Ford Motor Co. has struck a deal with Amazon.com Inc. to sell certified used cars through its e-commerce website, becoming the second major automaker to reach customers through the massive online retailer.
Ford joins Hyundai Motor Co. on the Amazon Autos portal, which allows car buyers to browse, finance, and purchase a used car by clicking on the familiar “add to cart” icon. Hyundai began selling new cars through the platform late last year, but Ford is only offering its “Blue Advantage” certified used cars on the site, the second-largest U.S. automaker said Monday in a statement.
Car buyers will take delivery of their vehicles through Ford dealers participating in the program. So far, Ford dealers in Los Angeles, Seattle, and Dallas have signed up, but Ford plans to roll out the program nationally in the coming months. The automaker said about 200 of its 2,800 dealers nationwide have expressed interest in selling on Amazon.
Ford’s move comes as consumers are looking for simpler and faster ways to buy cars and are increasingly patronizing online car sellers such as Carvana Co. and CarMax Inc.
It also comes at a time when average new car prices have topped a record $50,000 and more mainstream buyers are turning to used car lots to find something they can afford. The average price of a three-year-old used car was $31,067 in the third quarter, the highest in three years, according to automotive researcher Edmunds.com.
Some auto manufacturers have attempted to emulate Tesla Inc.’s online sales model that bypasses traditional dealers, but Ford is working with its independent retailers to sell on Amazon.
“Everyone has an Amazon account,” Wendy Lane, senior manager of Ford’s Blue Advantage unit, said in an interview. “Knowing that it is a trusted source for consumers and having our vehicles listed there, we’re really excited to see how it works and how well consumers adopt it.”
Ford’s goal is to drive traffic to its dealers used-car lots so that car buyers stay in “Ford’s ecosystem” for service and future purchases, Lane said.
The company will take what it learns from selling certified used cars on Amazon to see if it eventually wants to add new cars to the online retailer’s automotive storefront.
The used vehicles will be sold at a set price, with no haggling. They will have received multipoint inspections, and Ford will offer limited warranties of up to one year or 12,000 miles. The Amazon search tool enables buyers to see a vehicle’s service history and condition reports.
“By working with exceptional Ford dealers who share our commitment to customer service, we’re creating a car buying experience that combines trusted vehicle certification with the convenience Amazon is known for,” Fan Jin, global leader of Amazon Autos, said in a statement.
WASHINGTON — More people are falling behind on paying their bills to keep on the lights and heat their homes, according to a new analysis of consumer data — a warning sign for the U.S. economy and another political headache for President Donald Trump.
Past-due balances to utility companies jumped 9.7% annually to $789 between the April-June periods of 2024 and 2025, said the Century Foundation, a liberal think tank, and the advocacy group Protect Borrowers. The increase has overlapped with a 12% jump in monthly energy bills during the same period.
Consumers usually prioritize their utility bills along with their mortgages and auto debt, said Julie Margetta Morgan, the foundation’s president. The increase in both energy costs and delinquencies may suggest that consumers are falling behind on other bills, too.
“There’s a lot of information out there about rising utility costs, but here we can actually look at what that impact has been on families in terms of how they’re falling behind,” Margetta Morgan said.
Troubles paying electricity and natural gas bills reflect something of an economic quandary for Trump, who is promoting the build-out of the artificial intelligence industry as a key part of an economic boom he has promised for America. But AI data centers are known for their massive use of electricity, and threaten to further increase utility bills for everyday Americans.
These troubles also come as Trump faces political pressure from voters fed up with the high cost of living. The president spoke about the economy and affordability issues Monday at an event hosted by the McDonald’s fast food company.
“We have it almost at the sweet spot and prices are coming down on different things,” Trump said at the event, adding that inflation has been “normalized” at a “low level.”
Trump has put a particular emphasis on prices at the pump. Gasoline accounts for about 3% of the Consumer Price Index, slightly less than the share belonging to electricity and natural gas bills — meaning that possible savings on gasoline could be more than offset by higher utility bills.
The president maintains that any troubling data on inflation is false and that Democrats are simply trying to hurt his administration’s reputation.
“In fact, costs under the TRUMP ADMINISTRATION are tumbling down, helped greatly by gasoline and ENERGY,” Trump posted on social media Friday. ”Affordability is a lie when used by the Dems,”
Nearly 6 million households have utility debt “so severe” that it will soon be reported to collection agencies, according to the foundation’s analysis, drawn from the University of California Consumer Credit Panel.
During Trump’s first six months in office, there was a 3.8% increase in households with severely overdue utility bills.
“Voters are frustrated and families are hurting because these tech giants are cutting backroom deals with politicians, and it’s causing their power bills to go up,” said Mike Pierce, executive director of Protect Borrowers. “If the Trump administration doesn’t want to do its job and protect families and make life more affordable, I guess that’s its choice.”
Both Margetta Morgan and Pierce previously worked at the Consumer Financial Protection Bureau, a government agency formed in part to track trends in household borrowing to prevent potential abuses. The Trump administration has essentially shut down the bureau.
The administration has so far said it has no responsibility for any increases in electricity prices, since those are often regulated by state utility boards. The White House maintains that utility costs are higher in Democratic states that rely on renewable forms of energy.
“Electricity prices are a state problem,” Treasury Secretary Scott Bessent told ABC News this month. “There are things that the federal government can control. Local electricity prices are not one of them.”
The new analysis of utility bills by the groups counters that the Trump administration is contributing to higher utility costs “by impeding renewable energy generation” including solar and wind power.
While that analysis is a warning sign, other economic analyses on consumers suggest their finances are stable despite some emerging pressures.
The New York Federal Reserve has said delinquency rates of 90 days or more for mortgages, auto loans, and student debt have each increased over the past 12 months, though it said mortgage delinquencies are “relatively low.” An analysis of debit and credit card spending by the Bank of America Institute showed that consumers’ “overall financial health looks sound.”
The families of two Mexican nationals killed in a Northeast Philly jet crash have filed a wrongful-death suit against a medical airline, alleging its negligence was responsible for the Jan. 31. disaster that killed eight people, seriously injured at least 20 more, and devastated a neighborhood.
The complaint, filed Monday in Philadelphia’s Court of Common Pleas, was brought by the estates of Raul Meza Arredondo and Lizeth Murillo Osuna against Med Jets, a Mexican air carrier that operates specialized airplanes for medical transport.
Osuna was homebound for Tijuana following her young daughter’s successful medical treatment at Shriner’s Hospital when the Learjet 55 abruptly dove about a minute after takeoff from Northeast Philadelphia Airport and slammed into Cottman Avenue.
Osuna and her daughter, 11-year-old Valentina Guzman Murillo, were killed instantly, along with the pilot, co-pilot, a paramedic, and Arredondo, a pediatrician.
The suit broadly accuses Med Jets of “carelessness, negligence, and recklessness” for failing “to ensure the aircraft was in a safe and operable condition.”
It notes details from a still-ongoing federal investigation — which revealed that the “black box” and other components on the jet were inoperable — and an earlier fatal crash involving a Med Jet plane in Mexico. It leaves open the possibility that the Tijuana-bound plane could have crashed due to pilot error.
“Today’s filing is an important step on behalf of the victims of this tragedy to hold those responsible for this deadly crash fully accountable,” said Jeffrey P. Goodman, an attorney with Saltz Mongeluzzi & Bendesky, who represents the estates of two families. “Unfortunately, given the lack of functioning onboard recording systems, much remains to be determined as to the cause of this crash.”
The complaint, which seeks unspecified compensatory damages, also names as defendants still-unidentified people “responsible for inspection, maintenance, repairs” of aircraft operated by Med Jets, and corporations involved in the manufacture of Learjet components.
A spokesperson for Med Jets did not immediately respond to a request for comment.
The crash occurred after 6 p.m. on a Friday. After plummeting 1,650 feet at more than 235 miles per hour, the jet left a crater that the suit says resembled one created by heavy military artillery. The black box was buried eight feet in the ground.
A 37-year-old Mount Airy motorist was killed when the jet’s fuel set his car ablaze.A passenger in the same vehicle was critically injured and succumbed to her injuries in April. The driver’s 9-year-old son also suffered serious burns, requiring extensive medical treatment.
The scope of damage to nearly six blocks of rowhouses and businesses near the Roosevelt Mall has already led aMexican insurer for Med Jets, which also does business as Jet Rescue Air Ambulance, to preemptively file an action in federal court, pleading that claims related to the incident would far exceed a $10 million limit on the carrier’s policy.
The city of Philadelphia alone reported more than $2.5 million in damages related to the local emergency response effort, and the case has already drawn dozens of other claimants. The insurer has requested that a federal judge oversee distribution of the limited funds.
The defective black box, referenced in the lawsuit, left National Transportation Safety Board investigators with few clues as to what occurred on board in the moments leading up to the crash.
Their efforts were further frustrated by the sheer force of the impact and an ensuing blaze, which incinerated much of the plane wreckage.
William L. Elkins, 93, of Coatesville, pioneering research immunologist at what is now the University of Pennsylvania’s Perelman School of Medicine, associate professor emeritus of pathology and laboratory medicine, innovative longtime Angus cattle rancher in Chester County, avid sailor, and veteran, died Tuesday, Nov. 11, of complications from pneumonia at Chester County Hospital.
The great-great-grandson of Philadelphia business tycoon William Lukens Elkins, Dr. Elkins fashioned his own distinguished career as a scientist, medical researcher, and professor at Penn from 1965 to 1985, and owner of the Buck Run Farm cattle ranch in Coatesville for the last 39 years.
At Penn, Dr. Elkins conducted pioneering research on how the human immune system fights infection and disease. He collaborated with colleagues in Philadelphia and elsewhere around the country to provide critical new research regarding bone marrow transplants and pediatric oncology.
His work contributed to new and more effective medical procedures at Penn, Children’s Hospital of Philadelphia, and elsewhere, and he instructed students and residents at Penn. But his lifelong love of the fields and rolling hills he roamed as a boy in Chester County never faded, he told Greet Brandywine Valley magazine in 2023.
Dr. Elkins was a lifelong outdoorsman.
“Farming is in my blood,” he said. “So even when I went to medical school and all that, the enthusiasm never left, and I wanted to go back to it.”
So he retired from medicine at 53, and he and his wife, Helen, bought nearly 300 acres of the old King Ranch on Doe Run Church Road in Coatesville. She kept the books and looked after the business. He became an expert on breeding cattle and growing the high-energy grass they eat.
Wearing floppy hats and riding a colorful ATV from field to field, Dr. Elkins worked his land for decades. He mended fences and tended daily to his 120 cows, heifers, and prize bulls.
He championed holistic regenerative farming and used new scientific systems to feed his cattle. He rejected commercial fertilizer and knew all about soil composition, grass growing, and body fat in cattle.
Dr. Elkins and his wife, Helen, married in 1966.
In a 1995 Inquirer story, he said: “Cattle are just like anyone else. If you just turn a few cattle out in a great big field, they will wander around, eat the grass they like best, and leave what they don’t want. That means the less desirable grasses tend to predominate.”
He traveled the country to confer with other cattlemen and helped found the Southeast Regional Cattlemen’s Association in 1994. He sold his beefsteaks, patties, jerky sticks, and kielbasa grillers to private customers online and to butchers and restaurants.
At least one local chef featured an item on the menu called Dr. Elkins’ Angusburger. Lots of folks called him Doc.
He earned his medical degree at Harvard University in 1958 and served two years in the Navy at the hospital in Bethesda, Md. He was a surgical intern in New York and discovered that he preferred the research lab. Before Penn, he worked at the Wistar Institute of biomedical research.
Dr. Elkins graduated from St. Mark’s School in Massachusetts in 1950.
Away from the lab, Dr. Elkins was an ocean sailor, expert navigator, and former boat club commodore. He was active with the Brandywine Conservancy, Natural Lands, and other groups, and was lauded by national organizations for his wide-ranging conservation and wildlife efforts.
He made his farm a haven again for the bobolink grassland songbird and other migratory birds and butterflies that had dwindled. “Buck Run Farm is more about growing grass and trees than beef,” he told Greet Brandywine Valley. “We’re blessed by the land.”
William Lukens Elkins was born Aug. 2, 1932, in Boston. He lived on the family dairy farm in Pocopson, Chester County, when he was young, went to boarding school in Massachusetts for four years, and earned a bachelor’s degree in biology at Princeton University.
He met Helen MacLeod at a party in Washington, and they married in 1966 and had a daughter, Sheila, and a son, Jake. They lived in Center City, Society Hill, and Villanova before moving to the farm. “He was easy to be with,” his wife said.
Dr. Elkins enjoyed sailing and fishing.
Dr. Elkins loved nature, fishing, and baseball, and he followed the Phillies, the Flyers, and other sports teams. “He had a wonderful bedside manner,” his daughter said. “He was a great listener. He really knew how to support people.”
His son said: “He was unassuming and direct. He spoke his mind. He connected with so many different people. He was curious about the world around him.”
His wife said: “He was thoughtful and always concerned about people. He had good humor. He was fun.”
In addition to his wife and children, Dr. Elkins is survived by five grandchildren and other relatives. A sister died earlier.
This article about Dr. Elkins and his ranch appeared in The Inquirer in 1995.
Tower Health’s preliminary financial report in August for fiscal 2025 showed a $5.9 million operating profit, a gain that came thanks for the sale of a shuttered hospital in Chester County.
But that apparent annual profit, the Berks County nonprofit’s first since 2017, turned into a $20.6 million loss when Tower released its annual audit.
Auditors from KPMG decided that Tower should boost medical malpractice reserves and give up on collecting millions owed by patients, Tower said in a statement.
“As part of our standard accounting process, the audited financials for the full year reflect increased malpractice insurance reserves and final adjustments to accounts receivable,” Tower said.
Most of the $26 million swing to a loss came from medical malpractice, but Tower also reduced what is called patient accounts receivable, representing unpaid bills, to $236.6 million from $251.6 million in August’s preliminary results, according to Tower’s audited financial statements that were published Friday.
Separately, Tower reported a $15.9 million operating loss for the three months that ended Sept. 30. That loss was a bit bigger than the $14.2 million loss in the same period last year. Tower’s revenue for the quarter was $501 million, up 4% from $479.8 million last year.
The results for the first quarter of 2026 did not include expenses for Tower’s layoff of 350 employees, or about 3% of its workforce, earlier this month. The cuts hit Pottstown Hospital particularly hard. Tower is eliminating 131 jobs there and eliminating some services.
The closures include the combined intensive care/critical care unit, the Pottstown location of the McGlinn Cancer Institute, and the hospital’s endoscopy center.
Two unions that represent Pottstown employees, the Pennsylvania Association of Staff Nurses and Allied Professionals and SEIU Healthcare Pennsylvania have decried the cuts and called on management to engage in discussions on how to preserve jobs and services.
Members of the Transport Workers Union Local 234 on Sunday, Nov. 16 voted to authorize a strike if union and SEPTA negotiators can’t reach an agreement on a new contract.
Shortly before the current contract ran out at 11:59 p.m. on Nov. 7, TWU’s new president, Will Vera, urged union members to stay on the job. In an unusual move, he delayed a strike vote at the time of contract expiration, saying he had hope that a deal could be reached without the usual brinksmanship.
“We’re asking you to please continue to come to work and put money aside. We want you to be prepared in case we have to call a work stoppage,” he told members in a video at the time.
Local 234 leaders say they’re prioritizing a two-year deal with raises and changes to what the union views as onerous work rules, including the transit agency’s use of a third party that Vera said makes it hard for members to use their allotted sick time.
In a statement, SEPTA said it was aware of the authorization vote and is committed “to continue to engage in good-faith negotiations, with the goal of reaching a new agreement that is fair.”
2023 Fraternal Order of Transit Police Lodge 109 (three days)
SEPTA police officers walked off the job after bargaining with the transit agency for almost nine months, largely over the timing of a 13% pay raise for members. The agreement, partially brokered by Gov. Josh Shapiro, came amid heightened fears about safety on public transit and a funding crisis for SEPTA.
TWU Local 234 walked off the job for six days; the biggest issue was retirement benefits. SEPTA’s contributions toward union members’ pensions did not rise in tandem with wages when workers made more than $50,000. Managers’ pension benefits were not capped. The union also wanted to reduce out-of-pocket health-care costs and win longer breaks for bus, trolley, and subway operators between shifts and route changes.
SEPTA and the union reached an agreement Nov. 7, the day before the general election. Democrat Hillary Clinton’s presidential campaign was worried about voter turnout, and the city sought an injunction to end the strike. It proved unnecessary.
Talk about leverage. TWU was ready to strike just before the first home game of the World Series between the Phillies and the New York Yankees. Gov. Ed Rendell pushed the two sides to continue talking, and the transit workers waited to walk out until three hours after the end of Game 5, the last in the series played at Citizens Bank Park.
It was a bitter strike, coming just a year after the stock market’s meltdown started the Great Recession. TWULocal 234 President Willie Brown called himself “the most hated man” in Philadelphia. Mayor Michael Nutter was harshly critical. Brown called him “Little Caesar.”
The strike was settled Nov. 7 with a deal on a five-year contract. Transit workers got a $1,250 bonus, a 2.5% raise in the second year, a graduated increase in SEPTA pension contributions from 2% to 3.5%, and the maximum pension benefit was raised to $30,000 from $27,000.
2005: TWU Local 234 and United Transportation Union Local 1594 (seven days)
Negotiations collapsed mostly over SEPTA’s insistence that workers pay 5% of medical insurance premiums. At that point, the authority paid 100% of the workers’ premiums for family coverage.
In the end, it was solved by Gov. Rendell, a Democrat who had been Philadelphia mayor in the 1990s. He agreed to give promised state money to SEPTA early, so it could pay premiums in advance, reducing its costs.
In the resulting four-year deal, the unions had to pay for 1% of their medical premiums. They also received 3% yearly raises.
Pedestrians and cars in a chaotic dance at the intersection of Market and 30th Streets during the afternoon commute on the first day of the SEPTA city workers’ strike Nov. 1, 2016.
1998: TWU Local 234 (40 days)
City transit workers’ contract expired in March, but they did not strike until June — and then stayed out for 40 days. The two sides reached an agreement in July, but it fell apart. TWU members had returned to their jobs and kept working under an extension of their old contract. A final agreement was signed Oct. 23.
The union agreed to SEPTA’s demand that injured-on-duty benefits be limited. The old contract gave them full pay and benefits while on leave after a work injury. SEPTA wanted to hire an unlimited number of part-time workers. The union agreed to 100 part-timers to drive small buses.
SEPTA’s chief negotiator was David L. Cohen, famous for reining in unions representing city workers during Philadelphia’s bankruptcy in 1992, as Rendell’s mayoral chief of staff.
A two-week strike stilled city buses, trolleys and subways until an agreement was reached April 10. Transit workers would get 3% raises per year over the three-year span of the new contract, as well as increases in pension benefits and sick pay.
The union agreed to several cost-reduction measures, including a restructuring of SEPTA’s workers compensation policies.
Mayor Ed Rendell, a villain to many in labor for winning givebacks from city unions in 1992, pushed SEPTA to offer more generous terms to TWU than it had initially. Cohen, who was his chief of staff, crunched the numbers to make it work. Three years later, out of the city administration and working as a lawyer, he was hired as SEPTA’s chief negotiator.
1986: TWU Local 234 (four days) and UTU Local 1594 (61 days)
When TWU struck the city transit division in March 1986 over a variety of economic issues and work rules, some bus drivers pulled over mid-route and told passengers to dismount, The Inquirer reported.
Members were particularly incensed at what they considered SEPTA’s draconian disciplinary procedures. Union leaders said the issue was a basic lack of respect. The strike was settled in four days.
Drivers for 23 suburban bus routes, two trolley lines in Delaware County and the Norristown High-Speed Line — all members of the United Transportation Union — struck for just over two months, affecting about 30,000 passengers a day.
Employees in what was then known as SEPTA’s Red Arrow Division — after the private transit company that used to own the routes and lines — made considerably less than their city counterparts and had weaker pension benefits. They won raises and pension changes that brought them closer to parity.
1983: Regional Rail (108 days)
Thirteen separate unions walked off the job on the commuter rail lines that SEPTA had taken over at the beginning of the year from Conrail, successor to the bankrupt Pennsylvania and Reading Railroads.
In addition to wages, a key issue was SEPTA’s demand that union train conductors accept pay cuts. The authority had already cut the number of those workers by more than half.
Eventually SEPTA reached deals with a dozen of the unions. The 13th local, which represented 44 railroad signalmen, held out longer. Main issue: Whether SEPTA had the right to contract with outside firms for some types of signal work.
The Regional Rail strike remains SEPTA’s longest work stoppage since 1975.
Joyce Woodford (center), a 25-year veteran cashier on SEPTA’s Broad Street Line, serves up fried fish for her fellow striking cashiers outside the Fern Rock Transportation Center during dinnertime on the third day of the SEPTA strike in 2016.
1982: TWU Local 234 (34 days)
About 36 suburban bus drivers and mechanics operating routes primarily in Montgomery County, and some routes in Bucks, won an 8.5% wage increase over three years.
The bus routes were the descendants of the Schuylkill Valley Lines and the Trenton-Philadelphia Coach Lines, which SEPTA acquired in 1976 and 1983, respectively. Service has grown, and the collection of bus routes is known as the Frontier Division today.
1981: TWU Local 234 (19 days) and UTU Local 1594 (46 days)
Transit workers shut down buses, trolleys and subways in the city on March 15, seeking job security in the form of a no-layoff clause, wage increases and a bar on SEPTA hiring part-time workers.
And the Red Arrow division went out for 46 days seeking higher wages and better medical benefits. SEPTA also backed down a demand for permission to hire private contractors for some work on the suburban buses, trolleys, and the Norristown High Speed Line.
1977: TWU Local 234 (44 days)
After a bitter strike, union members who run the city transit division got higher wages and more benefits, after rejecting an arbitrator’s proposed contract that was portrayed in news reports as generous.
A furious Mayor Frank Rizzo told reporters the strike “can last 10 years for all I care.” He said of the union’s rejection of the earlier offer: “It is outrageous, and I hope the people won’t forget it.”
1975: TWU Local 234 (11 days)
Transit workers, concerned about the ravages of inflation, wanted a clause giving them cost-of-living increases and enhancements to health-care benefits. Those were granted after Rizzo agreed to add $7.5 million to the city’s annual SEPTA contribution. Perhaps that’s one reason the mayor was so annoyed two years later.
Staff writer Erica Palan contributed to this article.
Though DuPont is a larger company, Qnity, which started trading Nov. 1, is worth more on the stock market, a sign that investors expect its Big Tech customers — chipmakers like AMD and electronics giants like Samsung — will buy Qnity’s Kalrez sealants, Pyralux adhesives, and other products.
And they expect it will do sofaster than DuPont can boost sales to its remaining brands such as Tyvek and Corian.
With expected sales of $7 billion next year, DuPont has a stock market value of about $16 billion. Qnity, with sales expected to approach $5 billion, is worth $20 billion.Both companies are profitable, but Qnity’s margins are bigger.
Based a five-minute walk from DuPont headquarters in suburban Wilmington, Del., Qnity was given away to DuPont shareholders — one share for each two DuPont shares. The company employs around 10,000 at 39 factories and 17 labs worldwide, including 1,300 in the Wilmington area.
It was the latest in a string of sales and spin-offs that have cut DuPont sales from $62 billion in 2017 — after Edward Breen of New Hope, now DuPont’s executive chairman, took over with a mandate to cut costs and boost shareholder payouts — down to an expected $7 billion next year.
DuPont’s Chestnut Run Plaza headquarters in Wilmington, Del. The company’s November 2025 spin-off, Qnity, is based at the south end of the campus.
Qnity’s price quickly spiked from an initial $70 a share to around $100 in early November trading, and stock analysts predict it will go higher on relentless demand for AI and high-speed computer chips.
The company’s name (pronounced CUE-nitty) was “inspired” by the letter Q’s role in electrical notation. It trades as Q on the New York Stock Exchange.
Q is “the symbol for electrical charge and unity,” Qnity CEO Jon Kemp said in a meeting with DuPont investors.
What does Qnity make?
Qnity’s profit margin before financial expenses is a robust 30%, but analysts warn the chip business might not stay so profitable.
“Wafer starts,” a count of how many new silicon pieces are being used to build new chips, rose roughly 5% this year. Qnity is growing faster than the industry because some of its products are in special demand, “fueled by the adoption of leading-edge technologies for AI applications,” Kemp told the investors earlier this year.
Qnity’s “AI-driven technology ramps” include densely layered circuit boards that allow more computing power in a smaller space and barriers to keep data centers from overheating. The company also sells to aerospace, and military equipment and vehicle makers.
At an August investor meeting, JPMorgan analyst Steve Tusa noted the soon-to-be-spun-off company’s reliance on AI growth. He asked whether the global slump in consumer electronics demand was likely to end, broadening the company’s growth prospects.
Kemp, in response, acknowledged that consumer demand had been “weak,” noting that “all of the growth for the last several quarters is really coming from AI-driven applications.”
Worth more in pieces?
DuPont has sold or spun off many of its once-familiar products in recent years.
DuPont still makes Tyvek house and medical wraps, Corian counters, Molykote lubricants, FilmTec membranes, and medical-device packaging systems, automotive battery and aerospace parts, as well aswater, gas, and mining products.
In all, it’s a radical reduction from the 1950s, when DuPont was the most valuable company in the world, and owned major stakes in General Motors and other customers, or in the 1990s, when DuPont owned oil giant Conoco and attempted a drug-making joint venture with Merck.
DuPont was dropped from the Dow Jones 30 industrial stock index in 2017. It remains one of the S&P 500 stocks, a list Qnity has also joined.
The Qnity spin-off is just the latest in the dismemberment that began before Breen joined DuPont and became chief executive and chairman in 2015. Breen, who similarly broke apart the former Tyco International in the 2000s, came to DuPont at a time when some investors were discontented with low profit growth.
The result is a string of DuPont successor companies, most still based in the Wilmington area.
They include Corteva Agrisciences, a 2019 combination of DuPont and Dow pesticide lines and genetically engineered seeds with offices at the old DuPont headquarters. The company expects more than $17 billion in sales this year.
Corteva, whose U.S. operations are mostly in the Midwest, announced this month that it was moving corporate offices from the suburban Wilmington office park that also houses DuPont and Qnity to the former DuPont headquarters complex in central Wilmington.
The Rodney Square side of the former DuPont Co. headquarters in Wilmington is now home to its chemical spin-off, Chemours. The western end of the same campus will soon be home to offices of Corteva, which includes DuPont’s former pesticides business. This 2019 photo also shows a statue of independence leader Caesar Rodney, which was removed from its pedestal after protests in 2021.
Another global leader in pesticides, Philadelphia-based FMC, owns some former DuPont products and the company’s Newark, Del., research farm.
In 2020, DuPont sold its food and biosciences business to a smaller company, IFF, for $7.3 billion. Both companies had plants in the Philadelphia area.
In 2013, DuPont sold its automotive paints group, Axalta, to private-equity giant Carlyle Group. Carlyle took Axalta public the next year, making three times what it paid DuPont for the South Philly-based company.
Axalta and Corteva shares have roughly doubled in value since DuPont spun them off, though the S&P 500 index is up more. DuPont itself trades at about the same price it was worth just before the Dow merger in 2017. Chemours shares are also roughly flat since it went public. (Update: Axalta announced its sale to rival AkzoNobel NV in November, 2025.)
With its stock trading at a premium over DuPont’s, thanks to investor faith that digital demand will keep going up, Qnity has given shareholders more to celebrate — so far.
For the Nowell family, the outlets are an annual tradition.
Every Veterans Day, a dozen relatives venture to Limerick Township in Montgomery County, where they kick off their holiday shopping at the Philadelphia Premium Outlets.
Even this year, as bitter winds whipped through the outdoor plaza, the family was undeterred.
After a morning of shopping, the multigenerational group, which included two veterans, warmed up with their yearly food-court lunch, courtesy of matriarch Geri Nowell, 77, of Telford. Then, the men returned to the cars and dropped off dozens of shopping bags, which they’d been carting around in a wagon. The women walked on, hunting for their next find among the more than 130 shops.
The Nowell family poses in front of a holiday backdrop during their annual outing to the Philadelphia Premium Outlets.
“It’s super fun,” said Ann Blaney, 47, of Drexel Hill.
“We get great deals,” added Kim Woodman, 55, of Hatboro.
The tradition is an experience they say can’t be replicated online. The fact that the complex is open-air and contained in a 550,000-square-foot plaza somehow adds to the fun, they said.
As Kathy Nelson, 48, of Broomall, browsed the outlets with her friends, she said she also shops at the nearly 3 million-square-foot King of Prussia Mall, less than 20 miles away. But otherwise, she said, “there aren’t many indoor malls left” with the variety of stores she prefers.
Outlets have always accounted for a fraction of the in-person retail market, which is partly why there have been few headlines about dying outlet malls. But some of the country’s roughly 200 outlet malls seem to be downright thriving, with full parking lots on weekends, few vacant stores, and relatively strong revenue.
Shoppers walk by the tree at the Philadelphia Premium Outlets on Nov. 11.
The Philadelphia region’s two major outlet malls — the Philadelphia Premium Outlets in Limerick Township and the Gloucester Premium Outlets, both owned by Simon Property Group — are more than 92% occupied, according to a count by The Inquirer during visits to each location this month. Both outlets have found success despite being less than 20 miles from thriving indoor malls in King of Prussia and Cherry Hill.
Tanger Outlets, which has locations in Atlantic City and Lancaster, recently reported more than 97% occupancy across its 39 open-air centers and an increase in average tenant sales per square foot.
“Outlets do good in good times and great in bad times,” said Lisa Wagner, a longtime consultant for outlets, repeating a common refrain in the industry.
The centers have evolved amid the broader push toward more experiential retail and most now have a mix of discount stores and full-price retailers. But they have done so while embracing their reputation as the go-to destination for snagging deals, said Wagner, a principal at the Outlet Resource Group.
“Honestly no one knew what was going to happen after COVID, but [the outlets] came out incredibly strong,” she said. More recently, the retail industry has been rattled by tariffs and economic uncertainty. The outlets have not been immune to those challenges, but they have held strong despite them.
“People want value right now,” Wagner said. “They need it.”
The Philadelphia Premium Outlets has more than 130 stores in its 500,000-square-foot complex.
Outlet malls become one-stop shops
On a rainy, early November Sunday, hundreds of people descended on the Gloucester Premium Outlets.
Shoppers pulled up hoods and huddled under umbrellas as they made their way from store to store. Many balanced several large bags bearing brand names like Columbia and Kate Spade, Rally House and Hey Dude shoes. Some munched on Auntie Anne’s pretzels or sipped Starbucks from holiday cups. An acoustic version of Jingle Bells played over the speakers.
For some, the dreary, drizzly weather was even more reason to spend their afternoon at the 86-store complex in Blackwood, Camden County, about 15 miles outside Philadelphia.
With two young children in tow, Jessica Bonsu, 30, of Sicklerville, was on a mission.
“We came out to go to the indoor playground,” called Stay & Play, Bonsu said, pointing to her rambunctious kids. “Just to get some energy out.”
“And then we can also get some shopping done,” added her cousin, Taneisha Laume, 30, who was visiting from D.C. She needed a gift for her uncle. “Kill two birds with one stone.”
Shoppers peruse the stores at the Gloucester Premium Outlets in this 2019 file photo.
These kind of multipurpose visits are buoying outlet malls, which are increasingly becoming mixed-use destinations for dining, drinking, entertainment, and shopping.
“You’re coming for a little bit of everything,” said Gerilyn Davis, director of marketing and business development at Philadelphia Premium Outlets.
The Limerick Township complex recently welcomed a slate of new tenants, including Marc Jacobs’ first Pennsylvania outlet store, a BOSS outlet, an Ulta Beauty, and an outpost of central Pennsylvania’s Nissley Vineyards, which has an outdoor seating area.
Shoppers walk by the Nissley Vineyards store at the Philadelphia Premium Outlets.
New Balance, whose shoes are trendy again, is also opening stores in both the Philadelphia and Gloucester outlets.
Justin Stein, Tanger’s executive vice president of leasing, said the North-Carolina-based company is focused on adding more food, beverage, and entertainment options.
While overall occupancy at its Atlantic City center is lower than others, the complex has a Dave & Buster’s and a Ruth’s Chris steakhouse. The Simpson, a Caribbean restaurant and bar, is also set to open there in early 2026.
In Lancaster, Tanger is looking to add food and beverage options, Stein said. But that center is still performing well, with a 97% occupancy rate, according to an online map, and only two vacancies.
When there are places to eat and drink at the outlets, “people stay longer,” Stein said, “and when they stay longer, they spend more.”
Philadelphia Premium Outlets had a steady crowd on a bitter cold Veterans Day.
From ‘no frills’ to outlets of the future
Today’s outlet malls look vastly different from what Wagner calls the “no frills” complexes of the 1990s.
At the time, an outlet mall served as “a release valve for excess goods,” Wagner said. “There were some stores that had really broken merchandise.”
To comply with branding rules and avoid competition with department stores, outlet malls were often located along highways between two major metro areas, she said.
“What became clear is that customers loved it,” Wagner said. Soon, brands started overproducing to supply these outlet stores with products in an array of a sizes and colors.
This effort to bulk up outlet offerings was “a roaring success,” she said, with companies finding that more than a third of outlet customers went on to buy their products at full price at other locations.
Philadelphia Premium Outlets, which opened in 2007, has very few vacant storefronts.
As their popularity rose, more outlet malls were built across the country.
As the centers look to the future, their executives are continuing to hone their identity as “not just a discount-and-clearance center,” said Deanna Pascucci, director of marketing and business development at Gloucester Premium Outlets.
Center leaders are bringing in food trucks, leaning into rewards programs, and promoting community events, such as Gloucester’s holiday tree lighting,which took place Saturday. Starting Black Friday, the Philadelphia Premium Outlets will offer Santa photos after a successful pilot program last year.
And the complexes are finding new ways to attract and retain shoppers, online and in real life.
Tanger recently announced an advertising partnership with Unrivaled Sports, which operates youth sports complexes, including the Ripken Baseball Experience in Aberdeen, Md., an hour drive from its Lancaster outlets. Stein said the company hopes to attract families looking to pass the time between tournament games.
Tanger is also using AI and data analytics to email specific deals to customers based on where they’ve previously shopped, Stein said.
“We want you to start your experience online and end it in the store,” Stein said.
Shoppers walk by a new Ulta store at the Philadelphia Premium Outlets.
At Simon outlets, customers can search a store’s inventory online before they make the trip, Davis said.
“Online shopping at this point, it’s a complement,” Davis said. “It’s not viewed as competition.”
Wagner, the outlet consultant, said she thinks even more centers will be built in the coming years, with a focus on urban and close-in suburban locations that are accessible by public transit.
As for existing centers, she sees them thriving for the foreseeable future.
“As long as outlets continue to emphasize a value message and use their loyalty programs to reward customers,” Wagner said, “I think they will hold their own.”
Pennsylvania’s new budget has $5 million in supplemental payments for the two Delaware County Hospitals that have seen significant increases in patient volumes since Crozer-Chester Medical Center and Taylor Hospital closed in the spring.
Main Line Health’s Riddle Hospital, near Media, is getting $3 million. The amount for Trinity Health Mid-Atlantic’s Mercy Fitzgerald Hospital, in Darby, is $2 million, according to budget documents.
The $5 million will be doubled by a federal match, said Democratic State Sen. Tim Kearney, who represents part of Delaware County. The $5 million is from a fund used to help hospitals the serve a large number of patients with Medicaid and used to go to Crozer Health, Kearney said Friday.
“Since Crozer’s shutdown in April, Riddle’s Emergency Department has experienced an unprecedented surge — 46% more patients than the same period last year, an increase of nearly 4,000 overall,“ the nonprofit said.
Main Line, which also owns Lankenau Medical Center, Bryn Mawr Hospital, and Paoli Hospital, said it has seen 55,000 patients from the Crozer market — a 15% increase over the same time period last year. That figure includes 8,000 patients who went to a Main Line facility for the first time, the health system said.
Trinity Health did not respond to a request for comment.
Shuttered hospitals in limbo
While Riddle and Mercy Fitzgerald have scrambled to accommodate patients who used to rely on Crozer Health, efforts are underway to bring healthcare services back to at least Taylor Hospital in Ridley.
A group from New Jersey called Chariot Allaire Partners LLC has agreed to pay $10 million for the former Crozer-Chester Medical Center in Upland but has not disclosed its plans. That facility served as a key safety provider for a low-income area of Delaware County.
A partnership of Restorative Health Foundation and Syan Investments won an auction for Springfield Hospital for $3 million, but it does not have support from township officials.
Delaware County legislators also obtained $1 million from the state to buy emergency department equipment if one of the closed hospitals, such as Taylor, reopens, Kearney said.
Editor’s note: This story has been updated with additional detail on the funding.
This suburban content is produced with support from the Leslie Miller and Richard Worley Foundation and The Lenfest Institute for Journalism. Editorial content is created independently of the project donors. Gifts to support The Inquirer’s high-impact journalism can be made at inquirer.com/donate. A list of Lenfest Institute donors can be found at lenfestinstitute.org/supporters.
The deal joins two companies that trace their roots to the late 1800s, Essential chairman and chief executive Christopher Franklin told investors Monday in a conference call.
Joined under the American Water brand at its Camden headquarters, the enlarged company will be worth around $40 billion on the stock market, ranking with water and electric companies among the 10 most valuable U.S. utility stocks, American Water CEO John Griffith, saidin an interview.
With around 10,000 total employees, the companies together serve around 5 million water and wastewater customers across 17 states, plus military bases in more than a dozen states, with Pennsylvania accounting for around one-third of the total.
The two companies are “by far the two largest players in the regulated water utility industry,” said Ryan M. Connors, a veteran utility analyst now with Northcoast Research in Cleveland. Together they would be “a truly dominant” water utility, he said.
Locally, American Water serves users in the Coatesville, Downingtown, Exton, Norristown, Phoenixville, and Plymouth Meeting areas, and in Burlington, Glassboro, Haddonfield, and other areas in South Jersey.
Aqua has customers in communities throughout Philadelphia’s Pennsylvania and New Jersey suburbs.
Franklin acknowledged that Essential’s share price has been trading “at a discount,” adding that sales and profits should grow more quickly under American Water.
The partners will need approvals from shareholders and state utility regulators in at least five states, including Pennsylvania and New Jersey, to close the deal on schedule by early 2027. Connors said the combined company from its New Jersey headquarters needs to show it can continue Aqua’s success getting Pennsylvania regulators to approve water charges and plans.
Franklin said that on Sunday, he told his predecessor, longtime Aqua CEO Nicholas DeBenedictis, about the merger. “He said, ‘It could have happened 20 years ago. These companies belong together.’”
As a combined company, the leaders said it would be easier to finance the $28 billion in improvements needed over the next five years to upgrade systems.
About two-thirds of that total will go toward routine upgrades and new technology. The rest includes environmental improvements, including the cost of complying with lead and copper limits, and cleaning water from potentially cancer-causing PFAS chemicals formerly leached into U.S. waters by chemical manufacturers and government firefighting gear.
Franklin said the merger would make it easier to “keep customer rates affordable” as the business expands.
As a larger company, the two CEOs said they also would be able to more easily service AI and high-speed data centers and other large new customers.
Essential has committed to investing $26 million to supply 18 million gallons a day to International Electric Power’s 1,400-acre data center and nearly 1,000-megawatt natural gas and battery storage plant, which sit on former coal-mining lands in western Pennsylvania’s Greene County. Griffith said other large projects are under consideration.
Though neither company ruled out back-office job cuts, offices in Bryn Mawr and Pittsburgh as well as the Camden headquarters will remain open. Griffith said he plans to honor union contracts with dozens of labor organizations, including locals of the Operating Engineers and Steelworkers.
“This is really not a cost savings-driven transaction. Both American Water and Essential are growing in a robust way,” Griffith said.
