1 Indiana Agrobiosciences: Ensuring a sustainable workforce for our futureOctober 27, 2016

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3 David Johnson President & CEO, Central Indiana Corporate Partnership President & CEO, BioCrossroads

4 President & CEO, AgriNovus IndianaBeth Bechdol President & CEO, AgriNovus Indiana

5 Chief Operating Officer Central Indiana Corporate PartnershipBetsy McCaw Chief Operating Officer Central Indiana Corporate Partnership

6 Talent as a Component to Indiana’s Success

7 Talent is The Key Economic DriverInnovation Economic Growth The existence, or lackthereof, of talented individuals in the workforce foreshadows economic growth Test the hypotheses Talent drives innovation Innovation drives economic growth The demand for talent is agnostic to location Study was done on the effect of talent vs trade in regional economic development in 2012, finding that talent was the key driver of productivity, wages and level of innovation HBR will point to a time in the 1970s when talent as a concept made itself known as a driver – George Lucas, financial markets, free agency Today, the development, retention and attraction of talent is top of the agenda for companies, cities, regions and states Causes – Develop (education), Retention (challenging, interesting career opportunities, like people and QofL), Attraction (Same as retention)

8 11.7% 365,425 $71,786 Advanced Industries Provide OpportunityState dashboard (2015) 11.7% share of total employment Rank: #2 365,425 advanced industry jobs $71,786 R&D-intensive industries that concentrate the nation’s science, technology, engineering, and mathematics (STEM) workforce Indiana

9 STEM Careers Increasing ExponentiallyIn 2012, the IN DWD projected that STEM jobs in Indiana would increase more than 50% faster than all occupations from 2010 to 2020. Middle skill jobs that require technology grew 2.5 times faster between 2003 and than middle skill jobs that didn’t.  Overall, unemployed people outnumbered job postings by 3.6 to one.  In the STEM occupations, job postings outnumbered unemployed people by 1.9 to one.  Between 2009 and 2012, unemployment in STEM fields was 4 percent. In non-STEM fields, the unemployment rate was 9 percent for the same time period.  Half of all STEM jobs don't require a four-year degree and pay an average of $53,000, which is 10 percent higher than non-STEM jobs with similar education requirements. Sources: IN DWD, Burning Glass and Capital One, Change the Equation, Brookings Institution

10 By 2020, 62 percent of Indiana jobs will require post-secondary educated workers62%

11 Only 42 percent of Central Indiana residents have post-secondary credentials

12 Too few students are enrolling in higher education

13 Too few students are concentrating in high demand fields

14 Too few students are completing post-secondary credentials

15 Indiana’s per capita income lags the Midwest and the U.S.

16 CICP’s Focus on Talent ImprovementCommunity Plant Science and Crop Protection Animal Health and Nutrition Products TechPoint AgriNovus Indiana Mira Awards Talent Scale-Ups 16 Tech Value-Added Human Food and Nutrition Products Xpat Xtern IndyX Tech Fellowship Tailwind AgTech Battery Innovation Center TechPoint.org BioCrossroadsLINX IHIE IBRI BlueIndy Energy Systems Network Wabash Heartland Region Datalys Center BioCrossroads Exhibit Indiana EverCar 58 Monarch (formerly INCAPS) Cleantech Systems (For-Profit) Indy Hub Moving Forward Members Aerospace & Defense Council BC Initiative (For-Profit) OrthoWorx SWC Indiana Indiana Seed Fund I Indiana Seed Fund II I-STEM AgriNovus Automotive Council Conexus Indiana Ascend Indiana Fairbanks Institute Hire Tech Logistics Council STEM CIWDI (For-Profit) A+ Partners Dream it. Do it. Indiana Conexus Interns Conexus Icon

17 Conexus Indiana Talent ProgramsHire Tech Conexus Interns Students enrolled in curriculum program 2K 79 Companies hosted Interns 109 Locations 508 Students submitted applications 508 A+Partners (statewide companies driving educational opportunities) Students completed the Program 169 230 Students earning dual credits 80%

18 TechPoint talent workforce pipelineXpat InMail Xpat Database Xpat U Xpat Connect Connecting out-of-towners to the Indiana tech community Attracting high caliber college talent Retaining the best & brightest recent grads

19 BioCrossroads: A Comprehensive Approach for Life SciencesBroad Concerns Comprehensive Approach

20 Building a Talent Pipeline in STEMWorking with the I-STEM network to create a public sector focus on STEM in K-12 Seeking opportunities for all students K-12 to have access to and exposure to quality standards-based science education every day in the classroom Ensure all teachers teaching science and choosing science curriculum are trained and qualified to provide a quality learning experience to students in science. Maintain progressive science standards that include technology and engineering components

21 16 Tech: A World Class Innovation CommunityState & regional hub for multi-sector entrepreneurship and innovation Place of multi-disciplinary collaboration driven by state’s academic and research institutions and strength in the Advanced Industries Destination for global talent and opportunity Active, dense, work-live-play-learn urban environment Place of access and opportunity for neighboring residents

22 16 TECH INNOVATION COMMUNITY

23 Principal & Senior Director TEConomy Partners, LLCDeborah Cummings Principal & Senior Director TEConomy Partners, LLC

24 Ensuring an Agbioscience Workforce for Indiana’s Future Presented by: Deborah Cummings Principal & Senior Director TEConomy Partners, LLC

25 Today’s Global Challenges Require Agbioscience Talent to Develop Viable SolutionsMost pressing challenges will be solved by the agbiosciences: Global population growth and rising median incomes will require food production to double by 2050 Industrial demand for plant-based fibers, fuels, and materials further increasing production needs Pressing need to reduce environmental impact of economic activity Solutions require human talent at a time when the nation faces a predicted workforce short-fall Demand = 58,000 job openings each year for next 5 years Supply = 35,400 new U.S. graduates each year with relevant degrees 40% of jobs potentially going unfilled* * Purdue University and USDA, Employment Opportunities for College Graduates in Food, Agriculture, Renewable Natural Resources, and the Environment, United States,

26 Agbiosciences – an Economic Driver for IndianaThe agbioscience industry is a significant economic driver of Indiana’s economy: More than 75,000 employees, not including farming 3% of Indiana’s total private sector employment 22% increase in employment over the last decade

27 Indiana’s Agbioscience Imperative – Developing and Attracting Human CapitalMaintaining Indiana’s agbioscience competitive advantage requires access to talent across a variety of occupations: Core Occupations—those jobs that have a distinct, direct role in the agbioscience industry via their job function or expertise in agriculture, food, or related areas. Allied Occupations—those jobs, such as business, IT, and skilled production, that have key roles and functions yet transcend multiple industry sectors.

28 Indiana’s Core Agbioscience Occupations are Well Aligned with Industry DemandOverall, Indiana’s supply of core agbioscience degrees is keeping up with industry’s demand for these occupations Industry leaders expressed satisfaction with the technical skills acquired through ag-specific postsecondary degree programs There was concern expressed that programs lacked the level of industrial relevancy/professional skill development desired

29 Industry Comments Regarding Core Agbioscience Talent PoolGreat access to world-class pool of technical talent Excellent technical skills have been developed within Indiana’s postsecondary graduates Recent graduates often lack strategic business acumen and emotional intelligence to compliment their technical training, including lack of communication skills, conflict resolution skills, and the ability to think critically Employees often do not know how to work in a team environment, serve as project managers, or lead

30 Indiana’s Allied Agbioscience Occupations are Misaligned with Industry DemandOverall, Indiana’s supply of allied agbioscience degrees is not meeting industry’s demand for these occupations Particularly difficult to attract the number of individuals needed to meet the demand for allied occupations in fields such as: Information Technology Sales, marketing, communication Accounting, finance and senior business leadership Engineering

31 Industry Comments Regarding Allied Agbioscience Talent PoolDifficult to attract IT workers, including software development skills – web and mobile developers Industry increasingly driven by large data sets - difficult to find those skilled in managing big data Hard to find individuals with general business skills - people who have an understanding of how their different disciplines fit within the ag markets Difficult to attract diverse candidates

32 Strategic Recommendations to Meet Indiana’s Talent NeedsFor Indiana to be a leader in generating and sustaining a highly skilled agbioscience workforce, it must work concurrently on implementing four critical strategies: Create a greater pipeline of students interested in agbioscience careers Develop industry-relevant skill sets for core occupation talent Increase agbioscience career engagement for allied occupation fields Catalyze continued career advancement for rising professionals and foster linkages between post-retirement professionals and start-up opportunities

33 Indiana’s Agbioscience Talent Pipeline

34 Strategy 1: Create a Greater Pipeline of Students Interested in Agbioscience CareersTo create a greater pipeline of students interested at the K-12 level in agbioscience careers, Indiana must overcome: Distancing from its agriculture heritage The “invisibility” factor Public perception – the “cool” factor A multifaceted educational campaign it required to inform students and their advisors of the career opportunities that exist

35 Recommended Actions to Create a Greater Pipeline of StudentsConsistently integrate agbioscience curriculum into Indiana’s K–12 educational system Leverage Indiana’s agbioscience youth enrichment programs to reach more students Leverage and develop robust career awareness programs Help facilitate students’ entrance into agbioscience programs

36 Strategy 2: Develop Industry-Relevant Skill Sets for Core Occupation TalentEnsure that postsecondary agbioscience curriculum offers students a strong orientation toward career opportunities and practical applications of their skills, including: Teamwork and Working in Diverse Communities Working across Disciplines Communication Critical Thinking and Analysis Ethical Decision-Making Leadership, Management, and Business Research International Experiences Ensure that higher education is more responsive to industry’s emerging talent needs

37 Recommended Actions to Develop Industry-Relevant Skill Sets for Core Occupation TalentDevelop industrially relevant experiential learning opportunities Be responsive to industry’s emerging talent needs Build upon the Purdue Agricultural Centers Experience (PACE) Program and Other Components of the College of Agriculture Transformational Experiences Program Expand the Number of Academic Concentrations Offered by Leveraging the Existing Joint Purdue University/ Indiana University MS-MBA Program

38 Strategy 3: Increase Agbioscience Career Engagement for Allied Occupation FieldsThe agbioscience industry needs professionals with broader training that integrates agricultural sciences with other STEM disciplines as well as business acumen programs. Overall lack of agbioscience career awareness is a significant driver of labor shortfalls. Most people never consider a career in the agbiosciences. General perception - difficult working environments, located in rural communities, and considered “uncool” Lack of understanding of: High-tech, cutting-edge nature of the industry Global relevance of markets Industry influence on world’s challenges

39 Recommended Actions to Increase Career Engagement for Allied Occupation FieldsUndertake significant outreach through an agbioscience career awareness campaign within allied occupation degree fields Foster connections with agbioscience companies through internships and co-ops across Indiana’s institutions of higher education Connect Indiana’s agbioscience industry with newer ag-related programs across Indiana’s academic institutions Engage Purdue’s College of Engineering, School of Management, and data science efforts in agbioscience research opportunities to create transdisciplinary research teams that generate increased opportunities for students

40 Strategy 4: Catalyze Continued Career AdvancementA state that provides the environment for career advancement will benefit from an industry base that is more competitive within ever-increasing global markets. Career advancement includes: Developing new skills within emerging fields Leveraging networking opportunities Lending expertise in new ways, including helping to further develop the industry cluster

41 Recommended Actions to Catalyze Continued Career AdvancementDevelop easily accessible and industry-relevant agbioscience continuous education opportunities Develop an agbioscience young professionals network Develop opportunities for executive leadership networking Recruit post-retirement professionals to either become agbioscience entrepreneurs-in-residence or mentors

42 Conclusion In today’s innovation-driven economy, the ultimate competitive factor for economic growth is human talent To maintain its position as a 21st century agbioscience leader, Indiana must have a 21st century agbioscience workforce Indiana must move beyond traditional educational paradigms by practically integrating agbioscience skills development across the full talent pipeline composed of K–12, colleges and universities, and continued professional development The agbioscience industry’s ability to acquire human talent with unique skill sets throughout the entire talent pipeline is paramount to its ability to continue to grow and prosper in the State of Indiana

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44 Jay Akridge Audrey Grimm Gary Reynolds Jonathan WeinzapfelPanel Jay Akridge Glenn W. Sample Dean of Agriculture, Purdue University Audrey Grimm Global Leader, Human Resources, Dow AgroSciences Gary Reynolds President, Reynolds Farm Equipment Jonathan Weinzapfel Chancellor, Ivy Tech Community College Moderator Beth Bechdol President & CEO, AgriNovus Indiana

45 Glenn W. Sample Dean of Agriculture Purdue UniversityJay Akridge Glenn W. Sample Dean of Agriculture Purdue University

46 Global Leader, Human Resources Dow AgroSciencesAudrey Grimm Global Leader, Human Resources Dow AgroSciences

47 President Reynolds Farm EquipmentGary Reynolds President Reynolds Farm Equipment

48 Chancellor Ivy Tech Community CollegeJonathan Weinzapfel Chancellor Ivy Tech Community College

49 Jay Akridge Audrey Grimm Gary Reynolds Jonathan WeinzapfelPanel Jay Akridge Glenn W. Sample Dean of Agriculture, Purdue University Audrey Grimm Global Leader, Human Resources, Dow AgroSciences Gary Reynolds President, Reynolds Farm Equipment Jonathan Weinzapfel Chancellor, Ivy Tech Community College Moderator Beth Bechdol President & CEO, AgriNovus Indiana

50 @BioCrossroads @AgriNovusIN @CICPIndiana @dowagro @ReynoldsFarmEq

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