ANNUAL REPORT TO EMPLOYEES

T O G E T H E R , B U I L D I N G V A L U E E V E R Y D AY.
2016
PERSPECTIVE
ANNUAL REPOR T TO EMPLOYEES
FREED
Freedom
Jim Swanson
What does the word evoke for you?
Every year I choose a theme to help us reflect on many of the unique benefits we derive from being an employee
owner at Kitchell. At the end of last year, many of you expressed your “freedom” to create value. What do you
think of when you hear “freedom?” Most will think of America, this year’s election, our Constitution or something
else related to our free society. But our freedom also has a lot to do with who we are, and what we want to be
at Kitchell.
As a private, employee-owned company we have the ultimate freedom to choose our destiny and to control our
future. During the course of our now 66-year history, we have chosen freely to support innovation, encourage
champions, pursue growth and share ownership. Our historic leadership, starting with Sam Kitchell, has embraced our freedom to shape our future. Today, with a supportive board of directors and exceptional operating
company leadership, we continue to maximize the value of our freedom. The concept of “Champions” at Kitchell
is a direct result of our freedom to chart our own future.
A few examples of freedom in action in the past year include:
• The acquisition of a new facilities management business in Silicon Valley.
• The planning and opening of our pre-fab facility.
• Re-entry into industrial development.
• Collaborative problem-solving to address critical project issues and minimize liability.
• Maintaining competitive rates while increasing gross margin on HVAC equipment.
• Streamlining operations and creating efficiencies through new technologies and applications.
You all knew when you started reading this that the next part was coming….
FREEDOM IS NOT FREE.
Of course it is not. We have a huge responsibility to deliver while we are exercising our freedom. A few things
come to mind when I think about our responsibility to protect our freedom. These themes also come directly
from feedback from our employees.
DOM
Board of Directors
Bill Schubert, Chairman
Bob Delgado
Jack Henry
Mark Pendleton
Jim Swanson
Accountable – We need to hold ourselves and each
other accountable for our actions and our results. If
we fail to do so we are likely to put our fate into the
hands of others. We need to work together to accomplish great things, and we all need to strive to
achieve our best work.
Feedback – We need to ensure that we have a welldesigned and effective feedback system. If we do
not do this we will not develop the next wave of
leaders. I will take “the cold hard facts” over vague
feel-good language every time.
Communication – Good communication means
people feel included. Communicating to our employee-owners is one of the most important things
we can do. It leads to interconnectedness across our
businesses and improved idea flow and innovation.
Together, let’s embrace our freedom in 2016 and
beyond. Together, let’s do the things we need to do
to protect and enhance our freedom to chart our
own course. Together, let’s work on preserving the
Kitchell we have: one that consistently provides
new and exciting opportunities for our employees.
Jim Swanson
President/CEO
Kitchell Corporation
Kudos for Kitchell projects
ENR Southwest: Chandler Regional Medical Center and HonorHealth Deer Valley Central Plant
National Design-Build Institute of America Award
of Merit: Chandler Regional Medical Center
AGC Las Vegas Building Project of the Year:
Dignity Health St. Rose Dominican HospitalsSiena Campus
Construction Management Association of America, Southern California Chapter Project of the
Year: San Bernardino Valley College Auditorium,
San Bernardino Community College District
Metal Construction Association Chairman’s
Award: University of California San Diego Jacobs
Medical Center Central Plant
International Partnering Institute John L. Martin
Partnered Project of the Year – Ruby: DeWitt Nelson Juvenile Justice Conversion
Student Housing Business Magazine Innovator
Award for Best Renovation of an Existing Dorm:
Arizona State University Manzanita Hall
Student Housing Business Magazine Innovator
Award for Best Architecture/Design of More than
300 Beds: Roosevelt Point
KC
Corporate Services
Freedom to lead
For many years, Corporate Services enforced protocols and guidelines for the operating companies
while overlooking the potential challenges, overlap
and duplication of services that might result from
five distinct entities. Thanks to the digital world,
innovations that come from within our own ranks,
and the focus on being lean in every aspect of our
business, we have found new ways to streamline,
be more efficient and support the companies as
they look for new ways to bring value. Just as the
operating companies have always looked at ways
to express their freedom through new ideas, Corporate Services, also, is looking at ways to support its
operations through new approaches and programs.
ACCOMPLISHMENTS IN 2015
Revived the Kitchell Employee Foundation. As a
way to build camaraderie and give back to the community, the Kitchell Employee Foundation – now an
official 501(c)(3) – came to life with new leadership
and participation, generating record numbers of
donors and funds for new non-profits.
Enhanced our emphasis on benefits and training.
To illustrate Kitchell’s investment in people, we developed Total Compensation Statements to help
existing and prospective employees understand
the value of being a part of Kitchell. We rolled out
Sonic Boom and Healthiestyou – programs to encourage more proactive involvement in healthcare,
helping to meet the federal government’s goal of
personal responsibility while providing as much
support as we can to keep our employees and their
dependents healthy. Orientation and onboarding
received more intense focus, with programs that
help bring a universal approach to introducing new
employees to Kitchell.
Introduced new financial services solutions. With
the roll-out of a new invoice router and expense
management application, we have more controls in
place, and have added several vendors to our electronic payment system – a major cost-saving initiative in our efforts to reach 100 percent electronic
payments. We are also implementing an automated
system to help manage Kitchell’s stock plan, easing
the burden of one person managing a program that
requires responsiveness to hundreds of employee
owners. We survived a 2012 IRS audit and transitioned back from new auditors to our former auditors. And as a great way to cap the year, Financial
Services played a significant role in the successful
acquisition of VFMC.
Our HR, IT and Financial Services teams have all
played a role in bringing h/dc further into our operations, successfully converting from Timberline to
E1, enabling them to be part of Kitchell’s ongoing
communications and operations systems and helping with their recruiting efforts.
A component of nearly every corporate function,
our IT team worked closely with Financial Services
CORP
on new billing processes for the operating companies and to configure the new invoice routing system. They also collaborated with HR to implement
the new Kronos timekeeping system. And in a very
exciting development, IT was able to bill hours to
several CEM clients.
Our legal team was on task this year. David Koval
and his faithful sidekick, JoAnne Bourgogne, have
done a terrific job of evaluating our risk, mitigating
our liability and helping to educate companies and
employees about protecting our livelihood.
Looking to 2016, Corporate Services will continue
to meet the needs of our constituents through continuous planning and communication, working
with each of the companies to help them achieve
their business plans and goals.
2016 INITIATIVES
• Improve accessibility of HR information by reviving our HR policy manual online, conduct workplace harassment training, expand development
and wellness programming, and revive the Performance Management System.
• Enhance Kitchell’s internal communications and
corporate culture by encouraging teambuilding,
offering management training and celebrating
accomplishments.
• Execute business intelligence, cash management
and procurement solutions.
• Migrate operating companies into universally
used platforms, including E1, SalesForce, and
implement project management, financial and
safety management dashboards for all operating
companies.
• Implement stronger security protocols to protect
Kitchell’s technology assets.
• Begin a strategic planning initiative.
Kitchell Contractors
Freedom to create
Freedom to innovate. Freedom to create opportunities. Kitchell exemplifies disciplined freedom to
explore new horizons while adhering to the values that have driven our success since day one.
For the past few years we have explored new areas
of growth by expanding regionally and vertically.
Longtime pursuits have come to fruition, and the
flexibility that Kitchell provides in enabling us to explore new paths and new ways of doing business
has proved fortuitous on many fronts. In 2015, we
achieved our goals (and then some).
ACCOMPLISHMENTS IN 2015
Advanced our safety and health management
system. We accomplished this in a big way. The
Arizona Division of Occupational Safety and Health
(ADOSH) designated Kitchell a “STAR Site” through
the Construction Voluntary Protection Program “CVPP.” Companies and jobsites that are awarded the
STAR designation demonstrate exemplary and comprehensive safety and health management systems.
Kitchell is one of only three construction companies
in the state to achieve this designation. Overall, KCI
reported zero lost time incidents in 2015.
Increased our self-perform work with a focus on
prefabrication. Prefabrication has created a number of unique opportunities for us, and we were
rewarded for our success in 2015. From the head-
walls at UC San Diego Jacobs Medical Center and
Phoenix Children’s Hospital’s 9th floor expansion to
Dignity Health’s Chandler Regional Medical Center
and St. Rose Siena expansion projects, we continue
to look for better ways to build.
Grew our Client Leader Program. In Texas, we continued to see growth through Baylor/Scott & White
Healthcare with expansion into different project
types as well as opening an office in Houston. In
California, our client base includes a diverse portfolio with UCSD, SDSU, Sharp Healthcare, and Scripps
Healthcare. We completed a LEED Gold Certified
Central Plant for UCSD, the first medical center
central plant to be Gold Certified. Arizona saw an
expansion into the senior living market, as well as
maintaining strong repeat clients in our Healthcare,
Higher Education, Retail and Native American market sectors.
Kitchell Custom Homes wrapped up three landmark projects in Santa Barbara and one in Colorado, leading to growth opportunities in Nevada and
Southern California. In Arizona, the golf clubhouse
market heated up, and we were able to leverage our
strong resumé and leadership to land multiple projects.
FDI expanded its services and continues to maintain a strong backlog of work while creating a strong
KCI
Dan Pierce
organizational support system set up for growth in
2016. KCI and FDI teamed up to deliver a very successful corporate office remodel for one of Arizona’s
largest employers, Banner Health.
Deployed LEAN on every project. Continuing along
our LEAN journey includes utilizing Prolog on every
project, continuous integration, and the beginning
of a new companywide reading – “Switch” – which
is the third book to complement our LEAN journey.
Gave back. Wrapping up our year, we celebrated
the third annual Build Fore Good charity golf event
that benefitted Semper Fi with a record donation.
We also celebrated the new school for the Foundation for Blind Children, increased involvement in
the San Diego Food Bank, the Santa Barbara Food
Bank, and community project engagement in Texas.
2016 INITIATIVES
• Reinforce a continuous culture of Safety Excellence based on Leadership & Engagement, Safety
Management Systems, Risk Reduction, and Performance Measurement.
• Finalize and explore more innovative field services, such as the opening of the Kitchell Prefabrication Shop.
• Fully implement the Client Leader Program.
• Establish a National Projects Group to grow our
Healthcare & Native American Markets.
• Deploy LEAN principles and practices on every
project.
Kitchell Development
Freedom to build
With the oversight of Kitchell’s property and development portfolio, Kitchell Development Company
is in a position of ensuring we bring value to employee owners through our holdings, with the flexibility to be creative and look at different ways to
approach our assets given industry trends and market demands. We were fortunate to have a very productive and successful 2015 and can report that we
brought great value to the Corporation.
ACCOMPLISHMENTS IN 2015
We are forecasting another profitable year in 2016;
however, the gains will be lower than last year as we
continue the construction and stabilization of our
existing projects. We anticipate the completion of
four major developments: Prescott Valley and Estrella retail shopping centers, and San Sonoma and San
Posada multifamily properties, our developments in
partnership with Mark-Taylor. These projects will be
in a position to sell in 2017 if we determine that’s in
the best interest of the company.
In the coming year we will commence construction
on two new retail developments and one speculative industrial project. We have two key properties
in Del Mar, Calif., and anticipate making significant
progress with entitlements, which will allow us to develop the first two residential projects in Del Mar in
more than 20 years. We have the strongest backlog
in company history, and assuming market conditions
remain stable, we are in a very good position for the
next three to five years.
We significantly exceeded our plan while adding to
an already strong backlog. The increase in profitability was primarily due to the sale of our ownership interest in the 156-acre property at Loop 202 and Hawes in
east Mesa, Ariz. We also realized our goal of selling four
retail properties: Chico McDonald’s, Manteca Square
pad to Taco Bell, a bank pad in Oro Valley, and a parcel
of land in Prescott Valley for a car dealership.
Kitchell Property Management remained profitable and has built an impressive portfolio of quality
retail, office and industrial properties.
We completed construction and stabilization of the
274-unit Villas at San Dorado multifamily project
in Oro Valley, Ariz., a project with Mark-Taylor, and
also completed construction and stabilization of the
20,000-square-foot San Dorado retail project in Oro Valley, Ariz.
KDC
Jeff Allen
2016 INITIATIVES
• Sell San Dorado multifamily and retail projects.
• Complete construction and stabilization of the
590-unit San Sonoma multifamily project in Tempe, Ariz., and the 372-unit San Posada multifamily
project in Mesa, Ariz.
• Commence and complete shell construction on
the 220,000-square-foot Freeway Logistics industrial project in Phoenix.
• Commence and complete construction on the
10,000-square-foot Ulta Beauty build-to-suit in
Chico, Calif.
• Achieve positive results with the Del Mar residential properties.
Kitchell CEM
Russ Fox
Freedom to innovate
CEM has long fostered Kitchell’s entrepreneurial spirit,
encouraging employees to express their freedom
through presenting and funding innovative ideas to
help grow our business. In the war for talent and innovation, organizations that devote themselves to
fostering “freedom” will be best suited to generate
sustainable growth that is resilient over the long term.
A perfect expression of this freedom – and a major
highlight in CEM’s historical timeline – was our creative partnership last year with the San Jose-based
facilities management firm VFMC. We elevated this
partnership into new services, new markets and
new opportunities, leading to an acquisition and
giving us a footprint in a lucrative market where we
didn’t have a presence. Our other highlights over
the past year further reinforce the freedom and flexibility we have in exceeding our business goals and
looking to the future.
ACCOMPLISHMENTS IN 2015
Engineering & Architectural Services (EAS)
smashed through sales and profit goals while
acquiring or promoting several key staff members
and expanding services. The acquisition of VFMC
proved valuable when EAS was selected to provide
the pilot for a statewide FM process framework.
Condition Assessments, Design and Commissioning services continue to grow and remain our core
business offering.
The Northern California team, in addition to meeting and surpassing its goals, built a foundation for
growth and success in 2016 and beyond. We began the integration process of the Northern California region and the Bay Area region as one region
for more effective operations. We strengthened our
relationships with State of California Department of
General Services (DGS) and California Department
of Corrections and Rehabilitation (CDCR) leading
us to win a new CM contract without teaming with
another CM firm. The Northern California team increased our presence by winning more jobs in the
Public Safety, Correctional, Healthcare and Education markets positioning us to exceed our 2016
goals.
The Arizona Region had a strong and consistent
year, exceeding sales goal with wins that covered
a very wide geographical area, encompassing
Southern California, Northern California, Arizona,
Iowa and Utah. The wins in California were a result
of client relationships in Arizona, as well as our philosophy of servicing a client rather than a region. A
steady and consistent driver in Arizona was our ASU
team, who fostered the relationship by working tirelessly on 40-plus projects on several campuses. Our
year ended on a strong note when we interviewed
CEM
2016 INITIATIVES
• Integrate and leverage the VFMC acquisition for growth in our FM and PM/CM service lines.
• Create a basic dash boarding tool to monitor project risks and progress.
• Relocate three CEM offices (Sacramento, San Jose and San Diego).
• Hire at least four strategic hires for the major California programs.
• Continue to organize CEM for future growth and employee opportunity for advancement.
and just hours later were notified that we were selected to oversee Program Management Services
for the $550-million, 4,000-bed Utah State Prison
Relocation project. The significance of this project is
underscored by its size and scope and enhances our
national leadership in correctional facilities, similar
to the result of the long-term relationship we have
with the California Department of Corrections.
Our Southern California region continued on a
strong growth trajectory in 2015. With several key
hires and new clients, the region is building a strong
local presence and reputation, through our municipal work in San Diego County and Costa Mesa, and
higher education clients UCSD and Coast Community College District. The Southern California team
secured a statewide program management contract for a developer who has a five-year plan to
develop throughout the state. Our project teams
continue work on exciting projects including the
Science Building at Saddleback Community College and the Skate Park for the City of Anaheim. As
the region moves into 2016, we are positioned for
growth into Los Angeles County and the K-12 education market.
The Central California Region scored a crucial
win in our core education sector market through
a new contract with San Luis Obispo County Com-
munity College District. We are providing program
management services on its $275 million Measure
L bond program. This new long-term contract and
other contracts with existing clients have laid the
foundation for sustained future growth within the
region.
Kitchell Facilities Management (KFM) continued
to experience dramatic growth, starting the year
with a long-term contract for a large corporate customer’s 700,000-plus square foot headquarters in
Northern California through a joint venture with
VFMC. With all of KFM’s services leveraged in this
single contract, it has become an excellent example
of a fully integrated facilities management scope of
work and continues to net additional services. The
“beyond the ribbon cutting” marketing strategy of
CM services to FM solutions was successful, leading
to a unique community college FM contract and a
decade-long county contract secured due to the
strong relationship created by the CM team. The
year was capped by the successful acquisition of
VFMC, transitioning 40 employees into Kitchell’s FM
business.
American Refrigeration Supplies
Freedom to change
Our $5.4 million sales increase in 2015 can be credited to an Arizona-based, American Standard HVACdriven, blockbuster year! Over a four-month period
ending late in 2014, we negotiated significant cost
reductions on our American Standard HVAC equipment, particularly on the most popular entry level
14 SEER equipment. We were able to reduce dealer
pricing, making us more competitive, while retaining
2014’s gross margin dollars per model. We also were
successful promoting new state-of-the-art 18 SEER
and 20 SEER variable speed split systems. These new
products have variable speed compressors that will
operate in a range from 100 percent down to 30 percent of full capacity. That means a 5-ton VS system
can operate as low as 1.5 ton, if that is all the cooling
needed. We promoted our new pricing and products
and overcame dramatic shifts in consumer sentiment during the year, as well as weather influences
in the Arizona HVAC market. The result was a $4 million American Standard equipment, parts and accessories sales gain; we also increased gross margin and
industry reported market share.
Consumer sentiment was all over the board during the year. It started the year at an 11-year high,
was down 11 percent by October, and ended the
year down 5.6 percent. Arizona cooling hours were
equal to 2014, but heating hours were elevated.
ACCOMPLISHMENTS IN 2015
Achieved a 5.8 percent boost in sales, exceeding our sales plan of 4.1 percent. We exceeded
our profit plan by 12.6 percent, but the result was
a profit only slightly up from 2014 as the result of
our LIFO (last-in, first-out) method of inventory accounting. LIFO escalates our cost/reduces profit
generated by inflation in a normal year. As the result
of dramatic highs and lows in R22 price and a drop
in quantities on hand, we went from reporting additional income of $400,000 in 2014, to an additional
cost of $120,000 in 2015, or a $520,000 cost increase
in 2015 compared to the prior year.
Achieved an 18.5 percent surge in our commercial
HVAC equipment business with significant growth
in market share. We also experienced an uptick in
Mitsubishi Mini-Split HVAC sales by 17 percent.
Hired a Vice President of Business Development in
May, a new position for ARS. One of his main roles
is to build our HVAC equipment business in all markets outside of our American Standard area. By the
end of the year, we were transitioning from the ICP
brand of HVAC in Virginia, to Allied Air. We now have
Allied Air everywhere outside of our American Standard area.
Transitioned leadership. An original founder of our
Virginia Division retired December 31, and we suc-
ARS
Steve Martin
cessfully transferred that responsibility to a newly
hired Regional Sales Manager position.
Completed our second (new construction) apartment project in California with MagicPak specialty
HVAC equipment, now totaling nearly $1 million
over the last two years. We also achieved a 52 percent rise in our home warranty replacement parts
business, bringing it to more than $1.1 million.
2016 INITIATIVES
• Complete the implementation of our Allied Air
HVAC equipment sales growth initiative in California, Nevada and Virginia.
• Name a Safety Director to work with ACIG and
Kitchell’s Safety Director to enhance and coordinate our focus on safety.
• Relocate our Glendale, California store, and purchase our Norfolk, Virginia leased facility.
• Achieve a minimum 30 percent increase in Tecumseh Compressor sales as the result of newly
stocked products and new promotions.
• Continue to build on our American Standard strategy, dealer programs and efforts to achieve continuing sales growth.
h/d
hardison/downey construction
Freedom to adapt
hardison/downey was built upon the foundation
of flexibility, adaptability, quick decision-making,
streamlined processes and a horizontal organizational structure. Having the strong financial backing
of Kitchell Corporation has afforded us the freedom
to continue to operate in the way clients have come
to expect, despite the brutal market conditions
of recent years. Many of our competitors cannot
say the same thing. The organization helped push
h/dc through a tough few years, and we now have a
bright 2016 ahead.
ACCOMPLISHMENTS IN 2015
Solved problems. In late 2014 and going into 2015,
we were in a very tough spot on our Vertex project,
a 600-bed, $36 million student housing community
in Tempe. Code interpretation issues forced significant delays in the project schedule. With an incredible effort by the project team, including working
seven days a week for months on end, not only did
this project finish on time, but we also have a happy
client.
Completed memorable projects. We saw some
incredibly unique projects throughout the year,
including the world’s largest Harley-Davidson dealership, a 100,000-square-foot, four-story Student &
Academic Services building squeezed onto a oneacre site and sharing a wall with an existing park-
ing garage on NAU’s campus, six floors of Class A
office space in downtown Phoenix remodeled while
fully occupied with lawyers (!), a new building for
South University for an existing h/dc client built in
conjunction with KCI in Texas, a 600-bed student
housing community comprised of five buildings on
a tiny triangular site built right next to the light rail,
and the second phase of a pre-K-12 public charter
school renovated from a former Veterans’ Association morgue.
Scored repeat clients. The majority of our work has
always come through word-of-mouth referrals and
repeat business. Last year was no different. We were
fortunate to enjoy numerous projects from longtime h/dc clients such as ASU, GoDaddy, YAM Management, Aramark, Quarles & Brady, City of Phoenix, New Way Academy and PayPal.
Maintained strong presence in multifamily. We
have yet to see a slowdown in our multifamily market. Last year was hot for us in housing construction,
with new starts on 214 units at iLuminate and Linear
Apartments in downtown Phoenix, continued construction on 292 units at 1100 & 1200 Capital Place
Apartments in downtown Phoenix, and a signed
contract for Sunrise Hayden Apartments, with 281
units set to break ground in February 2016. We are
currently in preconstruction on two additional proj-
Pat Downey
ects totaling 536 units in Chandler and Mesa.
2016 INITIATIVES
Diversified student housing. We have been hired
by the Dinerstein Group to assist them on preconstruction on a large student housing project in
Tempe across from Vertex, which may lead to a construction management role during the construction process.
• Establish a scalable QA/QC program.
Rebranded. After 10 years, it was finally time for
some corporate rebranding. We did this via a new
corporate website, which is a great improvement
from our previous version.
• Full redesign of the h/dc intranet to seamlessly integrate with the Kitchell site.
Pursued safety excellence. In 2015 we established
a Safety Committee, integrating with KCI and CEM
committees to achieve safety excellence through a
universal approach.
Streamlined operations. We began the process of
transitioning our Project Managers, Project Engineers and Construction Administrators to the integrated Prolog/E1 Platform. We will continue this
process of transition into 2016.
Improved finance operations. Since moving to a
new ERP system and project management platform,
we will be working diligently with the project teams
to educate and become proficient forecasting and
overall project reporting.
• Continue safety initiatives with new members
joining the existing Safety Committee.
• Continue to grow our commercial shell business.
• Increase company profitability.
thank
Service Awards
Dan Pierce, 35 years
Peter Holbrook, 35 years
George Dyckes, 25 years
Lisa Dixon, 25 years
k you
Pat Downey, 30 years
Jeff Allen, 25 years
David Giannelli, 25 years
Sammy Trejo, 25 years
thank
Service Awards
Join us in extending our congratulations and appreciation to our
2015 Service Award recipients for their individual contributions to Kitchell.
Conrad Muhleman,
20 years
Jonathan Friend, 15 years
Mike Kussy, 20 years
Alec Galindo, 15 years
B.A. Golston, 15 years
Rick Barton, 15 years
Paul O’Connell, 15 years
k you
Eric Bramman, 20 years
KC Dougherty, 20 years
Brent Bonenberger,
15 years
Michael Bruggeman,
15 years
Marie Otaya, 15 years
Jason Sandidge, 15 years
Amber Sortor, 15 years
Wendy Fowler, 20 years
Gail Forshey, 15 years
Keith Voll, 15 years
T O G E T H E R , B U I L D I N G V A L U E E V E R Y D AY.
VALU ES
HONEST Y & INTEGRIT Y
We will act with honesty and integrity in our conduct with fellow employees,
business partners and customers.
SAFET Y
We will provide a safety culture focused on continuous improvement and individual
accountability for the well-being of our employees, business partners and customers.
QUALIT Y OF WORK / SERVICES
We are committed to continuous improvement. We will fully understand and communicate
our customers’ requirements and perform work that meets those requirements.
CUSTOMER SATISFAC TION
We will meet or exceed customer expectations in everything we do.
PEOPLE DE VELOPMENT
We will develop strong leaders and foster a highly-motivated work force through
employee empowerment, training and career growth opportunities.
PROFITABILIT Y
We will increase profits through our diversification, entrepreneurial philosophy
and motivated employee owners.
MANAGING CHANGE EFFECTIVELY
We will continually seek new ways to add value to our customers and company
through innovative ideas and services.
March 2016