomes visible in the way employees interact with customers and approach their work. “We don’t have a bunch of people in the company that just kind of clock in and clock out,” he says. “And that shows in our work, our work ethic, and how we communicate with customers.”
MAKING COMPLEX WORK EASIER For customers, particularly commercial and industrial customers, electrical work can become complicated quickly. There are calculations, inspections, permits, codes, equipment specifications and coordination with other contractors. Stonehouse’s goal is to take those details off the customer’s plate. The company handles everything from industrial buildouts and lighting projects to repairs, maintenance, new construction and electrical upgrades. That customer-first approach is also reflected in the company’s responsiveness. Henry said the team works to respond to customers the same day and can often get to a job site that day or the following day.
Stonehouse also has placed an emphasis on bringing people into the trade who have an educational foundation or demonstrate the aptitude to succeed. Twenty-one-year-old Dan Kovalchuk, for example, is managing one of the company’s largest commercial operations.
The goal is to develop relationships that extend beyond one project.
For Neil, that combination of experienced electricians and new talent is important.
Stonehouse’s growth has not been limited to traditional electrical contracting.
“The biggest thing is we work very well as a team and we all come with a different skill set,” he says. Neil’s role as Master Electrician also provides another layer of oversight. “It keeps the quality high,” he says. Neil performs final inspections with crew leaders before the city inspector arrives, helping ensure that projects meet Stonehouse’s standards as well as applicable requirements. “The reception has been very positive,” Neil says.
That has helped Stonehouse build repeat business with commercial customers and contractors, including projects connected to manufacturing and industrial operations.
EMBRACING NEW TECHNOLOGIES
Stonehouse pursued Tesla EV (electric vehicle) certification for charger installations. The certification process required the company to demonstrate that it could properly sell and install the equipment. “Within two weeks of us being certified, Tesla themselves reached out and asked us to represent them statewide,” Corritore says. That expanded Stonehouse’s reach dramatically, adding roughly 2,500 Pennsylvania ZIP codes to its Tesla service profile. The company installs residential and commercial EV chargers, giving businesses the ability to customize how charging is offered to employees, management, customers and visitors. For manufacturers and other businesses, the technology can become part of a broader energy strategy rather than simply an employee amenity. As an example, any business or manufacturer can hire Stonehouse to install Tesla branded EV chargers and determine how they want the system to work — whether charging is free for employees and management, paid for visitors and customers, or structured another way. “There’s a lot of flexibility there for them to kind of achieve whatever their goals are,” Henry says.
“We’ve intentionally gone after the new technologies and the things that are coming down the pipeline,” Henry says. “We’re not really waiting for other people to push us into it. We’re trying to be the first to get into those things.” That includes industry certifications and expertise in Tesla, SPAN, Briggs & Stratton and FranklinWH technologies.
Stonehouse Electric’s fleet, including CyberBeast, are very visible around town as the company’s demand continues to rise.
MAGAZINE.MBAUSA.ORG • NOVEMBER 2026
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Stonehouse Electric works with numerous employers, such as a TOPS in Buffalo, New York.
The division had five employees at the time of the interview, including two full crews and another technician.
GO-TO SPECIALISTS EV charging is only one part of Stonehouse’s technology strategy. The company also works with SPAN smart electrical panels, solar systems, battery storage and whole-home or business energy management. Its Briggs & Stratton relationship includes home standby generators, a variety of battery backup options, and solar compatibility while its other certifications give the team expertise across several areas of energy technology. Jason Hetrick, who is leading the company’s expansion into Crawford County, describes Stonehouse’s approach as having specialists who can serve as resources for the rest of the organization. “If you need a specific doctor, we’ve got that doctor on call,” he says. That approach allows Stonehouse to offer more services without expecting every employee to be an expert in every technology. Electricians can sometimes be viewed simply as people who work with wires and panels. But “We are so much more than that,” Hetrick explains.
CONTINUED GROWTH AND EXPANSION That broader approach is playing out in Crawford County, where Stonehouse has established a growing division with a new office location at 514 Broad Street in Saegertown. Hetrick brought existing relationships in the region to Stonehouse after previously owning his own electrical business and spending several years in electrical sales and service in South Carolina. He returned to the area with experience in sales, customer service and the service business model he learned while working with Mr. Sparky and AHSC. The result has been a Crawford County division built around what he describes as “a solid pricing structure, a fair pricing structure for the customer, proven sales knowledge” and product knowledge, combined with customer service.
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“They all work very independently,” Hetrick says. “They do their jobs at a high level. They’re very professional. They’ve got exceptional reviews.”
PARTNERSHIPS THAT OPEN DOORS Relationships have played a major role in Stonehouse Electric’s expansion. One example is Hercules, where a connection through Hetrick led to lighting work that eventually grew to roughly $250,000 in projects. The relationship has expanded beyond lighting into solar projects, including smart energy systems designed to operate independently from the grid. Stonehouse also has partnered with Ferguson Construction Company in Conneaut Lake on custom homes and larger electrical projects, including customized wiring, panels and design work as well as Zehr Restoration, which has brought Stonehouse into newer remodeling projects.
those ideas and then you stick them in with me, you get a really diverse, wide open company that can do a lot of different things,” Hetrick says. That diversity also gives the company room to pursue new opportunities as technology evolves. Stonehouse is already exploring how automation, artificial intelligence and changing electrical infrastructure could create new opportunities for businesses and manufacturers.
LOOKING AHEAD Stonehouse Electric has grown quickly since its roots in Corritore’s real estate and maintenance business. But the three-yearold company is still in the early stages of what it can become. The geographic footprint continues to expand, with Crawford County serving as a model for future divisions. Pittsburgh remains a growth market, while the company is also expanding farther south and east across Pennsylvania as well as neighboring Ohio and New York. The common thread is expertise. Stonehouse wants customers to have access to experienced electricians, specialized knowledge and emerging technology without having to coordinate multiple companies for every part of a project.
These relationships demonstrate the range of work the company is pursuing — and the value of having specialists who can move between traditional electrical work and designing with newer energy technologies.
“As an owner, I’ve very intentionally designed it so it doesn’t depend on me,” Corritore says. “Everybody has their role.”
“We started doing it and it has proven to be about a quarter million dollars worth of work,” Hetrick says of the Hercules relationship. The partnership has since expanded into solar projects, including off-grid systems.
For more information, visit www.StonehouseElectric.com, call 814/464-0550 or email Office@StonehouseElectric.com.
At Stonehouse, that means being ready and fully charged about serving customers for what’s ahead.
BUILDING A BUSINESS THAT CAN ADAPT For Stonehouse, diversification is not simply about offering more services. It is about building a business that can adapt as customer needs change. Generators, new construction, commercial work, solar, EV charging, smart energy systems and maintenance all represent different pieces of the business. “If you take everybody’s vast knowledge, like Bob Neil as a Master Electrician, if you take Ben as an entrepreneurial mind, you take Justin as that force that wants to drive everything, and you kind of marry a lot of
Stonehouse prides itself on its team’s expertise and reliability.
Helping achieve your business goals is our business. Shown is the KeyBank Relationship Management team supporting businesses in Erie and surrounding communities. From left: Kirk Reynolds, Tyler Majewski, Matt Laskey, and Greg Hyziewicz.
Local Expertise. National Resources. At every stage of life and business, our team is committed to supporting your success. We combine personalized local service with the strength and resources of a national bank. Guided by a culture of trust, partnership, and deep industry expertise, we focus on delivering meaningful value and exceptional client experiences, and building relationships that drive long-term success.
To learn more, contact: Kirk Reynolds Kirk_Reynolds@keybank.com
Matthew Laskey Matthew.Laskey@key.com
Tyler Majewski Tyler.Majewski@key.com
Gregory Hyziewicz Gregory_Hyziewicz@keybank.com
Securities products and services such as investment banking and capital raising are offered by KeyBanc Capital Markets Inc., Member FINRA/SIPC. KeyBanc Capital Markets Inc. and KeyBank National Association (“KeyBank N.A.”) are separate but affiliated companies. Banking products and services are offered by KeyBank N.A. All credit, loan, and leasing products are subject to collateral and/or credit approval terms, conditions, and availability and subject to change. ©2026 KeyCorp ®. All rights reserved. Equal Housing Lender. 260812-4850928
NEXT GEN Q&A | SPOTLIGHT
NEXT GEN
E.E. Austin Project Manager Shares Career Journey, Advice for Aspiring Leaders
Each generation of leaders brings new ideas and new approaches to the workplace. Here, as part of The MBA’s next-generation leadership series, MBA Next Generation Advisory Board Member Jeremy Herman, age 30, a project manager at E.E. Austin & Son Contractors & Construction Managers in Erie, shares his career journey and advice for young professionals aspiring to be future leaders. Please tell us a little bit about your education and training, and how you got started in your career. I attended Pennsylvania State University, where I earned a B.S. in Civil Engineering. I interned with E.E. Austin during the summer of 2018 on Erie Insurance’s Thomas B. Hagen Office Building project. After graduating in 2019, I joined E.E. Austin full time and began my career in the construction industry. What led you to your role as a project manager at E.E. Austin and what does it entail? I started my career in the field as a project engineer, working on the UPMC Ballpark renovations and new left field building addition. I then worked on the Warner Theatre renovation, which included enlarging the stage box and constructing a new four-story addition for back of house services. This handson experience prepared me for the transition to project management.
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As a project manager at E.E. Austin, I oversee projects from start to finish, including estimating, procuring materials, coordinating with clients and subcontractors, and overseeing project billing and schedules. Everyone involved in our projects plays an important role in the day-to-day operations. As project managers, our job is to keep all those pieces moving together to make sure the project stays on track. Please share what you enjoy most about working at E.E. Austin & Son. What I enjoy most about working at E.E. Austin is that every day brings a different challenge. In the same day, I can be working through details for precise finish work and then coordinating logistics for a shutdown at a wastewater treatment plant. I also enjoy getting to know our clients, learning about their facilities, and seeing the important work they do each day. E.E, Austin has been in business since 1906. It is rewarding to work for a company with that history and reputation. While the company continues to grow, we continue to rely on the core values that have made us successful for more than a century. How has your experience at E.E. Austin & Son helped you grow as a leader? Starting my career in the field gave me hands-on experience and a strong understanding of how a construction project comes together. I learned what goes into each task, how the trades work together, and how to manage schedules and durations.
That knowledge has given me the confidence to communicate effectively with clients, architects and engineers, subcontractors and our field teams. As I gain more experience, I continue to grow as a leader and improve how I approach each project. What have you learned from serving on The MBA Next Gen Advisory Board and how has it shaped your leadership? It has been eye-opening to see how much The MBA has to offer. My time on The MBA Next Gen Advisory Board has shown me the value of continuing to invest in my professional development. Since joining the board, I have taken advantage of many of the opportunities available at The MBA, including training sessions and executive speaker events. These opportunities have allowed me to expand my professional network, learn from industry leaders and continue to grow professionally. What advice would you give to other young professionals who want to become the next generation of leaders? Build relationships with the people around you. Learn from those with more experience, listen to different perspectives and don’t be afraid to ask questions. Leadership is built over time through experience, relationships and a willingness to continue learning. To learn more about E.E. Austin & Son, visit eeaustin.com.
For 110 years, McCarty Printing has helped companies
stand out, stay on track, and keep moving forward. forward
And after 110 years
we’re just getting started.
Elevating Dental Quality to Support Manufacturer & Business Association Members MetLife SpotLite on Oral Health℠ program¹ helps people connect to general and pediatric dentists who put proactive care front and center. This helps improve health outcomes, which helps reduce costs² and improve employee holistic wellness. To find a MetLife SpotLite on Oral Health℠ dentist, scan the QR code or contact your MetLife representative. ¹MetLife SpotLite on Oral Health℠ is a special designation intended to identify certain PDP providers who have demonstrated a focus on improved health outcomes and have met qualifying criteria. This designation may be used by plan participants to find providers that better align with their healthcare needs. MetLife is not endorsing or otherwise recommending the use of a particular PDP provider. ²Savings from enrolling in a dental benefits plan will depend on various factors, including the cost of the plan, how often participants visit a dentist and the cost of services rendered.
10 NOVEMBER 2026 • MAGAZINE.MBAUSA.ORG
LEGAL BRIEF | PLANNING
Before You Break Ground: Environmental Permitting Considerations for Development Projects
Julia Guerrein is an associate at MacDonald Illig Attorneys. She is a member of the Firm’s Environmental and Government Services Practice Groups.
Businesses that deal with construction, real estate and utilities frequently engage in land development activities. Prior to starting construction, businesses should consider whether their proposed development may trigger permitting or other requirements. This could include an Erosion and Sedimentation Permit, an Encroachment Permit, a National Pollution Discharge Elimination System (NPDES) Permit, a wetland delineation, a Soil Plan or a fill determination. Developers also must be aware of the risk of hitting utility lines during construction. All developers must call 811 at least three business days prior to breaking ground to determine whether there are any utility lines in the area. This can reduce safety risks and save time and money. If a developer hits a utility line during construction and failed to call before construction, the Pennsylvania Public Utility Commission can require payment of monetary fines. Consider This Development activities can cause erosion and sediment pollution, which can degrade water quality and harm aquatic organisms. Development activities that remove natural buffers to runoff, such as the removal of trees and the addition of impervious surfaces, can increase stormwater runoff. Excess stormwater can exacerbate flooding and increase erosion. Additionally, development activities can encroach upon or alter the path of an existing waterway or enlarge or diminish that waterway. The Pennsylvania Department of Environmental Protection (PADEP) attempts to minimize erosion
and sedimentation, and encroachments through Chapter 102 and Chapter 105 permits, respectively. Best Management Practices (BMPs) are required during all development activities to reduce erosion and sedimentation during construction. Examples of BMPs include silt fences, silt socks and turbidity barriers. Development activities that include an earth disturbance equal to or greater than 5,000 square feet require a Chapter 102 permit. The application for the permit requires an Erosion and Sedimentation Plan, which includes a description of the area, the proposed earth disturbance, site plans and Post Construction Stormwater Management (PCSM) the developer will utilize. Earth disturbances greater than one acre generally also require a National Pollution Discharge Elimination System (NPDES) stormwater permit. NPDES permits govern the discharge of pollutants into a waterbody. The NPDES permit application will require an Erosion and Sedimentation Plan and a stormwater management plan. The PADEP administers the NPDES permit program in Pennsylvania. The NPDES permit creates pollution limits that are designed to protect the waterbody. For development activities specifically, a NPDES permit will limit the stormwater discharge that can occur from the permitted site. In Pennsylvania, the PADEP has delegated much of its authority to issue Chapter 102, Chapter 105 and NPDES permits to the county conservation districts. Therefore, those seeking permits must typically work with their local county conservation district to obtain the applicable permits.
Furthermore If the site contains wetlands or is located adjacent to a waterway (stream, river, creek) or a waterbody (bay or lake), the earth disturbance may also require a PADEP Chapter 105 Encroachment permit. Chapter 105 Encroachment permits are required for any activity that may encroach upon or impact a waterway or waterbody. If wetlands are located in the area, the developer may need to complete a wetland delineation to determine if a wetlands is likely to be impacted or encroached upon. A wetland delineation is the process of identifying, characterizing, and mapping wetlands on a site. An additional consideration is whether development activities will generate fill on the site. If no fill is generated on site or the fill is known to be clean fill, then no additional permits are required. Alternatively, if the fill is regulated fill, it can be used on the site without further restrictions. Any soils that are contaminated beyond regulated fill standards must be disposed of offsite. While these permits and plans create additional requirements during development, developers who get ahead of these requirements will help themselves in the long run. Failing to obtain the required permits can disrupt construction in the middle of a project, which can create a multitude of problems. Additionally, while many of these plans are required upfront, the county conservation districts and PADEP generally are amenable to changes throughout the construction process. For more information, contact MacDonald Illig’s Environmental Practice Group at 814/870-7600.
MAGAZINE.MBAUSA.ORG • NOVEMBER 2026
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BUSINESS BUZZ | WHAT’S NEW HAYSITE REINFORCED PLASTICS MOVES FORWARD WITH $13 MILLION EXPANSION Haysite Reinforced Plastics is moving forward with a major expansion of its Millcreek Township manufacturing facility, planning a 38,600-square-foot addition that will increase production capacity and create new employment opportunities. According to a July news report by the Erie Times-News, Haysite plans to construct the addition north and east of its existing approximately 100,000-square-foot facility at 5599 Perry Highway. The expansion will provide additional space for materials storage and production. David Janas, Haysite’s managing director, told the Erie Times-News that the project is expected to increase employment by more than 20 jobs and potentially as many as 30, with the positions described as goodpaying jobs. Construction is planned in phases over approximately four or five years. The initial phase calls for roughly 25,000 square feet of additional space for resin tanks and a new cold room for materials storage. Future phases are expected to include a new materials mixing room and twin storage silos, according to the Erie Times-News. Haysite Reinforced Plastics is a manufacturer of reinforced plastic materials and components. The company was founded in 1954. For more information, visit haysite.com.
WELCOME TO THE MBA! NE W MEMBE R SPOTLIGHT
Vantage Healthcare Network Established in Meadville in 1984, Vantage Healthcare Network (Vantage) is a locally owned family of companies that includes four divisions — including Home Medical Equipment, Mobile Diagnostics and Treatment, Telecom and Technology, and Deeter HPE, LLC total-comfort mechanical services. Address: 1305 S. Main Street Meadville, PA 16335 Phone: 814/337-0000 Website: vhcn.com
12 NOVEMBER 2026 • MAGAZINE.MBAUSA.ORG
Shown here is a rendering of the Center for Manufacturing Competitiveness at Penn State Behrend.
PENN STATE BEHREND TO BUILD $19.2 MILLION CENTER FOR MANUFACTURING COMPETITIVENESS The Penn State Board of Trustees in September approved the final plans for construction of the Center for Manufacturing Competitiveness at Penn State Behrend, advancing a project that will strengthen the Erie region’s metal-casting industry, expand workforce training and provide access to specialized manufacturing equipment and expertise. The 31,300-square-foot facility will be built in Knowledge Park. It will include advanced metal-casting labs, industryfacing manufacturing space and areas designed for workforce training, applied research and industry collaboration. The project builds on Behrend’s Open Lab model of learning, which gives companies access to student talent, faculty expertise, and research space and instrumentation while creating opportunities for students to work on real industry challenges. “Industry engagement has long been a hallmark of Behrend’s landgrant mission,” Chancellor Ralph Ford said. “The Center for Manufacturing Competitiveness expands that commitment, creating new ways to connect our students and faculty with industry partners who are adapting to rapidly evolving markets.” The board authorized the $19.2 million project, which combines funding from federal, state, county, local, University and private-sector partners. Construction is expected to begin this fall and should be completed by November 2027. The Center for Manufacturing Competitiveness is part of Behrend’s Project RESOLVE. The design for the
building increases research capacity in metal-casting and will directly support the domestic casting and forging industries, including shipbuilding, while developing a skilled workforce that supports national manufacturing needs. Behrend has begun to address those needs through a $4.4 million partnership with the Institute for Advanced Composites Manufacturing Innovation and the U.S. Department of Defense. Through the Metallurgical Engineering Trades Apprenticeship and Learning program and the America’s Cutting Edge program, the college now provides free online instruction and in-person bootcamp training in metalcasting, forging, machining and related manufacturing skills. “When we sought public and private support for this project, we made some very specific commitments,” said Amy Bridger, assistant dean for innovation and corporate strategy at Behrend. “We said we would attract companies, build the region’s manufacturing workforce and use early investments as a catalyst for additional support. We have done all of that. “KYOCERA AVX, Truck-Lite and other companies have invested in and moved to Knowledge Park,” Bridger said. “Our partnership with IACMI is bringing free, hands-on metal-casting and manufacturing training to the region. And the initial investments made by Erie County and other partners have helped us leverage significant additional support from Penn State, the Commonwealth and federal sources. The Center for Manufacturing Competitiveness is the next step in delivering on those commitments.” For more information, visit behrend.psu.edu.
PEOPLE BUZZ | AWARDS AND PROMOTIONS 20 ATTORNEYS FROM MACDONALD, ILLIG, JONES & BRITTON LLP SELECTED TO THE BEST LAWYERS IN AMERICA® 2027 MacDonald, Illig, Jones & Britton LLP recently announced that 20 lawyers have been included in the 2027 edition of The Best Lawyers in America®. Since it was first published in 1983, Best Lawyers has become universally regarded as the definitive guide to legal excellence. • Shaun B. Adrian: Trusts and Estates
• Daniel M. Miller: Employment Law - Management • Nicholas R. Pagliari: Bankruptcy and Creditor Debtor Rights / Insolvency and Reorganization Law, Litigation – Bankruptcy, and Mortgage Banking Foreclosure Law
Shaun B. Adrian
Nicholas R. Pagliari
James B. Toohey
Russell S. Warner
In addition, the following attorney were recognized in the 2027 edition of Best Lawyers: Ones to Watch® in America: • Lydia Caparosa: Commercial Litigation • Kyle Gallo: Business Organizations (including LLCs and Partnerships) • Taylor Korus: Commercial Litigation, Medical Malpractice Law – Defendants, and Personal Injury Litigation – Defendants • Rachel Loper: Business Organizations (including LLCs and Partnerships) • Emilie Swan Reinhardt: Elder & Tax Law • Ashley Solo: Commercial Litigation and Litigation – Environmental • Nathan Venesky: Commercial Litigation Best Lawyers: Ones to Watch® in America recognizes lawyers who are early in their careers for their outstanding professional excellence in private practice in the United States.
John Draskovic
G. Michael Garcia II
Jennifer B. Hirneisen
Lisa Smith Presta Jamie Schumacher
Craig Shamburg
Mark J. Shaw
Colleen R. Stumpf
Roger H. Taft
Michael Thomas
Lydia Caparosa
Taylor Korus
Rachel Loper
Emilie Swan Reinhardt
Ashley Solo
Nathan Venesky
J.W. Alberstadt Jr. W. Patrick Delaney
Daniel M. Miller
• Colleen R. Stumpf: Real Estate Law, and Trusts and Estates
• Russell S. Warner: Environmental Law
• G. Michael Garcia II: Litigation – Insurance
• Jack Mehler: Real Estate Law
• Mark J. Shaw: Environmental Law and Litigation – Environmental
• James B. Toohey: Real Estate Law
• John Draskovic: Litigation – Labor and Employment and Workers’ Compensation Law – Employers
• Matthew W. McCullough: Litigation – Labor and Employment
• Craig Shamburg: Trusts and Estates
• Michael Thomas: Trusts and Estates
• W. Patrick Delaney: Commercial Litigation, Litigation – Construction, and Personal Injury Litigation – Plaintiffs
• Mark J. Kuhar: Employment Law – Management and Litigation – Labor and Employment
• Jamie Schumacher: Litigation – Labor & Employment
• Roger H. Taft: Commercial Litigation and Employment Law – Management
• J.W. Alberstadt Jr.: Banking and Finance Law, Public Finance Law, and Real Estate Law
• Jennifer B. Hirneisen: Real Estate Law
• Lisa Smith Presta: Medical Malpractice Law – Defendants
Kyle Gallo
Mark J. Kuhar
Matthew W. McCullough
Jack Mehler
NWPG NAMES GENOVESE CTO TO BRING NFI EMPIRE’S DIGITAL PLATFORM TO LAUNCH Newport Gold, Inc. (OTCID:NWPG), operating through its subsidiary NFI Empire (NFIEmpire.com), a custom automotive build and restoration company building a digital marketplace for buying and selling cars online, recently announced the appointment of Frank Genovese as chief technology officer. NFI Empire’s digital platform is largely built; Genovese’s mandate is to lead it through final development and into a successful launch. Genovese joins NFI Empire after a 25-year career at the intersection of technology and marketing, including senior sales and marketing leadership roles and seven years as CEO of Paramount Lists, Inc. and its sister company, Great Lakes List Management, where he architected the company’s custom CRM and led its web platforms end to end. He now works at the leading edge of AI-assisted development and marketing automation. “It’s exciting to take what NFI Empire has already proven in the physical world and translate that into the digital experience,” said Genovese. “We’ve built a platform engineered to solve the real pain points in this industry, and I’m excited to be leading the final phase, honing the user experience until it matches the caliber of what NFI Empire already delivers in person.” At NFI Empire, Genovese will lead the platform through its final stretch: refining UI/UX, improving operational efficiencies, building out API integrations with other platforms, and applying AI-based tools across both the buyer experience and the business itself.
MAGAZINE.MBAUSA.ORG • NOVEMBER 2026
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NATIONAL ECONOMIC POLICY MEETS SHOP FLOOR REALITY
Jezree Friend is vice president at The MBA. Contact him at 814/833-3200, 800/815-2660 or jfriend@mbausa.org. Manufacturers don’t have the luxury of political talking points. There are real-world implications that affect costs, jobs and national security implications.
would receive refunds. Business partnerships have been realigned, and it’s not a quick process to realign to previous models.
The speed of changes in national economic policy has created difficulty for manufacturers’ business models. Before the recent changes in tariff policy, manufacturers paid $29,100 per employee on average to comply with federal regulations. That is nearly double the $12,800 costs per employee borne by other industries. More alarming is manufacturers, with less than 50 employees, have some of the highest regulatory burdens with an estimated $50,100 per employee per year.
According to a January 2026 survey by the Manufacturers Alliance, more than half (57 percent) of manufacturers said that U.S. tariff policies were having a moderate or significant negative effect on confident decision-making related to sourcing, pricing and investment timing. The same research found that companies were increasingly shifting from passive monitoring their supply chains to making active changes.
The goal of the recent tariffs was to domesticate and onshore U.S. manufacturing and supply chains. Many with international competitors immediately benefited. However, many materials within supply chains weren’t made domestically and the hopes of having a U.S. manufactured option is not something that happens with the same speed of a pen stroke. While well intentioned, this led to U.S. manufacturers absorbing the increased costs to procure materials and get products to market, in some instances destroying cash flow in manufacturers’ business models. Where possible, manufacturers changed their supply chain to avoid price increases from international products. However, they were still met with a higher price than before the tariffs. In February, the U.S. Supreme Court determined many of the tariffs were implanted incorrectly and called off. This was welcome news for struggling manufacturers, but this created more uncertainty if and how manufacturers
Manufacturers positioned for continued disruption are not waiting for clarity from policy but maintaining a level of flexibility in their operations to be better prepared should national policy continue to disrupt operations. Certainty goes a long way for business preparedness. In addition to inflation, being addressed mostly by increasing automation and process improvements, the most consistent business pain point cutting across industry is workforce. While workforce participation has improved, demographic trends continue to present long-term challenges. The fastest growing age range in Pennsylvania is 80 years and above. Coming in second is 60 years and above. Compare this realty to the recent finding that there are 17,000 fewer high school graduates than last year alone, and that trend is continuing. Our workers are retiring and the math isn’t “math-ing” to meet demand. Throughout history, population has shifted to where the jobs are. Jobs are created by entrepreneurs but fostered from a
business-friendly policy environment. We all have stories of family and friends moving to states like North Carolina, South Carolina, Texas, Florida and Tennessee. What do these states have in common? Opportunity of new jobs in diverse careers, all spurred by pro-business economic policy. The entrepreneurs who run manufacturing are the very ones lawmakers should look to for solutions — such as solving burdensome regulations like long permit times, bureaucratic processes and innovation. What they are seeking from lawmakers, in turn, is not special treatment, but consistency and policies that support investment, innovation and workforce development. Unfortunately, government doesn’t move at the speed of business. Despite the economic implications rising from an increase of artificial intelligence on our society, we will always need manufacturers to build things! They stand ready and prepared to compete. The question is whether the policy environment will provide stability necessary for them to continue doing so.
Did You Know? Pennsylvania has at least 100 proposed data centers but only five projects have secured required state permits. Stay in the know at mbausa.org.
MAGAZINE.MBAUSA.ORG • NOVEMBER 2026
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HR CONNECTION | WORKPLACE TRENDS
THE MOST EXPENSIVE TRAINING IS THE TRAINING YOU DIDN’T PROVIDE Tracy Daggett, PHR, is the director of Training and Development at The MBA. Contact him at 814/833-3200, 800/815-2660 or tdaggett@mbausa.org.
When organizations look for ways to control costs, training can sometimes be viewed as an expense that can be postponed until budgets improve, schedules slow down or staffing levels increase. But whether the need involves technical skills, safety, communication or customer service, delaying training can carry a much higher price. The real question may not be, “Can we afford to train our employees?” but rather, “Can we afford not to?” Consider something as fundamental as reading a blueprint. Employees working from drawings and specifications make decisions that directly affect quality, productivity and ultimately the customer. A misunderstood symbol, dimension or tolerance can result in scrap, rework, production delays and wasted labor. Providing employees with the knowledge to accurately read and interpret blueprints can reduce errors while creating a common language among production, maintenance, quality, engineering and supervisory employees. The same principle applies to workplace safety. Safety training is sometimes approached primarily as a compliance requirement. While compliance is certainly important, effective safety training serves a much larger purpose. Employees who understand hazards, safe work practices and the reasons behind established procedures are better prepared to recognize risks before they become incidents. A workplace injury carries obvious human consequences, but it also can result in lost productivity, workers’ compensation expenses, equipment damage, overtime and schedule disruptions. Not every costly mistake happens on the production floor or jobsite, however.
avoided rather than addressed can lead to mistakes, conflict, low morale and lost productivity. Employees at every level benefit from learning how to communicate clearly, listen effectively and handle difficult conversations. Customer service skills can have an equally significant impact. One poorly handled conversation can damage a relationship that took years to build, while an employee who knows how to listen, communicate professionally and resolve concerns can strengthen customer loyalty. Training cannot eliminate every mistake, workplace accident, communication breakdown or unhappy customer. What it can do is give employees the knowledge, skills and confidence to make better decisions when those situations arise. Whether the need is blueprint reading, workplace safety, communication, customer service or leadership development, training should not simply be viewed as time away from the job. It is an investment in how effectively employees perform when they return to it.
NEW REPORT FINDS NATIONWIDE SHORTAGE OF WORKERS IN SKILLED TRADES A recent report from Lightcast found that skilled trades occupations face an annual nationwide shortage of 1.3 million workers, with three job openings for every individual who completes a postsecondary or training program in the skilled trades. To perform these calculations, the researchers defined the skilled trades as 135 hands-on, in-person occupationsthat do not require a fouryear degree but do require one or more of the following: • Apprenticeship training • Certificate completion • Education up to and including an associate degree • Other on-the-job training and experience Examples of skilled trades occupations identified by the researchers include farm equipment technicians, sheet metal workers, gas plant operators and wind turbine service technicians. In total, the 135 skilled trades occupations make up 9 percent of all U.S. jobs, about 20 million workers, and the unemployment rate for skilled trades industries is near an all-time 20-year low. Seven of the top 10 most in-demand occupations are facing labor shortages, including carpenters, painters and supervisors of construction and extraction workers. Nationwide, the occupations with the most annual job openings, on average, are the following: • General maintenance and repair workers (197,600)
MEMBER EXPERIENCES: “I have taken many trainings, and this (Leadership Launchpad) was by far the most interactive program I have participated in. Being able to hear other’s stories and share my own in this setting has given me a new sense of confidence when leading without a formal title.” — Lauren Stark, Advantage Sales & Supply Co., LLC
• Assemblers and fabricators (177,300) • Carpenters (126,900) • Automotive service technicians and mechanics (121,200) In addition to a shortage of program completers, retirements and job exits are another factor contributing to the shortage of skilled trades workers. More than one in four skilled trades workers are 55 or older, and retirements and job exits account for 837,000 annual job openings.
Poor communication creates its own costs. Misunderstood expectations, unclear instructions and conversations that are
MAGAZINE.MBAUSA.ORG • NOVEMBER 2026
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HR Q&A | GET ANSWERS
Q A Q A Q A
HOW QUICKLY SHOULD AN INVESTIGATION BEGIN? As soon as possible, ideally within hours, not days. The sooner an investigation begins, the more reliable the evidence and witness accounts are likely to be. SHOULD COMPANIES INVESTIGATE NEAR MISSES? Absolutely. A near miss is an opportunity to identify and correct a hazard before it causes an injury. Taking near misses seriously can help prevent a more serious incident later. WHAT’S ONE OF THE BIGGEST MISTAKES COMPANIES MAKE? Focusing on blame instead of root cause. Asking, “Who made the mistake?” often stops the investigation too early. Asking, “Why did this happen, and what can we change?” is more likely to lead to meaningful corrective action.
• The MBA handles approximately 1,000 FREE HR and Legal Hotline calls and emails a year.
FROM INCIDENT TO PREVENTION: THE VALUE OF A THOROUGH INVESTIGATION Alyssa Finegan, SPHR, is the director of HR and Affiliated Services at The MBA. Contact her at 814/833-3200, 800/815-2660 or afinegan@mbausa.org.
When a workplace injury happens, there is a lot to manage. The employee may need medical care, operations may be disrupted and supervisors are trying to determine what happened. In the middle of the immediate response, the incident investigation can easily become something that gets pushed until later. But the longer an employer waits, the harder it can be to get an accurate picture of what occurred. Conditions at the scene can change quickly. Equipment may be moved or put back into service, and details that seemed clear immediately after the incident can become harder to recall. Beginning the investigation as soon as reasonably possible gives the employer a better opportunity to understand the circumstances surrounding the injury and preserve important information. That information can also be valuable when a workers’ compensation claim is involved. Questions may arise after the initial claim is reported, and a thorough investigation provides the employer and workers’ compensation carrier with information gathered close to the time of the incident. Knowing what the employee was doing, how the injury occurred and whether anyone witnessed it can help provide a clearer picture of the claim. An effective investigation should also look beyond whether an employee made a mistake. Even when an employee’s actions contributed to an
incident, the investigation shouldn’t stop there. Employers should consider why the mistake occurred and whether workplace practices or other conditions played a role. Understanding the root cause allows an employer to make a meaningful correction. This is particularly important in safety-sensitive positions, where an incident may put more than one person at risk. Near misses should receive attention as well. They can show employers where the next injury may come from and provide an opportunity to address an issue before someone gets hurt. Ultimately, incident investigations are reactive. An active safety committee can help by reviewing incidents and near misses, watching for recurring concerns and giving employees a voice in workplace safety. The goal isn’t simply to document what went wrong. It’s to use what you learn to help prevent it from happening again.
MEMBER EXPERIENCES: “As a longstanding member of The MBA, we have found the HR and legal services invaluable at times. Alyssa and Tammy especially, have always been there to best help us navigate our way in the ever-changing world of HR and legal.” — Molly Herr, Sunshine Service
This article is provided for informational purposes only and is not intended to constitute legal advice.
18 NOVEMBER 2026 • MAGAZINE.MBAUSA.ORG
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2026 NOVEMBER & DECEMBER | COURSE CATALOG
Become an MBA member to access all our courses at exclusive prices
Don’t see what you’re looking for? Customized training available — contact Tracy Daggett at tdaggett@mbausa.org.
LEADERSHIP TRAINING
*Courses can be taken in order or at your convenience. Complete all courses in the series to earn your certificate.
STRATEGIC LEADERSHIP & SUPERVISION NEW!
LEADERSHIP LAUNCHPAD NEW!
Strategic Leadership & Supervision (formally known as Supervisory Skills) is built for those already in leadership roles and looking to up their approarch, as well as graduates of our Leadership Launchpad program who are ready for the next challenge.
Leadership Launchpad (formally known as Leadership for Team Leaders) is built for top performers on the edge of leadership. If you’re ready to lead with confidence and purpose, this program is for you.
Class V- Sailing in Formation: Leading Multiple Teams
Class I- Steering the Team: Thinking and Leading Ahead
12.02
Class II- Shaping the Crew
Class VI- Navigating 11.19 Change & Uncertainty
12.15
Class III- The Supervisor’s Role in Raising Performance
11.03 Class VIII- From Wake to 12.17 Horizon
11.10
Class IV- Talent on Deck: Developing Your Crew
11.17
12.08
MICROSOFT
Complete all three courses in the series to earn a certificate.
OneNote
11.11
Outlook
11.11
Word II
11.12
Power BI
12.02
Office 365 for HR
12.16
Excel II
11.04 11.18 - Meadville 12.01
Excel III
11.10 11.19 - Meadville 12.08
HR TRAINING
HR FOR NON-HR PROFESSIONALS Harassment & Discrimination, Employee Performance and Conducting Terminations All 6 Parts - Guide to Interviewing, ADA & FMLA, Time Worked, Harassment & Discrimination, Employee Performance and Conducting Terminations.
Class II- Communication That Builds Connection & Clarity
11.11 12.10
Class III- Cultivating Team Culture & Collaboration
11.18 12.09
Class IV- Practical Problem-Solving & Decision-Making
11.10 - Warren 12.16
Food Safety
12.10
FREE WEBINARS
11.16 12.14 12.21
OTHER PROFESSIONAL DEVELOPMENT Lead to Inspire: Practical Tools to Inspire Your Team
11.11
Essential Skills for New Managers
12.08
HR ESSENTIALS CERTIFICATION Complete all three courses in the series to earn a certificate.
11.11
11.12 - St. Marys 12.16 - Warren
FOOD SAFETY
EXCEL SERIES
11.17 12.15
11.05
Class V- Ready For Launch
COMPUTER TRAINING
Excel I
Class I- Leading from Within
Proper Terminations and Employment Laws Retention & Benefits and Unemployment & Workers’ Compensation
11.05
GENERAL HR CLASSES De-Escalation: Handling Emotionally Charged Conversations 11.04 Artificial Intelligence in HR
12.02
HR GROUPS
Workplace across Generations
11.11
Creating Performance Improvement Plans
12.15
CoffeeTalk
11.11 12.09
RoundTable
11.17 12.15
JANUARY CATALOG SNEEK PEEK: Food Safety
01.04 01.18
Excel Level I
01.05 01.26
HR for Non HR Professional
01.20
AI Foundations for Business Professionals NEW!
01.28
AM classes run from 8 a.m. to Noon. PM classes run from 12:30 p.m. to 4:30 p.m. unless otherwise noted. All full-day computer classes are 9 a.m. to 4 p.m. The Leadership Series are 9 a.m. to 4 p.m.
20 NOVEMBER 2026 • MAGAZINE.MBAUSA.ORG
VIEW ALL UPCOMING TRAINING
CANCELLATION/ NO-SHOW POLICY: If notice is four business days or more, a full refund will be made. If notice is less than four business days, or if you do not show up for the class, no refund will be made. NOTE: You may substitute another individual from your organization at any time and at no cost.
12.14
ENERGY UPDATE | PROFILE
DON’T LEAVE THE INCENTIVE ON THE TABLE HOW ORGANIZATIONS INVESTING IN FACILITIES AND EQUIPMENT CAN CAPTURE FUNDING THEY MAY ALREADY BE ENTITLED TO For organizations investing in new facilities, expansions or major equipment upgrades within FirstEnergy Pennsylvania Electric Company’s service territory, funding may already be available to help offset the cost. Under Pennsylvania’s Act 129, FirstEnergy Pennsylvania is required to fund energy efficiency incentives for commercial and industrial customers. Many organizations are unaware that Act 129 funding is available for projects they are already planning and never explore whether they qualify. That’s worth a second look for any executive team currently planning a capital project. The C&I Energy Solutions Program is built to reduce the cost of investments organizations are already making, not to
create new work for them. There’s no cost to apply. TIMING IS EVERYTHING The best time to capture these incentives isn’t after a project is complete. It’s during the planning and budgeting stage, when project scope and capital costs are still being finalized. Whether it’s a new facility, an expansion or a major equipment upgrade, the C&I Energy Solutions Program is designed to fit into decisions organizations are already making, reducing the capital required without changing the project itself. “Organizations get the most value from the program when they engage us early, while project scope, equipment choices and budgets are still taking shape. That gives our team the opportunity to identify eligible improvements, explain the available incentive paths and help incorporate potential savings into the capital plan.” — Ryan Novosedliak, Program Manager, FirstEnergy Pennsylvania C&I Energy Solutions Program FOUR WAYS TO REDUCE PROJECT COST The program offers multiple paths to savings, so organizations can choose what fits their project: • Instant Discounts: Savings on qualifying equipment, applied at the point of purchase through participating distributors and program allies. • Custom Incentives: Project-specific support calculated based on actual energy savings for improvements outside of standard categories. • Prescriptive Incentives: Set incentives for common upgrades covering lighting, HVAC, foodservice and refrigeration, compressed air, motors and VFDs. • Energy Management: Support assistance for identifying and prioritizing savings
opportunities across a facility rather than project by project. For an organization managing a capital project, that means efficiency isn’t a separate initiative to justify. It’s a way to reduce the cost of a project already underway. STACKABLE INCENTIVES Energy efficiency incentives may be combined with additional funding sources, helping further reduce project costs. Every qualifying energy efficiency project also generates Alternative Energy Portfolio Standard (AEPS) credits, creating an additional source of value, while some projects may also qualify for grants, tax credits or other funding opportunities depending on project eligibility and program requirements. Explore stackable incentives at energysavePA.com/funding. A PROGRAM, NOT A TRANSACTION Beyond the incentives themselves, organizations working with the program gain access to no-cost energy advisor services, from energy audits to guidance on which upgrades qualify. That support is available through Phase V program terms running through May 31, 2031, giving organizations a stable, multi-year planning horizon for capital investment rather than a program that could shift year-to-year. THE TAKEAWAY If your organization has a facility project, expansion or major equipment investment on the roadmap, it’s worth a conversation before capital is committed. Incentive funding is already available. The question is whether your organization captures it during project planning. Learn more at energysavePAbizsolutions.com.
Contact 844-323-6399 or email energysavePA@clearesult.com.
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MAGAZINE.MBAUSA.ORG • NOVEMBER 2026
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EVENTS & EXTRAS | NETWORKING & MORE
2026 MFG DAY The MBA, along with the support of more than 60 partners and sponsors, including major sponsor Molex, hosted the 2026 Manufacturing (MFG) Day celebration on October 7 at the Bayfront Convention Center in Erie. More than 30 schools and well over 2,000 students, educators and business representatives attended. To view photos, visit mbausa.org.
MFG Day was made possible thanks to the generous support of The MBA’s partners and sponsors.
Molex was the main sponsor of this year’s MFG Day celebration.
Students got a chance to visit more than 70 interactive exhibits.
Plastek sponsored this year’s totes.
Students enjoyed a delicious lunch thanks to Curtze and Smiths Hot Dogs.
2026 Patrick R. Locco Scholarship Award winners were recognized at the MFG Day Student Appreciation and Recognition Rally. From left are: Mohamad Mbark of Erie High School; Ian Kinney of the Erie County Technical School; Chase MacQuarrie of the Crawford County Career & Technical Center; and, Haley Mumau of the Corry Area Career & Technical Center.
Students took part in interactive breakout sessions during the morning. The educational session recordings were sponsored by Widget Financial.
Erie Strayer sponsored the Main Stage while Molex (left) was the 2026 major sponsor.
24 NOVEMBER 2026 • MAGAZINE.MBAUSA.ORG
The MBA recognized the support of partners NWPA NTMA, Career Street, Crawford County K-12 Career Education Alliance and Harbor Creek School District.
The MFG Day shirts were sponsored by Ellwood National Forge, NTMA, Allegheny College, Closure Systems International, Penn State Behrend and PennWest University.
Winland sponsored this year’s Passport game with Wabtec donating this year’s prize, an Apple iPad. Bonus prizes – 3D printers – were donated by Ellwood Crankshaft Group and Gannon University. Students also were awarded prizes – gift cards from The MBA.
EVENTS & EXTRAS | NETWORKING & MORE
121ST ANNUAL EVENT The MBA hosted its sold-out 121st Annual Event on October 7 at the Bayfront Convention Center in Erie, featuring keynote speaker General James Mattis, USMC (Ret.), 26th U.S. Secretary of Defense. The event was made possible by the support of major sponsor, Ridg-U-Rak, Inc., and sponsors UPMC Health Plan, Logistics Plus, PNC, Howard Industries, MacDonald Illig Attorneys, MAJR Products, MetLife, Greenleaf Corporation, Parker Lord Corporation, McInnes Rolled Rings, HUB International, Nicky B’s Truck & RV Collision, and Widget Financial. To view photos, visit mbausa.org.
GRATEFUL BEYOND WORDS Message from MBA President and CEO Lori Joint Our 13th annual MFG Day and 121st Annual Event were truly extraordinary, and I’m incredibly grateful for all the people who made them possible. MFG Day welcomed a record-breaking 2,200 students and more than 75 exhibitors for an exciting morning of hands-on experiences, interactive exhibits and engaging breakout sessions designed to inspire the next generation of manufacturers.
MBA Chairman Jennifer Nelson addresses members during the program.
26th U.S. Secretary of Defense General James Mattis, USMC (Ret.) took part in a moderated discussion with The MBA’s Jezree Friend. Mattis is a bestselling author and one of the preeminent leaders of his generation.
The MBA paid tribute to business leaders who passed away in the past year, including Larry Schneider, Attorney Norman Stark and former Erie Police Chief Chuck Bowers.
That evening, we were honored to welcome General James Mattis as our keynote speaker. The feedback has been incredible, with many telling us it was their favorite Annual Event speaker yet! Behind these amazing events is an amazing community of support. To our Sponsors, Partners, Member Companies and Board of Directors, thank you for believing in The MBA, supporting our mission and helping us create experiences that make a difference. We simply couldn’t do it without you. And to our team ... I honestly don’t have enough words to express how grateful I am to work alongside such an amazing group of people. They truly live our core values: Members First, Own It, Win as One and Good Vibes Only.
Annual Event sponsors are recognized on stage.
Father Jason Feigh of Immaculate Conception Parish in Clarion delivered this year’s invocation.
YouTube sensations Ryan and Coen Krysiak perform the National Anthem. They were joined on stage by AJROTC members from Seneca High School, Cathedral Prep, McDowell and Collegiate Academy/Erie High.
Ridg-U-Rak, Inc. was the major sponsor the 121st Annual Event. Shown here is CEO John Pellegrino Sr., P.E. with his wife Mary and guests. The Pellegrinos celebrated their 65th anniversary at the Annual Event.
More than 1,500 business and community leaders attended the 2026 Annual Event.
Guests enjoyed a complimentary copy of The MBA Business Magazine’s 2026 Annual Report.
Thank you to everyone who played a part in making these two events so special!
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