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w w w . i n s i g h t o n b u s i n e s s . c o m M a y 2 0 1 6 • I NSIGH T | 27 president of information technology and information systems. "It's a serious company that brings its values to the table every day." Employee turnover is less than 1 percent, while the average tenure is 11 years. Inside one of the production buildings there is a sign designating members of the Old Faithful Club celebrating long-term service to the company, and there have been a steady stream of 50-year anniversaries. Some of the credit certainly goes to the lifestyle of the surrounding area and how Marion Body Works fits into the community. It is certainly one of the destination employers for the region, and the company accommodates an outdoor lifestyle. Local fishing holes are within a few minutes' walk and the company has been known to grant a half-day off to deer hunters who need a little more time to track a prize buck. "If you like to hunt and fish, where else would you want to be?" Ignacio says. While the company draws its workforce from a wide geographic area, the commute does not seem to be a deterrent. For some of the company's professional positions such as engineering, it has had to recruit outside the region, but it fills most of its labor needs locally. It can always use more skilled labor in areas such as welding, and has taken an aggressive stance for training its own. "We'll teach you to weld and then we will keep you challenged," Ignacio says. Company leadership has also proven itself open to employee-driven suggestions for improving the production process. When Marion Body Works added its most recent production lines, it was employees who suggested the air and power lines be concealed in spaces under the manufacturing floor. e end-result was fewer exposed hoses and cords and a safer, more productive workspace. "I think the family-owned aspect creates a much different experience," says Nathan Nick, vice president of operations. "We are doing a lot to attract talent and we've had success finding people." Looking ahead W ith the Great Recession and family succession in the rearview mirror, Ignacio and the leadership team at Marion Body Works are now focused on continuing to grow the company. With defense spending contracting the past few years, the company has emphasized its cab and truck body business, particularly its custom engineered vehicle bodies. e company has also refined its production process and worked with customers on just-in-time delivery to avoid stockpiling expensive inventory. It's all part of living up to the company's core values, which include the simple axiom "do what you say you are going to do." "You always have to be thinking about doing it better," Ignacio says. Forum, says Meridith Jaeger, executive director. e company didn't just attend the meetings, but instituted the things they learned about and practiced them. "ey had a plan, which I'm sure they expected was long- term, but it helped them through a critical time of stress," she says. "It was important for the employees, customers, vendors and the community to understand how things would go forward." Culture of success B ut there is much more to Marion Body Works' success than a penchant for planning. In addition to building a sound path for the company's management and financial future, a unique company culture has also been forged. While the company is almost always hiring, it's more likely the result of growth than employee departure. "is company has one of the best-gelled management teams that I have ever seen," says Vincenzo Speziale, vice "It was critical they had the plan in place. The ownership really feels a responsibility to the greater community. They had a consistent message that was key. Yes, there was going to be a void, but the company was not without a leader and would move forward." — Mike Foley, 27-year veteran of Marion Body Works