DOCSLIB.ORG

Wal-Mart Stores, Ine,1 Aaron Brenner, Barry Eidlin, and Kerry

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Wal-Mart Stores, Ine,1 Aaron Brenner, Barry Eidlin, and Kerry Wal-Mart Stores, Ine,1 Aaron Brenner, Barry Eidlin, and Kerry Candaele Under the supervision of TomJuravich Conference Research Director Kate Bronfenbrenner Conference Coordinator February 1, 2006 Prepared for the International Conference Global Companies - Global Unions - Global Research - Global Campaigns 1 This report was funded by the universities supporting the Global Companies-Global Unions-Global Research- Global Campaigns conference and prepared in keeping with one o f the primary goals o f the conference- increasing our understanding o f the changing nature o f the structure and practices o f multinational corporations in the global economy. It was prepared for educational purposes only and should not be copied, distributed, or disseminated beyond the participants o f this conference. Neither Cornell nor any o f the authors or other academic institutions involved in preparing this report intends to advocate or advance any particular action by any individual or organization as a result o f the report. TABLE OF CONTENTS 1. Executive Summary...................................... .............. „....„.............................................................1 1.1 Description and Operations............. .............................................................................................2 1.2 Profit Centers............................................................... .................................................................. 5 1.3 Growth Plan..................................................... .............................................................. ...............6 1.4 Key Decision Mahers............................................. ....................................................... .......... 7 1.5 Key Relationships..............................................<......... ................. ................ ...............................8 1.6 Possibilities for Union Cross-Border Comprehensive Campaigns,..................................... 9 2. Introduction............. .......................................................................................... ............................. 11 2.1 Basic Information................... .............................................................................................. 11 2.2 Company History...................... ............................. .............................................................. 11 3. Operations................................ ................................................................ ................................ ....... 17 3.1 Business Segments............................... ...................... .................. ....................................... 18 3.1.1 Products and Services......................................................................... ............................. 19 3.2 Organization o f Production and Services.................................................................................22 3.2.1 Store Operations............................................ ................................. ■„.......................... .......25 3.2.2 Distribution Centers................. ........... ..................................... ............................... .......... 27 3.2.3 Facilities.............................................................................. ..................................................31 3.3 Workforce........................................... .......................................................................................... 34 3.3.1 Part-Time vs. Full-Time Employees.............. ................ ............................. .....................35 3.3.2 Gender and Racial Distribution............................... ...........................................................35 3.3.3 Employee Turnover............................ ........ ..................................................... ................. 36 3.3.4 Wages................................................................................................. ................................ 36 3.3.5 Employee Benefits.................................. ........................................ .......... ....................... 38 3.3.6 Personnel and Disciplinary Policies.................................. ................................................ 41 3.3.7 Compliance with Employment Laws..,.............................................................................. 41 3.3.8 Unions.................................. ......... ......... ..................................................... .......... ......... 44 3.4 Suppliers.............. ............................................. ......................................... ........................... 47 3.5 Procurement and Distribution,..................................... .............................................................52 3.5.1 Global Procurement............................................................................................................. 52 3.5.2 Trucking, Shipping, and Railroad.................................. ......................................... .......... 54 3.6 Customers....... .................................................................................................................... .......... 56 3.7 Marketing........... ..................................„....................................................... ..............................57 4. Industry and Competitors.................................................................................................................. 61 4.1 Industry Overview.................................... ................... ............................................................... 62 4.1.1 Mass Merchandisers................................... ...................................... .................................... 63 4.1.2 Survival Strategies and Industry Trends.... ........................... ...........................................64 4.2 Major Competitors................................ ............................ ........................................................ 65 4.2.1 Carrefour........................................................................... ..................................... .......... 66 4.2.2 Metro A G ........................................ ................... ............................................................ 68 4.2.3 Home Depot........................................................................... ...............................................70 4.2.4 Tesco.............................................. .................................. ........ ................. .......................... 71 4.2.5 Costco Wholesale...................... .......................................................................... ................. 72 4.2.6 Target....................................................................... .............................................................74 5. Financial Analysis............................................................................. ................................................ 75 ii 5.1 Income Statement - Fiscal Year 2005............................. .................... ..77 5.1.1 Income Statement - First Nine Months of Fiscal Year 2006...... ,.78 5.2 Balance Sheet - Fiscal Year 2005.......................................... .............. ..78 5.2.1 Balance Sheet-October 31,2005.......................... ...................... ..80 5.3 Cash Flow Statement - 2005.... ............................ ............................... ..81 5.3.1 Cash Flow Statement - First Nine Months of Fiscal Year 2006 .81 5.4 Segment Analysis....... ............................................................................ .. 82 5.4.1 Wal-Mart Stores Segment........................... ...................... ............ „82 5.4.2 Sam’s Club Segment....................................................................... „ 83 5.4.3 International Segment........................... .......................... „ 83 5.5 Competitive Financial Assessment..................................................... .. 84 5.6 Stock Analysis...................... ......................................................... ........ „85 6. Command and Control................................................... ....................... .86 6.1 Management........... .......... ................................... ................................... 86 6.1.1 H. Lee Scott, Jr., Chief Executive Officer................................... „ 87 6.1.2 Thomas M. Schoewe, Chief Financial Officer..................... ....... 89 6.1.3 John B. Menzer................................................................................. 89 6.1.4 Michael T. Duke............ .................................................................. .90 6.1.5 Eduardo Castro-Wright.................................................................. .91 6.1.6 Lawrence V. Jackson...................................................................... .92 6.2 Board of Directors.................................... ........ ....................................... .93 6.2.1 S. Robson Walton - Chairman of the Board............................ .95 6.2.2 James C. Walton................................ ............................................... „ 96 6.2.3 David D, Glass - Chairman of the Executive Committee.......... „97 6.2.4 James W. Breyer........................... ..................................................
Load more

Recommended publications
  • Phony Philanthropy of the Walmart Heirs
    Legal Disclaimer: UFCW and OUR Walmart have the purpose of helping Wal-Mart employees as individuals or groups in their dealings with Wal-Mart over labor rights and standards and their efforts to have Wal-Mart publically commit to adhering to labor rights and standards. UFCW and OUR Walmart have no intent to have Walmart recognize or bargain with UFCW or OUR Walmart as the representative of Walmart employees. Walmart1Percent.Org WALTON FAMILY “PHILANTHROPY”: A Distraction from the Walmart Economy Americans believe in the power of charitable giving. Eighty-eight percent of American households give to charity, contributing more than $2,000 per year on average.1 Despite their charitable inclinations, most American families, acting on their own, lack the financial resources to make a significant impact on the problems facing our society. The Walton family, majority owner of Walmart, is a notable exception. As members of the richest family in the United States, the Waltons have $140 billion at their disposal—enough wealth to make a positive mark on the world and still leave a fortune for their descendants. The Waltons certainly wish to be seen as a force for good. Their company claims to help people “live better” and the Walton Family Foundation mission statement speaks of “creating opportunity so that individuals and communities can live better in today’s world.”2 But that mission statement seems ironic, given that many of the most acute challenges facing American families in 2014 could rightfully be viewed as symptoms of our “Walmart economy,” characterized by rising inequality and economic insecurity.
    [Show full text]
  • Printmgr File
    702 Southwest 8th Street Bentonville, Arkansas 72716-0215 (479) 273-4000 Corporate website: www.walmartstores.com NOTICE OF 2011 ANNUAL SHAREHOLDERS’ MEETING To Be Held June 3, 2011 Please join us for the 2011 Annual Shareholders’ Meeting of Wal-Mart Stores, Inc. The meeting will be held on Friday, June 3, 2011, at 7:00 a.m. Central time in Bud Walton Arena, University of Arkansas, Fayetteville, Arkansas. The purposes of the 2011 Annual Shareholders’ Meeting are: (1) to elect as directors the 15 nominees named in the attached proxy statement; (2) to ratify the appointment of Ernst & Young LLP as the company’s independent accountants for the fiscal year ending January 31, 2012; (3) to vote on a non-binding, advisory resolution to approve the compensation of the company’s named executive officers, as described in the Compensation Discussion and Analysis and tabular compensation disclosure in the attached proxy statement; (4) to vote, on a non-binding, advisory basis, regarding the frequency of future advisory votes on the compensation of the company’s named executive officers; (5) to vote on the five shareholder proposals described in the attached proxy statement; and (6) to transact other business properly brought before the 2011 Annual Shareholders’ Meeting. Important Notice Regarding the Availability of Proxy Materials for the 2011 Annual Shareholders’ Meeting. This year, we will once again take advantage of the rules of the Securities and Exchange Commission that allow us to furnish our proxy materials over the internet. As a result, we are mailing a notice of availability of the proxy materials over the internet, rather than a full paper set of the proxy materials, to many of our shareholders.
    [Show full text]
  • WAL-MART At50
    WAL-MART at50 FROM ARKANSAS TO THE WORLD a supplement to . VOL. 29, NO. 27 • JULY 2, 2012 ARKANSASBUSINESS.COM/WALMART50 Fifty years old, and healthy as ever Congratulations, Walmart! And thanks for letting us care for your associates and communities. From one proud Arkansas company to another CONGRATULATIONS TO A GREAT AMERICAN SUCCESS STORY It has been a privilege to travel with Walmart on its remarkable journey, including managing the company’s 1970 initial public offering. From one proud Arkansas company to another, best wishes to all Walmart associates everywhere. INVESTMENT BANKING • WEALTH MANAGEMENT INSURANCE • RESEARCH • SALES & TRADING CAPITAL MANAGEMENT • PUBLIC FINANCE • PRIVATE EQUITY STEPHENS INC. • MEMBER NYSE, SIPC • 1-800-643-9691 STEPHENS.COM WAL-MART at 50 • 3 Wal-Mart: INSIDE: A Homegrown 6 The World of Wal-Mart Mapping the growth of a retail giant Phenomenon 8 Timeline: A not-so-short history of Wal-Mart Stores Inc. Thousands of Arkansans have a Wal-Mart experience to share from the past 50 years that goes far beyond the routine trip to a Supercenter last week. 10 IPO Set the Stage for Global Expansion Wal-Mart is an exciting, homegrown phenomenon engineered by the late Sam Walton, a brilliant businessman who surrounded himself with smart people and proceeded to revolutionize 14 Influx of Workers Transforms retailing, logistics and, indeed, our state and the world. He created a heightened awareness of stock Northwest Arkansas investments as investors from Arkansas to Wall Street watched the meteoric rise in share prices and wondered when the next stock split would occur.
    [Show full text]
  • Lidl Expanding to New York with Best Market Purchase
    INSIDE TAKING THIS ISSUE STOCK by Jeff Metzger At Capital Markets Day, Ahold Delhaize Reveals Post-Merger Growth Platform Krasdale Celebrates “The merger and integration of Ahold and Delhaize Group have created a 110th At NYC’s Museum strong and efficient platform for growth, while maintaining strong business per- Of Natural History formance and building a culture of success. In an industry that’s undergoing 12 rapid change, fueled by shifting customer behavior and preferences, we will focus on growth by investing in our stores, omnichannel offering and techno- logical capabilities which will enrich the customer experience and increase efficiencies. Ultimately, this will drive growth by making everyday shopping easier, fresher and healthier for our customers.” Those were the words of Ahold Delhaize president and CEO Frans Muller to the investment and business community delivered at the company’s “Leading Wawa’s Mike Sherlock WWW.BEST-MET.COM Together” themed Capital Markets Day held at the Citi Executive Conference Among Those Inducted 20 In SJU ‘Hall Of Honor’ Vol. 74 No. 11 BROKERS ISSUE November 2018 See TAKING STOCK on page 6 Discounter To Convert 27 Stores Next Year Lidl Expanding To New York With Best Market Purchase Lidl, which has struggled since anteed employment opportunities high quality and huge savings for it entered the U.S. 17 months ago, with Lidl following the transition. more shoppers.” is expanding its footprint after an- Team members will be welcomed Fieber, a 10-year Lidl veteran, nouncing it has signed an agree- into positions with Lidl that offer became U.S. CEO in May, replac- ment to acquire 27 Best Market wages and benefits that are equal ing Brendan Proctor who led the AHOLD DELHAIZE HELD ITS CAPITAL MARKETS DAY AT THE CITIBANK Con- stores in New York (26 stores – to or better than what they cur- company’s U.S.
    [Show full text]
  • Bill to Let BART Override Local TOD Planning Clears Senate by Ron Mcnicoll Catherine Baker of Dublin
    Thursday, AUGUST 30, 2018 VOLUME LV, NUMBER 33 Your Local News Source Since 1963 SERVING DUBLIN, LIVERMORE, PLEASANTON, SUNOL Bill to Let BART Override Local TOD Planning Clears Senate By Ron McNicoll Catherine Baker of Dublin. Seven Democrats joined the opposition; four A bill that would override local zoning control of Transit Oriented Democrats had no vote recorded. See Inside Section A Development (TOD) on BART property near its stations has passed the The bill was sent back to the Assembly earlier this week for another Section A is filled with state Senate, and may be headed to Gov. Jerry Brown’s desk. floor vote, because the bill was amended in the Senate. information about arts, people, Senators approved AB 2923 by a 26-13 vote, with one senator re- The amendments did not appear to be significant, with some devoted entertainment and special events. corded as not voting on Aug. 23. to making language more specific, and pushing back calendar dates for There are education stories, a The bill originated in the Assembly, where it was approved May 31 deadlines within the bill. variety of features, and the arts on a 42-32 vote. All 42 votes in favor were from Democrats. Voting In the Senate vote, the Valley’s senator, Steve Glazer, was one of two and entertainment and against were all 25 Assembly Republicans, including Assembly member (See BART BILL, page 8P bulletin board. Dublin Drone Chabad Ordinance May Help Halt Santa Hearing Rita Drug Drops People who fly drones in Dublin Continued will have to keep them one-half mile away from public property The public hearing on two and community events.
    [Show full text]
  • Wal-Mart E Suas Reestruturações Empresariais Para Disputar O Mercado Mundial Do Varejo 1
    WAL-MART E SUAS REESTRUTURAÇÕES EMPRESARIAIS 1 PARA DISPUTAR O MERCADO MUNDIAL DO VAREJO Armando João Dalla Costa 2 Resumo Pelos dados da Wal Mart, a Companhia tinha, no início de 2004, 1.478 Lojas de descontos, 1.471 Supercenters, 538 Sam’s Clubs e 64 Mercados de vizinhança nos EUA. Em outros nove países operava 982 Lojas de descontos, 257 Supercenters, 80 Sam’s Clubs e 36 Mercados de vizinhança, totalizando 4.906 lojas. No ano passado teve um faturamento bruto de 256 bilhões de dólares, um lucro líquido de US$ 6,6 bilhões e contava com cerca de 1,5 milhão de funcionários. Este texto se propõe analisar a história da empresa que iniciou suas atividades em Bentonville, pequena cidade no sudoeste americano em 1945 e acompanhar seu crescimento, assim como verificar a evolução do varejo e o papel desempenhado por Sam Walton e seus sucessores. Para dar continuidade à empresa, após sua morte, Walton providenciou uma significativa presença da família atuando no conselho de administração, deixando o papel da direção executiva nas mãos de diretores profissionais. Na seqüência o artigo busca entender como a nova direção da Walt-Mart, a partir de 1992, empreendeu uma bem montada estratégia de ocupação do mercado americano, europeu e asiático, no sentido de disputar não só as vendas nos Estados Unidos, mas de estabelecer-se em cerca de vinte países que lhes permitam uma forte presença internacional. Palavras-chave: Wal-Mart; Empresa multinacional; Economia industrial; Estratégias de expansão; varejo. Classificação JEL: L, L8, L81 Introdução Em 1992, quando morreu Sam Walton, fundador da Wal-Mart, a empresa faturava US$ 43 bilhões.
    [Show full text]
  • Walmart Inc. Takes on Amazon.Com
    For the exclusive use of Q. Mays, 2020. 9-718-481 REV: JANUARY 21, 2020 DAVID COLLIS ANDY WU REMBRAND KONING HUAIYI CICI SUN Walmart Inc. Takes on Amazon.com At the start of 2018, Walmart faced critical decisions about its future as e-commerce continued to explode. Walmart just lost its long-held crown as the most valuable retailer in the world to online leader Amazon. With Amazon’s recent acquisition of Whole Foods for $13 billion, Amazon moved aggressively into the offline world to challenge Walmart in its biggest business, grocery. Walmart was not standing still, making moves like buying Jet.com for $3 billion in 2016. While Walmart’s U.S. e- commerce revenues grew to $11.5 billion in 2017, there was no debate in Bentonville, AR: Walmart remained far behind. The question for Walmart CEO Doug McMillon and Walmart.com head Marc Lore was how to respond to its most aggressive competitor ever (Exhibits 1a and 1b).1 Amazon The Early Years (1994–2001) Jeff Bezos founded Amazon in 1994 to exploit the Internet, still a relatively nascent technology. He determined that selling books online was most promising, because the number of titles available was greater than even the largest brick-and-mortar store could stock. Bezos and his wife drove west to start “Earth’s Biggest Bookstore” in Seattle, WA. Amazon offered 1 million titles for sale on its opening day in July 1995. Next year, the company had over 2.5 million book titles for sale, with revenue doubling every quarter (Exhibit 2).
    [Show full text]
  • 2004 Annual Report
    2004 Annual Report It’s my Good Jobs # Good Works # Good Citizen # Good Investment Senior Officers Financial Highlights M. Susan Chambers (Fiscal years ending January 31,) Executive Vice President, Risk Management, Insurance and Benefits Administration 04 $256.3 Robert F. Connolly Executive Vice President, Marketing and 03 $229.6 Consumer Communications, Wal-Mart Stores Division 02 $204.0 Net Sales (Billions) Thomas M. Coughlin Vice Chairman of the Board 01 $180.8 Douglas J. Degn 00 $156.2 Executive Vice President, Food, Consumables and General Merchandise, Wal-Mart Stores Division David J. Dible 04 $2.03 Executive Vice President, Specialty Group, Wal-Mart Stores Division 03 $1.76 Linda M. Dillman Diluted Earnings Per Share 02 $1.44 Executive Vice President and Chief Information Officer From Continuing Operations Michael T. Duke 01 $1.36 Executive Vice President, President and Chief Executive Officer, Wal-Mart Stores Division 00 $1.21 Joseph J. Fitzsimmons Senior Vice President, Finance and Treasurer Rollin L. Ford 04 9.2% Executive Vice President, Logistics and Supply Chain 03 9.2% David D. Glass Chairman of the Executive Committee of the Board 02 8.4% Return On Assets James H. Haworth Executive Vice President, Operations, 01 8.6% Wal-Mart Stores Division Charles M. Holley 00 9.8% Senior Vice President and Corporate Controller Craig R. Herkert Executive Vice President, 04 21.3% President and Chief Executive Officer,The Americas Thomas D. Hyde 03 20.9% Executive Vice President, Legal and Corporate Affairs and Corporate Secretary 02 19.4% Return On Shareholders’ Equity C. Douglas McMillon Executive Vice President, Merchandising, 01 21.3% SAM’S CLUB 00 22.9% John B.
    [Show full text]
  • Walmart's Contested Expansion in the Retail Business
    Walmart’s Contested Expansion in the Retail Business: Differential Accumulation, Institutional Restructuring and Social Resistance Joseph Baines PhD Candidate, Department of Political Science, York University, Toronto Email: [email protected] Submitted: October 25, 2012 Abstract This paper offers an analysis of Walmart’s contested expansion in the retail business. It draws on, and develops, some aspects of the capital as power framework so as to provide the first quantitative explication of the company’s power trajectory to date. After rapid growth in the first four decades of its existence, the power of Walmart appears to be flat-lining relative to dominant capital as a whole. The major problems for Walmart lie in the fact that its green-field growth is running into barriers, while its cost cutting measures seem to be approaching a floor. The paper contends that these problems are in part born out of resistance that Walmart is experiencing at multiple social scales. This resistance helps to explain why Walmart is nearing what appears to be an ‘asymptote’ – a distributional limit that the company might not be able to pass. Walmart’s power trajectory may give us clues about the future limits on the power of dominant capital as a whole. Key words: capital accumulation; corporate power; resistance; Walmart; capitalization; asymptotes. 1 Introduction By some measures Walmart is the world’s largest corporation. The retail giant has garnered more annual revenues than any other business for seven of the last ten years. And with 2.2 million employees, it has about as many people in uniform as the People’s Liberation Army of China.
    [Show full text]
  • Wal-Mart E Sua Estratégia Para O Varejo Norte-Americano E Internacional
    wal-mart e sua estratégia para o varejo norte-americano e internacional Armando João Dalla Costa Doutor pela Université de la Sorbonne Nouvelle Paris III. Professor no Departamento de Eco­ nomia e no Programa de Pós-Graduação Mestrado e Doutorado em Desenvolvimento Econô­ mico da UFPR [email protected] RESUMO ABSTRACT Este texto tem como objetivo analisar a his­ This paper aims to discuss the history of tória da Wal-Mart, empresa que iniciou suas Wall Mart, a firm that began its activities in atividades em Bentonville, pequena vila do 1945 in Bentoville, a small town in the sudoeste norte-americano, e acompanhar American Southwest, and to account for sua evolução e importância para o desen­ the evolution of its retailer activities. It also volvimento do varejo. Outro aspecto estu­ intends to discuss the role played by Sam dado é a participação do fundador da em­ Walton and his successors. In order to be presa, assim como o dos sucessores. Neste sure that his firms would continue,Walton caso, para garantir a sua continuidade, Sam included many members of the family in Walton organizou a firma de tal modo que the management board, leaving the execu- os herdeiros pudessem ocupar os principais tive direction to professional managers.The postos de comando no Conselho de Admi­ paper seeks to explain how the new direc­ nistração, enquanto a direção executiva da tion of Wall Mart implemented a well-plan- empresa fosse gerida por executivos profis­ ned strategy of expansion in the American, sionais. O texto destaca ainda o planejamen­ Asian and European markets.
    [Show full text]
  • La Articulación Entre La Recursos Humanos Y Reingeniería De
    UCES Universidad de Ciencias Empresariales y Sociales Maestría en Dirección de Recursos Humanos Trabajo Final “Análisis descriptivo correlacional de una empresa familiar y de la gestión de RR.HH. implementada. Fortalezas y debilidades en su estructura y dinámica interna. Estudio en la empresa Lacticínios TIrol Ltda., Brasil, 2014” Autora: Bianca Spode Beltrame Director: Mgter. María Laura Cabezón Buenos Aires, Julio de 2015. Análisis descriptivo correlacional de una empresa familiar y de la gestión de los RR.HH. implementada DEDICATORIA Dedico este trabajo a mi hija Amabile. La razón de todas las cosas. Página 2 de 281 Análisis descriptivo correlacional de una empresa familiar y de la gestión de los RR.HH. implementada AGRADECIMIENTOS Agradezco a Dios, a mi marido Eder Andre, a mi madre Magali, a mi tío Sergio y a mi abuelo Arthur Spode. Sin ellos nada de esto sería posible. Agradezco a mis colegas, mis grandes maestros en el curso. A mi profesora orientadora María Laura Cabezón por toda la paciencia, dedicación y apoyo en mi camino. A Tirol, especialmente al Sr. Fabio Dresch y André Rofner, por la oportunidad de tamaño aprendizaje. Página 3 de 281 Análisis descriptivo correlacional de una empresa familiar y de la gestión de los RR.HH. implementada ―Para un empresario, la norma de conducta se basa en la justicia, para un padre de familia, la norma de conducta se basa en el amor. Para un empresario familiar, la norma de conducta está basada en el amor a la justicia y en la justicia por amor.‖ Jean Marie Sedés Página 4 de 281 Análisis descriptivo correlacional de una empresa familiar y de la gestión de los RR.HH.
    [Show full text]
  • Walmart 2006 Annual Report
    2006 Annual Report BUILDING SMILES – Rob Walton Building smiles today and tomorrow. I am asked often what my father, Sam Walton, who founded Wal-Mart in 1962, would think of our Company today. There is no doubt he’d be proud of our success and the 1.8 million associates who serve our customers every day. He also would be proud that we remain true to the fundamental principles of leadership and business that he was so instrumental in establishing. As Wal-Mart chairman, I assure you, our It was not an easy change, but a necessary one are designed to help conserve and sustain the shareholders and associates, that our entire that will better serve our customers and associ- natural resources of our planet in the future, organization is more committed than ever to ates over the long term. We are driving similar as well as save money for the Company and Dad’s founding principles. improvement in other important business ultimately our customers. And, these plans areas, including compliance, diversity, and will continue to expand during the next Being a good and health care benefits for our associates. several years. respectful employer: Wal-Mart offers tremendous opportunities for Community citizenship: Integrity: our associates to develop their professional We have a responsibility and an opportunity to There is no area of leadership more important skills and pursue a long-term career if they improve the quality of life in every community than this one. Our culture is built on the high- choose. Our management teams foster an we serve.
    [Show full text]