WESCO International, Inc. reported record financial results for 2006, with net sales increasing 20% to $5.32 billion and net income more than doubling to $217 million. The company's core electrical products distribution business drove excellent performance, as continued process improvements led to increased productivity and profitability. WESCO also integrated recent acquisitions, including Communications Supply Corporation, and expects additional acquisitions will be completed to further expansion. Looking ahead, the company is well positioned for continued growth with favorable market conditions and numerous opportunities identified for further performance gains.
This annual report summarizes WESCO International's financial performance for 2007. Key points include:
- Net sales increased 13% to $6 billion and net income increased 11% to $241 million.
- Return on equity was a record 39.5% and earnings per share increased 21% to $4.99.
- The company made three acquisitions that added over $1.1 billion in annual sales.
- Investments were made to expand the sales force and recruiting programs to support future growth.
omnicom group Q4 2004 Investor Presentationfinance22
Omnicom Group presented its full year 2004 results, reporting a 13.1% increase in revenue to $9.7 billion. Net income grew 14.7% to $723.5 million. Organic revenue growth was 6.7% while acquisitions contributed 1.9% growth. By discipline, advertising grew 11.4% to $4.2 billion, CRM grew 14% to $3.4 billion, and specialty grew 17.6% to $1.1 billion. Geographically, the United States grew 10.6% to $5.2 billion while international grew 9.3% to $4.5 billion. Cash flow from operations was $1.3 billion.
The document is the 2004 annual report for W.R. Berkley Corporation. It summarizes the company's strong financial performance in 2004, with net income increasing 28% to $4.97 per share and return on equity rising to 26%. It provides details on growth across the company's business segments, including its Specialty, Regional, Alternative Markets, Reinsurance, and International segments. The Chairman highlights the company's focus on risk-adjusted returns, decentralized operations, and accountability in achieving excellent long-term results.
Nordstrom reported strong financial results for fiscal year 2006. Total sales increased 10.8% to a record $8.6 billion, with earnings before taxes exceeding $1 billion for the first time. The gross profit rate was 37.5% and expenses as a percentage of sales improved for the sixth consecutive year. Nordstrom also announced a $2.8 billion capital investment plan focused on new stores, remodels, and technology improvements to enhance the customer experience across channels. The Chairman expressed optimism for Nordstrom's future given its focus on serving customers and executing narrow initiatives through the lens of its values.
Manpower Inc. reported record financial results in 2006. Revenues increased 10.8% to $17.6 billion and net earnings increased 53% to $398 million. The company's stock price rose 61% in 2006, outperforming the broader market. Operating profit increased 24% to $532 million due to growth in business and effective cost management across regions. The company has transitioned to focus on providing a wider range of employment services beyond temporary staffing alone. The rebranding launched in 2006 aligned the company's image with this strategic transition and positioned Manpower for continued strong performance.
omnicom group Q3 2004 Investor Presentation (pdf)finance22
- OmnicomGroup reported financial results for Q3 2004, with revenue up 14.3% and net income up 16.6% compared to Q3 2003.
- Revenue growth was driven by a 4.0% impact from foreign exchange rates, 1.9% from acquisitions, and 8.4% from organic growth.
- The company has a strong credit profile with $2.5 billion in available liquidity and a net debt to EBIT ratio of 1.8x.
- Adoption of SFAS 123 for stock compensation had impacts on results for 2002-2004.
Lexmark's annual report summarizes its strategy and performance in 2004. The company focuses exclusively on printing and develops its own printing technologies. It sells printers and supplies, with supplies driving the majority of profits. Lexmark aims to expand into growth segments, differentiate through easy-to-use products and services, and build its brand as a printing solutions company. The report highlights double-digit revenue and earnings growth in 2004 and strategic investments to support future growth.
This investor presentation provides an overview of Bayer Group's financial performance and outlook. It discusses Bayer's market leading positions, new product pipeline, and growth in emerging markets. The presentation summarizes Bayer's record sales and earnings in 2011, consistent strong cash generation from 2007-2011, and financial outlook for 2012. It anticipates global economic and political risks remaining high in 2012 and continued growth being driven by Asian emerging markets.
This annual report summarizes WESCO International's financial performance for 2007. Key points include:
- Net sales increased 13% to $6 billion and net income increased 11% to $241 million.
- Return on equity was a record 39.5% and earnings per share increased 21% to $4.99.
- The company made three acquisitions that added over $1.1 billion in annual sales.
- Investments were made to expand the sales force and recruiting programs to support future growth.
omnicom group Q4 2004 Investor Presentationfinance22
Omnicom Group presented its full year 2004 results, reporting a 13.1% increase in revenue to $9.7 billion. Net income grew 14.7% to $723.5 million. Organic revenue growth was 6.7% while acquisitions contributed 1.9% growth. By discipline, advertising grew 11.4% to $4.2 billion, CRM grew 14% to $3.4 billion, and specialty grew 17.6% to $1.1 billion. Geographically, the United States grew 10.6% to $5.2 billion while international grew 9.3% to $4.5 billion. Cash flow from operations was $1.3 billion.
The document is the 2004 annual report for W.R. Berkley Corporation. It summarizes the company's strong financial performance in 2004, with net income increasing 28% to $4.97 per share and return on equity rising to 26%. It provides details on growth across the company's business segments, including its Specialty, Regional, Alternative Markets, Reinsurance, and International segments. The Chairman highlights the company's focus on risk-adjusted returns, decentralized operations, and accountability in achieving excellent long-term results.
Nordstrom reported strong financial results for fiscal year 2006. Total sales increased 10.8% to a record $8.6 billion, with earnings before taxes exceeding $1 billion for the first time. The gross profit rate was 37.5% and expenses as a percentage of sales improved for the sixth consecutive year. Nordstrom also announced a $2.8 billion capital investment plan focused on new stores, remodels, and technology improvements to enhance the customer experience across channels. The Chairman expressed optimism for Nordstrom's future given its focus on serving customers and executing narrow initiatives through the lens of its values.
Manpower Inc. reported record financial results in 2006. Revenues increased 10.8% to $17.6 billion and net earnings increased 53% to $398 million. The company's stock price rose 61% in 2006, outperforming the broader market. Operating profit increased 24% to $532 million due to growth in business and effective cost management across regions. The company has transitioned to focus on providing a wider range of employment services beyond temporary staffing alone. The rebranding launched in 2006 aligned the company's image with this strategic transition and positioned Manpower for continued strong performance.
omnicom group Q3 2004 Investor Presentation (pdf)finance22
- OmnicomGroup reported financial results for Q3 2004, with revenue up 14.3% and net income up 16.6% compared to Q3 2003.
- Revenue growth was driven by a 4.0% impact from foreign exchange rates, 1.9% from acquisitions, and 8.4% from organic growth.
- The company has a strong credit profile with $2.5 billion in available liquidity and a net debt to EBIT ratio of 1.8x.
- Adoption of SFAS 123 for stock compensation had impacts on results for 2002-2004.
Lexmark's annual report summarizes its strategy and performance in 2004. The company focuses exclusively on printing and develops its own printing technologies. It sells printers and supplies, with supplies driving the majority of profits. Lexmark aims to expand into growth segments, differentiate through easy-to-use products and services, and build its brand as a printing solutions company. The report highlights double-digit revenue and earnings growth in 2004 and strategic investments to support future growth.
This investor presentation provides an overview of Bayer Group's financial performance and outlook. It discusses Bayer's market leading positions, new product pipeline, and growth in emerging markets. The presentation summarizes Bayer's record sales and earnings in 2011, consistent strong cash generation from 2007-2011, and financial outlook for 2012. It anticipates global economic and political risks remaining high in 2012 and continued growth being driven by Asian emerging markets.
Starbucks had a very successful fiscal year 2007, with revenue reaching $9.4 billion and net earnings of $673 million. However, the company saw slowing customer traffic in U.S. stores. In response, Starbucks' CEO Howard Schultz will lead a transformation of the company to refocus on coffee quality and the customer experience. Plans include improving U.S. stores, expanding internationally, and renewing Starbucks' heritage and innovation. Schultz is confident these steps will ensure long-term success and deliver value for customers, partners, and shareholders.
The document summarizes the financial performance and outlook of the U.S. airline industry in early 2012. It notes that while airline revenues grew in 2011, costs increased even more, resulting in an overall net profit margin of only 0.3%. Fuel costs were at record high levels and most airline stocks declined sharply over the year. Looking ahead, fuel remains the largest threat to profits. Airlines are focusing on reducing costs, debt, and capacity while renewing fleets in order to improve financial stability despite high and volatile fuel prices.
- WESCO achieved record financial results in 2005, with net sales reaching $4.42 billion, a 18.2% increase over 2004. Income from operations was $209 million and net income was $103.5 million, both record highs.
- WESCO's strong performance is driven by its over 6,000 employees and their commitment to operational excellence and continuous improvement. The company's size, scale, and focus on customer service has helped achieve positive momentum.
- WESCO completed two acquisitions in 2005, Fastec Industrial Corp. and Carlton-Bates Company, which strengthened the company's product and service offerings. WESCO expects continuous improvement initiatives and a strong organization to
Localiza Rent a Car S.A. reported strong financial results for 4Q11 and full year 2011. Net revenues grew 16.9% in 2011 to R$2.9 billion, while consolidated EBITDA increased 26.5% to R$821 million. The company's car and fleet rental divisions both experienced significant growth in daily rentals and revenues over the past six years. Localiza also increased its fleet size by over 18,000 vehicles in 2011 through continued investment in its business.
The document provides financial highlights and key metrics for Localiza Rent a Car S.A. for 4Q07, full year 2007, and comparisons to prior periods:
1) Revenue and EBITDA grew significantly in 4Q07 and 2007 driven by growth in the average rented fleet and focus on local off-airport markets.
2) Free cash flow after fleet renewal investments was R$199.6 million in 2007, allowing continued investment in expanding the fleet.
3) Return on invested capital increased, demonstrating improved operational efficiency and profitability.
ArvinMeritor had a challenging fiscal year 2001 due to economic downturn and declining automotive sales. However, the company has taken steps to strengthen its position such as aggressively cutting costs, improving quality, and focusing on core competencies. While sales and profits decreased from the prior year, the company generated strong operating cash flow through emphasis on working capital reductions and debt paydown. Looking forward, ArvinMeritor is well positioned in key markets and believes systems integration will be an area of growth opportunity.
Credit Suisse Chemical and Ag Science Conferencefinance5
The document summarizes Dow's financial performance in the first half of 2008, its transformational strategy, and actions taken to implement that strategy. It discusses the formation of K-Dow Petrochemicals, a joint venture with Kuwait Petroleum that will create a major petrochemicals company. It also covers Dow's acquisition of Rohm and Haas, a leading specialty chemicals company, which will accelerate Dow's growth and increase its percentage of revenues from higher-margin specialty businesses.
- Nordstrom reported strong financial results for fiscal year 2005 with total sales increasing 8.3% to $7.7 billion and same-store sales growth of 6%. Net earnings increased 40.1% to $551 million compared to 2004.
- The company aims to continue its growth in 2006 by focusing on maximizing sales in women's apparel, providing a seamless shopping experience across channels, and expanding into new markets like Boston.
- Nordstrom's strategies for continuous improvement include testing new store concepts, enhancing its online presence, leveraging technology investments, and refining inventory management tools.
Liz Claiborne Inc. designs and markets fashion apparel and accessories. It offers products through department stores, specialty stores, and other retail channels in North America, Europe, Asia, Australia, and South America. In 2006, net sales were $4.99 billion and operating income was $436 million. The CEO discusses plans to invest in power brands like Juicy Couture, Kate Spade, and Liz Claiborne through specialty store expansion, marketing initiatives, and advertising. He outlines priorities around irresistible product, building brand loyalty, optimizing the supply chain, and focusing on talent.
While foreclosure data shows Riverside-San Bernardino has high foreclosure rates, the author argues the media misinterprets the data. Foreclosures are declining in the region as homes actually going to foreclosure are down 68% from last year. Inventory is also down significantly, and median home prices are rising. The housing market, while still showing effects of the crisis, appears to be stabilizing and improving according to the author.
Starbucks Corporation experienced strong financial growth from 1994 to 2004 as evidenced by increasing revenues, earnings, number of stores, and shareholders' equity over that period. In fiscal year 2004, Starbucks achieved record revenues and earnings, opened over 1,300 new stores globally, and saw its tenth consecutive year of double-digit comparable store sales growth. The company continued its strategy of rapid expansion, product innovation, and strengthening its ethical sourcing and social responsibility practices.
Bugfree Technologies Pvt. Ltd. is a young IT company formed by experienced professionals focused on the growing potential of the IT sector. The company has offices in Gandhinagar, India and Newark, Delaware, USA. The presentation introduces Bugfree's leadership, vision, values, and solutions portfolio including ERP, mobility, web development, and BI. It outlines Bugfree's strategic focus areas and project management methodology. The goal is to become a top 10 software solutions company in Gujarat, India by 2020 through strategic partnerships and global presence.
Pakaian berfungsi untuk menutup aurat baik laki-laki maupun perempuan, sebagai perhiasan, dan perlindungan serta identitas. Dalam berpakaian, perlu memenuhi beberapa syarat seperti hanya menampakkan wajah dan telapak tangan, menggunakan kain yang tidak transparan, tidak ketat, tidak menyerupai pakaian lawan jenis, serta memilih warna yang tidak mengundang perhatian orang lain.
The Immunobiology of Oil-in-Water Adjuvants for Influenza Vaccinespcirnkt
The document summarizes a study on the influence of adjuvants on long-term humoral responses to influenza vaccination. It found that while an AS03-adjuvanted pH1N1 vaccine protected 100% of pediatric subjects 3 weeks post-vaccination, 27% of subjects failed to increase antibody avidity levels following a second dose. This suggests the low antigen dose in the adjuvanted vaccine may have abnormally truncated the maturation of the humoral immune response. The role of pre-existing immunity on responses to influenza vaccines requires further investigation.
The document summarizes the reports from the LSE Commission on the Future of Britain in Europe. The Commission convened a series of hearings with experts, practitioners, politicians and representatives from different sectors to discuss various implications of a potential Brexit. Key topics discussed included the economic impacts, impacts on the labor market and financial regulation. While most economic studies find Brexit would negatively impact the UK economy, the implications are complex and there would likely be varying regional and sectoral effects. Brexit could also have constitutional impacts within the UK and changes to the relationships between the central government and devolved administrations.
This presentation discusses Open Educational Resources (OER) and high impact OER adoption. It defines OER as resources with free access and permission for users to retain, reuse, revise, remix, and redistribute. Studies show OER improves affordability and student success compared to commercial textbooks. High impact adoption invigorates pedagogy through reusable assignments and entire OER-based degree programs. The open nature of OER allows new opportunities to enhance teaching and learning.
El documento describe diferentes herramientas TIC para la comunicación y el aprendizaje, incluyendo plataformas educativas como Moodle y Blackboard, webinarios, videoconferencias, y herramientas colaborativas como Office 365, Google Apps for Education y Edmodo. Explica cómo estas herramientas permiten la interacción en línea, el intercambio de contenidos y la comunicación remota entre estudiantes y profesores.
Este documento presenta el Plan de Acción para la Mejora de los Aprendizajes 2016 de la Institución Educativa Inicial N° 516. El plan tiene como objetivo identificar los factores que influyen en el logro de los aprendizajes de los estudiantes, determinar metas por aula e institución, y establecer estrategias y compromisos para que los estudiantes mejoren sus aprendizajes. Se incluye un diagnóstico inicial basado en las listas de cotejo de entrada que muestra los resultados de los estudiantes en diferentes áreas
Este documento presenta el Plan Estratégico de Desarrollo Regional Concertado y Participativo de Huancavelica para el período 2004-2015. El plan tiene como objetivo promover el desarrollo humano sostenible de la región a través de la concertación entre las autoridades locales y la población. Se realizó un análisis de la situación actual de Huancavelica identificando fortalezas, debilidades, oportunidades y amenazas. Se establecieron objetivos y metas a lograrse para el 2015 en áreas como agricultura, educación
INTRODUCCIÓN ........................................................................................................................... 3
ORIGEN DE LA PALABRA CAMPECHE ............................................................................................... 4
ESCUDO Y SU SIGNIFICADO...................................................................................................................... 5
HISTORIA DE CAMPECHE ........................................................................................................................... 6
GEOGRAFÍA FÍSICA, POBLACIÓN Y SUS PRINCIPALES LOCALIDADES. .................................... 9
ECONOMÍA .................................................................................................................................................... 10
ATRACTIVOS CULTURALES Y TURÍSTICOS ....................................................................................... 11
CULTURA ....................................................................................................................................................... 21
MÚSICA, DANZAS Y TRAJES TÍPICOS .................................................................................................. 25
GASTRONOMIA................................................................................................................................................. 31
ARTESANÍAS ...................................................................................................................................................... 32
CONCLUSIÓN .................................................................................................................................................... 35
BIBLIOGRAFÍA ................................................................................................................................................... 36
Symposium Investor Roadshow November 2015 - MGC PharmaceuticalsSymposium
MGC Pharmaceuticals (MGC) is a medical and cosmetic cannabis company with licenses to grow, extract and sell Cannabis Sativa in Slovenia within the EU. MGC holds unique genetics with very low THC levels and high CBD content, allowing it to produce higher amounts of CBD. MGC is currently developing its own line of cosmetic and over-the-counter medical products and has partnerships to sell CBD extracts. The company sees opportunities in the Australian market following regulatory changes.
Cognitive science is an interdisciplinary field that studies the mind from an information processing perspective. It aims to model human performance to enhance knowledge workers like clinicians. Connectionism uses computer modeling of neural networks to explain human intellect. Neural networks are interconnected systems that mimic the brain's neurons and synapses. Cognitive informatics bridges the understanding of how information is processed in the mind and computer to build more efficient systems. Artificial intelligence develops tools based on human thought and intelligence to help capture complex cognitive processes.
Starbucks had a very successful fiscal year 2007, with revenue reaching $9.4 billion and net earnings of $673 million. However, the company saw slowing customer traffic in U.S. stores. In response, Starbucks' CEO Howard Schultz will lead a transformation of the company to refocus on coffee quality and the customer experience. Plans include improving U.S. stores, expanding internationally, and renewing Starbucks' heritage and innovation. Schultz is confident these steps will ensure long-term success and deliver value for customers, partners, and shareholders.
The document summarizes the financial performance and outlook of the U.S. airline industry in early 2012. It notes that while airline revenues grew in 2011, costs increased even more, resulting in an overall net profit margin of only 0.3%. Fuel costs were at record high levels and most airline stocks declined sharply over the year. Looking ahead, fuel remains the largest threat to profits. Airlines are focusing on reducing costs, debt, and capacity while renewing fleets in order to improve financial stability despite high and volatile fuel prices.
- WESCO achieved record financial results in 2005, with net sales reaching $4.42 billion, a 18.2% increase over 2004. Income from operations was $209 million and net income was $103.5 million, both record highs.
- WESCO's strong performance is driven by its over 6,000 employees and their commitment to operational excellence and continuous improvement. The company's size, scale, and focus on customer service has helped achieve positive momentum.
- WESCO completed two acquisitions in 2005, Fastec Industrial Corp. and Carlton-Bates Company, which strengthened the company's product and service offerings. WESCO expects continuous improvement initiatives and a strong organization to
Localiza Rent a Car S.A. reported strong financial results for 4Q11 and full year 2011. Net revenues grew 16.9% in 2011 to R$2.9 billion, while consolidated EBITDA increased 26.5% to R$821 million. The company's car and fleet rental divisions both experienced significant growth in daily rentals and revenues over the past six years. Localiza also increased its fleet size by over 18,000 vehicles in 2011 through continued investment in its business.
The document provides financial highlights and key metrics for Localiza Rent a Car S.A. for 4Q07, full year 2007, and comparisons to prior periods:
1) Revenue and EBITDA grew significantly in 4Q07 and 2007 driven by growth in the average rented fleet and focus on local off-airport markets.
2) Free cash flow after fleet renewal investments was R$199.6 million in 2007, allowing continued investment in expanding the fleet.
3) Return on invested capital increased, demonstrating improved operational efficiency and profitability.
ArvinMeritor had a challenging fiscal year 2001 due to economic downturn and declining automotive sales. However, the company has taken steps to strengthen its position such as aggressively cutting costs, improving quality, and focusing on core competencies. While sales and profits decreased from the prior year, the company generated strong operating cash flow through emphasis on working capital reductions and debt paydown. Looking forward, ArvinMeritor is well positioned in key markets and believes systems integration will be an area of growth opportunity.
Credit Suisse Chemical and Ag Science Conferencefinance5
The document summarizes Dow's financial performance in the first half of 2008, its transformational strategy, and actions taken to implement that strategy. It discusses the formation of K-Dow Petrochemicals, a joint venture with Kuwait Petroleum that will create a major petrochemicals company. It also covers Dow's acquisition of Rohm and Haas, a leading specialty chemicals company, which will accelerate Dow's growth and increase its percentage of revenues from higher-margin specialty businesses.
- Nordstrom reported strong financial results for fiscal year 2005 with total sales increasing 8.3% to $7.7 billion and same-store sales growth of 6%. Net earnings increased 40.1% to $551 million compared to 2004.
- The company aims to continue its growth in 2006 by focusing on maximizing sales in women's apparel, providing a seamless shopping experience across channels, and expanding into new markets like Boston.
- Nordstrom's strategies for continuous improvement include testing new store concepts, enhancing its online presence, leveraging technology investments, and refining inventory management tools.
Liz Claiborne Inc. designs and markets fashion apparel and accessories. It offers products through department stores, specialty stores, and other retail channels in North America, Europe, Asia, Australia, and South America. In 2006, net sales were $4.99 billion and operating income was $436 million. The CEO discusses plans to invest in power brands like Juicy Couture, Kate Spade, and Liz Claiborne through specialty store expansion, marketing initiatives, and advertising. He outlines priorities around irresistible product, building brand loyalty, optimizing the supply chain, and focusing on talent.
While foreclosure data shows Riverside-San Bernardino has high foreclosure rates, the author argues the media misinterprets the data. Foreclosures are declining in the region as homes actually going to foreclosure are down 68% from last year. Inventory is also down significantly, and median home prices are rising. The housing market, while still showing effects of the crisis, appears to be stabilizing and improving according to the author.
Starbucks Corporation experienced strong financial growth from 1994 to 2004 as evidenced by increasing revenues, earnings, number of stores, and shareholders' equity over that period. In fiscal year 2004, Starbucks achieved record revenues and earnings, opened over 1,300 new stores globally, and saw its tenth consecutive year of double-digit comparable store sales growth. The company continued its strategy of rapid expansion, product innovation, and strengthening its ethical sourcing and social responsibility practices.
Bugfree Technologies Pvt. Ltd. is a young IT company formed by experienced professionals focused on the growing potential of the IT sector. The company has offices in Gandhinagar, India and Newark, Delaware, USA. The presentation introduces Bugfree's leadership, vision, values, and solutions portfolio including ERP, mobility, web development, and BI. It outlines Bugfree's strategic focus areas and project management methodology. The goal is to become a top 10 software solutions company in Gujarat, India by 2020 through strategic partnerships and global presence.
Pakaian berfungsi untuk menutup aurat baik laki-laki maupun perempuan, sebagai perhiasan, dan perlindungan serta identitas. Dalam berpakaian, perlu memenuhi beberapa syarat seperti hanya menampakkan wajah dan telapak tangan, menggunakan kain yang tidak transparan, tidak ketat, tidak menyerupai pakaian lawan jenis, serta memilih warna yang tidak mengundang perhatian orang lain.
The Immunobiology of Oil-in-Water Adjuvants for Influenza Vaccinespcirnkt
The document summarizes a study on the influence of adjuvants on long-term humoral responses to influenza vaccination. It found that while an AS03-adjuvanted pH1N1 vaccine protected 100% of pediatric subjects 3 weeks post-vaccination, 27% of subjects failed to increase antibody avidity levels following a second dose. This suggests the low antigen dose in the adjuvanted vaccine may have abnormally truncated the maturation of the humoral immune response. The role of pre-existing immunity on responses to influenza vaccines requires further investigation.
The document summarizes the reports from the LSE Commission on the Future of Britain in Europe. The Commission convened a series of hearings with experts, practitioners, politicians and representatives from different sectors to discuss various implications of a potential Brexit. Key topics discussed included the economic impacts, impacts on the labor market and financial regulation. While most economic studies find Brexit would negatively impact the UK economy, the implications are complex and there would likely be varying regional and sectoral effects. Brexit could also have constitutional impacts within the UK and changes to the relationships between the central government and devolved administrations.
This presentation discusses Open Educational Resources (OER) and high impact OER adoption. It defines OER as resources with free access and permission for users to retain, reuse, revise, remix, and redistribute. Studies show OER improves affordability and student success compared to commercial textbooks. High impact adoption invigorates pedagogy through reusable assignments and entire OER-based degree programs. The open nature of OER allows new opportunities to enhance teaching and learning.
El documento describe diferentes herramientas TIC para la comunicación y el aprendizaje, incluyendo plataformas educativas como Moodle y Blackboard, webinarios, videoconferencias, y herramientas colaborativas como Office 365, Google Apps for Education y Edmodo. Explica cómo estas herramientas permiten la interacción en línea, el intercambio de contenidos y la comunicación remota entre estudiantes y profesores.
Este documento presenta el Plan de Acción para la Mejora de los Aprendizajes 2016 de la Institución Educativa Inicial N° 516. El plan tiene como objetivo identificar los factores que influyen en el logro de los aprendizajes de los estudiantes, determinar metas por aula e institución, y establecer estrategias y compromisos para que los estudiantes mejoren sus aprendizajes. Se incluye un diagnóstico inicial basado en las listas de cotejo de entrada que muestra los resultados de los estudiantes en diferentes áreas
Este documento presenta el Plan Estratégico de Desarrollo Regional Concertado y Participativo de Huancavelica para el período 2004-2015. El plan tiene como objetivo promover el desarrollo humano sostenible de la región a través de la concertación entre las autoridades locales y la población. Se realizó un análisis de la situación actual de Huancavelica identificando fortalezas, debilidades, oportunidades y amenazas. Se establecieron objetivos y metas a lograrse para el 2015 en áreas como agricultura, educación
INTRODUCCIÓN ........................................................................................................................... 3
ORIGEN DE LA PALABRA CAMPECHE ............................................................................................... 4
ESCUDO Y SU SIGNIFICADO...................................................................................................................... 5
HISTORIA DE CAMPECHE ........................................................................................................................... 6
GEOGRAFÍA FÍSICA, POBLACIÓN Y SUS PRINCIPALES LOCALIDADES. .................................... 9
ECONOMÍA .................................................................................................................................................... 10
ATRACTIVOS CULTURALES Y TURÍSTICOS ....................................................................................... 11
CULTURA ....................................................................................................................................................... 21
MÚSICA, DANZAS Y TRAJES TÍPICOS .................................................................................................. 25
GASTRONOMIA................................................................................................................................................. 31
ARTESANÍAS ...................................................................................................................................................... 32
CONCLUSIÓN .................................................................................................................................................... 35
BIBLIOGRAFÍA ................................................................................................................................................... 36
Symposium Investor Roadshow November 2015 - MGC PharmaceuticalsSymposium
MGC Pharmaceuticals (MGC) is a medical and cosmetic cannabis company with licenses to grow, extract and sell Cannabis Sativa in Slovenia within the EU. MGC holds unique genetics with very low THC levels and high CBD content, allowing it to produce higher amounts of CBD. MGC is currently developing its own line of cosmetic and over-the-counter medical products and has partnerships to sell CBD extracts. The company sees opportunities in the Australian market following regulatory changes.
Cognitive science is an interdisciplinary field that studies the mind from an information processing perspective. It aims to model human performance to enhance knowledge workers like clinicians. Connectionism uses computer modeling of neural networks to explain human intellect. Neural networks are interconnected systems that mimic the brain's neurons and synapses. Cognitive informatics bridges the understanding of how information is processed in the mind and computer to build more efficient systems. Artificial intelligence develops tools based on human thought and intelligence to help capture complex cognitive processes.
This document discusses how to launch other programs and scripts from Python using the Popen() function in the subprocess module. Popen() opens instances of other programs as individual processes that can be started from a Python script. Examples are provided for launching the Windows and Gnome calculators using their file paths, as well as launching a Python script using the Python interpreter and providing the script's file path.
This document discusses human-technology interfaces and provides examples such as EMR systems, medical devices, and telecommunication tools. It notes that any time a human uses technology, there is an interface that enables the interaction. Workarounds are described as temporary fixes that do not solve underlying problems and could put patients at risk. Telehealth allows remote monitoring and education of patients using technology. While sometimes preferred by patients over live clinicians, human-technology interfaces still cause a significant portion of patient monitoring incidents due to errors from flawed interface design. The ideal interface would seamlessly enhance users' workflow and be rigorously tested before implementation.
In the digital age, one of the most effective ways to gather data and information about a potential enemy state is by infiltrating their ranks with malware. This webinar takes a deep drive into advanced persistent threat attacks performed by nation states. We will discuss various actors, government sponsored hackers, such as Duke, Bear, and Panda. Then we will look at malware created, like Regin, Elise, Flame, Equation Group, Babar, OnionDuke, and Dark Hotel.
OER Degree Initiaitve Kickoff: "That's Not How We Do It Here" Leader GuideAchieving the Dream
The document is a leader's guide for the book "That's Not How We Do It Here!" by John Kotter and Holger Rathgeber. The book tells a story using anthropomorphized meerkats to illustrate how organizations can rise and fall, and rise again. The leader's guide provides discussion questions and materials to help teams apply the concepts from the book to their own organizations. It includes a summary of the book, lists of characters, and prompts for discussions around challenges organizations face and how to foster innovation and change.
Estudiar el Grado de Geografía y Ordenación del Territorio en Castilla la ManchaJuan Martín Martín
Cuando acabamos nuestros estudios de Bachillerato nos aparecen las dudas sobre qué carrera podemos estudiar y dónde lo podemos hacer.
Una opción válida es estudiar el Grado de Geografía, ¿Pero dónde la puedo hacer?:
En España tenemos muchas facultades donde poder realizar los estudios de Geografía. En Castilla La Mancha podemos estudiar el Grado de Geografía en la Facultad de Letras de Ciudad Real, donde tenemos la ventaja de tener una enseñanza más personalizada al no estar masificada.
¿Qué se estudia?
El grado en Geografía es muy variado, pues puedes estudiar desde la formación de los volcanes a ver los efectos de la sequía en el medio ambiente. O conocer los problemas demográficos de nuestra sociedad, de nuestro mundo rural y agrario o bien el crecimiento, desarrollo y planificación de nuestras ciudades...
¿Que me ofrece el Grado de Geografía y Ordenación del Territorio?
Es una profesión cualificada en las últimas tecnologías como el uso y manejo de herramientas SIG, la teledetección y el geoposicionamiento, que están en plena actualidad, todo ello con aplicaciones y empleabilidad crecientes.
Es una ciencia integradora, que permite la especialización en múltiples perfiles y adaptación en diversos ámbitos de trabajo.
¿Donde puedo trabajar cuando acabe mis estudios?: Además de la oferta en la enseñanza universitaria y en secundaria, también hay ofertas en ayuntamientos y otras administraciones o espacios naturales protegidos,
La diversidad hídrica de España II. El factor humano.Alfredo García
Segunda parte de los ríos españoles. Se trata de todo en lo que interviene el ser humano en relación con los ríos desde la captación de aguas al transporte, uso y consumo, mal uso y excesos...
This annual report summarizes WESCO International's financial performance for 2007. Key points include:
- Net sales increased 13% to $6 billion and net income increased 11% to $241 million.
- Return on equity was a record 39.5% and earnings per share increased 21% to $4.99.
- The company made three acquisitions that added over $1.1 billion in annual sales.
- Investments were made to expand the sales force and recruiting programs to support future growth.
This annual report summarizes WESCO International's financial performance for 2007. Key points include:
- Net sales increased 13% to $6 billion and net income increased 11% to $241 million.
- Return on equity was a record 39.5% and earnings per share increased 21% to $4.99.
- The company made several acquisitions that added over $1.1 billion in annual sales.
- Investments were made to expand the sales force and recruiting programs to support future growth.
This annual report summarizes WESCO International's financial performance for 2007. Key points include:
- Net sales increased 13% to $6 billion and net income increased 11% to $241 million.
- Return on equity was a record 39.5% and earnings per share increased 21% to $4.99.
- The company made three acquisitions that added over $1.1 billion in annual sales.
- Investments were made to expand the sales force and recruiting programs to support future growth.
- WESCO achieved record financial results in 2005, with net sales reaching $4.42 billion, a 18.2% increase over 2004. Income from operations was $209 million and net income was $103.5 million, both record highs.
- WESCO's success is driven by its over 6,000 employees and their commitment to operational excellence and continuous improvement. The company's "extra effort" culture has helped generate above-average growth.
- WESCO completed two acquisitions in 2005, Fastec Industrial Corp. and Carlton-Bates Company, which strengthened the company's product and service offerings.
- The company aims to continue its positive momentum in 2006 by sustaining
Nordstrom reported strong financial results for fiscal year 2006. Total sales increased 10.8% to a record $8.6 billion and net earnings increased 23% to $678 million. Other highlights included gross profit and earnings before taxes reaching record high percentages of net sales. Nordstrom also announced a $2.8 billion capital plan to fund new stores, remodels, and other customer-facing initiatives to drive further growth. The company is well positioned for future growth given its focus on serving customers through both stores and online channels.
- The company opened a new distribution center in Pernambuco, Brazil which will serve markets in Pernambuco and Paraíba.
- Gross revenues increased 17.3% compared to the same period last year, reaching R$528.6 million.
- Adjusted EBITDA increased 3.2% compared to the same period last year, reaching R$19.4 million.
- Net income increased 52.5% compared to the same period last year, reaching R$12.7 million.
omnicom group Q2 2004 Investor Presentation finance22
The document is an investor presentation by OmnicomGroup providing financial results for the second quarter and year to date 2004. It includes summaries of revenue, earnings, and other key financial metrics. Omnicom reported a 12.0% increase in second quarter revenue and a 15.6% increase in year-to-date net income. The presentation also provides details on Omnicom's revenue by discipline, geography, and growth drivers. It discusses the company's current credit position and liquidity with healthy interest coverage and available credit facilities.
Starbucks Corporation experienced strong financial growth from 1994 to 2004 as evidenced by increasing revenues, earnings, number of stores, and shareholders' equity over that period. In fiscal year 2004, Starbucks achieved record revenues and earnings, opened over 1,300 new stores globally, and saw its tenth consecutive year of double-digit comparable store sales growth. The company continued its strategy of rapid expansion, product innovation, and strengthening its ethical sourcing and social responsibility practices.
CCR reported financial results for 2006 with net revenue increasing 9.8% to R$2,145 million and net income up 9.3% to R$547.3 million. Traffic increased 5.4% for the year. The company continues to focus on cost control while making capital expenditures to support growth. CCR is also looking to expand into new markets like Mexico, Chile and the United States while remaining focused on opportunities in Brazil.
Localiza reported strong financial results for the first quarter of 2007, with net income increasing 53.4% compared to the first quarter of 2006. EBITDA from car rentals increased 14.9 million or 30% due to growth in revenue and margins. Overall market share increased to 20.5% as Localiza grew revenues at a rate 2.9 times faster than the overall car rental market between 2004-2006. Cash generation was robust at R$228.5 million after adjusting for a reduction in debt from automakers. Fleet size continued to grow significantly with a net investment of R$242 million and over 10,000 additional cars.
The document summarizes Nationwide Financial's 2004 annual report. It discusses how in 2004, Nationwide Financial implemented changes to better align its operations with key market segments. This included appointing new leadership and instilling greater financial discipline. As a result, Nationwide Financial's total revenues increased 6% to $4.2 billion and net operating earnings rose 17% to $531 million in 2004. Looking ahead to 2005, Nationwide Financial's top priority will be strengthening its operating model while building platforms to capture growth opportunities by focusing on financial discipline, distribution strategy, and understanding consumer needs.
This document provides financial data and analysis for Leggett & Platt from 1996-2006. It summarizes that Leggett & Platt saw record sales and earnings in 2006, with sales increasing primarily through acquisitions. Earnings also benefited from several unusual items. The company focuses on using cash flows to fund capital expenditures, acquisitions, and dividend payments, maintaining debt at targeted levels. Key factors that impact the company's business are market demand, raw material costs, energy costs, and competition across its five business segments which produce a wide range of components and finished products.
This document provides financial data and analysis for Leggett & Platt from 1996-2006. It summarizes that Leggett & Platt saw record sales and earnings in 2006, with sales increasing primarily due to acquisitions. Earnings benefited from restructuring efforts completed in 2006. Cash from operations was used to fund capital expenditures, acquisitions, dividends, and share repurchases in line with stated priorities. Key factors that impact Leggett & Platt's business are market demand, raw material costs, energy costs, and competition.
CCR's 3Q06 results showed a 5.9% increase in net revenues compared to 3Q05. Total costs grew 8.6% due to higher operating costs returning to long-term trends, while EBIT increased 2.5% and EBITDA grew 3.9%. The financial result was negatively impacted by currency fluctuations. Traffic across most concessions recovered compared to recent quarters. CCR maintained a sound capital structure and liquidity. New business opportunities may come from additional Brazilian concessions and expanding into other markets like Mexico, Chile, U.S. and Canada.
The document contains a chart showing the results of a survey with 36% of respondents selecting soccer as their favorite sport and a table listing the number of votes for each sport, with soccer receiving the most votes at 9. It also includes a bar chart displaying median income by education level with graduate or professional degrees having the highest median income and some tables with additional data on various topics like grain sales, Red Cross expenses, and city populations.
The document provides an overview of Goldman Sachs, including:
1) It operates in investment banking, sales and trading, principal investing, asset management, and securities services.
2) It has a long-term goal of over 20% return on tangible common equity and focuses on its core businesses and people.
3) It maintains a significant, well-capitalized equity base and conservative funding and liquidity risk management framework.
4) Its revenues come from diverse areas like fixed income, equities, principal investments, asset management and securities services.
The document provides an overview of Goldman Sachs, including:
1) It operates diverse businesses across investment banking, sales and trading, principal investing, asset management, and securities services.
2) It maintains a conservative funding and liquidity risk management framework including pre-funded excess liquidity and stress testing.
3) Over the long term, Goldman Sachs has achieved 12% annual revenue growth compared to 6% global GDP growth, focusing on returning over 20% tangible common equity.
- Leggett & Platt is an American manufacturing company that saw net sales grow at an average annual rate of 8.4% between 1996 and 2006, reaching $5.5 billion in 2006.
- Gross profit margins increased over the decade from 18.1% to 21.2%, while operating margins grew from 8.1% to 9.8% and net earnings margins increased from 4.7% to 5.5%.
- Return on equity also improved over the period, rising from 10.1% in 2003 to 13.1% in 2006.
- Leggett & Platt is an American manufacturing company that saw net sales grow at an average annual rate of 8.4% between 1996 and 2006, reaching $5.5 billion in 2006.
- Gross profit margins increased over the decade from 18.1% to 21.2%, while operating margins grew from 8.1% to 9.1% and net earnings margins increased from 4.7% to 5.7%.
- Return on equity also improved over the period, rising from 10.1% in 2003 to 13.1% in 2006, while earnings per share grew at a compound annual rate of 7.2%.
Charter Communications held an earnings call presentation on May 3, 2007 to discuss their quarterly results and outlook. The presentation included the following:
1) Charter reported strong momentum in the first quarter of 2007 with the highest revenue, adjusted EBITDA, and RGU growth in several years driven by increased bundling of services and growth in value-added services.
2) Bundled customers increased to 41% of total customers in the first quarter of 2007 compared to 34% in the prior year. Telephone services passed increased significantly year-over-year and telephone customers more than doubled.
3) Financial results showed 10.7% revenue growth and 13.2% adjusted EBITDA growth year-
Charter Communications held an earnings call presentation on May 3, 2007 to discuss their first quarter 2007 results. The presentation included the following key points:
1) Charter experienced strong momentum in the first quarter of 2007 with the highest revenue, adjusted EBITDA, and RGU growth in over four years driven by increased bundling of services and growth in value-added services.
2) Bundling of video, internet, and telephone services increased customer penetration and ARPU, with bundled customers rising to 41% of total customers in the first quarter of 2007 compared to 34% in the first quarter of 2006.
3) Telephone services continued to show strong growth with homes passed increasing 86% compared to the
Charter Communications reported strong financial results for the second quarter of 2007, with double-digit revenue and adjusted EBITDA growth driven by increases in high-speed internet and telephone customers. Revenue grew 11% year-over-year to $1.498 billion, while adjusted EBITDA rose 11% to $539 million. The company saw strong growth in its bundled customer base and average revenue per user. Charter also continued the expansion of its advanced services such as HD and DVR set-top boxes.
Charter Communications reported financial results for the second quarter of 2007 that showed double-digit revenue and adjusted EBITDA growth compared to the second quarter of 2006. Revenue grew 11% due to increases in high-speed internet, telephone, and commercial business, while adjusted EBITDA rose 11%. The company added 166,300 total RGUs in the quarter, up 47% year-over-year, driven by growth in digital video, high-speed internet, and telephone customers. Bundled customers grew 17.7% and now make up 42% of total customers.
charter communications 4Q2007_Earnings_Presentation_vFINALfinance34
This document is the transcript from Charter Communications' 4th quarter and full year 2007 earnings call. It includes:
1) Charter Communications reported consistent revenue and adjusted EBITDA growth in the 4th quarter and full year 2007, driven by strategies to increase bundling penetration and improve customer experience.
2) The company grew revenue from high-speed internet and telephone services through customer growth and increasing ARPU. Bundling phone with cable services drove faster growth and improved customer retention.
3) Charter reduced its debt maturities through 2012 to $367 million and expects adequate liquidity through 2009 to continue investing in growth opportunities and improving service.
charter communications 4Q2007_Earnings_Presentation_vFINALfinance34
This document summarizes Charter Communications' 4th quarter and full year 2007 earnings call. It discusses the company's consistent revenue and adjusted EBITDA growth over the past five quarters. Key highlights include double-digit annual revenue growth driven by increases in high-speed internet and telephone customers. The company has focused on strategies like bundling multiple services and improving the customer experience to generate sustainable growth.
charter communications 1Q_2008_Earnings_Presentationfinance34
Charter Communications reported first quarter 2008 results. Revenue grew 10.5% to $1.56 billion driven by strong growth in high-speed internet, telephone, and commercial customers. Adjusted EBITDA also increased 10.5% to $545 million. The company added over 302,000 customers during the quarter and nearly doubled telephone customers year-over-year. Charter aims to continue growing revenue and adjusted EBITDA through bundling video, internet, and telephone services and increasing penetration of triple play customers.
charter communications 1Q_2008_Earnings_Presentationfinance34
Charter Communications reported first quarter 2008 results. Revenue grew 10.5% to $1.56 billion driven by increases in high-speed internet, telephone, and commercial customers. Adjusted EBITDA also increased 10.5% to $545 million. The company added over 302,000 customers during the quarter and nearly doubled telephone customers year-over-year to 1.1 million. Charter aims to continue growing revenue and adjusted EBITDA through bundling video, internet, and telephone services and increasing penetration of triple play packages.
charter communications 2Q_2008_Earnings_Presentation_FINALfinance34
Charter Communications reported second quarter 2008 earnings. Revenue grew 8.9% year-over-year to $1.623 billion driven by balance of rate and volume increases. Adjusted EBITDA increased 10.1% year-over-year to $591 million and the margin expanded 40 basis points to 36.4%. Total customer relationships grew 6% year-over-year with a focus on bundling video, internet, and telephone services and increasing penetration of advanced offerings.
charter communications 2Q_2008_Earnings_Presentation_FINALfinance34
Charter Communications held its second quarter 2008 earnings call on August 5, 2008. The presentation included forward-looking statements and discussed Charter's second quarter 2008 financial results. Key highlights included 8.9% revenue growth and 10.1% adjusted EBITDA growth. Charter saw increases in video, high-speed internet, and telephone customers. Bundled customer penetration reached 50% in the second quarter.
charter communications 3Q_2008_Earnings_Presentation_vFINALfinance34
Charter Communications held its third quarter 2008 earnings call on November 6, 2008. The document provides a cautionary statement regarding forward-looking statements made on the call. It notes that while Charter believes its plans, intentions and expectations are reasonable, actual results could differ materially due to risks and uncertainties. It lists some key risk factors that could cause results to differ from forward-looking statements.
charter communications 3Q_2008_Earnings_Presentation_vFINALfinance34
Charter Communications held its third quarter 2008 earnings call on November 6, 2008. The document provides a cautionary statement regarding forward-looking statements made on the call. It notes that while Charter believes its plans, intentions and expectations are reasonable, actual results could differ materially due to risks and uncertainties. The document lists some key risk factors that could cause actual results to differ from forward-looking statements.
This document is a proxy statement from Charter Communications providing information about the company's upcoming annual shareholder meeting. It details that shareholders will vote on the election of one Class A/Class B director and provides information about voting procedures. The sole nominee for the Class A/Class B director position is Ronald L. Nelson. The proxy statement also provides details about the meeting such as the voting eligibility requirements, proxy voting instructions, how to attend the meeting, and who is paying for the solicitation of proxies.
This document is a proxy statement from Charter Communications providing information for its upcoming annual shareholder meeting. It summarizes that shareholders will vote on one director nominee, Ronald L. Nelson, to serve as the Class A/Class B director on the board. It provides details on voting procedures and requirements. The other six board members will be elected solely by the Class B shareholder, Paul Allen.
Charter's broadband network provides the capacity to deliver high-speed internet access, digital video services, and interactive programming to millions of customers. Upgrading systems to broadband allows Charter to offer customers more choices through new digital services while generating new revenue streams. Charter is well-positioned for continued growth and success as the demand for broadband services increases and more applications are developed that utilize the network's massive bandwidth.
Charter Communications is the fourth largest cable television operator in the United States, serving over 6 million customers across 11 regions. The company believes that cable broadband will be the primary means of delivering new services like video, data, and voice to homes and businesses. Charter aims to deliver the full potential of broadband and provide superior customer service. The company has grown through 32 acquisitions since 1994 and successfully integrates new systems by empowering local managers and improving technology and marketing.
This document is a proxy statement from Charter Communications providing information about voting at the company's upcoming annual shareholder meeting. It outlines the items to be voted on including electing one Class A/Class B director, ratifying the 1999 Option Plan, and approving the 2001 Incentive Plan. It provides details on shareholder voting eligibility, the director nomination process, and vote requirements for passing each proposal. Shareholders are asked to vote by proxy in advance of the meeting.
- The document is Charter Communications' 2001 proxy materials and 2000 financial report. It includes information about the upcoming annual shareholder meeting such as voting procedures, director nominees, and proposals to be voted on.
- Shareholders will vote on the election of one Class A/Class B director, ratification of the 1999 Option Plan, and approval of the 2001 Incentive Plan.
- The proxy statement provides details on voting procedures, who is eligible to vote, what votes are required to pass each item, and how to complete and submit proxy cards.
Charter Communications exceeded its ambitious financial goals and customer growth targets for 2000. The company integrated millions of new customers and thousands of employees from acquisitions, while accelerating its rollout of digital cable, high-speed internet, and video on demand services. Charter's aggressive expansion strategy has positioned it as an industry leader, with operating cash flow and customer growth significantly outpacing competitors. Going forward, Charter will continue investing in its broadband network and pursuing new acquisition opportunities to further its vision of delivering advanced interactive services to homes and businesses.
Charter Communications had a very successful year in 2000:
1) They exceeded their ambitious financial goals, achieving significant revenue and cash flow growth through acquisitions and expansion of their broadband network and advanced services.
2) They reached over 1 million digital cable customers, accelerated their broadband network buildout, and were recognized as industry leaders in key performance metrics.
3) Looking ahead, Charter plans to continue growing organically and through acquisitions to attract more customers and capitalize on their technological lead in interactive digital services delivered over their high-speed broadband network.
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
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"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Understanding how timely GST payments influence a lender's decision to approve loans, this topic explores the correlation between GST compliance and creditworthiness. It highlights how consistent GST payments can enhance a business's financial credibility, potentially leading to higher chances of loan approval.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
How Does CRISIL Evaluate Lenders in India for Credit RatingsShaheen Kumar
CRISIL evaluates lenders in India by analyzing financial performance, loan portfolio quality, risk management practices, capital adequacy, market position, and adherence to regulatory requirements. This comprehensive assessment ensures a thorough evaluation of creditworthiness and financial strength. Each criterion is meticulously examined to provide credible and reliable ratings.
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
Tdasx: In-Depth Analysis of Cryptocurrency Giveaway Scams and Security Strate...
WESCO2006AR
1. WESCO Delivering:
Results.
2006 ANNUAL REPORT & FORM 10-K
2. Return on Equity
Net Income
Net Sales
IN MILLIONS
IN MILLIONS
$30.0
$23.1
$3,325.8
$3,286.8
$3,741.3
$4,421.1
$5,320.6
$103.5
$217.3
13.6%
17.9%
18.4%
21.1%
28.5%
$64.9
2002
2003
2004
2005
2006
2002
2003
2004
2005
2006
2002
2003
2004
2005
2006
Financial Highlights
Year Ended December 31 2006 2005 2004 2003 2002
(Dollars in millions)
Net sales $ 5,320.6 $ 4,421.1 $ 3,741.3 $ 3,286.8 $ 3,325.8
Gross profit 1,086.5 840.7 712.1 610.1 590.8
Income from operations (EBIT) 365.0 209.3 149.4 86.1 76.6
Interest and other expenses 47.4 58.4 49.9 47.0 50.7
Net income 217.3 103.5 64.9 30.0 23.1
Working capital 464.3 189.0 290.7 176.6 178.6
Long-term debt 1,140.3 403.6 417.6 422.2 418.0
(including current portion)
Stockholders’ equity 763.2 491.5 353.6 167.7 169.3
Return on equity 28.5% 21.1% 18.4% 17.9% 13.6%
3. WESCO International, Inc.
2006 ANNUAL REPORT & FORM 10-K
Corporate Profile WESCO International, Inc. (NYSE: WCC) is a publicly traded Fortune 500 holding
company whose primary operating entity is WESCO Distribution, Inc. WESCO Distribution is a
leading distributor of electrical construction products and electrical and industrial maintenance,
repair and operating (MRO) supplies, and is the nation’s largest provider of integrated supply services.
Headquartered in Pittsburgh, Pennsylvania, the company employs approximately 7,100 people,
maintains relationships with over 29,000 suppliers, and serves approximately 110,000 customers
worldwide. Major markets include commercial and industrial firms, contractors, government agencies,
educational institutions, telecommunications businesses, and utilities. WESCO operates seven fully
automated distribution centers and approximately 400 full-service branches in North America and
selected international markets, providing a local presence for area customers and a global network
to serve multi-location businesses and multi-national corporations.
Comparison of 5 Year Cumulative Total Return*
WESCO International, Inc. | Russell 2000 | Peer Group
1200
1000
800
600
400
200
0
12/01 12/02 12/03 12/04 12/05 12/06
*$100 invested on 12/31/01 in stock or index-including reinvestment of dividends. Fiscal year ending December 31.
Peer Group
Airgas Inc Hughes Supply Inc Noland Company
Applied Industrial Technologies Inc Industrial Distribution Group Inc Park Ohio Holdings Corp.
Barnes Group Inc Kaman Corp. Premier Farnell PLC
Building Materials Holdings Corp. Lawson Products Inc Pool Corp.
Fastenal Company Maxco Inc Strategic Distribution Inc
Grainger WW Inc MSC Industrial Direct Watsco Inc
4. 2
To our Shareholders,
EMPLOYEES, AND FRIENDS
Encore – encouragement or demand for repeat performance
After achieving best-ever operating and financial results in 2004 and again
in 2005, our challenge in 2006 was to provide an encore performance.
I am pleased to report that WESCO’s sales, service, and support personnel
met the encore challenge of surpassing the records achieved in 2005.
The year 2006 proved to be the most productive and profitable year in
our history. Sales revenue increased 20% to $5.3 billion, and net income
more than doubled to $217 million. Free cash flow in 2006 was almost
$200 million which was more than twice the 2005 level. Records were
also set for employee sales productivity, operating margin, and return on
invested capital. WESCO delivered excellent performance, and shareholders
were rewarded with a share price increase of 38%, significantly greater
than the major market indexes for the fourth consecutive year.
Strength in the Core
The excellent performance in WESCO’s historical core electrical products
distribution business was the primary driver of our 2006 results. Despite
volatility in product costs in certain categories, we were able to maintain
pricing and inventory management disciplines while increasing sales activity.
Continued application of LEAN process improvement and productivity
enhancement initiatives resulted in the ability to achieve economies of scale
and record levels of operating profitability. Our WESCO veterans in branch
WESCO delivered excellent performance, and shareholders were
rewarded with a share price increase of 38%, significantly greater
than the major market indexes for the fourth consecutive year.
5. 3
WESCO International, Inc. 2006 Annual Report & Form 10-K
Management Team
FROM LEFT TO RIGHT
John J. Engel
Senior Vice President and
Chief Operating Officer
Roy W. Haley
Chairman and
Chief Executive Officer
Stephen A. Van Oss
operations were also very effective in supporting business integration Senior Vice President and
activities and information systems conversions associated with acquisitions Chief Financial and
Administrative Officer
completed in 2005.
Acquired Companies
In the second half of 2005, we acquired two businesses: Fastec Incorporated
and Carlton-Bates Company. During 2006, these operations continued to
serve existing customers while also expanding their reach through a variety
of joint marketing and sales activities throughout WESCO. Numerous
project teams worked to coordinate and consolidate business practices
and accomplish operating synergies. Improvements were achieved in
administrative practices, financial reporting, logistics and delivery, facilities
utilization, and supplier relations. Through the work of hundreds of
dedicated employees, we were able to exceed our first-year objectives
for increased sales, profitability, and cash flow.
In late 2006, we acquired Communications Supply Corporation (CSC).
With annual sales revenue of more than $600 million, CSC ranks as our
largest acquisition to date. As with other acquisitions, we have quickly
begun to implement programs for joint marketing and sales and have
started the process of operational and financial integration. The combination
of WESCO and CSC gives us a much stronger opportunity to capitalize on
anticipated levels of increased capital spending on information technology,
communications, and security infrastructure projects.
6. 4
As we look to the future, we anticipate that additional acquisitions will
be completed and integrated into WESCO’s operations. The electrical,
industrial, and construction products distribution industry is very large,
highly fragmented, and predominantly privately owned. As a result, we
expect that in the coming year we will be able to seriously evaluate and
complete transactions with acquisition candidates that will be a good fit
for WESCO’s strategy and performance expectations.
Marketing Programs
Over the last several years, we have made great progress in distinguishing
ourselves with marketing communications and programs to stimulate
sales activity. We are constantly refining our capabilities to access
our content-rich database of historical sales activity to match target
customers with tailored messages regarding product applications and
solutions. Working closely with our supplier partners, we executed more
than 150 highly focused direct marketing campaigns with approximately
50 major manufacturers of branded electrical products during 2006. Our
suppliers who support and participate in these programs find great value
in being able to efficiently access targeted segments of our very large
customer base, and they are requesting additional programs in 2007.
Value Creation
WESCO is regularly working on many different growth initiatives and
improvement projects, and we are occasionally asked whether we
track the value generated by our LEAN programs, information systems
investments, training, and marketing initiatives. While we have excellent
reporting and tracking capabilities, we understand that no single project
or activity stands alone to create value. Value is the result of the collective
work and the increasing effectiveness and productivity of all of our
employees. Accordingly, we measure personnel productivity at many
7. 5
WESCO International, Inc. 2006 Annual Report & Form 10-K
During 2006, WESCO’s “extra effort people”
set new company records for operating profit
per employee, a measure that we believe best
illustrates performance and progress in a
service-oriented and transaction-intensive
business such as ours.
different levels to help assess overall progress in achieving organizational Operating Profit
Per Employee
leverage and economies of scale. During 2006, WESCO’s “extra effort
people” set new company records for operating profit per employee, a
measure that we believe best illustrates performance and progress in
a service-oriented and transaction-intensive business such as ours. As
indicated to the right, operating profit per employee has more than
doubled over the past two years.
Organizational Development
Achieving longer-term performance goals requires that we have a high-
performance organization that can grow and keep pace with changing
$27,812
$37,326
$57,765
company and industry dynamics. In 2004, we launched a comprehensive
and formalized talent management program, and each year, we extend the
reach to include a larger percentage of our total employee base. In addition
2004
2005
2006
to more effective performance reviews and the identification of training
and development needs, talent management has assisted us in proactively
making organizational changes and strengthened recruiting activities.
Training programs for branch, operations, and sales managers were
expanded in 2006, and we expect to add new programs in 2007 for new
and experienced personnel in professional selling and customer-focused
product applications. We recognize the long-term nature of training and
organizational development, and we are dedicating an increased level of
resources and attention to this important function.
8. 6
Economic Outlook
Market conditions are generally favorable for continued growth in sales
and profitability. Even with weakness in residential construction and
certain industrial segments, the North American economy is resilient
and remains strong. We are optimistic regarding expected growth in
capital expenditures and commercial/industrial construction, high levels
of capacity utilization and production output in industrial markets,
prospects for increased investment in electrical power generation plants
and power delivery, and long-term demand for data communications
capacity and security applications.
WESCO delivered an encore performance in 2006 and again raised the
bar on future expectations. Our organization is stronger than ever, and
we have identified numerous areas where we can make further improve-
ments. We thank our employees for their extra effort, and we express
our appreciation to our growing customer and supplier base for their
loyalty and support.
Roy W. Haley
Chairman and Chief Executive Officer
9. 7
WESCO International, Inc. 2006 Annual Report & Form 10-K
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
WASHINGTON, D.C. 20549
Form 10-K
(Mark One)
[X] Annual Report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
For the fiscal year ended December 31, 2006
or
[ ] Transition Report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
For the transition period from to
Commission file number 001-14989
WESCO INTERNATIONAL, INC.
(Exact name of registrant as specified in its charter)
Delaware 25-1723342
(State or other jurisdiction of incorporation or organization) (I.R.S. Employer Identification No.)
225 West Station Square Drive 15219
Suite 700 (Zip Code)
Pittsburgh, Pennsylvania
(Address of principal executive offices)
(412) 454-2200
(Registrant’s telephone number, including area code)
Securities Registered Pursuant to Section 12(b) of the Act:
Title of Class Name of Exchange on which registered
Common Stock, par value $.01 per share New York Stock Exchange
Securities Registered Pursuant to Section 12(g) of the Act:
None
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.
Yes [X] No [ ]
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d) of the Act.
Yes [ ] No [X]
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of
the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant
was required to file such reports), and (2) has been subject to such filing requirements for at least the past 90 days.
Yes [X] No [ ]
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained
herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements
incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. [ ]
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, or a non-accelerated filer.
See definition of “accelerated filer and large accelerated filer” in Rule 12b-2 of the Exchange Act. (Check one):
Large accelerated filer [X] Accelerated filer [ ] Non-accelerated filer [ ]
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act).
Yes [ ] No [X]
The registrant estimates that the aggregate market value of the voting shares held by non-affiliates of the registrant was
approximately $3,285.6 million as of June 30, 2006, the last business day of the registrant’s most recently completed
second fiscal quarter, based on the closing price on the New York Stock Exchange for such stock.
As of February 27, 2007, 48,864,640 shares of Common Stock, par value $.01 per share, of the registrant were outstanding.
Documents Incorporated By Reference:
Part II of this Form 10-K incorporates by reference certain information from the registrant’s 2006 Annual Report to
Shareholders (Annual Report). Part III of this Form 10-K incorporates by reference portions of the registrant’s Proxy
Statement for its 2007 Annual Meeting of Stockholders.
10. 8
TABLE OF CONTENTS
PART I
Item 1 Business 9
Item 1A Risk Factors 20
Item 1B Unresolved Staff Comments 24
Item 2 Properties 24
Item 3 Legal Proceedings 25
Item 4 Submission of Matters to a Vote of Security Holders 25
PART II
Item 5 Market for Registrant’s Common Equity, Related Stockholder 26
Matters and Issuer Purchases of Equity Securities
Item 6 Selected Financial Data 28
Item 7 Management’s Discussion and Analysis of 29
Financial Condition and Results of Operations
Item 7A Quantitative and Qualitative Disclosures About Market Risks 42
Item 8 Financial Statements and Supplementary Data 43
Item 9 Changes in and Disagreements with Accountants 78
on Accounting and Financial Disclosures
Item 9A Controls and Procedures 78
Item 9B Other Information 78
PART III
Item 10 Directors, Executive Officers and Corporate Governance 79
Item 11 Executive Compensation 79
Item 12 Security Ownership of Certain Beneficial Owners
and Management and Related Stockholder Matters 80
Item 13 Certain Relationships and Related Transactions,
and Director Independence 80
Item 14 Principal Accounting Fees and Services 80
PART IV
Item 15 Exhibits and Financial Statement Schedule 81
Signatures 85
EXHIBITS
12.1 Ratio of Earning to Fixed Charges 87
13.1 Portions of WESCO’s 2006 Annual Report to Shareholders 87
21.1 Significant Subsidiaries of WESCO International, Inc. 88
23.1 Consent of Independent Registered Public Accounting Firm 88
31.1 Certification 89
31.2 Certification 90
32.1 Certification Pursuant to 18 U.S.C. Section 1350 as Adopted Pursuant 91
to Section 906 of the Sarbanes-Oxley Act of 2002
32.2 Certification Pursuant to 18 U.S.C. Section 1350 as Adopted Pursuant 91
to Section 906 of the Sarbanes-Oxley Act of 2002
Total number of pages in this document is 92
11. 9
WESCO International, Inc. 2006 Annual Report & Form 10-K
PART I
Item 1. Business.
In this Annual Report on Form 10-K, “WESCO” refers to WESCO International, Inc., and its subsidiaries and
its predecessors unless the context otherwise requires. References to “we,” “us,” “our” and the “Company” refer
to WESCO and its subsidiaries. Our subsidiaries include WESCO Distribution, Inc. (“WESCO Distribution”) and
WESCO Distribution Canada, Co. (“WESCO Canada”), both of which are wholly owned by WESCO.
The Company
With sales of $5.3 billion in 2006, WESCO International, Inc., incorporated in 1993, is a leading North American
provider of electrical construction products and electrical and industrial maintenance, repair and operating supplies,
commonly referred to as “MRO.” We have more than 400 full service branches and seven distribution centers located
in the United States, Canada, Mexico, Guam, the United Kingdom, Nigeria, United Arab Emirates and Singapore.
We serve approximately 110,000 customers worldwide, offering more than 1,000,000 products from more than
29,000 suppliers utilizing a highly automated, proprietary electronic procurement and inventory replenishment
system. Our leading market positions, experienced workforce, extensive geographic reach, broad product and service
offerings and acquisition program have enabled us to grow our market position.
Industry Overview
The electrical distribution industry serves customers in a number of markets including the industrial, electrical contractors,
utility, commercial, residential, government and institutional markets. Electrical distributors provide logistical and technical
services for customers along with a wide range of products typically required for the construction and maintenance of
electrical supply networks, including wire, lighting, distribution and control equipment and a wide variety of electrical
supplies. Many customers demand that distributors provide a broader and more complex package of services as they seek
to outsource non-core functions and achieve cost savings in purchasing, inventory and supply chain management.
Electrical Distribution. According to Electrical Wholesaling Magazine, the U.S. electrical wholesale distribution industry
had forecasted sales of approximately $84 billion in 2006. According to published sources, our industry has grown
at an approximate 6% compounded annual rate over the past 20 years. This expansion has been driven by general
economic growth, increased price levels for key commodities, increased use of electrical products in businesses and
industries, new products and technologies and customers who are seeking to more efficiently purchase a broad range
of products and services from a single supplier, thereby eliminating the costs and expenses of purchasing directly from
manufacturers or multiple sources. The U.S. electrical distribution industry is highly fragmented. In 2005, the latest
year for which market share data is available, the four national distributors, including us, accounted for approximately
20% of estimated total industry sales.
Integrated Supply. The market for integrated supply services has grown rapidly in recent years. Growth has been driven
primarily by the desire of large industrial companies to reduce operating expenses by implementing comprehensive
third-party programs, which outsource cost-intensive procurement, stocking and administrative functions associated
with the purchase and consumption of MRO supplies. For some of our customers, we believe these costs can account
for up to 35% of the total costs for MRO products and services. We believe that significant opportunities exist for
further expansion of integrated supply services, as the total potential in the United States for purchases of industrial
MRO supply and services through all channels is currently estimated to be approximately $400 billion.
12. 10
Business Strategy
Our goal is to grow earnings at a faster rate than sales by continuing to focus on margin enhancement and continuous
productivity improvement. Our growth strategy utilizes our existing strengths and focuses on developing new market
segment initiatives and enhanced sales management programs to position us to grow at a faster rate than the industry.
Enhance Our Leadership Position in Electrical Distribution. We will continue to capitalize on our extensive market
presence and brand equity in the WESCO name to grow our market position in electrical distribution. As a result of our
extensive geographical coverage, effective information systems and value-added products and services, we believe we
have become a leader in serving several important and growing markets. We are focusing our sales and marketing
efforts in three primary areas:
expanding our product and service offerings to existing customers in industries we currently serve;
targeting new customers within vertical markets that provide significant growth opportunities; and
providing new and existing customers compliance solutions to government regulations and safety concerns.
Continue to Grow Our Premier Position in National Accounts. From 2003 through 2006, revenue from our national
accounts program increased at a compound annual growth rate of approximately 14%. We plan to continue to invest
in the expansion of this program. Through our national accounts program, we coordinate electrical and industrial
MRO procurement and purchasing activities across multiple locations, primarily for large industrial and commercial
companies and for electric utilities. We have preferred supplier relationships with more than 290 companies, providing
us with a recurring base of revenue through multi-year agreements with these companies. Our objective is to continue
to increase revenue from our national account customers by:
offering existing national account customers new products and services, such as our integrated supply services
and serving additional customer locations;
expanding our customer base by capitalizing on our existing industry expertise and supply chain capabilities; and
maintaining close coordination with multi-location contractor customers on their major project requirements.
Extend Our Leadership Position in Integrated Supply Services. We provide a full complement of outsourcing solutions,
focusing on improving the supply chain management process for our customers’ indirect purchases. Our integrated
supply programs replace the traditional multi-vendor, resource-intensive procurement process with a single, outsourced,
fully automated process capable of managing all MRO and related service requirements. Our solutions range from
timely product delivery to assuming full responsibility for the entire procurement function. Our customers include
some of the largest industrial companies in the United States. We plan to expand our leadership position as the largest
integrated supply services provider in the United States by building upon established relationships within our large
customer base and premier supplier network, to meet customers’ continued interest in outsourcing.
Gain Share in Fragmented Local Markets. Significant opportunities exist to gain market share in highly fragmented
local markets. We intend to increase our market share in key geographic markets through a combination of increased
sales and marketing efforts at existing branches, acquisitions that expand our product and customer base and new
branch openings.
Expand our LEAN Initiative. LEAN driven continuous improvement is a company-wide, strategic initiative to increase
productivity across the entire enterprise, including sales, operations and administrative processes. The basic principles
behind LEAN are to rapidly identify and implement improvements through simplification, elimination of waste and
reducing errors throughout a defined process. WESCO has been highly successful in applying LEAN in a distribution
environment, and has developed and deployed numerous initiatives through the Kaizen approach. The initiatives are
primarily centered around our branch operations and target nine key areas: sales, pricing, warehouse operations,
transportation, purchasing, inventory, accounts receivable, accounts payable and administrative processes. In 2007,
our objective is to continue to implement the initiatives across our branch locations and headquarters operations,
consistent with our long-term strategy of continuously refining and improving our processes to achieve both sales and
operational excellence.
13. 11
WESCO International, Inc. 2006 Annual Report & Form 10-K
Pursue Strategic Acquisitions. Since 1995, we have completed and successfully integrated 28 acquisitions. Our most
recent acquisition was completed in November 2006. We believe that the highly fragmented nature of the electrical
and industrial MRO distribution industry will continue to provide us with acquisition opportunities. We expect that
any future acquisitions will be financed with internally generated funds, additional debt and/or the issuance of equity
securities. However, our ability to make acquisitions will be subject to our compliance with certain conditions under the
terms of our revolving credit facility. See Part II, Item 7, “Management’s Discussion and Analysis of Financial Condition
and Results of Operations – Liquidity and Capital Resources,” for a further description of the revolving credit facility.
Expand Product and Service Offerings. We have developed a service capability to assist customers in improving
their internal productivity and overall cost position. This service, which we call Cost Reduction Solutions, is based on
applying LEAN principles and practices in our customers’ work environment. To date, we have worked with manufacturers,
assemblers and contractors to enhance supply chain operations and logistics. Our work on productivity projects, in
cooperation with our customers, significantly increases the breadth of products that can be supplied and creates fee-for-
service opportunities in kitting, assembly and warehouse operations. Additionally, we have demonstrated our ability to
introduce new products and services to meet existing customer demands and capitalize on new market opportunities.
Capitalize on Our Information System Capabilities. We intend to utilize our sophisticated information technology
capabilities to drive increased sales performance and market share. Our information systems support targeted direct
mail marketing campaigns, sales promotions, sales productivity and profitability assessments and coordination with
suppliers and overall supply chain programs that improve customer profitability and enhance our working capital
productivity. Our information systems provide us with detailed, actionable information across all facets of our broad
network, allowing us to quickly and effectively identify and act on profitability and efficiency-related initiatives.
Expand Our International Operations. Our international sales, the majority of which are in Canada, accounted for
approximately 13% of total sales in 2006. We believe that there is significant additional demand for our products and
services outside the United States and Canada. Many of our multinational domestic customers are seeking distribution,
integrated supply and project management solutions globally. We follow our established customers and pursue business
that we believe utilizes and extends our existing capabilities. We believe this strategy of working through well-developed
customer and supplier relationships significantly reduces risk and provides the opportunity to establish profitable
incremental business.
Competitive Strengths
We believe the following strengths are central to the successful execution of our business strategy:
Market Leadership. Our ability to manage large construction projects, complex multi-site plant maintenance programs,
procurement projects that require special sourcing, technical advice, logistical support and locally based service
has enabled us to establish leadership positions in our principal markets. We have utilized these skills to generate
significant revenues in industries with intensive use of electrical and MRO products, including electrical contracting,
utilities, original equipment manufacturers (“OEM”) and process manufacturing and other commercial, institutional
and governmental entities. We also have extended our position within these industries to expand our customer base.
Value-added Services. We provide a wide range of services and procurement solutions that draw on our product
knowledge, supply and logistics expertise and systems capabilities, enabling our customers with large operations and
multiple locations to reduce supply chain costs and improve efficiency. Our geographical coverage is essential to our
ability to provide these services. We have an extensive branch network which complements our national sales and
marketing activities with local customer service, product information and technical support, order fulfillment and
a variety of other on-site services.
Broad Product Offering. We provide our customers with a broad product selection consisting of more than 1,000,000
electrical, industrial, data communications, MRO and utility products sourced from more than 29,000 suppliers. Our
broad product offering and stable source of supply enables us to meet virtually all of a customer’s electrical product
and MRO requirements.
14. 12
Extensive Distribution Network. We are a full-line distributor of electrical supplies and equipment with operations
in the United States, Canada, Mexico, Guam, the United Kingdom, Nigeria, United Arab Emirates and Singapore.
We operate more than 400 branch locations and seven distribution centers (five in the United States and two in
Canada). This extensive network, which would be extremely difficult and expensive to duplicate, allows us to:
maintain localized customer service, technical support and sales coverage;
tailor branch products and services to local customer needs;
offer multi-site distribution capabilities to large customers and national accounts; and
provide same-day deliveries.
Low Cost Operator. Our competitive position has been enhanced by our low cost position, which is based on:
extensive use of automation and technology;
centralization of functions such as purchasing, accounting and information systems;
strategically located distribution centers;
purchasing economies of scale; and
incentive programs that increase productivity and encourage entrepreneurship.
As a result of these factors, we believe that our operating costs as a percentage of sales is one of the lowest in our
industry. Our selling, general and administrative expenses as a percentage of revenues for 2006 decreased to 13%,
significantly below our peer group 2005 average of approximately 20%, according to the National Association of
Electrical Distributors. Our low cost position enables us to generate a significant amount of net cash flow, as the
amount of capital investment required to maintain our business is relatively low. Consequently, more of the cash we
generate is available for debt reduction, continued investment in the growth of the business and strategic acquisitions.
Products and Services
Products
Our network of branches and distribution centers stock more than 250,000 unique product stock keeping units
(“SKUs”). Each branch tailors its inventory to meet the needs of the customers in its local market, stocking an average
of approximately 2,500 SKUs. Our business allows our customers to access more than 1,000,000 products.
Representative products and services that we offer include:
Electrical Supplies. Wiring devices, fuses, terminals, connectors, boxes, enclosures, fittings, lugs, terminations,
tape, and splicing and marking equipment;
Industrial Supplies. Tools and testers, safety and security, fall protection, personal protection, consumables,
fasteners, janitorial and other MRO supplies;
Power Distribution. Circuit breakers, transformers, switchboards, panel boards, metering products and
busway products;
Lighting. Lamps, fixtures, ballasts and lighting control products;
Wire and Conduit. Wire, cable, raceway, metallic and non-metallic conduit;
Control, Automation and Motors. Motor control devices, drives, surge and power protection, relays, timers,
pushbuttons and operator interfaces; and
Data Communications. Structured cabling systems, low voltage specialty systems and specialty wire and
cable products.
15. 13
WESCO International, Inc. 2006 Annual Report & Form 10-K
We purchase products from a diverse group of more than 29,000 suppliers. In 2006, our ten largest suppliers
accounted for approximately 33% of our purchases. The largest of these was Eaton Corporation, through its Eaton
Electrical division, accounting for approximately 12% of total purchases. No other supplier accounted for more than
5% of total purchases.
Our supplier relationships are important to us, providing access to a wide range of products, technical training and
sales and marketing support. We have preferred supplier agreements with more than 230 of our suppliers and purchase
over 60% of our inventory pursuant to these agreements. Consistent with industry practice, most of our agreements
with suppliers, including both distribution agreements and preferred supplier agreements, are terminable by either
party on 60 days notice or less.
Services
In conjunction with product sales, we offer customers a wide range of services and procurement solutions that draw
on our product and supply management expertise and systems capabilities. These services include national accounts
programs, integrated supply programs and major project programs. We are responding to the needs of our customers,
particularly those in processing and manufacturing industries. To more efficiently manage the MRO process on behalf
of our customers, we offer a range of supply management services, including:
outsourcing of the entire MRO purchasing process;
providing technical support for manufacturing process improvements using state-of-the-art automated solutions;
implementing inventory optimization programs;
participating in joint cost savings teams;
assigning our employees as on-site support personnel;
recommending energy-efficient product upgrades; and
offering safety and product training for customer employees.
National Accounts Programs. The typical national account customer is a Fortune 500 industrial company, a large
utility or other major customer, in each case with multiple locations. Our national accounts programs are designed to
provide customers with total supply chain cost reductions by coordinating purchasing activity for MRO supplies and
direct materials across multiple locations. Comprehensive implementation plans establish jointly managed teams at the
local and national level to prioritize activities, identify key performance measures and track progress against objectives.
We involve our preferred suppliers early in the implementation process, where they can contribute expertise and product
knowledge to accelerate program implementation and the achievement of cost savings and process improvements.
Integrated Supply Programs. Our integrated supply programs offer customers a variety of services to support their
objectives for improved supply chain management. We integrate our personnel, product and distribution expertise,
electronic technologies and service capabilities with the customer’s own internal resources to meet particular service
requirements. Each integrated supply program is uniquely configured to deliver a significant reduction in the number
of MRO suppliers, reduce total procurement costs, improve operating controls and lower administrative expenses.
Our solutions range from just-in-time fulfillment to assuming full responsibility for the entire procurement function
for all indirect purchases. We believe that customers will increasingly seek to utilize us as an “integrator,” responsible
for selecting and managing the supply of a wide range of MRO and OEM products.
16. 14
Markets and Customers
We have a large base of approximately 110,000 customers diversified across our principal markets. Our top ten customers
accounted for approximately 11% of our sales. No customer accounted for more than 3% of our total sales in 2006.
Industrial Customers. Sales to industrial customers, which include numerous manufacturing and process industries
accounted for approximately 42% of our sales in 2006. We provide products and services for MRO and OEM use.
MRO products are needed to maintain and upgrade the electrical and communications networks at industrial sites.
Expenditures are greatest in the heavy process industries, such as food processing, metals, pulp and paper and
petrochemical. MRO product categories in addition to electrical supplies include, among others, lubricants, pipe,
valves and fittings, fasteners, cutting tools and power transmission products. OEMs typically require a reliable,
high-volume supply of products or components to incorporate into their own products. Customers in this market are
particularly service and price sensitive due to the volume and the critical nature of the product used, and they also
expect value-added services such as design and technical support, just-in-time supply and electronic commerce.
Electrical Contractors. Sales to electrical contractors accounted for approximately 34% of our sales in 2006.
Customers range from large contractors for major industrial and commercial projects to small residential contractors.
We primarily serve large contractors, Electrical products purchased by electrical subcontractors typically account for
approximately 40% to 50% of their installed project cost, making accurate cost estimates and competitive material
costs critical to a contractor’s success in obtaining profitable projects.
Utilities. Sales to utilities and specialty utility contractors accounted for approximately 17% of our sales in 2006.
This market includes large investor-owned utilities, rural electric cooperatives and municipal power authorities.
We provide our utility customers with transmission and distribution products and an extensive range of supplies to
meet their power plant MRO and capital projects needs. Full materials management and procurement outsourcing
arrangements are also important in this market as cost pressures and deregulation cause utility customers to streamline
purchasing and inventory control practices.
Commercial, Institutional and Governmental (“CIG”) Customers. Sales to CIG customers accounted for approximately
6% of our sales in 2006. This fragmented market includes schools, hospitals, property management firms, retailers
and government agencies of all types. We have a platform to sell integrated lighting control and distribution equipment
in a single package for multi-site specialty retailers, restaurant chains and department stores.
Distribution Network
Branch Network. We have more than 400 branches, of which approximately 340 are located in the United States,
about 50 are located in Canada and the remainder located in Mexico, Guam, the United Kingdom, Nigeria, United Arab
Emirates and Singapore. In addition to consolidations in connection with acquisitions, we occasionally open, close or
consolidate existing branch locations to improve market coverage and operating efficiency.
Distribution Centers. To support our branch network, we have seven distribution centers located in the United States
and Canada, with facilities located near Pittsburgh, Pennsylvania, serving the Northeast and Midwest United States;
near Reno, Nevada, serving the Western United States; near Memphis, Tennessee, serving the Southeast and Central
United States; near Dayton, Ohio, serving the Midwest United States; in Little Rock, Arkansas, serving the Northeast,
Central and Western United States; near Montreal, Quebec, serving Eastern and Central Canada; and near Vancouver,
British Columbia, serving Western Canada.
Our distribution centers add value for our branches, suppliers and customers through the combination of a broad
and deep selection of inventory, online ordering, same-day shipment and central order handling and fulfillment.
Our distribution center network reduces the lead-time and improves the reliability of our supply chain, giving us a
distinct competitive advantage in customer service. Additionally, the distribution centers reduce the time and cost
of supply chain activities through automated replenishment and warehouse management systems and economies
of scale in purchasing, inventory management, administration and transportation.
17. 15
WESCO International, Inc. 2006 Annual Report & Form 10-K
Sales Organization
Sales Force. Our general sales force is based at the local branches and is comprised of approximately 2,600 of our
employees, almost half of whom are outside sales representatives with the remainder being inside sales personnel.
They are responsible for making direct customer calls, performing on-site technical support, generating new customer
relations and developing existing territories. The inside sales force is a key point of contact for responding to routine
customer inquiries such as price and availability requests and for entering and tracking orders.
National Accounts. Our national accounts sales force comprises an experienced group of sales executives who
negotiate and administer contracts, coordinate branch participation and identify sales and service opportunities.
National accounts managers’ efforts target specific customer industries, including automotive, pulp and paper,
petrochemical, steel, mining and food processing.
We also have a sales management group, comprising our most experienced construction management personnel, which
focus on serving the complex needs of North America’s largest engineering and construction firms and the top regional
and national electrical contractors. These contractors typically specialize in large, complex projects such as building
industrial sites, water treatment plants, airport expansions, healthcare facilities, correctional institutions, sports
stadiums and convention centers.
Data Communications. Sales of structured cabling systems, low voltage specialty systems and specialty wire and cable
products are generated by the sales force at our subsidiaries which specialize in the sales of these products, as well
as by our general sales force. The group is led by an experienced management team with dedicated resources in the
areas of sales, marketing, product management, purchasing, inventory control, operations, credit and customer service.
E-Commerce. Our primary e-business strategy is to serve existing customers by tailoring our catalog and Internet-based
procurement applications to their internal systems or through their preferred technology and trading exchange partnerships.
We continue to expand our e-commerce capabilities, meeting our customers’ requirements as they develop and implement
their e-procurement business strategies. We have strengthened our business and technology relationships with the trading
exchanges chosen by our customers as their e-procurement partners. We continue to enhance and enrich our customized
electronic catalogs provided to our customers for use with their internal business systems. We believe that we lead our
industry in rapid e-implementation to customers’ procurement systems and integrated procurement functionality using
“punch-out” technology, a direct system-to-system link with our customers.
We continue to enhance “WESCO Express,” a direct ship fulfillment operation responsible for supporting smaller
customers and select national account locations. Customers can order from more than 68,000 electrical and data
communications products stocked in our warehouses through a centralized customer service center or over the Internet
at www.WESCOdirect.com. We also use a proactive sales approach utilizing catalogs, direct mail, e-mail and personal
phone selling to provide a high level of customer service. Our 2006-2007 WESCO’s Buyers Guide® was produced and
released in 2006.
International Operations
To serve the Canadian market, we operate a network of approximately 50 branches in nine provinces. Branch
operations are supported by two distribution centers located near Montreal and Vancouver. With sales of approximately
US $599 million, sales in Canada represented approximately 11% of our total sales in 2006. The Canadian market for
electrical distribution is considerably smaller than the U.S. market, with roughly US$4.9 billion in total sales in 2006,
according to the Canadian Distribution Council.
We also have six locations in Mexico, headquartered in Tlalnepantla, that serve all of metropolitan Mexico City,
the Federal District, Tobasco and the states of Campeche, Chihuahua, Hidalgo, Mexico, Morelos and Nuevo Leon.
We sell to other international customers through domestic export sales offices located within North America and sales
offices in international locations. Our operations in Aberdeen, Scotland and London, England support sales efforts in
Europe, oil and gas customers on a global basis, engineering procurement companies and the former Soviet Union.
18. 16
We have an operation in Nigeria to serve West Africa, an office in United Arab Emirates to serve the Middle East
and an office in Singapore to support our sales to Asia and global oil and gas customers. All of the international
locations have been established to primarily serve our growing list of customers with global operations referenced
under National Accounts above.
The following table sets forth information about us by geographic area:
Net Sales Long-Lived Assets
Year Ended December 31, December 31,
2006 2005 2004 2006 2005 2004
(In thousands)
United States $ 4,606,783 $ 3,829,755 $ 3,265,280 $ 1,193,586 $ 728,329 $ 488,787
Foreign Operations
Canada 599,244 499,817 394,375 13,177 12,375 11,958
Other foreign 114,576 91,531 81,598 750 1,592 1,194
Subtotal Foreign
Operations 713,820 591,348 475,973 13,927 13,967 13,152
Total U.S. and Foreign $ 5,320,603 $ 4,421,103 $ 3,741,253 $ 1,207,513 $ 742,296 $ 501,939
Management Information Systems
We have implemented data processing systems to provide support for a full range of business functions, such as
customer service, inventory and logistics management, accounting and administrative support. Our branch information
system, known as WESNET, is the primary data processing vehicle for all branch operations (other than our Bruckner
Integrated Supply Division, Communications Supply Holding, Inc. (“Communications Supply”) and certain acquired
branches). The WESNET system provides all of the basic day-to-day order management and order fulfillment functions.
The WESNET application and server reside locally within each branch and provide us with a flexible and cost-effective
approach to facilitate expansion and organizational growth. The distributed systems are connected to a centralized data
processing center via a wide area network that provides a tightly coupled, yet flexible system.
The centralized corporate information system and data warehouse provide a platform with capability that we believe
exceeds many of the most advanced enterprise resource planning packages available on the market. Our centralized
servers contain near real-time transactional data from each branch system, as well as multiple years of historical
transaction data. The centralized server and data warehouse technology provide a cost-effective mechanism to better
monitor, manage and enhance operational processes. These systems have become the principal technology supporting
inventory management, purchasing management, automated stock replenishment, margin analysis, and financial and
operating analytics.
The data warehouse is also utilized to perform extensive operational analysis and provide detailed insight for all
major business processes. By providing this technology, employees at all levels have the ability to analyze their area
of responsibility and drive improvements through the organization. The system contains a variety of analytic tools,
including activity-based costing capability for analyzing profitability by customer, sales representative, product type
and shipment type. Many other tools permit analysis of sales and margins, supplier sales planning, item analysis,
market analysis, product insight and many other operational reporting and trending applications.
The centralized platform facilitates the processing of customer orders, shipping notices, suppliers’ purchase orders
and funds transfer via EDI. We have long supported standard EDI with many trading partners. Over the years, we have
added capability to support several other integration vehicles beyond standard EDI to better support our customers’
needs. The evolving integration capability allows us to seamlessly connect our information systems platform with those
of our customers and suppliers. Our e-commerce purchasing and order fulfillment platform is a user-friendly platform
that will be integrated with our legacy systems.
19. 17
WESCO International, Inc. 2006 Annual Report & Form 10-K
Our integrated supply services are supported by state-of-the-art proprietary procurement and inventory management
systems. These systems provide a fully integrated, flexible supply chain platform that currently handles over 95% of
our integrated supply customers’ transactions electronically. Our configuration options for a customer range from online
linkages to the customer’s business and purchasing systems, to total replacement of a customer’s procurement and
inventory management system for MRO supplies.
Competition
We believe that we are the largest distributor in the estimated $84 billion U.S. electrical distribution industry and the
largest provider of integrated supply services for MRO goods and services in the United States. We operate in a highly
competitive and fragmented industry. We compete directly with national, regional and local providers of electrical and
other industrial MRO supplies. In 2005, the latest year for which industry-published market share data is available, the
four national distributors, including us, accounted for approximately 20% of estimated total industry sales. Competition
is primarily focused on the local service area, and is generally based on product line breadth, product availability,
service capabilities and price. Another source of competition is buying groups formed by smaller distributors to increase
purchasing power and provide some cooperative marketing capability. While increased buying power may improve the
competitive position of buying groups locally, we believe these groups have not been able to compete effectively with
us for national account customers due to the difficulty in coordinating a diverse ownership group. Although certain
Internet-based procurement service companies, auction businesses and trade exchanges remain in the marketplace,
the impact on our business from these potential competitors has been minimal to date.
Employees
As of December 31, 2006, we had approximately 7,100 employees worldwide, of which approximately 6,300 were
located in the United States and approximately 800 in Canada and our other international locations. Less than 5%
of our employees are represented by unions. We believe our labor relations are generally good.
Intellectual Property
We currently have trademarks and service marks registered with the U.S. Patent and Trademark Office. The registered
trademarks and service marks include: “WESCO®”, our corporate logo, the running man logo, the running man in box logo,
“WESCO Buyers Guide®”, and “The Extra Effort People®”. In 2005, two trademarks, “C-B Only the Best is Good Enough®”
and “LADD®,” were added as a result of the acquisition of Carlton-Bates Company. In addition, multiple trademarks and
service marks were acquired in 2006 as a result of the Communications Supply Holdings, Inc. acquisition, including the
primary marks of “CSC®”, “CSC and design”, and “Liberty Wire & Cable®”. “WESCO”, our corporate logo, the running
man logo, and “WESCO Buyers Guide” trademarks and service mark applications for registration have been filed in various
foreign jurisdictions, including Canada, Mexico, the United Kingdom, Singapore, China, and the European Community.
The foreign trademark for “WESCO Buyers Guide®” was registered in Canada in August 2006.
Environmental Matters
Our facilities and operations are subject to federal, state and local laws and regulations relating to environmental
protection and human health and safety. Some of these laws and regulations may impose strict, joint and several
liabilities on certain persons for the cost of investigation or remediation of contaminated properties. These persons
may include former, current or future owners or operators of properties and persons who arranged for the disposal
of hazardous substances. Our owned and leased real property may give rise to such investigation, remediation and
monitoring liabilities under environmental laws. In addition, anyone disposing of certain products we distribute,
such as ballasts, fluorescent lighting and batteries, must comply with environmental laws that regulate certain
materials in these products.
We believe that we are in compliance, in all material respects, with applicable environmental laws. As a result, we
do not anticipate making significant capital expenditures for environmental control matters either in the current year
or in the near future.
20. 18
Seasonality
Our operating results are not significantly affected by seasonal factors. Sales during the first quarter are generally less
than 2% below the sales of the remaining three quarters due to a reduced level of activity during the winter months of
January and February. Sales increase beginning in March, with slight fluctuations per month through December. As a
result, our reported sales and earnings in the first quarter are generally lower than in subsequent quarters.
Website Access
Our Internet address is www.wesco.com. Information contained on our website is not part of, and should not be
construed as being incorporated by reference into, this Annual Report on Form 10-K. We make available free of
charge under the “Investors” heading on our website our annual reports on Form 10-K, quarterly reports on Form 10-Q,
current reports on Form 8-K and amendments to those reports filed or furnished pursuant to Section 13(a) or 15(d) of
the Securities Exchange Act of 1934, as amended (the “Exchange Act”), as well as proxy and information statements,
as soon as reasonably practicable after such documents are electronically filed or furnished, as applicable, with the
Securities and Exchange Commission (the “SEC”). You also may read and copy any materials we file with the SEC at
the SEC’s Public Reference Room at 100 F Street, NE, Washington, DC 20549. You may obtain information on the
operation of the Public Reference Room by calling the SEC at 1-800-SEC-0330. The SEC maintains an Internet site
at www.sec.gov that contains reports, proxy and information statements and other information regarding issuers like
us who file electronically with the SEC.
In addition, our Charters for our Executive Committee, Nominating and Governance Committee, Audit Committee and
Compensation Committee, as well as our Independence Standards, our Governance Guidelines and our Code of Ethics
and Business Conduct for our directors, officers and employees, are all available on our website in the “Corporate
Governance” link under the “Investors” heading.
Forward-Looking Information
This Annual Report on Form 10-K contains various “forward-looking statements” within the meaning of the Private
Securities Litigation Reform Act of 1995. These statements involve certain unknown risks and uncertainties, including,
among others, those contained in Item 1, “Business,” Item 1A, “Risk Factors,” and Item 7, “Management’s Discussion
and Analysis of Financial Condition and Results of Operations.” When used in this Annual Report on Form 10-K,
the words “anticipates,” “plans,” “believes,” “estimates,” “intends,” “expects,” “projects,” “will” and similar
expressions may identify forward-looking statements, although not all forward-looking statements contain such words.
Such statements, including, but not limited to, our statements regarding business strategy, growth strategy, productivity
and profitability enhancement, competition, new product and service introductions and liquidity and capital resources
are based on management’s beliefs, as well as on assumptions made by and information currently available to,
management, and involve various risks and uncertainties, some of which are beyond our control. Our actual results
could differ materially from those expressed in any forward-looking statement made by or on our behalf. In light of
these risks and uncertainties, there can be no assurance that the forward-looking information will in fact prove to
be accurate. We have undertaken no obligation to publicly update or revise any forward-looking statements, whether
as a result of new information, future events or otherwise.
21. 19
WESCO International, Inc. 2006 Annual Report & Form 10-K
Executive Officers
Our executive officers and their respective ages and positions as of December 31, 2006 are set forth below.
Name Age Position
Roy W. Haley 60 Chairman and Chief Executive Officer
John J. Engel 44 Senior Vice President and Chief Operating Officer
Stephen A. Van Oss 52 Senior Vice President and Chief Financial and Administrative Officer
William E. Cenk 49 Vice President, Operations
William M. Goodwin 61 Vice President, Operations
Steven J. Riordan 53 Vice President, Operations
Robert B. Rosenbaum 49 Vice President, Operations
Donald H. Thimjon 63 Vice President, Operations
Ronald P. Van, Jr. 46 Vice President, Operations
Daniel A. Brailer 49 Vice President, Treasurer, Legal and Investor Relations
Marcy Smorey-Giger 35 Corporate Counsel and Secretary
Set forth below is biographical information for our executive officers listed above.
Roy W. Haley has been Chief Executive Officer of the Company since February 1994, and Chairman of the Board
since 1998. From 1988 to 1993, Mr. Haley was an executive at American General Corporation, a diversified financial
services company, where he served as Chief Operating Officer, as President and as a Director. Mr. Haley is also a Director
of United Stationers, Inc. and Cambrex Corporation. He currently serves on the Federal Reserve Bank of Cleveland and
was former Chairman of the Pittsburgh Branch of the Federal Reserve Bank of Cleveland.
John J. Engel has been Senior Vice President and Chief Operating Officer since July 2004. Mr. Engel served from
2003 to 2004 as Senior Vice President and General Manager of Gateway, Inc. From 1999 to 2002, Mr. Engel
served as an Executive Vice President and Senior Vice President of Perkin Elmer, Inc. In addition, Mr. Engel was
a Vice President and General Manager of Allied Signal from 1994 to 1999 and held various management positions
in General Electric from 1985 to 1994.
Stephen A. Van Oss has been Senior Vice President and Chief Financial and Administrative Officer since July 2004
and, from 2000 to July 2004 served as the Vice President and Chief Financial Officer. Mr. Van Oss also served as our
Director, Information Technology from 1997 to 2000 and as our Director, Acquisition Management in 1997. From
1995 to 1996, Mr. Van Oss served as Chief Operating Officer and Chief Financial Officer of Paper Back Recycling
of America, Inc. He also held various management positions with Reliance Electric Corporation. Mr. Van Oss is also
a director of Williams Scotsman International, Inc. and a member of its audit committee. Additionally, he is a trustee
of Robert Morris University and serves on the audit, finance and development committees.
William E. Cenk has been Vice President, Operations since April 2006. Mr. Cenk served as the Director of Marketing
for us from 2000 to 2006. In addition, Mr. Cenk served in various leadership positions for our National Accounts and
Marketing groups from 1994 through 1999.
William M. Goodwin has been Vice President, Operations since March 1994. From 1987 to 1994 Mr. Goodwin served
as a branch, district and region manager in various locations and also served as Managing Director of WESCOSA, a
former Westinghouse-affiliated manufacturing and distribution business in Saudi Arabia.
Steven J. Riordan has been Vice President, Operations since November 2006. From 1996 until 2006, Mr. Riordan was
Chief Executive Officer and President of Communications Supply Holdings, Inc., a fully integrated national distributor
of network infrastructure products that we acquired in November 2006.
Robert B. Rosenbaum has been Vice President, Operations since September 1998. From 1982 until 1998,
Mr. Rosenbaum was the President of the Bruckner Supply Company, Inc., an integrated supply company that
we acquired in September 1998.
22. 20
Donald H. Thimjon has been Vice President, Operations since March 1994. Mr. Thimjon served as Vice President,
Utility Group for us from 1991 to 1994 and as Regional Manager from 1980 to 1991.
Ronald P. Van, Jr. has been Vice President, Operations since October 1998. Mr. Van was a Vice President and
Controller of EESCO, an electrical distributor that we acquired in 1996.
Daniel A. Brailer has been Vice President, Treasurer, Legal and Investor Relations since May 2006 and previously was
Treasurer and Director of Investor Relations since March 1999. From 1982 to 1999, Mr. Brailer held various positions
at Mellon Financial Corporation, most recently as Senior Vice President.
Marcy Smorey-Giger has been Corporate Counsel and Secretary since May 2004. From 2002 to 2004, Ms. Smorey-
Giger served as Corporate Attorney and Manager, Compliance Programs. From 1999 to 2002, Ms. Smorey-Giger served
as Compliance and Legal Affairs Manager.
Item 1A. Risk Factors.
The following factors, among others, could cause our actual results to differ materially from the forward-looking
statements we make. All forward-looking statements attributable to us or persons working on our behalf are expressly
qualified by the following cautionary statements:
Our outstanding indebtedness requires debt service obligations that could adversely affect our ability to fulfill
our obligations and could limit our growth and impose restrictions on our business.
As of December 31, 2006, we had $1.1 billion of consolidated indebtedness, including $150 million in aggregate
principal amount of 7.50% Senior Subordinated Notes due 2017 (the “2017 Notes”), $150 million in aggregate
principal amount of 2.625% Convertible Senior Debentures due 2025 (the “2025 Debentures”), and $300 million in
aggregate principal amount of 1.75% Convertible Senior Debentures due 2026 (the “2026 Debentures” and together
with the 2025 Debentures, the “Debentures”), and stockholders’ equity of $763.2 million. We and our subsidiaries
may incur additional indebtedness in the future, subject to certain limitations contained in the instruments governing
our indebtedness. These amounts include our accounts receivable securitization facility (the “Receivables Facility”),
through which we sell up to $400 million of our accounts receivable to a third-party conduit. See Part II, Item 7,
“Management’s Discussion and Analysis of Financial Condition and Results of Operations – Critical Accounting Policies
and Estimates.”
Our debt service obligations have important consequences, including but not limited to the following:
a substantial portion of cash flow from our operations will be dedicated to the payment of principal and interest on
our indebtedness, thereby reducing the funds available for operations, future business opportunities and acquisitions
and other purposes, and increasing our vulnerability to adverse general economic and industry conditions;
our ability to obtain additional financing in the future may be limited;
we may be hindered in our ability to adjust rapidly to changing market conditions; and
we may be required to incur additional interest due to the contingent interest features of the Debentures, which
are embedded derivatives.
Our ability to make scheduled payments of principal and interest on our debt, refinance our indebtedness, make
scheduled payments on our operating leases, fund planned capital expenditures or to finance acquisitions will depend on
our future performance, which, to a certain extent, is subject to economic, financial, competitive and other factors beyond
our control. There can be no assurance that our business will continue to generate sufficient cash flow from operations in
the future to service our debt, make necessary capital expenditures or meet other cash needs. If unable to do so, we may
be required to refinance all or a portion of our existing debt, to sell assets or to obtain additional financing.
Our Receivables Facility has a three-year term and is subject to renewal in May 2008. There can be no assurance
that available funding or any sale of assets or additional financing would be possible at the time of renewal in amounts
or terms favorable to us, if at all.
23. 21
WESCO International, Inc. 2006 Annual Report & Form 10-K
Over the next three years, we are obligated to pay approximately $401.8 million, of which $390.5 million is related to
our Receivables Facility, $4.1 million is related to our mortgage credit facility, $3.7 million is related to notes payable
associated with acquisitions, and $3.5 million is related to capital leases. Additionally, various acquisition agreements
contain contingent consideration for final acquisition payments, which management has estimated will be $3.5 million
and which is reported as deferred acquisition payable. See Part II, Item 7, “Management’s Discussion and Analysis of
Financial Condition and Results of Operations – Liquidity and Capital Resources.”
Our debt agreements contain restrictions that may limit our ability to operate our business.
Our credit facilities and the indenture governing WESCO Distribution’s senior subordinated indebtedness contain,
and any of our future debt agreements may contain, certain covenant restrictions that limit our ability to operate
our business, including restrictions on our ability to:
incur additional debt or issue guarantees;
create liens;
make certain investments;
enter into transactions with our affiliates;
sell certain assets;
make capital expenditures;
redeem capital stock or make other restricted payments;
declare or pay dividends or make other distributions to stockholders; and
merge or consolidate with any person.
Our credit facilities also require us to maintain specific earnings to fixed expenses and debt to earnings ratios and
to meet minimum net worth requirements. In addition, our credit facilities contain additional affirmative and negative
covenants. Our ability to comply with these covenants is dependent on our future performance, which will be subject
to many factors, some of which are beyond our control, including prevailing economic conditions.
As a result of these covenants, our ability to respond to changes in business and economic conditions and to obtain
additional financing, if needed, may be significantly restricted, and we may be prevented from engaging in transactions
that might otherwise be beneficial to us. In addition, our failure to comply with these covenants could result in a
default under the Debentures, the 2017 Notes and our other debt, which could permit the holders to accelerate such
debt. If any of our debt is accelerated, we may not have sufficient funds available to repay such debt.
We may be unable to repurchase the Debentures or the 2017 Notes for cash when required by the holders, including
following a fundamental change.
Holders of the Debentures have the right to require us to repurchase the respective Debentures on specified dates
or upon the occurrence of a fundamental change prior to maturity. The occurrence of a change of control would also
constitute an event of default under our credit facilities, requiring repayment of amounts outstanding thereunder, and
the occurrence of a change of control would also enable holders of the 2017 Notes to require WESCO Distribution
to repurchase such 2017 Notes at a price equal to 101% of the principal amount thereof, plus accrued and unpaid
interest and additional interest, if any. Any of our future debt agreements may contain similar provisions. We may not
have sufficient funds to make the required repayments and repurchase at such time or the ability to arrange necessary
financing on acceptable terms. In addition, our ability to repurchase the Debentures or the 2017 Notes in cash may
be limited by law or the terms of other agreements relating to our debt outstanding at the time, including other credit
facilities, which will limit our ability to purchase the Debentures or 2017 Notes for cash in certain circumstances.
If we fail to repurchase the Debentures or 2017 Notes in cash as required by the respective indentures, it would
constitute an event of default under the applicable indenture, which, in turn, would constitute an event of default
under our credit facilities and the other indenture.
24. 22
Provisions of the Debentures could discourage an acquisition of the Company by a third party.
Certain provisions of the Debentures could make it more difficult or more expensive for a third party to acquire us.
Upon the occurrence of certain transactions constituting a fundamental change, holders of the Debentures will have
the right, at their option, to require us to repurchase all of their Debentures or any portion of the principal amount of
such Debentures in integral multiples of $1,000. In addition, the occurrence of certain change of control transactions
may result in the Debentures becoming convertible for additional shares or result in antidilution adjustments which
may have an effect of making an acquisition of us less attractive. We may also be required to issue additional shares
upon conversion or provide for conversion into the acquirer’s capital stock in the event of certain fundamental changes.
If the financial condition of our customers declines, our credit risk could increase.
In light of the financial stresses within the worldwide automotive industry, certain automakers and tier-one mirror
customers have already declared bankruptcy or may be considering bankruptcy. Should one or more of our larger
customers declare bankruptcy, it could adversely impact the collectibility of our accounts receivable, bad debt
expense and net income.
Downturns in the electrical distribution industry have had in the past, and may in the future have, an adverse effect
on our sales and profitability.
The electrical distribution industry is affected by changes in economic conditions, including national, regional and
local slowdowns in construction and industrial activity, which are outside our control. Our operating results may also
be adversely affected by increases in interest rates that may lead to a decline in economic activity, particularly in the
construction market, while simultaneously resulting in higher interest payments under the revolving credit facility.
In addition, during periods of economic slowdown such as the one we recently experienced, our credit losses, based on
history, could increase. There can be no assurance that economic slowdowns, adverse economic conditions or cyclical
trends in certain customer markets will not have a material adverse effect on our operating results and financial condition.
An increase in competition could decrease sales or earnings.
We operate in a highly competitive industry. We compete directly with national, regional and local providers of electrical
and other industrial MRO supplies. Competition is primarily focused in the local service area and is generally based on
product line breadth, product availability, service capabilities and price. Other sources of competition are buying groups
formed by smaller distributors to increase purchasing power and provide some cooperative marketing capability.
Some of our existing competitors have, and new market entrants may have, greater financial and marketing resources
than us. To the extent existing or future competitors seek to gain or retain market share by reducing prices, we may
be required to lower our prices for current services, thereby adversely affecting financial results. Existing or future
competitors also may seek to compete with us for acquisitions, which could have the effect of increasing the price
and reducing the number of suitable acquisitions. In addition, it is possible that competitive pressures resulting from
industry consolidation could affect our growth and profit margins.
Loss of key suppliers or lack of product availability could decrease sales and earnings.
Most of our agreements with suppliers are terminable by either party on 60 days’ notice or less. Our ten largest suppliers
in 2006 accounted for approximately 33% of our purchases for the period. Our largest supplier in 2006 was Eaton
Corporation, through its Eaton Electrical division, accounting for approximately 12% of our purchases. The loss of,
or a substantial decrease in the availability of, products from any of these suppliers, or the loss of key preferred supplier
agreements, could have a material adverse effect on our business. Supply interruptions could arise from shortages of
raw materials, labor disputes or weather conditions affecting products or shipments, transportation disruptions, or other
reasons beyond our control. In addition, certain of our products, such as wire and conduit, are commodity-price-based
products and may be subject to significant price fluctuations which are beyond our control. An interruption of operations
at any of our distribution centers could have a material adverse effect on the operations of branches served by the
affected distribution center. Furthermore, we cannot be certain that particular products or product lines will be available
to us, or available in quantities sufficient to meet customer demand. Such limited product access could cause us to be
at a competitive disadvantage.
25. 23
WESCO International, Inc. 2006 Annual Report & Form 10-K
Acquisitions that we may undertake would involve a number of inherent risks, any of which could cause us not to
realize the benefits anticipated to result.
We have historically expanded our operations through selected acquisitions of businesses and assets.
Acquisitions involve various inherent risks, such as:
uncertainties in assessing the value, strengths, weaknesses, contingent and other liabilities and potential
profitability of acquisition candidates;
the potential loss of key employees of an acquired business;
the ability to achieve identified operating and financial synergies anticipated to result from an acquisition
or other transaction;
problems that could arise from the integration of the acquired business; and
unanticipated changes in business, industry or general economic conditions that affect the assumptions underlying
the acquisition or other transaction rationale.
Any one or more of these factors could cause us not to realize the benefits anticipated to result from the acquisition
of businesses or assets.
Goodwill and intangible assets recorded as a result of our acquisitions could become impaired.
As of December 31, 2006, our goodwill and other intangible assets amounted to $1.1 billion, net of accumulated
amortization. To the extent we do not generate sufficient cash flows to recover the net amount of any investments in
goodwill and other intangible assets recorded, the investment could be considered impaired and subject to write-off.
We expect to record further goodwill and other intangible assets as a result of future acquisitions we may complete.
Future amortization of such other intangible assets or impairments, if any, of goodwill or intangible assets would
adversely affect our results of operations in any given period.
A disruption of our information systems could increase expenses, decrease sales or reduce earnings.
A serious disruption of our information systems could have a material adverse effect on our business and results
of operations. Our computer systems are an integral part of our business and growth strategies. We depend on our
information systems to process orders, manage inventory and accounts receivable collections, purchase products,
ship products to our customers on a timely basis, maintain cost-effective operations and provide superior service
to our customers.
Our business may be harmed by required compliance with anti-terrorism measures and regulations.
Following the 2001 terrorist attacks on the United States, a number of federal, state and local authorities have
implemented various security measures, including checkpoints and travel restrictions on large trucks, such as the
ones that we and our suppliers use. If security measures disrupt or impede the timing of our suppliers’ deliveries
of the product inventory we need or our deliveries of our product to our customers, we may not be able to meet the
needs of our customers or may incur additional expenses to do so.
Anti-takeover provisions could negatively impact our stockholders.
Provisions of Delaware law and of our certificate of incorporation and bylaws could make it more difficult for a third-
party to acquire control of us. For example, we are subject to Section 203 of the Delaware General Corporation Law,
which would make it more difficult for another party to acquire us without the approval of our Board of Directors.
Our Board of Directors is divided into three classes, with each class serving a three-year term. Additionally, our
Restated Certificate of Incorporation authorizes our Board of Directors to issue preferred stock without requiring any
stockholder approval, and preferred stock could be issued as a defensive measure in response to a takeover proposal.
These provisions could make it more difficult for a third-party to acquire us even if an acquisition might be in the best
interest of our stockholders.
26. 24
There may be future dilution of our common stock.
To the extent options to purchase common stock under our stock option plans are exercised, holders of our common
stock will incur dilution. Additionally, our Debentures include contingent conversion price provisions and options for
settlement in shares, which would increase dilution to our stockholders.
There is a risk that the market value of our common stock may decline.
Stock markets have experienced significant price and trading volume fluctuations, and the market prices of companies
in our industry have been volatile. It is impossible to predict whether the price of our common stock will rise or fall.
Trading prices of our common stock will be influenced by our operating results and prospects and by economic,
financial and other factors.
Future sales of our common stock in the public market or issuance of securities senior to our common stock could
adversely affect the trading price of our common stock and the value of the Debentures and our ability to raise funds
in new stock offerings.
Future sales of substantial amounts of our common stock or equity-related securities in the public market, or the
perception that such sales could occur, could adversely affect prevailing trading prices of our common stock and the
value of the Debentures and could impair our ability to raise capital through future offerings of equity or equity-related
securities. No prediction can be made as to the effect, if any, that future sales of shares of common stock or the
availability of shares of common stock for future sale will have on the trading price of our common stock or the value
of the Debentures.
Item 1B. Unresolved Staff Comments.
Not applicable.
Item 2. Properties.
We have approximately 400 branches, of which approximately 340 are located in the United States, approximately 50
are located in Canada and the remainder are located in Mexico, Guam, the United Kingdom, Nigeria, United Arab
Emirates and Singapore. Approximately 22% of our branches are owned facilities, and the remainder are leased.
The following table summarizes our distribution centers:
Location Square Feet Leased/Owned
Warrendale, PA 194,000 Owned
Sparks, NV 131,000 Leased
Byhalia, MS 148,000 Owned
Little Rock, AR 100,000 Leased
Dorval, QE 90,000 Leased
Burnaby, BC 65,000 Owned
Kettering, OH 48,000 Leased
We also lease our 69,000-square-foot headquarters in Pittsburgh, Pennsylvania. We do not regard the real property
associated with any single branch location as material to our operations. We believe our facilities are in good operating
condition and are adequate for their respective uses.
27. 25
WESCO International, Inc. 2006 Annual Report & Form 10-K
Item 3. Legal Proceedings.
From time to time, a number of lawsuits and claims have been or may be asserted against us relating to the conduct of
our business, including routine litigation relating to commercial and employment matters. The outcome of any litigation
cannot be predicted with certainty, and some lawsuits may be determined adversely to us. However, management does
not believe, based on information presently available, that the ultimate outcome of any such pending matters is likely
to have a material adverse effect on our financial condition or liquidity, although the resolution in any quarter of one
or more of these matters may have a material adverse effect on our results of operations for that period.
We are a defendant in a lawsuit in a state court in Florida in which a former supplier alleges that we failed to fulfill
our commercial obligations to purchase product and seeks monetary damages in excess of $17 million. We believe that
we have meritorious defenses. Neither the outcome nor the monetary impact of this litigation can be predicted at this
time. A jury trial is scheduled for April 2007.
Information relating to legal proceedings is included in Note 14, Commitments and Contingencies of the Notes
to Consolidated Financial Statements and is incorporated herein by reference.
Item 4. Submission of Matters to a Vote of Security Holders.
No matters were submitted to a vote of our security holders during the fourth quarter of 2006.
28. 26
PART II
Item 5. Market for Registrant’s Common Equity, Related Stockholder
Matters and Issuer Purchases of Equity Securities.
The information specified in Item 201(e) of Regulation S-K is set forth under the caption “Stock Performance Graphs”
of the Annual Report.
Our common stock is listed on the New York Stock Exchange under the symbol “WCC.” As of February 27, 2007, there
were 48,864,640 shares of common stock outstanding held by approximately 25 holders of record. We have not paid
dividends on the common stock, and do not presently plan to pay dividends in the foreseeable future. It is currently
expected that earnings will be retained and reinvested to support either business growth, share repurchases or debt
reduction. In addition, our revolving credit facility and the indenture governing the 2017 Notes restrict our ability to
pay dividends. See Part II, Item 7, “Management’s Discussion and Analysis of Financial Condition and Results of
Operations – Liquidity and Capital Resources.” The following table sets forth the high and low sales prices per share
of our common stock, as reported on the New York Stock Exchange, for the periods indicated.
Sales Prices
Quarter High Low
2005
First $ 37.37 $ 27.12
Second 31.93 23.14
Third 35.35 30.69
Fourth 44.21 33.49
2006
First $ 69.19 $ 43.00
Second 80.29 54.14
Third 70.65 55.36
Fourth 71.10 56.68
In December 2004, we completed a public offering of 4.0 million shares of our common stock. Certain selling
stockholders offered an additional 7.1 million shares of common stock. Our net proceeds, which were approximately
$99.9 million after deducting the underwriting discounts and offerings expenses, were used to repurchase a portion of
our then outstanding 9.125% Senior Subordinated Notes due 2008 (the “2008 Notes”) in the first quarter of 2005.
In the past three years, we have issued unregistered securities in connection with the following transactions:
In September 2005, WESCO Distribution sold $150.0 million aggregate principal amount of 2017 Notes to Goldman,
Sachs & Co., Lehman Brothers Inc., UBS Securities LLC, Banc of America Securities LLC and Credit Suisse First
Boston LLC, acting as initial purchasers, for resale to qualified institutional buyers pursuant to Rule 144A under the
Securities Act and to non-U.S. persons outside the United States pursuant to Regulation S under the Securities Act.
The 2017 Notes are unconditionally guaranteed by WESCO International on an unsecured senior basis. The aggregate
offering price was $150.0 million, and the aggregate discounts and commissions were $3.0 million. Pursuant to an
Exchange and Registration Rights Agreement with respect to the 2017 Notes and WESCO International’s guarantee of
the 2017 Notes, WESCO International and WESCO Distribution filed a registration statement with the SEC to register
an exchange enabling holders of the 2017 Notes to exchange the 2017 Notes and the guarantee of the 2017 Notes