2016 Annual Report

Total Page:16

File Type:pdf, Size:1020Kb

2016 Annual Report GRAHAM HOLDINGS GRAHAM HOLDINGS 1300 NORTH 17TH STREET p SUITE 1700 ARLINGTON p VA 22209 2016 ANNUAL REPORT 703 345 6300 p GHCO.COM REVENUE BY PRINCIPAL OPERATIONS n EDUCATION 64% n BROADCASTING 17% n OTHER BUSINESSES 19% FINANCIAL HIGHLIGHTS (in thousands, except per share amounts) 2016 2015 Change Operating revenues $2,481,890 $2,586,114 (4%) Income (loss) from operations $ 303,534 $ (80,825) — Net income (loss) attributable to common shares $ 168,590 $ (101,286) — Diluted earnings (loss) per common share from continuing operations $ 29.80 $ (25.23) — Diluted earnings (loss) per common share $ 29.80 $ (17.87) — Dividends per common share $ 4.84 $ 9.10 (47%) Common stockholders’ equity per share $ 439.88 $ 429.15 3% Diluted average number of common shares outstanding 5,589 5,818 (4%) OPERATING REVENUES INCOME (LOSS) FROM OPERATIONS ($ in millions) ($ in millions) 2016 2,482 2016 304 2015 2,586 2015 (81) 2014 2,737 2014 233 2013 2,601 2013 149 2012 2,585 2012 (6) NET INCOME (LOSS) ATTRIBUTABLE TO COMMON SHARES RETURN ON AVERAGE COMMON ($ in millions) STOCKHOLDERS’ EQUITY* 2016 169 2016 7.5% 2015 (101) 2015 (4.1%) 2014 1,293 2014 46.6% 2013 236 2013 9.0% 2012 131 2012 5.2% DILUTED EARNINGS (LOSS) PER COMMON SHARE DILUTED EARNINGS (LOSS) PER COMMON SHARE FROM CONTINUING OPERATIONS ($) ($) 2016 29.80 2016 29.80 2015 (25.23) 2015 (17.87) 2014 115.40 2014 195.03 2013 8.61 2013 32.05 2012 (7.17) 2012 17.39 * Computed on a comparable basis, excluding the impact of the adjustment for pensions and other postretirement plans on average common stockholders’ equity. TO OUR SHAREHOLDERS We are pleased to report that Graham Holdings had a better year in 2016 than in 2015. There was no single action that drove most of our progress. A combination of continued focus on cost reductions and operating margin improvements, moderate investments in organic growth initiatives, acquisitions in line with our investment philosophy and divestment of non-core businesses and assets all made meaningful contributions to our results this year. More specifically, Kaplan and Graham Media Group, most significantly at Kaplan University, were somewhat our two major operating units, each reported improved offset by improvements at other businesses. results, and our Other Businesses showed positive trends on both the top and bottom lines. Total adjusted operating expenses (non-GAAP) declined in 2016 by 9%(1) led by the reset cost structures at the Operating income for the Company rose to $304 mil- Kaplan and Graham Holdings corporate offices. Much lion in 2016, up from an operating loss of $81 million of the major restructuring has been completed, and we in 2015. To be fair to 2015, however, I should note continue to look for ways to spend our dollars more that a non-cash impairment charge at our Higher efficiently. I don’t think costs will be reduced again as Education business of just under $260 million greatly substantially as they were in late 2015 and early 2016, diminished last year’s reported results. Adjusting for but we are committed to remaining as lean at the cor- that charge diminishes the scale of 2016’s improve- porate level as we can and focusing our expenses on ment; but, nonetheless, adjusted operating income those that are necessary for the Company. Our margin (non-GAAP) increased by $127 million.(1) of safety as a company will increase with an improved operating margin. Below, I once again include a Revenue for 2016 continued its multi-year downward graphic that tracks our adjusted operating income progression, declining by just under 4%, from $2.586 margin (non-GAAP) of 10.7%(1) in 2016 and improve- billion to $2.482 billion. Revenue declines at Kaplan, ments or declines as compared to recent years. (1)ADJUSTED OPERATING INCOME MARGIN (NON-GAAP) (in thousands) 2016 2015 2014 2013 Operating Revenues $2,481,890 $2,586,114 $2,737,032 $2,600,602 Operating Expenses 2,178,356 2,666,939 2,504,312 2,451,168 Less: Impairment of Goodwill and Other Long-lived Assets (1,603) (259,700) (17,302) (3,250) Less: Amortization of Intangible Assets (26,671) (19,017) (18,187) (11,919) Add: Net Pension Credit 67,097 60,557 64,780 20,727 Adjusted Operating Expenses* (non-GAAP) $2,217,179 $2,448,779 $2,533,603 $2,456,726 Adjusted Operating Income** (non-GAAP) $ 264,711 $ 137,335 $ 203,429 $ 143,876 Adjusted Operating Income Margin*** (non-GAAP) 10.7% 5.3% 7.4% 5.5% *Adjusted Operating Expenses (non-GAAP) is calculated as Operating Expenses excluding impairment of goodwill and other long-lived assets, amortization of intangible assets and net pension credit. **Adjusted Operating Income (non-GAAP) is calculated as Operating Revenues, less Adjusted Operating Expenses (non-GAAP). ***Adjusted Operating Income Margin (non-GAAP) is calculated as Adjusted Operating Income (non-GAAP) divided by Operating Revenues. 2 2016 ANNUAL REPORT Graham Media Group delivered again in 2016. Boosted by both the Olympics and political advertising, GMG delivered its largest ever operating income year. While in 2016 we were able to increase operating u We sold our long-held waterfront real estate income in the face of revenue declines, we know located in Alexandria, VA. this is most unusual and ruefully acknowledge we have not found some new business formula buried u We opportunistically repurchased shares of our in the depths of a “Graham & Dodd” book. In order stock throughout the year. Outstanding shares in to achieve the long-term operating income growth the Company went down by about 4% at a cost of we believe possible, we need to return to top-line $109 million. growth; more on that later in this letter. Graham Media Group delivered again in 2016. So what decisions did we make in 2016? Boosted by both the Olympics and political adver- tising, GMG delivered its largest ever operating In 2016, we continued the portfolio shift that was income year. The stations, in most cases, managed enabled, and in many ways necessitated, by the to add to their leads in terms of local rankings. Our Cable ONE spin-off in 2015. Here is a brief list of investment in increased news programming over the what we did: past several years has created unique content and brand attachment that allowed many of our stations u We agreed to acquire two broadcast television to navigate the trend away from linear television bet- stations within Graham Media Group. The deal ter than most. was completed in January 2017. Perhaps most impressively, WKMG, our CBS affiliate u We closed on our acquisition of Mander Portman in Orlando led by Jeff Hoffman, wins the award for Woodward (MPW), a set of sixth-form schools in most improved. Jeff grew our rankings in nearly every the U.K. We have been very pleased with the first time slot as compared to prior years, all while provid- year of operations at MPW. In conjunction with ing tremendous coverage of the Pulse nightclub the acquisition, we took out £75 million in debt at shooting and Hurricane Matthew. Jeff’s performance what we believe are favorable terms. fits right in with the rest of our station managers at Graham Media Group. Whether it be an all-time high u Dekko acquired Electri-Cable Assemblies as a in broadcast cash flow at WJXT, or becoming the tuck-in to its business, which further strengthens leader in key time slots at KPRC, or having a market its power and data business. leading share by a tremendous margin like that at KSAT, or deftly navigating a challenging market like u We merged our two healthcare businesses to WDIV, each one of our stations performed optimally achieve greater scale and operating efficiency. and made us proud. u We sold Colloquy, a unit of Kaplan that offered In May, we announced we were buying WCWJ in online learning solutions to colleges and universi- Jacksonville and WSLS in Roanoke from Nexstar ties, as it did not meet our financial objectives. and Media General in conjunction with their merger. 2016 ANNUAL REPORT 3 If you told me on January 1, 2016, that we would sign need to provide ongoing training, certification, an agreement to acquire two broadcast TV stations continuing education and professional development five months later, I would not have believed you. The for their employees, Kaplan Professional will be a circumstances that led to our ownership of WCWJ key partner. It is important to understand that this and WSLS are unlikely to occur again, and, indeed, I is a cyclical business, and the results may be uneven still pinch myself they happened at all. My view that from year to year. In economic cycles where hiring the long-term future of broadcast TV is a cloudy crys- is dampened, less training is usually needed. While tal ball remains unchanged. However, when you can others may fret when the inevitable down cycles own two stations in the market and strengthen your occur, we view them as opportunities to go shopping affiliation with NBC, while doing so at a decent price to build out our product offerings, while not paying for shareholders, you make the deal. Our overfunded peak market prices. retirement plan helped us, as we assumed some of the pension liabilities of the seller. My belief is that under Andy Rosen, Kaplan’s results will improve more years than not. His efforts from Kaplan had a year of mixed results, but the overall years ago provided the Company with new platforms picture was an improvement from the previous year.
Recommended publications
  • Graham Holdings Company 2014 Annual Report
    GRAHAM HOLDINGS 2014 ANNUAL REPORT REVENUE BY PRINCIPAL OPERATIONS n EDUCATION 61% n CABLE 23% n TELEVISION BROADCASTING 10% n OTHER BUSINESSES 6% FINANCIAL HIGHLIGHTS (in thousands, except per share amounts) 2014 2013 Change Operating revenues $ 3,535,166 $ 3,407,911 4% Income from operations $ 407,932 $ 319,169 28% Net income attributable to common shares $ 1,292,996 $ 236,010 — Diluted earnings per common share from continuing operations $ 138.88 $ 23.36 — Diluted earnings per common share $ 195.03 $ 32.05 — Dividends per common share $ 10.20 $ — — Common stockholders’ equity per share $ 541.54 $ 446.73 21% Diluted average number of common shares outstanding 6,559 7,333 –11% INCOME FROM NET INCOME ATTRIBUTABLE OPERATING REVENUES OPERATIONS TO COMMON SHARES ($ in millions) ($ in millions) ($ in millions) 3,861 582 1,293 3,453 3,535 3,373 3,408 408 314 319 149 277 236 116 131 2010 2011 2012 2013 2014 2010 2011 2012 2013 2014 2010 2011 2012 2013 2014 RETURN ON DILUTED EARNINGS PER AVERAGE COMMON COMMON SHARE FROM DILUTED EARNINGS STOCKHOLDERS’ EQUITY* CONTINUING OPERATIONS PER COMMON SHARE ($) ($) 46.6% 138.88 195.03 38.16 9.8% 9.0% 23.36 31.04 32.05 5.2% 17.32 4.4% 14.70 17.39 6.40 2010 2011 2012 2013 2014 2010 2011 2012 2013 2014 2010 2011 2012 2013 2014 * Computed on a comparable basis, excluding the impact of the adjustment for pensions and other postretirement plans on average common stockholders’ equity. 2014 ANNUAL REPORT 1 To OUR SHAREHOLDERS Quite a lot happened in 2014.
    [Show full text]
  • Martha L. Minow
    Martha L. Minow 1525 Massachusetts Avenue Griswold 407, Harvard Law School Cambridge, MA 02138 (617) 495-4276 [email protected] Current Academic Appointments: 300th Anniversary University Professor, Harvard University Harvard University Distinguished Service Professor Faculty, Harvard Graduate School of Education Faculty Associate, Carr Center for Human Rights, Harvard Kennedy School of Government Current Activities: Advantage Testing Foundation, Vice-Chair and Trustee American Academy of Arts and Sciences, Access to Justice Project American Bar Association Center for Innovation, Advisory Council American Law Institute, Member Berkman Klein Center for Internet and Society, Harvard University, Director Campaign Legal Center, Board of Trustees Carnegie Corporation, Board of Trustees Committee to Visit the Harvard Business School, Harvard University Board of Overseers Facing History and Ourselves, Board of Scholars Harvard Data Science Review, Associate Editor Initiative on Harvard and the Legacy of Slavery Law, Violence, and Meaning Series, Univ. of Michigan Press, Co-Editor MacArthur Foundation, Director MIT Media Lab, Advisory Council MIT Schwarzman College of Computing, Co-Chair, External Advisory Council National Academy of Sciences' Committee on Science, Technology, and Law Profiles in Courage Award Selection Committee, JFK Library, Chair Russell Sage Foundation, Trustee Skadden Fellowship Foundation, Selection Trustee Susan Crown Exchange Foundation, Trustee WGBH Board of Trustees, Trustee Education: Yale Law School, J.D. 1979 Articles and Book Review Editor, Yale Law Journal, 1978-1979 Editor, Yale Law Journal, 1977-1978 Harvard Graduate School of Education, Ed.M. 1976 University of Michigan, A.B. 1975 Phi Beta Kappa, Magna Cum Laude James B. Angell Scholar, Branstrom Prize New Trier East High School, Winnetka, Illinois, 1968-1972 Honors and Fellowships: Leo Baeck Medal, Nov.
    [Show full text]
  • Cs Title Court Id Maurice Elias V. Mabek Co, Et Al Cacdce Japhet Lopez, Et Al V
    cs_title court_id Maurice Elias v. Mabek Co, et al cacdce Japhet Lopez, et al v. Denny's Inc, et al cacdce Jarek Molski et al v. Arby's Huntington Beach et al cacdce Les Jankey et al v. Mister Ds Liquor Market et al cacdce Les Jankey et al v. Moons Market et al cacdce Mimi Greenberg v. Lindfield Inc et al cacdce Frank J Pairis Sr v. Citrus Valley Health Foundation et al cacdce Byron Chapman v. Ahmed S Siddiqui et al cacdce Joe Babakanian v. Thomas Chow et al cacdce Joe Babakanian v. K Mart Corporation et al cacdce Babakanian v. El Toro Shopping Center et al cacdce Babakanian et al v. Buchheim Properties III cacdce Joe Babakanian v. Bank Of America Corporation et al cacdce Joe Babakanian v. Popeyes et al cacdce Joe Babakanian v. International House of Pancakes Inc et al cacdce Dung Le et al v. Anaheim City School District et al cacdce Disabled Rights Union on Behalf of Michael Rifkin and its Members v. Rome Tailor et al cacdce Juan Moreno v. Cal West Distributors Inc et al cacdce Mary Winic et al v. Mr Cecils California Ribs #1 LLC et al cacdce Disabled Rights Union v. Sizzler Family Steakhouse #453 et al cacdce K Moore v. Los Angeles Unified School District et al cacdce Charles Tyler v. Prakash Patel et al cacdce Rosemarie Roggenkamp v. Kentucky Fried Chicken et al cacdce Rosemarie Roggenkamp v. IHOP Corp et al cacdce Rosemarie Roggenkamp v. Kentucky Fried Chicken et al cacdce Rosemarie Roggenkamp v. Keeno's et al cacdce Darryl Eversole v.
    [Show full text]
  • Broadcasting for Qualified Talent Graham Media Group Takes Recruiting to the Next Level with Ihire
    CASE STUDY Broadcasting for Qualified Talent Graham Media Group Takes Recruiting to the Next Level with iHire Background COMPANY Graham Media Group, a subsidiary of Graham Graham Media Group Holdings Company (NYSE: GHC), has been a fixture in the broadcasting industry for 70 years. Previously known as Post-Newsweek Stations, Graham Media Group owns WEBSITE seven local television stations, each in a top-70 market. Stations include KPRC– www.grahammedia.com Houston, WDIV–Detroit, and WSLS–Roanoke (NBC); KSAT–San Antonio (ABC); WKMG–Orlando (CBS); WJXT–Jacksonville (fully local); and WCWJ–Jacksonville (CW), in addition to the company’s Social News Desk. Graham Media also operates a host INDUSTRY of digital channels, websites, and mobile apps delivering breaking news, weather, Broadcasting / Media and community news to millions of users. With multiple organizations under its brand, Graham Media consistently hires a variety of talent. This not only includes reporters, multimedia journalists, anchors, HEADQUARTERS producers, and photographers, but also administrative, HR, IT, advertising, and Chicago other personnel critical to carrying out the company’s mission: To be involved in local initiatives and public service projects designed to serve, inform, and improve their respective communities. iHIRE SOLUTIONS Job Wrap Branded job postings Challenges Multiuser features Hiring for approximately 15 positions a month across its stations in six cities and Chicago headquarters, Graham Media sought a more efficient way to recruit qualified talent. While each station has an HR administrator, recruiting is just one of the many priorities of busy staff, alongside payroll, employee relations, benefits RESULTS management, training, and more. Saved time in the recruiting process With a growing talent pool and an increasingly competitive job market, Graham Media knew it was time to expand its recruiting toolbox to simplify the hiring Freed up HR staff to process.
    [Show full text]
  • Curtains up the Making of a High School Musical
    For Release: June 17, 2019 Contact: Josh Beauchamp Senior Executive Producer of Local Programming 4 Broadcast Place Jacksonville, Florida 32207 904-393-9886 j eauchamp @wjxt.com B WJXT Presents: Curtains Up The making of a High School Musical Jacksonville, FL: WJXT Channel 4 takes you behind the curtain with the Summer Musical Theatre Experience at Florida State College at Jacksonville as they prepare and present numbers from Disney’s Newsies. The hour-long special will incorporate behind-the-scenes and live performances from some of the most talented students in Northeast Florida starting at 8 p.m. on July 18. The Local Station has teamed with FSCJ to produce a documentary-style special showing how the cast and crew are preparing for the shows at the end of summer. The documentary includes exclusive footage of auditions, callbacks, rehearsals, set development, and a special look at the training behind one of the choreographed fight scenes. The program will also have live performances of popular Newsies songs: “Carrying the Banner,” “The Bottom Line,” “The World Will Know,” “Something to Believe In,” and “King of New York.” Over seventy 7th-12th grade students are cast in this production as dancers, performers and technicians to recreate Disney’s iconic 1992 motion picture. “The Local Station loves to highlight the artistic talent seen in our community’s younger generations,” WJXT General Manager and Vice President, Bob Ellis said. “We can’t wait to see their hard work pay off.” About WJXT Channel 4 WJXT Channel 4 and News4JAX.com provides news, information and entertainment to the Northeast Florida and Southeast Georgia region.
    [Show full text]
  • UBS 45Th Annual Global & Media Communications Conference
    UBS Global Media & Communications Conference New York City December 5, 2017 Remarks by Timothy J. O’Shaughnessy President and Chief Executive Officer I’d like to begin by taking a brief walk down memory lane. It’s been a little over three years since I joined Graham Holdings and just over two years since I became CEO. When I started, Don and the rest of the GHC Board of Directors gave me broad latitude to move the company forward. The mandate we created for my first several years at the Company was three-fold: 1) Constantly evaluate the broadcast and cable landscapes to make sure we can effectively compete in the ecosystem in a long-term, value optimizing way; 2) Work with the management team at Kaplan to return the business to consistent, stable growth while managing risk for the overall enterprise; and 3) Effectively allocate capital through the use of our formidable balance sheet, as well as the cash generated from the operations of Kaplan and Graham Media Group, to grow the underlying earning power of the Company in value accretive ways. We’ve planted many seeds over the last few years. Some have sprouted, while others never took root. Overall we think the Graham Holdings you see today is stronger, less risky, and more poised for consistent, improved results than at any point since the spin- off of CableOne two and a half years ago. At Graham Holdings we view 2017 as an early peek at what we believe is in store in the future. For long-time followers of the Company, you’ll note that the previous statement is about as close to a forward looking prediction as you are likely to ever hear from us.
    [Show full text]
  • 2004 Annual Report Contents
    NEWSPAPER/ONLINE PUBLISHING TELEVISION BROADCASTING MAGAZINE PUBLISHING CABLE TELEVISION 04EDUCATION The Washington Post Company 2004 Annual Report Contents Financial Highlights, 1 Letter to Shareholders, 2 Corporate Directory, 12 Form 10-K Financial Highlights (in thousands, except per share amounts) 2004 2003 % Change Operating revenue $ 3,300,104 $ 2,838,911 + 16% Income from operations $ 563,006 $ 363,820 + 55% Net income $ 332,732 $ 241,088 + 38% Diluted earnings per common share $ 34.59 $ 25.12 + 38% Dividends per common share $ 7.00 $ 5.80 + 21% Common shareholders’ equity per share $ 251.93 $ 217.46 + 16% Diluted average number of common shares outstanding 9,592 9,555 – Operating Revenue Income from Operations Net Income ($ in millions) ($ in millions) ($ in millions) 04 3,300 04 563 04 333 03 2,839 03 364 03 241 02 2,584 02 378 02 204 01 2,411 01 220 01 230 00 2,410 00 340 00 136 Diluted Earnings Return on Average Common per Common Share Shareholders’ Equity ($) 04 34.59 04 14.8% 03 25.12 03 12.3% 02 21.34 02 11.5% 01 24.06 01 14.4% 00 14.32 00 9.5% 1 2004 ANNUAL REPORT A LETTER FROM DONALD E. GRAHAM To Our Shareholders For Red Sox fans and The Washington Post Company, 2004 was annus mirabilis, an amazing year. Many, many things went well for our company. Some were long planned and the result of careful work; others were strokes of luck. One statistic sums it up. Operating income of $563 million was $175 million higher than the best year we ever had, $388 million in 1999.
    [Show full text]
  • Coding Bootcamp Model
    Public Disclosure Authorized CODING BOOTCAMPS Public Disclosure Authorized Building Future-Proof Skills through Rapid Skills Training Public Disclosure Authorized Public Disclosure Authorized 2 5 . Authors and Acknowledgments 6 . Executive Summary 8 . Abbreviations 9 . Introduction 12 . Origin and Categories of Coding Bootcamps 15 . Main Principles of Coding Bootcamps 21 . Differences Between Coding Bootcamps 29 . Main Challenges of Coding Bootcamps 30 . Criticism and Need for Additional Research CONTENTS 32 . Examples of Policy Interventions 36 . Case Studies 38 . Hack Reactor 44 . Laboratoria 50 . Moringa School 56 . SE Factory 62 . World Tech Makers 68 . Coderise 75 . Decoding Bootcamps Project 76 . References 77 . Notes 3 14 . Figure 1 Professional Tech-Skills Bootcamp Models Complementarity and Market Access in Kenya 16 . Figure 2 Coding Bootcamp Model 13 . Table 1 Models of Newly Emerging Tech Skills Training 18 . Table 2 The Agile Manifesto’s Four Key Values 18 . Table 3 The Agile Manifesto’s Operating Principles 22 . Table 4 Coding Bootcamp and Early Education Model Providers LIST OF Examined in This Report FIGURES, TABLES 17 . Box 1 Coding Bootcamps’ Selection Process 20 . Box 2 Aggregating Demand from the Tech Ecosystem AND BOXES 20 . Box 3 Coding Bootcamp Methodology Applied to New Industrial Technical Skills Beyond Coding 23 . Box 4 Typical Sources of Funding for Coding Bootcamps in Developing Countries 27 . Box 5 Coding Bootcamps Aim to Increase Gender Diversity, Help Refugees and the Vulnerable 33 . Box 6 An Example of Government Intervention 34 . Box 7 Medellín, Catalyzing Bootcamps Initiative in a City 34 . Box 8 Financial Support Schemes 4 This note forms part of the Rapid Technology Skills Technical Assistance (“Decoding Bootcamps”) initiative by the World Bank, which aims to co- llect and share examples and lessons of bootcamps in emerging markets, and measure the impact of bootcamp training on youth employment in selected countries.
    [Show full text]
  • First Destination Report
    College of Arts & Sciences CLASS OF 2016 Post-Graduation First Destination Profile BU surveys its undergraduate degree recipients each year to learn about paths taken following graduation, Knowledge Rate including employment, graduate school, military service, and volunteer or service activities. COLLEGE OF ARTS & SCIENCES 61% Data on 906 degree recipients Data collection started prior to graduation and concluded in December 2016. Methods included a web-based survey, BU OVERALL telephone survey, and LinkedIn research. 71% Data on 2,990 degree recipients First Destination Activity Internships DATA ON 906 DEGREE RECIPIENTS DATA ON 608 DEGREE RECIPIENTS HAD AT LEAST 1 INTERNSHIP Still 78% BU overall: 91% Seeking 12% AVERAGE NUMBER OF INTERNSHIPS 2 FOR THOSE WHO REPORTED Other Activities INTERNSHIP EXPERIENCE 16% Full-Time Employment 54% Graduate/ Job & BU Coursework Professional DATA ON 246 DEGREE RECIPIENTS School 18% MY CURRENT JOB IS RELATED 7.3 TO MY COURSEWORK AT BU 0 = not at all; 4 = slightly; 8 = somewhat; 12 = very much Other activities include part-time employment, preparing for graduate school, military service, traveling, and volunteer/service activities. Average Starting Salary DATA ON 222 DEGREE RECIPIENTS Humanities, Cultural & Language Studies $37,270 (n=32) Natural & Applied Sciences $40,703 (n=70) Social Sciences $47,083 (n=77) Mathematics & Computational Sciences $68,267 (n=43) 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 PREPARED BY The Center for Career Development | Enrollment & Student Administration Spring 2017 Skills & BU Experience DATA ON 608 DEGREE RECIPIENTS SKILLS CAS These 5 skills were identified by employers as among the most important for college graduates entering the workforce.* Teamwork 6.3 Graduates were asked to what extent their BU education Communication 7.4 contributed to the development or strengthening of these skills.
    [Show full text]
  • Residential Healthcare Group Acquisition.Pdf
    Graham Holdings Acquires Majority Interest in Residential Healthcare Group WASHINGTON—July 3, 2014—Graham Holdings Company (NYSE: GHC) today announced it has acquired a majority interest in Residential Healthcare Group, Inc., the parent company of Residential Home Health and Residential Hospice, leading providers of skilled home health care and hospice services in Michigan and Illinois. Mike Lewis, chairman and chief executive officer, and the Residential Healthcare Group management team will continue to operate the businesses. The purchase price was not disclosed. Residential Home Health, founded in 2001, and Residential Hospice, founded in 2011, are in-home, on-site and on-call providers based in Troy, MI. They offer a wide range of services and an experienced and caring staff of nurses, therapists, medical social workers, personal and spiritual care attendants and other medical professionals. Donald E. Graham, chairman and chief executive officer of Graham Holdings, said: “Our acquisition of Residential Healthcare Group is part of Graham Holdings’ ongoing strategy of acquiring companies with demonstrated earnings potential and strong management teams attracted to our long-term investment horizon. Residential Healthcare is an acquisition that fits our decentralized operating philosophy. We are a diverse group of businesses sharing common goals and values but each with its own identity and workplace culture, and with management responsible for its operations.” ____ About Graham Holdings Company (www.ghco.com) Graham Holdings Company (NYSE: GHC) is a diversified education and media company whose principal operations include educational services, television broadcasting, cable systems and online, print and local TV news. The Company owns Kaplan, a leading global provider of educational services; Post–Newsweek Stations (WDIV–Detroit, KPRC–Houston, WKMG–Orlando, KSAT–San Antonio, WJXT–Jacksonville); Cable ONE, serving small-city subscribers in 19 midwestern, western and southern states; The Slate Group (Slate, Slate V, TheRoot); and Foreign Policy.
    [Show full text]
  • GHC Sale of the Root.Com.Pdf
    Graham Holdings Company Announces Sale of The Root.com ARLINGTON, VA—May 21, 2015— Graham Holdings Company (NYSE: GHC) announced today that it sold The Root.com<http://TheRoot.com>, an on-line magazine focused on news, opinions, culture and entertainment from the perspective of African Americans, to La Fabrica, a division of Univision Interactive Media, Inc. The Root launched in 2008. "Donna Byrd, publisher, and Henry Louis Gates, co-founder, established The Root and made it the success it is today. We are extremely proud and grateful for all they have accomplished, and we are excited for the new growth opportunities today's sale gives them," said Donald E. Graham, Chairman and CEO of Graham Holdings. ___________________________________________ About Graham Holdings Company (www.ghco.com) Graham Holdings Company (NYSE: GHC) is a diversified education and media company whose principal operations include educational services, television broadcasting, cable systems and online services, print and local TV news. The Company owns Kaplan, a leading global provider of educational services; Graham Media Group (WDIV–Detroit, KPRC–Houston, WKMG–Orlando, KSAT–San Antonio, WJXT–Jacksonville); Cable ONE, serving small-city subscribers in 19 midwestern, western and southern states; The Slate Group (Slate and Panoply); and Foreign Policy. The Company also owns Trove, a digital team focused on innovation and experimentation with emerging technologies; SocialCode, a leading social marketing solutions company; Celtic Healthcare; Forney Corporation; Joyce/Dayton Corp; and Residential Healthcare Group. # # # Contact: Pinkie Mayfield (703) 345-6450 [email protected] .
    [Show full text]
  • Wdiv-Tv Eeo Public File Report I. Vacancy List
    Page: 1/12 WDIV-TV EEO PUBLIC FILE REPORT June 1, 2016 - May 31, 2017 WDIV-TV is an Equal Opportunity Employer. In addition to complying with the requirements of federal law, WDIV-TV will comply with applicable state and local laws prohibiting employment discrimination. Any offer of employment is conditional upon the successful completion of a background check and pre- employment drug screen. I. VACANCY LIST See Section II, the "Master Recruitment Source List" ("MRSL") for recruitment source data Recruitment Sources ("RS") RS Referring Job Title Used to Fill Vacancy Hiree Web-News Producer 20 20 2-10, 12-13, 15-17, 19, 21-33, 36-41, Consumer Investigative Producer 13 44 Photographer 2-13, 16-17, 19, 21-33, 36-41, 44 13 Photographer 2-13, 16-17, 19, 21-33, 36-41, 44 13 2-10, 12-13, 16-17, 19, 21-33, 36-41, National Sales Manager 13 44 1-3, 5-10, 12, 14, 16-17, 19, 21-33, 36- Account Executive 14 41 1-3, 5-10, 12-13, 16-17, 19, 21-33, 36- Digital Sales Manager 13 41 Television Maintenance Engineer 1-3, 5-10, 12-13, 16-17, 19, 21-41 13 1-3, 5-10, 12-13, 16-19, 21-24, 26-33, Digital Account Developer 13 36-43 Page: 2/12 WDIV-TV EEO PUBLIC FILE REPORT June 1, 2016 - May 31, 2017 II. MASTER RECRUITMENT SOURCE LIST ("MRSL") Source Entitled No. of Interviewees RS to Vacancy Referred by RS RS Information Number Notification? Over (Yes/No) Reporting Period 602 Communications 4349 E.
    [Show full text]