Best practices for sustainable business growth in a post-pandemic world

Best practices for sustainable business growth in a post-pandemic world

By: Beatrice Silva

3 min read September 2020 — Coming off a record economic year for the Philadelphia region, no one could have ever predicted the hurricane that is COVID-19. Crawling through the muddied trenches of lost revenue, businesses are having to find a way out. To promote sustainable business growth in a post-pandemic world, companies across all sectors are making tough decisions and developing innovative strategies.

In the second quarter of 2019, South Jersey’s unemployment rate was at an all-time low, according to The Federal Reserve Bank of Philadelphia’s quarterly South Jersey Business Survey. Just one year later, the Second Quarter 2020 Survey of Professionals reported job losses at a rate of 7,647,800 per month. In the midst of uncertainty, hundreds of businesses decided to furlough employees in an effort to manage the effects of the new coronavirus. Rather than simply laying off a staff member, furloughs allow employees to keep their employment benefits and hopes of returning to work while also helping to reduce labor costs. Keeping top talent in the company is vital to an organization’s growth. 

Inspira Health, a South Jersey nonprofit healthcare organization, was one of the many health systems in the region that had to furlough employees, impacting around 200 workers, because of reduced revenues during the height of the pandemic. “As a first response to the resulting changes in staffing needs, some employees were redeployed to areas where additional staff were needed,” Inspira said in a statement. “With the expanded suspension and reduction in services over the past month, we have had to make the difficult decision to temporarily eliminate regularly scheduled work hours for some employees.”

Reducing staff is one way to save money during a flash recession. However, to survive in a post-pandemic landscape, businesses must also develop strategies that allow them to pivot when necessary and leverage competitive advantages. Heading into 2021, new business models that offer more sustainable options are expected to emerge. “In terms of embedding sustainability into long-term plans, this is best done, at least initially, by putting sustainability on every meeting agenda. If business leaders continually ask, ‘What is the environmental effect of this and is there a better option?’ then sustainability becomes institutionally embedded very quickly,” Ben Stansfield, partner of Gowling WlG, told Financier WorldWide.

COVID-19 shook the core of the economy and altered almost every aspect of life around the world. As society finds new ways to adapt so will the businesses that shape local communities. In the midst of uncertainty, the one thing that is clear is that a post-pandemic future will be fundamentally unlike anything that came before. “The post-COVID-19 world will no doubt look different in many ways – more remote work, less flying and the namaste possibly replacing the handshake forever … My hope is that there will be a great rise in employee and consumer activism and companies that continue their old ways of profit maximization at all costs, without regard for people and planet, are shamed and starved and ultimately booted out,” CB Bhattacharya, chair of sustainability and ethics at the University of Pittsburgh’s Katz Graduate School of Business, told Financier Worldwide. 

During this period of evolution, sound insights and collaboration between business leaders will be pivotal across all sectors. To learn more about best practices to promote business growth in South Jersey, register now for the Invest: South Jersey 2020 Virtual Launch Conference. The conference takes place on Oct. 8 at 11:30 a.m. The virtual business conference will feature two robust panels, including, “Best practices to promote sustainable business growth in a post-pandemic landscape,” moderated by Christina Renna, president and CEO of South New Jersey’s Chamber of Commerce, and featuring insights from Albert Fox, senior vice president and executive director of Fox, Penberthy & Dehn at Morgan Stanley, Vincent D’Alessandro, southern region president of OceanFirst Bank, Robert Curley, South Jersey/Coastal market president of TD Bank and Reynold Cicalese, managing shareholder of Alloy Silverstein. 

To learn more, visit:

https://zoom.us/webinar/register/WN_z34pLBUwQlSCObV80dyE7w

How the aviation industry is weathering COVID-19 turbulence

How the aviation industry is weathering COVID-19 turbulence

By: Beatrice Silva

2 min read July 2020 — Summer this year is drastically different. Instead of hopping on planes to visit friends and family or finally embarking on that European adventure, the majority of frequent travelers are staying put, at least for the time being. It started to become apparent around the second week of March that the novel coronavirus would have a severe impact on the air transport industry. Even some of the busiest airports like Philadelphia International are feeling the weight of uncertainty. Nevertheless, the aviation industry continues to push forward. New air travel innovations have emerged and some airlines have even rediscovered ways to use their aircraft as they weather the turbulence. 

Greater Philadelphia is the eighth-largest metropolitan area in the United States and is located in the middle of one of the largest catchment areas with passport holders spanning from South Jersey all the way to New York, according to PHL CASRIP.  Philadelphia International Airport is the only international airport that not only serves Philly but the northeast region as a whole. Just last year, the PHL welcomed more than 33 million passengers. It was the largest amount of traffic the airport has ever seen and what makes that figure even more impressive is that fact that there are 29 other airports within a 50 mile radius. So while it may take years for the airport to return to those 2019 levels, there is still hope for air transportation. On July 16, American Airlines and JetBlue announced their strategic partnership that will create seamless connectivity for travelers in the Northeast. This will help to provide more choices for passengers across their complementary domestic and international networks.

Our innovative partnership will allow us to compete in the New York market where American and JetBlue have traditionally been third and fourth. This partnership will allow us to coordinate schedules so we can provide customers better connectivity, capitalizing on JetBlue’s strengths in the New York market and American’s strengths as a long-haul carrier. Ideally, we envision a time where our passengers can travel into New York on JetBlue and connect with American Airlines for a long-haul flight out of JFK. So it opens up a tremendous amount of new markets to both JetBlue and American customers, complementing our trans-Atlantic gateway in Philadelphia,” Jim Moses, vice president for American Airlines PHL Hub Operations, told Invest: Philadelphia. 

Forming strategic partnerships with the competition is just one way airlines are navigating the pandemic. A majority of aviation companies are also adjusting their travel schedules, waiving ticket alteration fees and offering flights at a much lower fare. When it comes to cleanliness airlines are making sure to broadcast their meticulous efforts. Major U.S. airlines like Delta, American, JetBlue and United are in close contact with health agencies such as the World Health Organization and the Centers for Disease Control to make sure their guidelines for cleaning their aircraft cabins are up to par. 

As for Philadelphia International Airport, customers and employees are required to wear marks. Their TSA screening process has been modified to protect passengers and new touchless check-in technology has started to emerge. PHL also launched an initiative that offers airlines financial stimulus to encourage carriers to fly to certain destinations and to expand their cargo services. “PHL believes that this rapid injection of relief and growth will jumpstart the entire airport ecosystem, thus benefiting the Philadelphia region,” Stephanie Wear, director of air service development and cargo services, told Airport Experience News. “From concessions to ground transportation to tourism and commerce, the halo effect of increased air travel will create immediate wins for all airport stakeholders.” 

Spotlight On: Rodger Levenson, Chairman, President & CEO, WSFS Bank

Spotlight On: Rodger Levenson, Chairman, President & CEO, WSFS Bank

By: Max Crampton Thomas

2 min read June 2020 — For 188 years, WSFS has served its community by staying true to its values and managing for the long term.  Ultimately, the true measure of the value of any company is how it responds during periods of adversity. WSFS Bank moved to a work from home and drive-through model during the COVID 19 pandemic to continue supporting its customers. It also involved itself deeply in federal aid programs, such as the PPP for small businesses, while looking forward to a reactivating economy, according to CEO Rodger Levenson in an interview with Invest:.

What have the last 12 months been like for WSFS in the Philadelphia region?

In March of 2019, we closed the acquisition of Beneficial Bank, which was a huge milestone for us. It marked our significant entry into the Philadelphia border region. This was followed by a well-done, award-winning marketing campaign that introduced the WSFS brand to the community in a thought-provoking way, sharing our nickname, which was really consistent with the way that Philadelphians view banks and where it is very hard to differentiate yourself.

 

We married all that with Beneficial and what they brought to the community. We waited until six months after the close to do the systems and branding conversion because we thought it was important to allow ourselves some time to get customers, associates and the community acclimated to our name and become familiar with us. We thought that because of the size of this market, there was value in taking some time.

 

At the same time, and as part of the Beneficial combination, part of the strategic rationale was to start in a significant way to really deal with the trend in banking over the last few years, which is this shift away from physical delivery channels like branches and more into digital channels – a trend that has been accelerated by the current environment. We used cost savings to invest heavily in our technology overhaul. Not that we had an offering that was lagging behind our competitors, but we saw the need to move faster than we had in the past.

 

What has been the bank’s strategy to adapt to the situation stemming from the COVID-19 pandemic?

The company has done well. We are serving our customers, we are supporting each other, we are supporting the community. Like everybody else, we’ve had some challenges through this environment, but I would tell you that we are managing through this very well. We are really pleased at how the company pivoted and adjusted how we do things.

 

I think this is a by-product or a combination of some good planning resulting from our business continuity plans. We clearly had not planned for an extended scenario or a pandemic, but we had plans in place, we had groups that had done offsite, remote workdays and things like that to be prepared. When we made the decision on March 16, to work from home, it was certainly an adjustment, but we weren’t starting from scratch.

 

On the retail office side, it was not a hard decision to go to drive-thru only. We saw that it was clear that we were dealing with a major health situation and the safety and well-being of our customers and associates; that was our No. 1 priority. We made the call and we went from 90 branches to 72, which were those that had drive-thru capabilities. After a few weeks of that, seeing our customers’ increased use of different channels like mobile, and to keep our associates safe, we adjusted even that footprint. We put together a different model in which our associates who were working at those locations, instead of working a five-day week, started working on four-day on, four-day off teams.

 

How involved is the bank in federal aid initiatives such as the Paycheck Protection Program (PPP)?

We were really pleased to be a participant in the PPP program from the Small Business Administration and serve our customers. When the dust settles from this program, we will have processed just about 5,000 loans and just a little bit under a billion dollars. 

 

At the end of the day, that’s almost a billion dollars that we put into the regional economy. If you look at the spreadsheets and the people who received those loans, many were $10,000 to $25,000. These were real people who were in need, who did not have the resources that other people had. Hopefully, a lot of it will be forgiven. We did that whole loan program with everybody working from home and more than 200 associates working seven days a week.

 

What role will the bank, and the sector in general, play in reactivating the economy?

I think the banking community is really doing everything possible to support our customers and get them through this really difficult stage to bridge them into what hopefully will be the opening up and recovery in the second half of the year.

 

As things move forward and we open up our ability to continue to support those customers with additional lending requests, among others, we are going to do everything we can to support them and the community. We moved $3 million into the WSFS Foundation, which supports nonprofits in the region, and we did that because so many of those nonprofits are struggling right now. I think that is the beauty of the community banking model.

 

To learn more about our interviewee, visit: 

https://www.wsfsbank.com/

Philly Life Science Leaders Boosting Infrastructure, Partnerships

by Yolanda Rivas

 

2 min read July 2019 — With more than 800 related companies and a rich network of health and education systems, the life sciences sector in Greater Philadelphia is growing at a steady pace. All the activity is driving local organizations to develop new infrastructure and local partnerships to cater the burgeoning segment. One prime example: uCity Square 

“There’s nothing like it right now in the Philadelphia region,” Steve Zarrilli, president and CEO of the University City Science Center, told Invest:. A community for entrepreneurs and innovators, uCity Square is an example of the recent efforts to connect businesses, residents, institutions and innovators to form a growing hub in Philadelphia.“Spark Therapeutics and Invisible Sentinel are two of the companies located in University City, and we recently announced that Amicus Therapeutics is creating one of its research centers here as well. These and other companies at uCity Square will play a significant role in the growth of Philadelphia’s life sciences sector,” Zarilli said. 

More than 80 percent of all companies in the life sciences industry have a presence in the Greater Philadelphia region. As stated in Invest: Philadelphia 2019, health-focused sectors provided an economic impact of $88.5 billion for Pennsylvania in 2016 and an economic output of $24.6 billion total between 2011 and 2016 for the Greater Philadelphia region.

Numerous research, biotech and medical devices organizations contribute to the role of life sciences as a key player in Philadelphia’s economy. The pharmaceutical company GlaxoSmithKline (GSK) is an example of that impact, with more than 3,400 people employed at its Upper Providence research and development facility. According to GSK Vice President of Medicine Opportunities Research Unit David Payne, the site is the company’s hub for pharmaceutical R&D in the United States, and represents 40% of its global pharmaceutical R&D workforce. 

As part of its efforts to contribute to the local life sciences sector, GSK continues to look for partnerships and alliances. “We want our U.S. R&D hub at Upper Providence to be a magnet for talented scientists, researchers and physicians. This is a great research center for innovators to build their careers. Every function required in the ‘molecule to medicine’ journey is represented at our hub, providing opportunities for employees to broaden their R&D knowledge and enable career progression and diversification,” Payne said.

Besides the demand for qualified professionals, there is also a need for infrastructure development to support the region’s scientists, entrepreneurs and life sciences companies. As Zarrilli explains, the Science Center’s goal is “to build an additional 3 million square feet of office, lab, residential and retail space over the next seven to 10 years, to further define the leading-edge community we envision at uCity Square. We will do our part to help make Philadelphia a leader in gene therapy and other areas of life sciences.”

As the growth in Philadelphia’s life sciences sector continues, it will impact different areas and draw more entrepreneurs and companies to the region. According to Zarrilli, the advances in the life sciences arena, especially in therapeutics, will lead to additional advancement in areas such as medical devices and digital health. “Life sciences is clearly the strongest area of innovation in Philadelphia, but it will spawn activity in other areas that are complementary.”  

To learn more about our interviewees, visit their websites:

University City Science Center: https://sciencecenter.org/ 

GlaxoSmithKline: https://us.gsk.com/en-us/ 

uCity Square: https://ucitysquare.com/