logo
Yaskawa America bringing North American headquarters and 700 jobs to Franklin

Yaskawa America bringing North American headquarters and 700 jobs to Franklin

Yahoo17 hours ago

Yaskawa America is relocating its North American headquarters to Franklin − bringing 700 jobs and a $180 million investment.
The robotics manufacturer is consolidating its Waukegan, Illinois, North American headquarters and its Milwaukee-area industrial operation into one Franklin campus over the next eight to 10 years.
The consolidated operations will be in Franklin Business Park campus, at 2 World Packaging Circle. That's according to a June 13 announcement from Gov. Tony Evers, Wisconsin Economic Development Corp., and Yaskawa America.
Franklin Mayor John Nelson called Yaskawa America a 'wonderful community partner."
"We are grateful to Milwaukee 7 (M7) and WEDC for working with us over the last 22 month(s) to make this happen," Nelson wrote on his Mayor John Nelson - Franklin, WI Facebook page. M7 is southeastern Wisconsin's economic development organization.
The new 800,000-square-foot headquarters will include training, lab building, manufacturing and packaging facilities, along with robotics and semiconductor production operations, according to the company.
As part of the expansion into southeastern Wisconsin, Yaskawa America also plans to begin manufacturing robots in Franklin that will ship to customers or be integrated into production lines at the company's Ohio facility.
'I am really excited to be celebrating Yaskawa's decision to relocate its headquarters to Wisconsin and expand its footprint here in the Badger State, bringing with them millions of dollars in capital investment in Southeastern Wisconsin and hundreds of high-quality, family-supporting jobs,' Evers said in a statement.
WEDC plans to provide up to $18 million of Enterprise Zone tax credits. The exact amount is contingent on how many jobs are created and the amount of capital investment.
Missy Hughes, WEDC secretary and CEO, said Yaskawa America is a perfect fit for Wisconsin with the company's 'emphasis on advanced manufacturing and cutting-edge technology.'
Mike Knapek, CEO of Yaskawa America, said the company looks forward "to a strong future of growth and innovation in Franklin."
Yaskawa America manufactures industrial robots, solar inverters, low and medium voltage AC drives, and motion control products, according to its website.
These products are used in such industries as automotive, machine tool, solar, oil and gas and HVAC.
The company is celebrating its 110th anniversary globally with 58 years of sales and manufacturing in the United States.
Contact Erik S. Hanley at erik.hanley@jrn.com. Like his Facebook page, The Redheadliner, and follow him on X @Redheadliner.
This article originally appeared on Milwaukee Journal Sentinel: Yaskawa America bringing headquarters and 700 jobs to this suburb

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Audit of Milwaukee Public Schools; Gov. Evers proposes instructional changes
Audit of Milwaukee Public Schools; Gov. Evers proposes instructional changes

Yahoo

time9 hours ago

  • Yahoo

Audit of Milwaukee Public Schools; Gov. Evers proposes instructional changes

The Brief The second of two independent audits of Milwaukee Public Schools was released on Friday, June 13. A February audit offered 29 recommendations, such as restructuring the MPS central office and preventing retaliation. This latest audit proposes "recommendations for systemic instructional changes at MPS." MADISON, Wis. - Gov. Tony Evers released on Friday, June 13, the second of two independent audits of Milwaukee Public Schools (MPS). The first was released in February. With this latest audit, the governor is proposing "nearly 40 actionable recommendations for systemic instructional changes at MPS to accelerate student outcomes and well-being," a news release says. What we know The governor announced in 2024 that he would be providing the necessary resources to conduct two outside, independent audits of MPS. Evers directed $5.5 million to support both efforts. FREE DOWNLOAD: Get breaking news alerts in the FOX LOCAL Mobile app for iOS or Android The first audit was released in mid-February. It identified three goals for the district to achieve in the short and long term. It also offered 29 recommendations, such as restructuring the MPS central office and preventing retaliation. The latest audit report was released publicly on Friday. It relates to the instructional policies and methodologies at MPS, including classroom learning environments, efforts to support educators and their work in the classroom, professional development and coaching policies to provide more opportunities for educator and staff growth, and addressing external factors affecting classroom learning, among other areas. Dig deeper The second audit identifies 38 actionable recommendations for MPS: Establish a focused vision for teaching and learning for MPS; Create clear expectations, measurable goals, and an action plan aligned with the district's vision; discontinue any initiatives that do not align; Restructure central office roles to explicitly support the newly established vision and create robust structures for collaboration aligned to goals and action items; Clarify how specialized school structures fit into the district vision and align systems and supports to maximize their impact; Consolidate the number of grade configurations to allow for increased focus and collaboration across schools; Set clear expectations for instructional leadership and hold principals accountable consistently across the district; Restructure the principal supervision to ensure that support is focused on improving teaching and learning and cultivating an exceptional student experience; Re-envision professional development for principals to prioritize instructional leadership and alignment with the district's vision; Implement a strategic staffing process to ensure that high-need and specialized schools have principals whose skill sets match school needs; Consider procedures and incentives that ensure the highest-need schools are staffed and supported appropriately by highly qualified teachers; Utilize data on student performance, implementation of evidence-based practices, and stakeholders' experience to make staffing decisions; Create a professional development plan that is clearly and narrowly focused on the implementation of the district's vision and goals; Prioritize job-embedded support over districtwide professional learning sessions where possible to allow for customization and ensure that professional development time is meaningful and directly applicable to teacher practice; Create and protect space in teachers' schedules for authentic, structured collaboration at least weekly and provide robust training and coaching on the Professional Learning Communities (PLC) process; Generate buy-in from teachers by emphasizing the rationale and research behind key district-adopted materials; Create concrete guidance for how to implement district-adopted resources, including curriculum maps, pacing guides, and clarity on the appropriate use of supplemental programs; Create a realistic plan for the implementation of new curricula, including all training and support, even if that means slowing down adoption and implementation processes; Implement a lesson internalization process embedded within PLCs; Require all teachers, school leaders, and district leaders to complete comprehensive training in Structured Literacy; Create clear guidance for schools and teachers to implement Structured Literacy, including timing, pacing, use of resources, and guidance for tier I, tier II, and tier III instruction; Align systems to support the implementation of Structured Literacy, including modeling and coaching, walkthrough protocols, PLCs using Aimsweb data, and intervention structures; Create systems at the district level to hold all schools accountable to high expectations that are clearly aligned to the district vision; Create systems for communication, including clear norms for how and when information is shared, from senior leadership to school-based staff, that empower staff and promote collaboration; Systematically identify, celebrate, and analyze successes so that best practices can be shared across the district; Revisit enrollment procedures for schools that offer specialized opportunities (e.g., Montessori, Bilingual Dual Language, IB, STEM, Fine Arts, etc.) to ensure equitable access for all students; Reprioritize funding and/or partner with community organizations to supplement extracurricular opportunities in schools that do not currently have robust options for their students; Create a districtwide vision for positive student culture and evidence-based disciplinary practices; Support all staff in collectively implementing foundational routines and strategies for proactive classroom and school management; Collaborate with school staff about the process for addressing serious behavior incidents and clearly communicate the rationale for consequences that are aligned with the district vision; Consider structural and policy changes at the district level to address disparities in suspensions, including grade configuration and resource allocation; Create a vision and set measurable goals for family partnership and advocacy in MPS that are aligned with evidence-based best practices; Clarify the Parent Coordinator role and set clear expectations for their work; Provide training for staff aligned to the district's vision and focused on evidence-based strategies for family engagement; Build systems to seek authentic feedback from families on focused topics and clearly communicate how feedback is implemented; Fully leverage Parent Engagement Organizations and the District Advisory Council in strategic planning; Provide training and guidance for teachers focused on building relationships with families and fostering two-way communication; Set clear, measurable goals for family engagement at the school and district level and collect data to monitor progress and identify successes; and Create a PLC structure for Parent Coordinators to monitor school goals, brainstorm solutions to tough challenges, and amplify strategies that are proven to be effective. SIGN UP TODAY: Get daily headlines, breaking news emails from FOX6 News What we know MGT Impact Solutions LLC conducted the independent audit of MPS. The Source The information in this post was provided in a news release from the office of Wisconsin Gov. Tony Evers.

Life Science Labs Signal Shifting Strategies Amid New Economic Pressures, According to Survey of 550+ Researchers
Life Science Labs Signal Shifting Strategies Amid New Economic Pressures, According to Survey of 550+ Researchers

Yahoo

time10 hours ago

  • Yahoo

Life Science Labs Signal Shifting Strategies Amid New Economic Pressures, According to Survey of 550+ Researchers

ARLINGTON, Va., June 13, 2025 /PRNewswire/ -- New survey insights reveal a measurable shift in how life science labs are responding to global financial uncertainty, rising operational costs, and upcoming U.S. tariff policies. Based on responses from more than 550 academic and industry researchers, the latest data from BioInformatics' Beyond the Bench series captures how lab priorities, purchasing decisions, and funding strategies have evolved from January to mid-April 2025—offering a rare pre- and post-policy view of market sentiment. While the first wave of the survey was fielded prior to the announcement of new tariff policies, the second wave offers a timely comparison as labs began adjusting to anticipated policy changes under the Trump administration and broader macroeconomic pressures, including inflation, tightened research budgets, and supply chain strain. Click here to download the Lab Budgets & Funding Survey Key Survey Findings Include: Funding confidence is declining, with only 57% of labs reporting confidence in securing 2025 funding—down from 66% in the first wave. Financial strain is hitting North American labs harder than those in Europe: 46% report new funding challenges (vs. 21% in Europe), and over half are considering personnel cuts, compared to just 28% in Europe. 42% of labs cite new concerns about securing funding through year-end, signaling heightened financial risk across the sector. Cost-saving strategies are accelerating, including resource sharing, supplier renegotiations, outsourcing, and delayed equipment purchases. These findings reflect shifting institutional priorities and underscore the growing need for timely, market-aligned planning as labs face increased constraints and financial pressure. "By fielding this survey before and after key policy announcements, we're able to offer a real-time snapshot of how labs are adjusting to economic volatility," said Richa Singh, VP, Market Insights at BioInformatics. "As tariff policies begin to reshape lab planning, companies need focused, evidence-backed insights to align their strategies. This data helps commercial teams track funding sentiment, adapt messaging, and make confident, evidence-based decisions—especially in a market where priorities can change within weeks." About Beyond the Bench Beyond the Bench is a free monthly intelligence series created by BioInformatics to help life science and diagnostics companies understand how customer sentiment and commercial priorities are shifting—particularly during times of uncertainty and industry disruption. Powered by the Science Advisory Board, BioInformatics' proprietary network of over 55,000 life science professionals, each report delivers survey-based insights on market trends, strategic shifts, and buyer behavior. The series was launched to provide a clear, unbiased view into the evolving challenges facing researchers and decision-makers—giving commercial teams actionable guidance to align strategy, messaging, and resource planning with what matters most to their customers. Access & Get Involved: Download the Lab Budgets & Funding Survey Sign up to receive monthly Beyond the Bench reports Join the Science Advisory Board — qualify to participate in surveys, earn rewards, and shape the future of scientific research. About BioInformatics BioInformatics, part of the Science and Medicine Group, is a leading market research and advisory firm serving the life science and diagnostic industries. The company delivers custom and syndicated research powered by a proprietary global panel of more than 55,000 professionals. View original content to download multimedia: SOURCE BioInformatics Inc.

Alpargatas Inks Deal With The Eastman Group For Havaianas In North America
Alpargatas Inks Deal With The Eastman Group For Havaianas In North America

Yahoo

time11 hours ago

  • Yahoo

Alpargatas Inks Deal With The Eastman Group For Havaianas In North America

Havaianas owner Alpargatas S.A. is shifting gears in the North American market. The São Paulo-based company disclosed on Friday that it has signed an exclusive distribution agreement for the Havaianas brand of flip-flops for the U.S. and Canada with The Eastman Group. The pair will work together throughout 2025 on a transition process so the new model to have it ready in time for the 2026 season. More from WWD Hailey Bieber's Rhode Earned $20 Million in Media Exposure After E.l.f. Beauty Acquired the Brand for $1 Billion Colin Walsh to Step Down as CEO of P&G's Specialty Beauty Division Design Firm Dexelance Opens China Office to Fuel Expansion The move essentially shifts Alpargatas' operating model from direct operation to distribution. Alpargatas will remain focused on brand building, 'strengthening Havaianas brand power while focusing in portfolio assertiveness and brand competitiveness, aligned with Havaianas brand positioning and global strategy,' it said. The agreement includes an initial term of four years, and does not 'foresee any initial cash outflow for any party.' The terms of the agreement allow for an extension, either when certain metrics are met or by mutual agreement. The Eastman Group has operated in the U.S. market since 1939, and has a relevant presence in the footwear, apparel and lifestyle categories. It has U.S. distribution centers on both coasts, and relationships with major retailers across different distribution channels. Eastman counts over 30 distributed or licensed brands within its portfolio base. Alpargatas said the strategic partnership provides it with cost efficiency as it relies on a leaner local structure, In addition, it leverages the firm's presence in strategic channels via the expansion of the distribution network. Pedro Baptista, equity analyst for apparel, footwear and textiles in Latin America at Jefferies, has a 'buy' rating on shares of Alpargatas. He said North America accounted for 4 percent of group revenues and 16 percent of international in 2024. He described that deal with Eastman as a 'key strategic step' in North America. 'Alpargatas has historically been profitable in Europe, but the U.S. direct distribution model failed,' the analyst wrote in a research note. He said the new partnership is the step in the right direction, and that it could potentially lead to a licensing model. Eastman's portfolio of brands include Hurley, Eddie Bauer, Chaps, and Treton. Alpargatas also owns a 49 percent stake in Rothy's. Baptista noted that Brazilian firm has a call option to acquire the additional Rothy shares in 2025. In March, Gigi Hadid was named Havaianas' global brand ambassador. Havaianas' last celebrity partnership was a collaboration in 2023 with 'Euphoria' actress Barbie Ferreira, inspired by vintage Rio de Janeiro interior design and her Brazilian roots. And last month, Dolce & Gabbana and Havaianas launched an exclusive capsule that redefined the flip-flop with luxe details for summer. Best of WWD All the Retailers That Nike Left and Then Went Back Mikey Madison's Elegant Red Carpet Shoe Style [PHOTOS] Julia Fox's Sleekest and Boldest Shoe Looks Over the Years [Photos]

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into the world of global news and events? Download our app today from your preferred app store and start exploring.
app-storeplay-store