You've probably seen the headline before: a new company is coming to Catawba County, bringing jobs and investment. Maybe it had a curious code name attached - "Project" something-or-other. Maybe there was a public hearing, or a mention of a tax incentive, or a number that made you wonder. If you've ever found yourself asking what any of this actually means for you - your tax bill, your neighborhood, your kids' schools - you're not alone. It's a fair question, and it deserves a real answer. So let's start at the beginning. Not our beginning this year, or even this decade - our actual beginning. Where This All Started In 1975, a Chamber of Commerce taskforce sat down and did something nobody had really bothered to do before: they counted. They looked at all 439 industrial firms operating in Catawba County and asked a simple question - what are we actually made of? The answer was a little unsettling. Over 70 percent of our industrial base sat in just three fields, mostly various corners of textiles and furniture. We had, in essence, put a few ostrich-sized eggs in one fairly small basket. If any one of those industries had a bad decade (which eventually did happen), the whole county would feel it (which we most definitely did). That study led to the creation of the Industrial Development Commission in 1978 - the organization that would eventually become the Economic Development Corporation (EDC) you know today. Funnily enough, I keep a copy of the February 1977 "Chamber Views" article that laid out the original case for the “Commission” in the back of the notebook I haul to most meetings, mostly as a reminder. The name has changed. The org chart has changed. Heck, even some of the problems then, remain problems today. But the mission on that page is basically the same one we're chasing today. Diversification was never really about the industries themselves. It was always about two things that mattered to actual people - opportunity (jobs, and the kind of jobs that let people build a life here) and a tax base broad enough that homeowners aren't the [only] ones left holding the whole bill for schools, roads, and services. It's what pays for a new trail at the park, keeps the lights on for a Tuesday night rec league game, and keeps fire, police, and EMS crews fully staffed and quick to respond. It's the difference between a downtown that empties out at 5:00PM and one that has a reason to stick around. What We Actually Do Our work generally falls into two buckets. The first is recruitment - working to bring new companies into the county that add to that diversification, which means lots of research, relationship-building with site selectors, developers and the real estate community, and finding the best ways to make the case why Catawba County is the right home for a growing company. The second is just as important, and it's the one people hear about the least: helping the employers who are already here grow, hire, and stay. A lot of our week and staff energy/time goes toward the businesses that have been part of this community for years, sometimes decades - and we've got a lot more to say about that work in an upcoming post, including some of what we're building right now in partnership with local companies. Where We Fit We're not a government office, but we're also not far removed from one. We're a 501(c)(3) nonprofit, funded operationally by local tax dollars - Catawba County and the Cities and Towns of Catawba, Claremont, Conover, Hickory, Maiden, and Newton all invest in this work. In practice, that makes us an extension of their municipal staffs, with one job and one job only: improve the local economy for the people who live in our respective Cities/Towns. So think of our role less as "a part of” government and more as "alongside" it: we do the groundwork, the research, the convening, the visioning. We're the ones often pulling people into a room to figure out what's possible, on behalf of the same six governments funding the effort. What we don't do is cast the final vote. When it comes to whether a specific incentive or project moves forward, that decision belongs to your elected officials, made in public. Our job is to bring them the clearest, most honest picture we can build — theirs is to decide. Why This is Personal, Not Just Professional It's worth knowing who's actually doing this work. Between the five and a half of us on staff, we carry more than 100 years of combined economic development experience — right here in Catawba County, not somewhere else. That's a lot of relationships built, a lot of deals we've learned from, and a lot of local knowledge otherwise obscured by a name like “EDC”. And yes, we live here too — raising kids in these schools, coaching in these leagues, choosing this county the same way a lot of you did. So when we talk about growing the tax base or bringing in new jobs, it isn't an abstract mission statement. We want it to be better for you, because it's better for us too. Where We Go From Here This is the first post in a series where we're going to walk through exactly how this process works — plainly, without the jargon, and without assuming you already know how any of it fits together. Up next: how local incentives actually work, and why a company doesn't just get handed a check. If you've ever wondered why a project shows up under a code name, or whether we're only interested in companies from outside the county, those posts are coming too. For now, the short version is this: this has been the work since 1978 — grow the county's economy in a way that benefits the people who already call it home, and be straightforward with you about how we do it. Nathan Huret is the Vice President of Catawba County EDC. Save a short 18-month stint that he left and worked at NC State, he has been with the EDC since 2007 and has led everything from the organization’s business retention and expansion efforts, to workforce programming, and now the EDC’s business recruitment efforts. This is the first post in an ongoing series from the Catawba County EDC team explaining how local economic development actually works. Have a potential topic you'd like us to address in a future post, please email Nathan Huret (nhuret@catawbacountync.gov).

Somewhere out there right now, someone is reading a headline about a new project coming to Catawba County, and there's a flicker of worry that this company's success — and its choice to land here — means a dollar is coming out of their own wallet or purse to make it happen. I get it. I'd think the same thing if I didn't do this for a living. It's probably the single most misunderstood piece of what we do, so let's take it head-on. First, a definition, because "incentive" gets thrown around loosely: in our world, a local incentive is a partial, time-limited reimbursement of the new property taxes a company generates by building or expanding here — nothing more, nothing less. Not an upfront grant. Not a blank check. Not money pulled from you or yours. We'll get to why that distinction matters in a minute. One more grounding note before we go further: none of this is something our office invented on our own. The whole process runs on North Carolina's Local Development Act (NC General Statute(s) 158-7.1) — state law, not local preference — and other states structure theirs quite differently. So what follows is specific to how Catawba County, and North Carolina, actually do this. Why we do this at all If Catawba County existed on an island, none of us would offer a dime. If we could keep 100% of the tax base benefit of every new company or expansion starting on day one, we would — no debate needed. But we don't operate on an island. Every company we recruit, and plenty of the ones already here, are comparing us against other counties, other states, sometimes other countries. Incentives are part of how that competition plays out almost everywhere, and if we opted out entirely while everyone else stayed in, we wouldn't be taking some principled stand — we'd just be losing. 0% of a project that goes somewhere else is what we would get. If that sounds uncomfortably close to everyday life, it should. You've probably waited for a Presidents Day sale on a dishwasher, taken the 0% APR deal at the dealership to finance that truck, or timed a shoe purchase to BOGO a second pair for 50% off. None of that talked you into buying something you didn't want. But if you were shopping for the same truck from Hickory to Barstow, California, the incentive might genuinely tip which dealer got your business when all else is equal. That's roughly the position we're in — except the "dealer" is a whole county, and the stakes are jobs and tax base instead of a car payment. We say "no" more than people think Here's the part that might surprise you: incentives aren't handed out just because a company asks. We turn down a lot of opportunities (I’d venture to say a very healthy majority) — companies whose wages don't clear our wage threshold (updated annually by the NC Department of Commerce, and for new companies we hold a higher bar, 110% of the county average), companies whose investment is too thin to broadly benefit the rest of us taxpayers, and sometimes companies whose operations just don't sit right with the community they'd be joining — think noxious fumes, heavy water and sewer draw, companies that create undesirable waste byproducts, or even a building nobody would be proud to drive past. Our office has recently taken on an unofficial motto: chase good companies, aspire higher, do it now. The reality is we do live in a great community with a lot of tremendous assets, and that puts us in a position to be selective. But companies are equally selective, so we can't get by on just our good looks (I tried that once — didn't get far). That's another reason incentives are a component of getting an opportunity across the finish line. How the money actually moves This is the misconception I most want to clear up: nobody gets paid upfront. A company has to build first, hire first, invest first (Step #1) — and prove it, with documentation sent straight to the Catawba County Tax Office and our EDC office — before a single incentive dollar is returned to the company. Because of this requirement (aka the company performs first), it is usually two to three years before any type of incentive reimbursement from the local government even starts. Once the company's investment is on the books, the county tax office assesses it at full market value, the same way your house gets assessed every January 1st. The company then pays 100% of the resulting property tax bill, at the normal rate, like anyone else (Step #2). Only after that does a portion of that new tax revenue — typically 50 to 75 percent — get returned to the company (Step #3), for an agreed-upon number of years spelled out in a contract before any of this starts. Break it down to simple numbers: the company pays us a dollar in new taxes, and we return fifty cents of it. We keep the other fifty cents. No other taxpayer's dollar is involved — the company is, in effect, funding its own incentive out of taxes that didn't exist in our county before they showed up. And it's worth being precise here: this only ever applies to the new taxes tied to the new investment. If a company already had a facility here, they always pay 100% on their existing machinery and buildings — no incentive we offer ever touches what was already on the books before this deal. The incentive only ever applies to whatever's new. Why this matters for your tax bill That "fifty cents we keep" isn't an abstraction — it's police coverage, fire and EMS response times, ensuring clean water flows out of your tap, the trail at the park we mentioned last time. And when the incentive term ends, which every one of them eventually does (typically after 3-5 years), 100% of that new tax revenue starts flowing to the county and cities for good. That's the diversified tax base we talked about in our first post — now you can see the mechanics behind it. What's still ahead We're only three steps into this explainer which may be a six-step process, and I'll be honest with you: there are entire books — real, published, footnoted books — written on the legal structure of local government incentives. Two shorts posts here aren't going to do the subject full justice, and I don't want to pretend otherwise. But we have to start somewhere, and plain language beats no explanation at all. Next time, we'll cover the other half of the six steps: the legally-binding contracts, the annual monitoring, and what happens — including real financial penalties — when a company doesn't hold up its end. That's the safeguard piece and important safety net each of us have as citizens and taxpayers. If there's a piece of this you want us to slow down on, or a question this raised that we didn't answer, send it my way at nhuret@catawbacountync.gov. This series only works if it's answering what you're actually curious about.

Originally published on GrepBeat, July 27, 2026 at https://grepbeat.com/2026/07/27/kathedras-innovative-approach-to-upholstery-automation/ It is estimated that some one out of three upholsterers have chronic musculoskeletal disorders like carpal tunnel and back pain. In Conover North Carolina, an emerging startup called Kathedra wants to do away with that pain and elevate the art of upholstery. It aims to do so by designing automated robots to handle more repetitive, physically demanding tasks like stapling down panels or fastening steel bands. Read the rest of the article on GrepBeat at https://grepbeat.com/2026/07/27/kathedras-innovative-approach-to-upholstery-automation/

by David Mildenberg, originally published here by Business NC, 7/30/2026 Charlotte economist Mark Vitner, a keen observer of the Carolinas business community for decades, recently called Hickory and Catawba County “one of the most important industrial stories in the Southeast right now.” Hickory's pedestrian bridge across Hwy 321 on the city's Aviation Walk, part of the Hickory Trail System In a July 15 report for his Southeast Economic Advisors firm, he notes how the county reflects the “two-speed economy” in which traditional goods production is cutting jobs, while “construction crews and advanced-materials investments are remaking the economic map.” What’s most remarkable, he reports, is that improving prospects in the Hickory region follows a multi-decade slide dating to the mid-1990s. The county’s unemployment rate was about 1.8% in 1999 and the region’s textiles, furniture and optical-cable companies couldn’t find enough workers. But the North American Free Trade Agreement, enacted in 1994, shifted traditional manufacturing to lower-cost nations from the Catawba Valley. It was initially masked by the growing cable business, but the 2001 dot-com debacle hit communications networking very hard, hurting the region. Over the next decade after NAFTA took effect, furniture employment fell by 50%, and has continued to decline. Textile firms that employed about 12,000 now have fewer than 1,500 workers. Unemployment reached nearly 15% in 2010, among the highest rates in the U.S. Many homes in Hickory could be acquired for less than $100,000, Vitner recalls. Fortunately, Catawba County’s fiber manufacturing sector led by Corning and CommScope rebounded and now is powering the region. The companies’ prospects are soaring because data centers require so much fiber, sparking much-publicized plans by Corning to expand aggressively in the region. It has announced major contracts with Big Tech giants Amazon, Nvidia and Meta. The latter company’s business will make Corning’s Hickory plant the largest in global optical cable manufacturing when it comes online next year, Vitner notes. Microsoft has committed at least $1 billion for four data center campuses in Conover, Hickory, Maiden and Newton. The plans stalled, but construction is now underway and promises to have a major impact, says Vitner, who spent much of his career with Wells Fargo and its predecessor Charlotte banks. He also credits Hickory and state leadership for effective “soft infrastructure” investments to make the region more attractive for residents and newcomers. The Catawba Valley Community College, Appalachian State University and Lenoir-Rhyne University campuses make higher education a regional strength, ”The training pipeline is doing real work, not simply granting degrees,” he says. Vitner says the region isn’t “riding a consumer boom or a speculative bubble. It is attracting durable, capital-intensive investment into the high-value end of the economy.” The area has enjoyed “some real leadership,” he says. “It’s encouraging to see Hickory has rolled with the punches, reinvented itself and used assets left behind to prepare for the next thing. It’s great to watch.”

Conover, NC — Control Technologies, LLC is proud to announce its participation in the Defense Advanced Research Projects Agency (DARPA) Lift Challenge, a national competition focused on advancing the future of heavy vertical-lift unmanned aircraft systems. The DARPA Lift Challenge seeks innovative aircraft designs capable of carrying payloads exceeding four times their own weight, with the goal of revolutionizing both military and commercial aerial logistics and transportation capabilities. Control Technologies is among a select group of teams invited to compete in the Challenge, which will take place at the National Museum of the U.S. Air Force in Dayton, Ohio, during August 2026. The competition brings together entrepreneurs, universities, engineers, and technology companies from around the world to demonstrate breakthrough advancements in propulsion, aerodynamics, controls, materials, and systems integration. Participation in the DARPA Lift Challenge reflects Control Technologies' commitment to engineering innovation, advanced automation, aerospace technologies, and the development of practical solutions for complex operational challenges. "We are honored to have the opportunity to participate in the DARPA Lift Challenge alongside some of the world's most innovative engineering teams," said Wes Lampkin, President, Control Technologies, LLC. "This competition aligns perfectly with our culture of innovation and our commitment to developing transformative technologies that solve real-world problems." The company's challenge entry leverages Control Technologies' expertise in engineering design, controls integration, manufacturing, and advanced technology development. Through participation in the competition, Control Technologies aims to contribute to the advancement of next-generation unmanned aerial systems capable of supporting defense, emergency response, infrastructure, logistics, and industrial applications. DARPA announced that more than 100 teams out of 400 plus applications from over 20 countries will participate in the Lift Challenge, competing for a share of $6.5 million in prize funding while advancing the state of the art in heavy-lift aviation.

June 30, 2026 FOR IMMEDIATE RELEASE HICKORY, N.C. — Goldhofer AG, a globally recognized German manufacturer of specialized heavy transport and airport ground support equipment, announced today that it will establish a new North American production facility and United States headquarters at Trivium Corporate Center in Hickory, North Carolina. The company plans to invest more than $20 million and create up to 80 new jobs by the end of 2030. With roots tracing back to 1705 and formal establishment in 1946, Goldhofer has grown from a small forge operation into an internationally recognized leader in premium transport solutions. Headquartered in Memmingen, Germany, the company employs approximately 1,000 people globally and generates annual revenues of approximately €300 million, with manufacturing, service, and sales operations spanning Europe, North America, India, and the Middle East. Goldhofer’s product portfolio includes heavy-duty mechanical and self-propelled trailers for demanding industrial loads, as well as a leading line of airport technology products - including towbarless aircraft tractors used by major airlines worldwide. The new Hickory facility will be constructed on Lot 5 at Trivium Corporate Center, with an initial 80,000-square-foot production hall. Additional phases of development are anticipated, as the company continues to expand its presence in the North American market. Pictured: Goldhofer Tractor shown at Charlotte Douglas International Airport "When we thought about where Goldhofer needs to grow in North America, North Carolina kept rising to the top. Skilled people, solid infrastructure, and a business environment that supports manufacturing. We're committing to the US for the long haul, and Hickory is where we will start the next chapter," said David Weinmann, CEO of Goldhofer Inc. "Welcoming Goldhofer to Catawba County means welcoming a company with deep roots in a manufacturing tradition that our community knows well," said Randy Isenhower, Chair of the Catawba County Board of Commissioners. "Goldhofer joins a strong and growing family of European-headquartered companies that have chosen to invest here, and that is no accident. It reflects the quality of our workforce, the strength of our infrastructure, and the relationships we have built with international industry over many years." Mayor Hank Guess of the City of Hickory added, “When Hickory voters approved the 2014 Bond Referendum, they made a statement about the kind of community we wanted to become. Goldhofer’s arrival — as the project that completes Trivium Corporate Center — is the fulfillment of that vision. This is exactly the kind of advanced manufacturing investment that strengthens our community and creates real opportunity for our residents, and we look forward to a long partnership.” "There is simply no company quite like Goldhofer anywhere in our region," said Jeff Cline, Chair of the Catawba County EDC Board of Directors. "This is the world leader in the design and production of some of the most specialized and extraordinary vehicles on earth — from the heaviest industrial transport equipment to the aircraft tractors that move planes at the world's busiest airports. For our citizens, that means career opportunities that didn't exist here before, and we couldn't be more proud to call them neighbors." Pictured: Goldhofer THP/DC, heavy-duty-dual-lane modular trailer designed for oversized cargo. A public hearing for local incentive consideration is scheduled for today, June 30th at 2:00pm by the Catawba County Board of Commissioners and the Hickory City Council. In addition to Catawba County and the City of Hickory, other key partners in the project include the Economic Development Partnership of North Carolina, NC Department of Commerce, NC Community College System, Catawba Valley Community College, David E. Looper & Company, Ardurra, Parker Poe Consulting, Kohlbecker, Gray AES, Engineering Consulting Services (ECS) and Catawba County Economic Development Corporation. ### For further details, please contact: Nathan Huret, Vice President Catawba County EDC (828) 267-1564 nhuret@catawbacountync.gov

June 23, 2026 FOR IMMEDIATE RELEASE CATAWBA COUNTY, N.C. — In November 2022, Catawba County, the Cities of Conover and Hickory, the Town of Maiden, and the Catawba County Economic Development Corporation announced Microsoft’s plan to invest a minimum of $1 billion in the phased development of four data centers in Catawba County over a 10-year period. Although public interest in data centers was minimal when this project was announced, it has since become part of a much broader national discussion. As our local project has progressed, questions about community impact have been raised. Those questions are fair, and residents deserve clear answers based on the facts of this project, the local utility systems serving it, and the communities directly affected by it. With any development, matters of water usage, infrastructure demands, environmental impact, and community growth deserve thoughtful discussion and transparency. For generations, this region supported furniture, textiles, and manufacturing. As those traditional industries have changed, local leaders have had to adapt by building on what Catawba County already does well by finding new uses for the land, systems, skills, and industrial know-how that have long driven our local economy. Microsoft’s investment in our community is not an isolated project. It is instead part of Catawba County’s larger economic development strategy that has been building over the last 20 years. It reflects our efforts to diversify our manufacturing foundation while embracing our position as fiber optic production capital of the world. This strategic industry cluster, anchored here in Catawba County, supports thousands of well-paying jobs locally and across the region. We cannot ignore the connection between these industries, our existing workforce strengths, and the type of investment our community is now attracting. Together, they represent a competitive advantage for our community. Data centers may look different from traditional manufacturing, but they depend on many of the same fundamentals: reliable utilities, fiber connectivity, skilled trades, construction expertise, maintenance, and workforce training. Those are strengths this region already understands and has spent generations building. This project is not a deviation from Catawba County’s manufacturing history, but the next phase of it. Catawba County is not new to data center development. Apple opened its first data center campus in all of North America in Maiden more than a decade ago, and the broader western North Carolina region is home to major data center investments by established technology companies, including Google in Lenoir and Meta, formerly Facebook, in Forest City. These projects have become part of a regional economy that also includes manufacturing, logistics, healthcare, utilities, education, small business, and public services. Community-First Infrastructure In line with its Community-First Infrastructure commitment, Microsoft’s sites in Catawba County will pay property taxes based on the full value of the buildings, equipment, and infrastructure located on site. The local agreements pursuant to this project are currently being amended to reflect this initiative. Data centers typically generate substantial property value due to the scale of the buildings, equipment, and technology infrastructure involved. At the same time, they generally place lower demand on traditional municipal services than many other types of development. They do not typically create significant school enrollment growth, daily commuter traffic, solid waste collection needs, or frequent police and fire calls for service. That combination matters to residents in a practical way. New taxable investment helps pay for the services and improvements communities count on, including firefighters, police officers, public safety equipment, parks, roads, water and sewer improvements, and other local needs. When major investments help carry that cost, residents and small businesses are not left carrying it alone. Water Use The current drought brings local water capacity into sharp focus and raises legitimate questions about what industries local leaders are trying to attract. Our region’s core legacy industries, including textiles and manufacturing, have historically been intensive water users. Microsoft’s facilities will use water as well, but they are expected to primarily rely on other cooling technologies. Microsoft has also committed through its Community-First Infrastructure initiative to reduce water use, improve data center water efficiency, and replenish more water than it withdraws in the communities where it operates. The City of Hickory provides water service to all data center sites in Catawba County, both existing and under construction. Because these facilities are expected to primarily rely on modern, less water-intensive cooling methods, once fully operational they are projected to use approximately 1% of the City of Hickory’s daily water production capacity. Not all data center projects are created equally. Local governments routinely evaluate whether proposed industry projects can be served by existing and planned infrastructure. Projects with utility demands beyond our ability to responsibly serve are not pursued. Broad national examples involving data centers in chronically water-stressed regions or overburdened local utility systems do not accurately reflect the impact or circumstances of the data center projects currently operating or under construction in Catawba County. Our Local Commitment Local permitting decisions in Catawba County will not determine the future of technology nationally or globally. But they will determine how growth happens in our communities. As this project moves forward, Catawba County and its municipal partners commit to manage growth responsibly, protect our resources, and ensure that any new investment creates lasting benefits for residents. Media Contact Scott Millar, President Catawba County Economic Development Corporation 828-267-1564 | smillar@catawbacountync.gov

HICKORY, N.C. — Catawba Valley Community College (CVCC) and the CVCC Foundation, in partnership with the City of Hickory and regional leaders, celebrated the official ribbon cutting of the Dale Earnhardt Regional Innovation Complex on April 22, 2026—marking a transformative investment in workforce development, innovation, and educational opportunity for the Catawba Valley region. The state-of-the-art facility, located within Hickory’s growing Innovation District, will serve as a hub for hands-on learning, advanced technology training, and regional collaboration. The complex is designed to prepare students, working adults, and industry partners for success in high-demand careers while honoring the legacy of racing legend and skilled tradesman Dale Earnhardt. “This is a truly exciting day for the City of Hickory, for CVCC, and for our entire region,” said Hank Guess, Mayor of Hickory. “This complex represents both remarkable vision and the spirit of collaboration that defines our community. It is more than a facility—it is a keystone landmark that connects education, innovation, and opportunity, positioning Hickory for extraordinary long-term growth.” Dr. Garrett Hinshaw, President of CVCC, emphasized the broader impact of the complex on the region’s future workforce and economy. “Today is about far more than a building—it is about opportunity, vision, and the future we are choosing to build together,” said Hinshaw. “This complex stands as a powerful symbol of what happens when education, industry, and community align. Here, ideas will become prototypes, skills will become careers, and curiosity will turn into confidence.” The Dale Earnhardt Regional Innovation Complex reflects the values of determination, craftsmanship, and hard work that defined Earnhardt’s life—principles that remain central to CVCC’s mission. Through cutting-edge classrooms, simulation labs, and hands-on training environments, the facility will provide an individualized educational experience that connects students directly to meaningful career pathways. Jennifer Jones, CVCC Chief Development Officer and Executive Director of the CVCC Foundation, expressed gratitude for the partnerships that made the project possible, particularly the support of the Dale Earnhardt Foundation. “This facility is more than just a building—it is where passion meets purpose,” said Jones. “It reflects a commitment to hands-on learning and opportunity that mirrors so much of what Dale Earnhardt valued. Here, students are building, creating, and mastering the skills that lead directly to meaningful careers in high-demand fields.” Jones also highlighted the Dale Earnhardt Foundation’s broader impact, including its support of CVCC’s nationally ranked bass fishing team—an initiative that connects to Earnhardt’s personal love for the outdoors and fishing. In a statement, Teresa Earnhardt, representing the Dale Earnhardt Foundation, shared why the organization chose to invest in the project: “CVCC’s Regional Innovation Complex truly honors Dale’s legacy as a champion of the working class. This facility reflects who he was at his core—someone who believed in hard work, hands-on learning, and creating opportunities for others. Dale began his career as a welder inside tanker trucks and understood firsthand the value of skilled trades. What we see here is an individualized educational experience that equips students with the valuable skills they need to build meaningful careers. It’s a valuable tribute to Dale’s journey and the values he carried with him throughout his life.” The complex also stands as a testament to the power of regional collaboration, bringing together CVCC, the City of Hickory, the Hickory Aviation Museum, and numerous public and private partners to create a destination for education and workforce innovation. As the ribbon was cut, community leaders, educators, students, and partners celebrated not just the opening of a new facility—but the beginning of a new chapter for workforce development in Western North Carolina.

CORNING, N.Y. | Corning Incorporated | March 31, 2026 New capacity will supply advanced data centers with U.S.-made technology Corning Incorporated  (NYSE: GLW) and  Meta Platforms, Inc.  (Nasdaq: META) today marked the start of construction on a significant expansion of Corning’s optical cable manufacturing capacity in Hickory, North Carolina, reinforcing their collaboration to support the buildout of advanced AI data centers using technology developed and manufactured in the United States.  The groundbreaking marks a milestone in the multiyear, up to $6 billion agreement between Corning and Meta to accelerate the deployment of the most advanced data centers in the U.S. and to support Meta’s apps, technologies, and AI objectives. Under the agreement, which was announced in January of this year, Corning will supply Meta with its newest innovations in optical fiber, cable, and connectivity solutions. Meta will serve as the anchor customer for the Hickory expansion, which will produce optical cable critical to AI infrastructure. “As America advances its lead in AI, the infrastructure we build today will determine whether we stay ahead tomorrow. High-performance connectivity is at the heart of this work,” said Dan Sachs, Meta’s Vice President of Public Policy – State and Local. “Our partnership with Corning supports our goal of strengthening domestic manufacturing, supporting good jobs in North Carolina, and building a foundation for the next era of American innovation.”  “Today we are breaking ground on a new state-of-the-art manufacturing facility in a critical next step for strengthening the domestic supply chain for AI data centers,” said Hal Nelson, Chief Operating Officer, Corning Incorporated. “Our expansion here in Hickory also opens a new chapter in our longstanding partnership with Meta. It’s a great example of the kind of collaboration Corning values most – helping our customers solve tough challenges by working together to move at the speed and scale that delivers the solutions they need.”  Corning, which currently employs more than 5,000 people in North Carolina, will expand manufacturing capabilities across the state to support the agreement with Meta. The expansion could increase Corning’s employment levels in the state by 15 to 20 percent, reinforcing North Carolina’s role as a manufacturing hub for optical fiber and cable. “As Corning celebrates its 175th year, our partnership with Meta and today’s groundbreaking underscore the importance of our investments in U.S. manufacturing,” said Mike O’Day, Senior Vice President and General Manager, Corning Optical Communications. “North Carolina has been central to Corning’s optical manufacturing leadership for decades, supported by a highly skilled workforce and the strong, long‑standing backing of state and local leaders. We’re grateful for those partnerships and proud to continue expanding advanced manufacturing capacity here to support the next generation of AI infrastructure.” About Corning Incorporated  Corning ( www.corning.com ) is one of the world’s leading innovators in materials science, with a 175-year track record of life-changing inventions. Corning applies its unparalleled expertise in glass science, ceramic science, and optical physics along with its deep manufacturing and engineering capabilities to develop category-defining products that transform industries and enhance people’s lives. Corning succeeds through sustained investment in RD&E, a unique combination of material and process innovation, and deep, trust-based relationships with customers who are global leaders in their industries. Corning’s capabilities are versatile and synergistic, which allows the company to evolve to meet changing market needs, while also helping our customers capture new opportunities in dynamic industries. Today, Corning’s markets include optical communications, mobile consumer electronics, display, automotive, solar, semiconductors, and life sciences Originally published at https://www.corning.com/worldwide/en/about-us/news-events/news-releases/2026/03/corning-and-meta-celebrate-start-of-construction-on-cable-manufacturing-expansion-in-north-carolina-to-support-ai-buildout.html

FOR IMMEDIATE RELEASE March 31, 2026 The  Manufacturing Solutions Center (MSC) , a division of  Catawba Valley Community College (CVCC) , is proud to announce the successful renewal of its ISO/IEC 17025:2017 accreditation.  This renewal was granted by the ANSI National Accreditation Board (ANAB), a global leader in accreditation services, following a comprehensive evaluation of the center's laboratory management and technical operations. ISO/IEC 17025 is the international standard for testing and calibration laboratories. By maintaining this accreditation, the MSC demonstrates its ongoing commitment to technical competence and its ability to produce precise, accurate, and globally recognized test data. "Renewing our ISO 17025 accreditation with ANAB reinforces our role as a trusted partner for U.S. manufacturers," said Jeff Neuville, Director of the Manufacturing Solutions Center. "This 'gold standard' ensures our clients that the results they receive are meeting the highest levels of quality and reliability, which is critical for their success in a competitive global market". The MSC’s accredited scope covers a wide range of specialized testing services essential for the textile, furniture, and personal protective equipment (PPE) industries. Key areas of focus include: Textile & Legwear Performance: Comprehensive testing for apparel, hosiery, socks, and textile-related products, including abrasion resistance, colorfastness, and stretch. Furniture Structural Testing: Rigorous evaluation of furniture durability and safety in accordance with BIFMA standards. PPE & Mask Validation: Critical testing for the efficacy of medical gowns, masks, and other protective equipment in the MSC's dedicated PPE Resource Lab. Physical & Chemical Analysis: Assessment of tensile strength, flammability, pH levels, and antimicrobial properties. The mission of the Manufacturing Solutions Center is to help U.S. manufacturers increase sales, improve quality, and improve efficiency, leading to the creation and retention of US manufacturing jobs.  By providing accredited testing, the MSC helps companies navigate regulatory requirements, such as CPSC third-party testing, and verify product claims for major retailers and marketplaces. Part of Catawba Valley Community College in Hickory, NC, the Manufacturing Solutions Center provides testing, prototyping, and business incubation services to support the growth of manufacturing companies. With an emphasis on textiles and emerging technologies, MSC fosters innovation and economic development throughout the region.  To learn more about the MSC visit www.manufacturingsolutionscenter.org . ###   Jeff Neuville Director, Manufacturing Solutions Center   Manufacturing Solutions Center 301 Conover Station SE, Conover, NC 28613  828.327.7000 x 4102 | www.manufacturingsolutionscenter.org

NEWTON, N.C. – Wanzl North America, a leading solution provider and global manufacturer of retail equipment, and holding the market position of being the largest manufacturer of shopping carts in North America, has announced a significant renovation at its Catawba County facility. With almost four decades of presence in Newton and Catawba County, the German-owned company is set to invest at least $15 million over the next three years, introducing state-of-the-art production technologies to support the growing global market for retail solutions. The investment will create a minimum of 10 new high-skill positions with an average salary of $52,172.  The renovation will not only enhance the company's manufacturing capabilities but also significantly upgrade the facility's employee amenities, including a new, redesigned cafeteria and lounge. This investment underscores Wanzl's commitment to innovation, growth, and its employees in the region. "We are thrilled to continue our investment in Catawba County," said Ben Hinnen, CEO of Wanzl North America. "This expansion demonstrates our commitment to our employees, our belief in the region’s potential, and our continuous improvement mindset. The Newton facility has always been critical for our business, and we are excited for the next phase of growth." Randy Isenhower, Chair of the Catawba County Board of Commissioners, said, "Wanzl's decision to expand here reinforces Catawba County's position as a prime location for global businesses. We are proud of our longstanding partnership with them and look forward to supporting their continued success." Mayor Eddie Haupt of the City of Newton added, "This is a monumental moment for both Newton and Catawba County. Wanzl's commitment to expand and innovate here speaks volumes about the collaborative spirit and business-friendly environment we've fostered. We're excited for the opportunities this brings to our community." Frank Young, Chair of the Catawba County EDC Board of Directors, commented, "This investment by Wanzl is a clear indication of the robust business environment and skilled workforce we have cultivated in Catawba County. Their expansion will undoubtedly spur further economic growth and solidify our reputation as a hub for leading manufacturers." The Catawba County Board of Commissioners and the Newton City Council both held public hearings earlier this month and approved local incentives in support of this expansion. In addition to Catawba County, other key partners in the project included the City of Newton, the Economic Development Partnership of North Carolina, NC Commerce, the NC Community College System, Cushman Wakefield, and Catawba County Economic Development Corporation.  About Wanzl North America Wanzl North America (formerly Technibilt Ltd), located in Newton, North Carolina, is a leading B2B solution provider for Retailers. Founded in 1946 and acquired by Wanzl GmbH & Co. KGaA in 2012, Wanzl North America is the leading manufacturer of shopping carts and enhances retailer’s customers’ shopping experience through superior solutions in design, innovation and customer service. The parent company, Wanzl GmbH & Co. KGaA, is an owner-managed family company in its third generation, with over 4,600 employees, global production sites and sales outlets. Together, Wanzl offers over 100,000 products, solutions, and innovations. Visit Wanzl North America at www.wanzl.com/na . Media Contact: Catawba County Economic Development Corporation Nathan Huret 828-267-1564 nhuret@catawbacountync.gov

Originally published at https://siteselectorsguild.com/redi-sites-round-four/ REDI Sites , a site readiness verification program created by the Site Selectors Guild, has announced its Round Four designations, recognizing 17 industrial sites that have met the program’s criteria for investment rea diness. This round marks a major milestone in the growth of REDI Sites: Michigan, Mississippi, New Mexico, Ohio, and Oklahoma previously had no designated REDI Sites. With this announcement, the newly designated sites become the first REDI Sites in their states—expanding the national map and strengthening coverage for consultants evaluating opportunities across regions. Round Four also includes a notable redesignation: the Rockcastle Megasite in Mt. Vernon, Kentucky advanced from Bronze to Silver after using program feedback to complete additional due diligence and strengthen documentation. The redesignation reflects measurable progress in investment readiness and highlights how communities can use REDI Sites as a roadmap for continuous improvement. Round Four Designated Sites Platinum Las Cruces Innovation and Industrial Park (Las Cruces, NM) Shoals Research Airpark (Muscle Shoals, AL) Gold Bluegrass Innovation Gateway (Harrodsburg, KY) Claremont International Rail Park (Claremont, NC) I-85 Corporate Center (Lexington, NC) Industria Centre Site #3 (Muncie, IN) Moberly Area Industrial Park (Moberly, MO) Pathway Park (Chilhowie, VA) Railhub South (Corinth, MS) Silver Ecorse and Belleville Road Rail Park (Belleville, MI) Mississippi River Inland Port Complex (Vicksburg, MS) ParkEast Site (Goldsboro, NC) Rockcastle Megasite (Mt. Vernon, KY) Sage Mill Site 6 (Aiken, SC) Bronze Fair Oaks Industrial Park (Tulsa, OK) Fostoria Industrial Site (Fostoria, OH) McKeown Property Site (Moberly, MO) What’s Next REDI Sites will continue evaluating additional candidate sites through upcoming rounds. Communities interested in participating can learn more about the process, documentation expectations, by contacting Nicki Dallison at Nicki@SiteSelectorsGuild.com About REDI Sites REDI Sites is a site readiness verification program created by the Site Selectors Guild to provide a standardized, consultant-informed approach to evaluating industrial site readiness. The program helps communities identify gaps, strengthen documentation, and increase visibility to the site selection community.