The document is a series of maps showing the rise in obesity rates among US adults from 1985 to 2006 based on data from the CDC's Behavioral Risk Factor Surveillance System. The maps show obesity, defined as a BMI of 30 or higher, increasing from below 10% in most states in 1985 to over 30% in many states by 2006, indicating a significant nationwide rise in obesity over the past few decades.
Simplifying B2B for Suppliers Enables Buyerssourcingdoctor
As an enterprise software user, you’re tired of hearing about “Web 2.0” because, despite all of the buzz it has generated for the last few years, and all of the “value” it has delivered to consumers through Amazon, Google Apps, and Facebook, it hasn’t done a single thing for you. And that’s good. Software is supposed to serve you – you’re not supposed to serve it.
That’s why this paper is about B2B 3.0 (Business-to-Business 3.0), the next generation of technology for the enterprise, and how it not only generates value for you and your supplier, but helps you both save time and money in the process – because that’s what enterprise software is supposed to do. Your enterprise software should free you from the mundane and allow you to spend your time conducting commerce instead of fighting with primitive interfaces that force you to do everything but accomplish your goal.
Previous generations of B2B technology focused primarily on the buyer, the target customer, under the fallacy that ‘streamlining’ the process for the buyer would lead to the greatest cost savings. The reality is that this ‘streamlining’ resulted in increased work, and thus increased cost, for the supplier who had to ultimately increase their prices to cover their costs. The technology should have focused on ‘streamlining’ the process for the supplier, because this not only results in cost and process savings for the supplier, but it results in cost and process savings for the buyer as well. True commerce is simple for all. That’s B2B 3.0!
Simplifying B2B for Suppliers Enables Buyerssourcingdoctor
As an enterprise software user, you’re tired of hearing about “Web 2.0” because, despite all of the buzz it has generated for the last few years, and all of the “value” it has delivered to consumers through Amazon, Google Apps, and Facebook, it hasn’t done a single thing for you. And that’s good. Software is supposed to serve you – you’re not supposed to serve it.
That’s why this paper is about B2B 3.0 (Business-to-Business 3.0), the next generation of technology for the enterprise, and how it not only generates value for you and your supplier, but helps you both save time and money in the process – because that’s what enterprise software is supposed to do. Your enterprise software should free you from the mundane and allow you to spend your time conducting commerce instead of fighting with primitive interfaces that force you to do everything but accomplish your goal.
Previous generations of B2B technology focused primarily on the buyer, the target customer, under the fallacy that ‘streamlining’ the process for the buyer would lead to the greatest cost savings. The reality is that this ‘streamlining’ resulted in increased work, and thus increased cost, for the supplier who had to ultimately increase their prices to cover their costs. The technology should have focused on ‘streamlining’ the process for the supplier, because this not only results in cost and process savings for the supplier, but it results in cost and process savings for the buyer as well. True commerce is simple for all. That’s B2B 3.0!
how can I sell pi coins after successfully completing KYCDOT TECH
Pi coins is not launched yet in any exchange 💱 this means it's not swappable, the current pi displaying on coin market cap is the iou version of pi. And you can learn all about that on my previous post.
RIGHT NOW THE ONLY WAY you can sell pi coins is through verified pi merchants. A pi merchant is someone who buys pi coins and resell them to exchanges and crypto whales. Looking forward to hold massive quantities of pi coins before the mainnet launch.
This is because pi network is not doing any pre-sale or ico offerings, the only way to get my coins is from buying from miners. So a merchant facilitates the transactions between the miners and these exchanges holding pi.
I and my friends has sold more than 6000 pi coins successfully with this method. I will be happy to share the contact of my personal pi merchant. The one i trade with, if you have your own merchant you can trade with them. For those who are new.
Message: @Pi_vendor_247 on telegram.
I wouldn't advise you selling all percentage of the pi coins. Leave at least a before so its a win win during open mainnet. Have a nice day pioneers ♥️
#kyc #mainnet #picoins #pi #sellpi #piwallet
#pinetwork
Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...Vighnesh Shashtri
In India, financial inclusion remains a critical challenge, with a significant portion of the population still unbanked. Non-Banking Financial Companies (NBFCs) have emerged as key players in bridging this gap by providing financial services to those often overlooked by traditional banking institutions. This article delves into how NBFCs are fostering financial inclusion and empowering the unbanked.
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how to sell pi coins on Bitmart crypto exchangeDOT TECH
Yes. Pi network coins can be exchanged but not on bitmart exchange. Because pi network is still in the enclosed mainnet. The only way pioneers are able to trade pi coins is by reselling the pi coins to pi verified merchants.
A verified merchant is someone who buys pi network coins and resell it to exchanges looking forward to hold till mainnet launch.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
US Economic Outlook - Being Decided - M Capital Group August 2021.pdfpchutichetpong
The U.S. economy is continuing its impressive recovery from the COVID-19 pandemic and not slowing down despite re-occurring bumps. The U.S. savings rate reached its highest ever recorded level at 34% in April 2020 and Americans seem ready to spend. The sectors that had been hurt the most by the pandemic specifically reduced consumer spending, like retail, leisure, hospitality, and travel, are now experiencing massive growth in revenue and job openings.
Could this growth lead to a “Roaring Twenties”? As quickly as the U.S. economy contracted, experiencing a 9.1% drop in economic output relative to the business cycle in Q2 2020, the largest in recorded history, it has rebounded beyond expectations. This surprising growth seems to be fueled by the U.S. government’s aggressive fiscal and monetary policies, and an increase in consumer spending as mobility restrictions are lifted. Unemployment rates between June 2020 and June 2021 decreased by 5.2%, while the demand for labor is increasing, coupled with increasing wages to incentivize Americans to rejoin the labor force. Schools and businesses are expected to fully reopen soon. In parallel, vaccination rates across the country and the world continue to rise, with full vaccination rates of 50% and 14.8% respectively.
However, it is not completely smooth sailing from here. According to M Capital Group, the main risks that threaten the continued growth of the U.S. economy are inflation, unsettled trade relations, and another wave of Covid-19 mutations that could shut down the world again. Have we learned from the past year of COVID-19 and adapted our economy accordingly?
“In order for the U.S. economy to continue growing, whether there is another wave or not, the U.S. needs to focus on diversifying supply chains, supporting business investment, and maintaining consumer spending,” says Grace Feeley, a research analyst at M Capital Group.
While the economic indicators are positive, the risks are coming closer to manifesting and threatening such growth. The new variants spreading throughout the world, Delta, Lambda, and Gamma, are vaccine-resistant and muddy the predictions made about the economy and health of the country. These variants bring back the feeling of uncertainty that has wreaked havoc not only on the stock market but the mindset of people around the world. MCG provides unique insight on how to mitigate these risks to possibly ensure a bright economic future.
how to swap pi coins to foreign currency withdrawable.DOT TECH
As of my last update, Pi is still in the testing phase and is not tradable on any exchanges.
However, Pi Network has announced plans to launch its Testnet and Mainnet in the future, which may include listing Pi on exchanges.
The current method for selling pi coins involves exchanging them with a pi vendor who purchases pi coins for investment reasons.
If you want to sell your pi coins, reach out to a pi vendor and sell them to anyone looking to sell pi coins from any country around the globe.
Below is the contact information for my personal pi vendor.
Telegram: @Pi_vendor_247
what is the best method to sell pi coins in 2024DOT TECH
The best way to sell your pi coins safely is trading with an exchange..but since pi is not launched in any exchange, and second option is through a VERIFIED pi merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and pioneers and resell them to Investors looking forward to hold massive amounts before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade pi coins with.
@Pi_vendor_247
Resume
• Real GDP growth slowed down due to problems with access to electricity caused by the destruction of manoeuvrable electricity generation by Russian drones and missiles.
• Exports and imports continued growing due to better logistics through the Ukrainian sea corridor and road. Polish farmers and drivers stopped blocking borders at the end of April.
• In April, both the Tax and Customs Services over-executed the revenue plan. Moreover, the NBU transferred twice the planned profit to the budget.
• The European side approved the Ukraine Plan, which the government adopted to determine indicators for the Ukraine Facility. That approval will allow Ukraine to receive a EUR 1.9 bn loan from the EU in May. At the same time, the EU provided Ukraine with a EUR 1.5 bn loan in April, as the government fulfilled five indicators under the Ukraine Plan.
• The USA has finally approved an aid package for Ukraine, which includes USD 7.8 bn of budget support; however, the conditions and timing of the assistance are still unknown.
• As in March, annual consumer inflation amounted to 3.2% yoy in April.
• At the April monetary policy meeting, the NBU again reduced the key policy rate from 14.5% to 13.5% per annum.
• Over the past four weeks, the hryvnia exchange rate has stabilized in the UAH 39-40 per USD range.
when will pi network coin be available on crypto exchange.DOT TECH
There is no set date for when Pi coins will enter the market.
However, the developers are working hard to get them released as soon as possible.
Once they are available, users will be able to exchange other cryptocurrencies for Pi coins on designated exchanges.
But for now the only way to sell your pi coins is through verified pi vendor.
Here is the telegram contact of my personal pi vendor
@Pi_vendor_247
The European Unemployment Puzzle: implications from population agingGRAPE
We study the link between the evolving age structure of the working population and unemployment. We build a large new Keynesian OLG model with a realistic age structure, labor market frictions, sticky prices, and aggregate shocks. Once calibrated to the European economy, we quantify the extent to which demographic changes over the last three decades have contributed to the decline of the unemployment rate. Our findings yield important implications for the future evolution of unemployment given the anticipated further aging of the working population in Europe. We also quantify the implications for optimal monetary policy: lowering inflation volatility becomes less costly in terms of GDP and unemployment volatility, which hints that optimal monetary policy may be more hawkish in an aging society. Finally, our results also propose a partial reversal of the European-US unemployment puzzle due to the fact that the share of young workers is expected to remain robust in the US.
Latino Buying Power - May 2024 Presentation for Latino CaucusDanay Escanaverino
Unlock the potential of Latino Buying Power with this in-depth SlideShare presentation. Explore how the Latino consumer market is transforming the American economy, driven by their significant buying power, entrepreneurial contributions, and growing influence across various sectors.
**Key Sections Covered:**
1. **Economic Impact:** Understand the profound economic impact of Latino consumers on the U.S. economy. Discover how their increasing purchasing power is fueling growth in key industries and contributing to national economic prosperity.
2. **Buying Power:** Dive into detailed analyses of Latino buying power, including its growth trends, key drivers, and projections for the future. Learn how this influential group’s spending habits are shaping market dynamics and creating opportunities for businesses.
3. **Entrepreneurial Contributions:** Explore the entrepreneurial spirit within the Latino community. Examine how Latino-owned businesses are thriving and contributing to job creation, innovation, and economic diversification.
4. **Workforce Statistics:** Gain insights into the role of Latino workers in the American labor market. Review statistics on employment rates, occupational distribution, and the economic contributions of Latino professionals across various industries.
5. **Media Consumption:** Understand the media consumption habits of Latino audiences. Discover their preferences for digital platforms, television, radio, and social media. Learn how these consumption patterns are influencing advertising strategies and media content.
6. **Education:** Examine the educational achievements and challenges within the Latino community. Review statistics on enrollment, graduation rates, and fields of study. Understand the implications of education on economic mobility and workforce readiness.
7. **Home Ownership:** Explore trends in Latino home ownership. Understand the factors driving home buying decisions, the challenges faced by Latino homeowners, and the impact of home ownership on community stability and economic growth.
This SlideShare provides valuable insights for marketers, business owners, policymakers, and anyone interested in the economic influence of the Latino community. By understanding the various facets of Latino buying power, you can effectively engage with this dynamic and growing market segment.
Equip yourself with the knowledge to leverage Latino buying power, tap into their entrepreneurial spirit, and connect with their unique cultural and consumer preferences. Drive your business success by embracing the economic potential of Latino consumers.
**Keywords:** Latino buying power, economic impact, entrepreneurial contributions, workforce statistics, media consumption, education, home ownership, Latino market, Hispanic buying power, Latino purchasing power.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
1. Milton Johnson
Executive Vice President & Chief Financial Officer
David Anderson
Senior Vice President, Finance & Treasurer
Vic Campbell
Senior Vice President
Mark Kimbrough
Vice President, Investor Relations
0
2. Introduction to HCA Today
Leading investor-owned provider
Western Group International
Anchorage
Central Group Central of acute care services, primarily
London
Eastern Group
focused in urban and suburban
settings (~2.4x next largest
investor-owned provider)
Western W
Western C Northeast
Idaho
Idaho W Idaho Falls
Idaho Falls Accounted for approximately 5%
of inpatient admissions in U.S. last
Kansas City
No. VA
W Terre Haute
C
Utah
Utah year
Terre
W Denver
Wichita C C Richmond
Haute
Kansas City
San Jose
San Jose C SWSW VA
VA
Frankfort
Frankfort
W Wichita
W
Company operates 170
Chattanooga
Las Vegas C
W
W W Nashville Augusta Grand Strand
Oklahoma City
Southern hospitals(1) and 107 freestanding
Oklahoma City NW GANW GA
California Central Atlanta Trident/Charleston
Louisiana Atlanta E
El Paso Dallas/FtW W Columbus surgery centers(1) in 20 states, and
Dallas/FW Middle GA
Columbus Palmyra
E
Austin
W Jacksonville
Panhandle**
Austin
England
Antonio W Houston
San San AntonioHouston North Central Florida
Panhandle
W
W Treasure Coast
Tallahassee
Lafayette
Palm Beach
W Corpus Christi EBITDA in 2006 was $4.5B and
Tampa
McAllen W Broward
New Orleans
Brownsville September 2007 YTD is $3.4B
Dade
REVENUE BY REVENUE BY
GEOGRAPHY PATIENT MIX ~ 183,000 employees
International and
Other
5%
~ 35,000 affiliated physicians
Central
23% Outpatient
Eastern
37%
30%
More than 40,000 licensed beds
Inpatient
Western
63%
42%
(1) Includes 8 nonconsolidated hospitals and 9 nonconsolidated surgery centers managed under joint ventures
1
3. Local Market Leadership with Extensive Geographic Diversity
HCA maintains the #1 or #2 inpatient market position with 25% to 40% market share in most
geographies, which provides additional negotiating leverage
Geographically diverse portfolio of markets insulates the company from market-level fluctuations
Dallas/Ft.
Dallas/Ft.
Dallas/Ft.
Worth
Worth
Worth 18.0% 1,4
20.4%1,4
20.4%1,4
International
El Paso
El Paso
El Paso
32.0%2,5
32.0%2,5
34.2% 1,4
Austin
Austin
Austin
39.8% 1,4
47.2%2,5
47.2%2,5
Western W C
San
Idaho Houston
San Houston
San Houston
W Idaho Falls
Denver 20.0%1,5
Antonio
Denver 20.0%1,5
Antonio 18.2% 1,4
Antonio
Denver
32.2% 2,4 Kansas City
Kansas City
Kansas City
32.5%1,9 34.6%1,5
32.5%1,9 34.6%1,5
29.1% 1,4
24.7%1,6
Utah 22.9%
24.7%1,6 3,4
Utah
Utah W Terre Haute
19.6% 2,6
20.1% 3,4
20.1%2,6 C
Utah
W
Richmond
Richmond
Richmond
C C
Kansas City
San Jose
44.0%3,6
C 39.4% 2,4
44.0%3,6
SW VA
Frankfort
W Wichita W
Jacksonville
Jacksonville
Jacksonville
Nashville
Nashville
Las Vegas Nashville
Las Vegas C
Las Vegas 20.7% 2,3
W
W 23.0% 1,4
23.0%2,3
32.5%
30.1%1,6
W
30.1%1,6 2,4
32.2%1,7 Panhandle
31.5% Panhandle
32.2%1,71,4 Panhandle
Oklahoma City 30.2% 2,4
34.7%2,3
34.7%2,3
Oklahoma CityCity
Oklahoma2,6
Oklahoma City
Southern E
Southern
Southern 19.7%
19.7%2,6
15.3% 3,4 Ft. Pierce
Ft Pierce
California Ft. Pierce
California NC Florida
Californi NC Florida
E NC Florida
19.1%2,5,8 54.1%2,3
19.1%2,5,8 49.5% 2,3
Charleston 34.9%2,3 54.1% 2,4
Charleston
a 13.6% 34.3% 2,4
34.9%2,3
Charleston
29.1% 2,10
3,4 28.0% 3,4
28.0%2,10
Tampa Bay
Tampa Bay
Western Group Tampa 2,3
27.7%2,3
27.7% 2,4
26.4%
Central Group Broward
Broward
Broward
22.6% 2,3
23.1% 2,4
23.1%2,3
Eastern Group
Source:
Notes:
1. 2006 1st Quarter data Dade
4. Medstat Dade
15.6%2,3
2. 2006 3rd Quarter data 15.6%2,3
5. South Carolina Office of research & Statistics 13.9%
3. 2005 2,4
2
5. Obesity is catching up to tobacco as the leading cause of death in America
Number of Deaths in 2000
(in 000s)
440
400
435
33%
8%
220 15% 5%
25% 17% 5%
33%
95
85 29 20 17
55
0 Firearms
Alcohol Pneumonia/ Toxic Illicit Drug
Tobacco Sexual
Obesity
Consumption influenza Agents Use
Behavior
4
Source: CDC, Trends in the Health of Americans, 2006; Washington Post
7. Obesity Trends* Among U.S. Adults
1985
BMI*- Adult’s
weight in relation
in height
BMI ≥ 30, or ~ 30
lbs. overweight for
5’4” person
No Data <10% 10%–14%
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
*Body Mass Index (BMI): A measure of an adult’s weight in relation to his or her
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
height, specifically the adult’s weight in kilograms divided by the square of his
6
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
or her height in meters.
data through a series of monthly telephone interviews with U.S. adults.
8. Obesity Trends* Among U.S. Adults
1986
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
7
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
data through a series of monthly telephone interviews with U.S. adults.
9. Obesity Trends* Among U.S. Adults
1987
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
8
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
data through a series of monthly telephone interviews with U.S. adults.
10. Obesity Trends* Among U.S. Adults
1988
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
9
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
data through a series of monthly telephone interviews with U.S. adults.
11. Obesity Trends* Among U.S. Adults
1989
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
10
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
data through a series of monthly telephone interviews with U.S. adults.
12. Obesity Trends* Among U.S. Adults
1990
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
11
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
data through a series of monthly telephone interviews with U.S. adults.
13. Obesity Trends* Among U.S. Adults
1991
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 15%–19% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
12
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
data through a series of monthly telephone interviews with U.S. adults.
14. Obesity Trends* Among U.S. Adults
1992
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 15%–19% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
13
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
data through a series of monthly telephone interviews with U.S. adults.
15. Obesity Trends* Among U.S. Adults
1993
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 15%–19% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
14
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
data through a series of monthly telephone interviews with U.S. adults.
16. Obesity Trends* Among U.S. Adults
1994
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 15%–19% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
15
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
data through a series of monthly telephone interviews with U.S. adults.
17. Obesity Trends* Among U.S. Adults
1995
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 15%–19% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
16
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
data through a series of monthly telephone interviews with U.S. adults.
18. Obesity Trends* Among U.S. Adults
1996
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 15%–19% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
17
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
data through a series of monthly telephone interviews with U.S. adults.
19. Obesity Trends* Among U.S. Adults
1997
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 15%–19% ≥20% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
18
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
data through a series of monthly telephone interviews with U.S. adults.
20. Obesity Trends* Among U.S. Adults
1998
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 15%–19% ≥20% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
19
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
data through a series of monthly telephone interviews with U.S. adults.
21. Obesity Trends* Among U.S. Adults
1999
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 15%–19% ≥20% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
20
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
data through a series of monthly telephone interviews with U.S. adults.
22. Obesity Trends* Among U.S. Adults
2000
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 15%–19% ≥20% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
21
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
data through a series of monthly telephone interviews with U.S. adults.
23. Obesity Trends* Among U.S. Adults
2001
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 15%–19% 20%–24% ≥25% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
22
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
data through a series of monthly telephone interviews with U.S. adults.
24. Obesity Trends* Among U.S. Adults
2002
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 15%–19% 20%–24% ≥25% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
23
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
data through a series of monthly telephone interviews with U.S. adults.
25. Obesity Trends* Among U.S. Adults
2003
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 15%–19% 20%–24% ≥25% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
24
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
data through a series of monthly telephone interviews with U.S. adults.
26. Obesity Trends* Among U.S. Adults
2004
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 15%–19% 20%–24% ≥25% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
25
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
data through a series of monthly telephone interviews with U.S. adults.
27. Obesity Trends* Among U.S. Adults
2005
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 15%–19% 20%–24% 25%–29% ≥30% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
26
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect
data through a series of monthly telephone interviews with U.S. adults.
28. Obesity Trends* Among U.S. Adults
2006
22 US states experienced an
increase for the 2nd year in a
row
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 15%–19% 20%–24% 25%–29% ≥30% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: Trust for America’s Health August 2007
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
27
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect report
data through a series of monthly telephone interviews with U.S. adults.
29. Obesity Trends* Among U.S. Adults
2006
Southern states
experience higher
rates than the rest
of the nation
(*BMI ≥ 30, or ~ 30
lbs. overweight for
No Data <10% 10%–14% 15%–19% 20%–24% 25%–29% ≥30% 5’ 4” person)
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Source: Trust for America’s Health August 2007
Source: The data shown in these maps were collected through CDC’s Behavioral Risk Factor
28
Surveillance System (BRFSS). Each year, state health departments use standard procedures to collect report
data through a series of monthly telephone interviews with U.S. adults.
31. Leading Provider of Outpatient Services
Integrated delivery model created through establishing leading outpatient services in local markets
Among the largest
outpatient surgery
businesses in the
industry with 107
freestanding ambulatory
surgery centers (1)
Other outpatient facilities
include 53 freestanding
diagnostic treatment
facilities, 79 provider
based imaging facilities
and 6 oncology centers
HCA Surgery Centers
30
32. Denton Regional Medical Center
Medical City Dallas Hospital
North Hills Hospital
Medical Center of Plano
Plaza Medical Center of Ft. Worth Medical Center of McKinney
33. Rose Medical Center North Suburban Medical Center
Sky Ridge Medical Center
Presbyterian/St. Luke’s Medical Center
Medical Center of Aurora
Swedish Medical Center
34. Capex Discipline and Flexibility
Portfolio of hospitals is well-capitalized
Portions of both “routine capital” as well as “new” and “expansion / renovation” capital could be delayed to
increase cash flow if needed
CAPITAL EXPENDITURES
($ in billions)
$1.9B
$1.6B
$1.5B $1.5B*
33
* Preliminary estimate
35. As Reported
EBITDA
($ in millions)
September 2007
Ratio Prior Year
YTD Ratio
Revenues $19,975 100.0% $18,988 100.0%
Salaries & Benefits 8,002 7,816
40.1% 41.2%
Supplies 3,284 3,251
16.4% 17.1%
Provision for Doubtful Accounts 2,218 1,950
11.1% 10.3%
Gains on Investments (6) (140)
0.0% -0.7%
All Other Operating Expenses 3,038 2,912
15.2% 15.3%
Total Operating Expenses 16,536 15,789
82.8% 83.2%
3,439 3,199
EBITDA 17.2% 16.8%
Depreciation & Amortization 1,072 1,045
5.4% 5.4%
Interest 1,674 582
8.4% 3.1%
Gains on Sales of Facilities (332) (46)
-1.7% -0.2%
Impairment of Long-Lived Assets 24 -
0.1% 0.0%
Transaction Costs - 9
0.0% 0.0%
Minority Interest 160 145
0.8% 0.8%
Income Before Taxes 841 1,464
4.2% 7.7%
Net Income $596 $914
3.0% 4.8%
34
Certain prior year amounts have been reclassified to conform to current year presentation.
39. Same Facility
Expense Management
Supply Cost by Category
2nd Quarter
1st Quarter 3rd Quarter
Sept YTD
Op.Exp./AA
% Total Per AA % change
+6.3%
+5.0%
Cash
Medical
+5.3%
Devices
34.7%
Pharmacy
Excluding UPL +1.0%
20.1%
Sept YTD
+5.4% Commodity
Wage
+8.2%
Rate
39.7%
Blood +20.8%
5.5%
East, West & Central Hospital Operations –
3rd Quarter 2007
Including rebates
Sept YTD
-0.7%
EEOB
Medical
+6.1%
Devices
34.9%
Pharmacy +1.4%
As Reported 20.4%
Sept YTD
Supplies
Commodity
+4.5% +5.8%
/AA
39.3%
Blood +14.3%
5.4%
38
East, West & Central Hospital Operations –
September 2007 YTD
Including rebates
40. As Reported
($ in millions)
Other Operating Expenses
Marketing and Advertising Travel and Entertainment
57%
28%
September YTD September YTD
Malpractice Expense
Legal
21%
15%
September YTD
September YTD
39
41. Corporate Office and IT&S
( $ in millions)
September 2007 YTD Prior Year
Actual Prior Year Variance
Total Administrative $122 $133 ($11)
Total IT&S $253 $282 ($29)
Total Shared Services $592 $590 $2
*Excludes Gains on Sale of Investments, 123R, Malpractice Reserves and Sponsor Fees
40
42. Leverage the Scale of the Company
Currently serves over 4,000 members, including more than 1,200 acute care hospitals
Over $13 billion in annual purchasing volume with expected 58% growth over prior year
Group
Purchasing Generates significant annual profits from administrative fees from suppliers for performing GPO services;
Organization significantly lowered the Company's supply costs
Per-unit cost advantage over competitors
Invested $100 million to build regional service centers
Revenue
Creates efficiencies in billing and collection process, particularly re payment disputes with managed care
Cycle
Management Results: incremental cash collections annually, compared to baseline, as well as a reduction in operating costs
OVERALL SETTLED CLAIMS – PER 1,000 OCCUPIED BED
Intense focus on patient safety and tort EQUIVALENTS
16
reform have significantly reduced settled
Captive 14.5
claims 15
14.5
Insurance 14.1 13.6
14
13.2
Subsidiary 13
12.1
11.9
12
11.6
11
10.0
9.7
9.6
10
9
8
41
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
43. Debt Repayment
$ in millions
Decrease/
12/31/2006 9/30/2007 Increase
Bank Revolver $ 40 $ - $ 40
Asset-Based Revolver 1,830 1,500 330
Term Loan A 2,750 2,666 84
Term Loan B 8,800 8,734 66
European Term Loan 1,320 1,003 317
Total Bank Debt 14,740 13,903 837
Other First Lien Debt 445 419 26
Second Lien Cash Pay Notes 4,200 4,200 -
Second Lien Toggle Notes 1,500 1,500 -
Total Senior Secured Debt 20,885 20,022 863
Rollover Debt - Unsecured Notes, net 7,523 7,523 -
Total Debt $ 28,408 $ 27,545 $ 863
Debt/EBITDA 6.36x 5.85x
42
44. Debt Rollforward
$ in millions
Total Debt as of 12/31/06 $28,408
2007 Activity
Adjusted EBITDA, less Minority Interest (3,279)
Interest Paid 1,522
Taxes Paid 348
Capital Expenditures 997
Asset Sales, net of Acquisitions (463)
Sponsor/Employee Equity Contribution (100)
All other, including Working Capital 112
Net change (863)
Total Debt as of 9/30/07 $27,545
43
45. Capitalization Table & Credit Statistics
Sep 30, Dec 31,
2007 2006
Senior Secured Debt
Cash Flow Revolver ($2.0 billion) - $40
ABL Facility ($2.0 billion) 1,500 1,830
Term Loan A 2,666 2,750
Term Loan B 8,734 8,800
European Term Loan 1,003 1,320
Total Senior Secured Bank Debt 13,903 14,740
Other First Lien Debt 419 445
Second Lien Cash Pay Notes 4,200 4,200
Second Lien Toggle Notes 1,500 1,500
Total Senior Secured Debt 20,022 20,885
Unsecured Notes 7,540 7,542
Unamortized Discounts (17) (19)
Total Debt $27,545 $28,408
Floating Rate Debt % 21.5% 23.7%
Total Debt/Adjusted EBITDA 5.85x 6.36x
Adjusted EBITDA/Interest 2.27x 2.16x
44
46. Financial Policies & Objectives
Operations – Focus on core operations
Physician recruitment and service line expansion
Maintain target managed care mid- to high-single digit rate increase
Manage operating expenses by leveraging scale and systems
Consider divesting non-core assets, where appropriate
HCI malpractice funding cash flow benefits
Leverage
Goal to reduce debt and improve credit quality over time
Manage floating rate interest exposure ($8 billion in 5-yr interest rate hedges)
Capital Expenditures – Maintain disciplined approach to deploying capital
Only target high ROIC investments
Deploy capital to enhance operations, competitive position and market share
Manage discretionary capex based on strength of cash flows
45
47. Conclusion
Favorable Industry Fundamentals
Well-Capitalized Assets With Leading Market Positions in High Growth Markets
Management Team’s Experience, Discipline and Industry Leadership
Financial Structure that Provides Significant Liquidity and Flexibility
Disciplined Approach to Capital Deployment
Significant Cash Flow From Operations
Significant Equity Commitment by Sponsors and Management
46
48. Milton Johnson
Executive Vice President & Chief Financial Officer
David Anderson
Senior Vice President, Finance & Treasurer
Vic Campbell
Senior Vice President
Mark Kimbrough
Vice President, Investor Relations
47