1、operate through 1,253 branch offices and 55 franchise offices in this region. Our franchise offices are primarily located in Switzerland, where we own 49% of the franchise. Manpower UK is a leading supplier of temporary employment services in the United Kingdom. As of December 31, 2002, Manpower UK
2、conducted operations in the United Kingdom through a network of 126 branch offices and also by providing onsite services to clients who have significant temporary staffing requirements. During 2002, approximately 45% of Manpower UKs revenues were derived from the supply of office staff, including co
3、ntact center staff, 36% from the supply of industrial staff, 10% from the supply of technical staff and 9% from the supply of field engineering solutions. We also own Brook Street Bureau PLC, or Brook Street, which operates through a total of 128 branch offices, separate from the Manpower brand. Bro
4、ok Street is based in the United Kingdom. Its core business is secretarial, office and light industrial recruitment, with niche operations in accountancy, finance and social care recruitment. Brook Street operates as a local network of branches supported by a national head office and competes primar
5、ily with local or regional independents. Portions of Brook Streets revenues are derived from the placement of permanent staff, however the substantial majority of their revenues are generated from temporary placements. In January 2000, we acquired Elan Group Ltd., or Elan, a leading provider of IT s
6、taffing solutions based in the United Kingdom. Elan operates through 14 branch offices in the United Kingdom and 36 branch offices throughout Europe and the Asia Pacific region. During 2002, Elan expanded its service offerings to an increased number of European countries, and is currently operating
7、in 16 countries worldwide. 3 OTHER OPERATIONS We operate under the Manpower name through 390 branch offices and 24 franchise offices in the other markets of the world. The largest of these operations are located in Japan, Australia and Mexico, all of which operate through branch offices, and Canada,
8、 which operates through branch and franchise offices. Other significant operations are located throughout Central and South America and Asia. In most of these countries, we primarily supply temporary workers to the industrial, general office and technical markets. During 2000, we launched the Empowe
9、r Group, or Empower, an independent operating division, that provides organizational performance consulting services to multinational corporations worldwide. Empower is headquartered in London and has over 25 branch offices in 12 countries worldwide. The largest operations are located in Australia,
10、Norway, Singapore, Sweden, the United Kingdom and the United States. During 2001, we acquired Jefferson Wells International, Inc., a professional services provider of internal audit, accounting, technology and tax services. It operates through a network of 36 branch offices throughout the United Sta
11、tes and Canada. COMPETITION The temporary employment services market throughout the world is highly competitive and highly fragmented with more than 15,000 firms competing in the industry throughout the world. In addition to us, the largest publicly owned companies specializing in temporary employme
12、nt services are Adecco, S.A. (Switzerland), Vedior N.V. (Netherlands), Randstad Holding N.V. (Netherlands) and Kelly Services, Inc. (U.S.). Historically, in periods of economic prosperity, the number of firms operating in the temporary staffing industry has increased significantly due to the combina
13、tion of a favorable economic climate and low barriers to entry. Recessionary periods generally result in a reduction in the number of competitors through consolidation and closures; however, historically this reduction has proven to be for a limited time as the following periods of economic recovery
14、 have led to a return in growth in the number of competitors. In the temporary staffing industry, competition is often limited to firms with offices located within a clients particular local market because temporary employees (aside from certain employees in the professional services segment) are ge
15、nerally unwilling to travel long distances. In most major markets, competitors generally include many of the publicly traded companies and numerous regional and local competitors, some of which may operate only in a single market. Governmental entities or agencies, such as state employment offices i
16、n the United Kingdom and many European countries may also compete in some markets. Since client companies rely on temporary employment firms having offices within the local area in which they operate, competition varies from markettomarket and countrytocountry. In most areas, no single company has a
17、 dominant share of the market. Many client companies use more than one temporary employment services provider; however, in recent years, the practice of using a limited number of temporary suppliers, a sole temporary supplier or a primary supplier has become increasingly important among the largest
18、clients. These sole supplier relationships can have a significant impact on our revenue and operating profit growth as volume reductions by such clients, whether related to economic factors or otherwise, could have an adverse effect on our results in any period. 4 METHODS OF COMPETITION Temporary st
19、affing firms act as intermediaries in matching available temporary workers to employer assignments. As a result, temporary staffing firms compete both to recruit and retain a supply of workers and to attract clients to employ temporary employees. Competition is generally limited to firms having offi
20、ces located in a specific local geographic market. Depending on the economy of a particular market at any point in time, it may be necessary for us to place greater emphasis on recruitment and retention of temporary workers or marketing to clients. We recruit temporary workers through a wide variety
21、 of means, principally personal referrals and advertisements and by providing an attractive compensation package in jurisdictions where such benefits are not otherwise required by law, including health insurance, vacation and holiday pay, incentive and pension plans and a recognition program. We als
22、o use certain online resources, through structured relationships, to help in our recruiting efforts. Methods used to market temporary services to clients vary depending on the clients perceived need for temporary workers, the local labor supply, the length of assignment and the number of workers req
23、uired. Depending on these factors, we compete by means of quality of service provided, scope of service offered and price. In the temporary staffing industry, quality is measured primarily by the ability to effectively match an individual worker to a specific assignment, as well as th天天文档在线 联系qq：74
24、4421982IT女强人张树新的故事：渺风雨泯恩怨 我自翩跹 (2001-12-20) 文/徐文今天的张树新很感谢当年中兴发收购瀛海威，她被梁冶萍赶走，“不然今天我的武功全废了。”张树新说，当你不属于任何东西时，做事才有机会，你可以用几年时间坐下来，考虑 未来。如果你总是想：能不能再找个平台？那么，为什么不想：自己做自己的平台。给自己从头再来的机会就要扔掉手上有的东西，“舍得扔掉很难”。“我和王志东吃饭时，也告诉他出局是好事，不然就变成鸡肋了。一下子什么都没有了，才有机会。”她说在1998年6月到12月之间，很多人找她再做一个“瀛海威”，动不动说给你500万美金，“我都不想要，1998年我就告
25、诉自己这段生活结束了，不要再回去。我们不能永远是资本和商人的工具，坐对面的人要挖我做事，我反过来也在想如何用他做事。”淡出舞台中国企业家的经历，就像硬币的两面，给你猜，这是企业理想的障碍。今天我想知道这20年来的市场原罪，想看看是什么因素影响做事。想透了过去，才会重新开始。1998年下半年的舞台上，张树新悄悄从前台消失，她在看自己的目标，跟随她的十几位瀛海威元老一直没有散，她用自己的积蓄在支持这个被她称为不可多得的团队。“什么是职业经理人和企业家的区别，只有企业家才会承担终极责任。”她说到年底前，差不多花完了自己以前赚的钱。这时一个香港的商人S找到她，要与她一起做投资，但不是以前看到的拿钱砸一
26、个个项目的那种，S后面还有一条来自韩国的大鳄C，专门从事类似小超人李泽楷的资本项目买卖和国际融资，“C是哈佛的高材生，父亲是韩国的大银行家，1999年C上过财富杂志亚洲富豪榜。”他们的生意叫Deal Maker，中文简称交易撮合。S熟悉国内，有很强的项目发现能力，但缺少国际融资渠道，而C在国际投资界是受欢迎的人物，能鼓动跨国公司拿出钱来。他们联手创造了把想法和计划(Idea)变成现实的可能，但和一般的创业投资(VC)不一样，他们只负责交易撮合，决不介入个案。在投资界他们是“冷血动物”，因为他们只对现金(Cash)感兴趣，做成功即消失，躲在幕后，不喜欢被人关注。在中国，他们联手合作过包括电信、通
27、讯、网络等个案的撮合投资，三星、和黄等多家国际电信商因为他们而提前进入中国投资。他们出手很大，满足了张树新所有对人和事的要求，支付所有费用，在北京最好的国贸大厦35层租了装修豪华的办公室，公司叫盛华元通国际投资管理公司(Retelnet InvestmentManagement Co.Ltd)，张出任总裁。S要张树新为他寻找项目，做出漂亮的商业计划书，张带领她的团队开始了全新的工作。“这是一种生意，不是实业，也不是投资，在开始做时，看不懂他们的理念，那时搭档张朴都很困惑怎么能这么做事？但这就是生意模式，我必须搞懂。”张树新说自己从没做过项目融资，也没有试过创业投资，一步就到达“Deal Mak
28、er”，其实她认为也是学习机会。“出资人要什么，你就要去找什么，找出合作的机会在哪里？这有点像编故事，但在投资界这是很商业的游戏规则，因为目的简单，大家的分工明确，我们的团队就是在中国帮助S和C找到好的项目，然后找专业人士给出专家意见，做出符合游戏规则的专业合同，我的任务完成。”张树新说这不是玩纸上游戏，对于国际投资者，哪里风险大，哪里就机会多，中国的半封闭状态有信息落差，信息不对称，当然需要我们去提供最有效率的投资建议，“你看看叶克勇、夏晓东，其实就是利用信息差，把中华网(C)和联通黄页(C)项目拿到中国，也把国际投资者带到中国，受益的还是中国的大众，当然交易撮合者也是实际的利益获得者，叶和
29、夏今天都是亿万富翁。”张树新说自己真的开始学习做交易，和别人不同，她想学到了再回头做投资。1998大转折人生就像道琼斯的曲线，从1910年开始，一直波动，但自己要明白自己的目标，前一段经历肯定是后一段的积累，没有浪费的。1998年是张树新的大转折，她的前两次创业一次成功，一次失利，虽然她个人的原始资本积累早在1995年前就完成，但做瀛海威的挫折仍然使她对资本敬而远之，她对资本后面的人更保持了警觉，因为到今天她还认为整个瀛海威的大错是从1996年向中兴发融入大笔资金开始的，“资本埋下的祸根”。这是一种伤痛，在理想和现实的交手中，想做大事的张树新和她的理想主义团队被证明只是一面旗帜，而不是力量。虽
30、然今天，事实证明瀛海威和中兴发只不过是一群资本玩家的“壳”而已，他们需要题材和吸纳资金的筹码，并不是真正要改变中国的互联网经济。张树新说，虽然一直在国内，发现国外的东西可以拿过来为本地所用，但其实两边都有不足，都不像真正的国际化和本地化，“留学生在中国的根不深，本土化人才的问题也很多，我们需要自己的投资和商业经验。”“我们深入S和C给我们的商业游戏，我们开始道德的洗礼，这是生意，没有必要去评价和否定、肯定，但他们存在就有道理，因为资本市场需要，这其实扩大了我们的思维疆域，我们开始一直认为这样做是很疯狂的，自己会问：这样也能把东西卖掉？”但事实上生意就是这样，他们卖得很成功，从1998年底到19
31、99年底的一年时间，在国际市场，C和S的操作共获得数千万美元的收益，而且大部分是现金，“他们没有资产，也没有实业，更没有互相关联的产业投资公司和大批员工，他们的撮合交易是最具商业头脑的手段，这是我们国内的投资行家不可能做到的。”张树新说这样做很冷血，也没有做企业的感情，“其实是很诋毁企业家的理想，有时我会想这样的工作虽然在北京最好的写字楼里，但和广州服装城里倒衣服到中俄边境的人没什么分别，但这两类人都有生意上的收获。”就像重新学习做生意一样，盛华元通的一年时间，资本的本质慢慢在改造从产业投资中血战惨败的张树新和她的团队，很多人在冲突中成长，但学习的乐趣改变了他们对中国的看法，“思维的宽度很重要
32、，我们不缺乏经历，但打开眼界比经历还有价值。”在1998年，生活也开了张树新一些玩笑，这年6月她离开瀛海威，但7月底，她突然接到通知，美国政府以杰出人才为由给张树新美国绿卡，以往杰出人才只是科学家和艺术家，在当年给企业家是鲜有的事，“我没在美国呆过很多天，但拿到绿卡，这也是我后来送女儿去美国读书的原因，生活在我最失意时还是给我很多安慰，这也许是我付出太多的原因，”她笑笑说，脸上依然有很坚毅的表情。从资本大学毕业这是一种生意，不是实业，也不是投资，在开始做时，看不懂他们的理念，也困惑怎么能这么做事？但这就是生意模式，我必须懂得。在商业上慢慢成熟的张树新也不忘自己团队的未来，在1998年底，张和主
33、要合伙人在英属处女岛BVI注册了自己的公司Windragon，被张树新称为自己重新开始第三次创业的“母体”，Windragon还在盛华元通中持有10%的股份。张说我做事从来不是自己一个人出头，我一直是整个团队参与，这也是到今天，很多瀛海威的老臣还跟着我的原因，“我的秘书都跟我6年了”。从1998年下半年到1999年底，一年时间张树新渐渐熟悉运作盛华元通，同时，这个精力旺盛的人仍然在打理自己的公司，起家的天树公关公司仍然在做业务，一个偶然机会她开始做深圳润迅和香港润迅从传呼服务商向电讯服务商转型的战略顾问，之后又做了香港电讯进入中国市场的战略咨询。她的商业模型渐渐浮出水面：盛华元通的资本项目业务
34、，天树的公关服务，还有做战略顾问。因为香港电讯的数十万美元的生意，在1999年7月，她又在英属处女岛BVI注册一家有10个股东的新公司Majorshare Holding，“这些都是没有成本的生意，和投资瀛海威完全不同，我们在积累现金，也开始明确自己的未来。”到1999年底，张树新提出不再为S和C做盛华元通的生意，虽然当时公司业务还在增长，但张的舍得扔掉自己收获的东西的个性再次显露，更令合伙人惊讶的是，当时韩国人C的Asianet公司马上要在韩国上市，张树新的Windragon公司在Asinanet作价上市时持有约3%的股份，“当时股灾还没到，Asianet一旦上市，3%少说也有300万美金，
35、但那是账面资产。”但张树新做了一件令大家刮目相看的事，她提出3%在内部转让给香港的S，作价每股1美元，合计30万美元，但是要现金，“我进不了Asianet的核心业务，再说自己要重新开局，我只要现金。”香港的S第二天就把30万美元打进张的公司账户，因为这个买卖很划算，Asianet不久即上市成功，收益不薄。张树新今天说起这件事也有感慨：1999年底，我做事已经和1998年底判若两人，我不会在钱的多少上停顿，当年目标有限，但一年后已经有清晰的计划了。“我已经深刻认识资本在1999年，我花了时间熟读金融史，我在补齐功课。”1999年底，张树新自谦地说从盛华元通这所国际资本大学毕业了，而她认为在瀛海威
36、时已经MBA毕业了。她笑哈哈地说两次毕业都是很奢侈的毕业，都在北京就读完了别人在美国才有机会念的书。在2001年，王志东被逐出新浪，张树新请他吃饭，说了三句话：应该感谢被赶走，不要去马上证明什么，拿到该得的现金。“这是我的忠告”。在1999年底，张的自信来自于自己掌控资本的能力。联和运通浮现序号定额编号分项工程名称单位单价数量合价 1建筑面积m2150432 2*一、土方工程 3 独立费机械挖土方m31297451.8431169422.12 4 1-B26机械挖三类干土深度在2m以内(修边坡) m319.764665.93992198.95 5 1-B44机械挖三类湿土深度在3m以内(修边坡
37、) m330.726134.431188449.72 6 1-13人工挖一二干土深度2m以内m35.8812814.20175347.5 7 1-30基(槽)坑回填土夯填m39.1912814.2117762.5 8 1-21+1-23*2人力车运土方150m内m37.5423615.22178058.76 9 1-82基坑地下室排水10m22102593.859544710.39 10分部小计1196527.82 11独立费小计1169422.12 12*二、基础工程 13 2-15,1_换C15整板基础砼垫层m3206.52682.852553874.8 14 单9-13_换水泥砂浆找平层
38、(20mm)砼或硬基层上(1:2.5)10m263.634852.274308750.19 15 单10-123三元乙丙橡胶卷材冷贴满铺平面10m2611.22426.1371482854.93 16 单9-16C20细石砼找平层40mm10m2100.22426.107242974.62 17 单3-3_换M10水泥砂浆标准砖1/2砖保护墙m3198.5597.019118508.27 18 单4-10砌保护墙脚手架10m223.58487.98511506.69 19 单11-12_换20厚1：2.5抹水泥砂浆10m289.5995.03689055.72 20 单10-124三元乙丙橡胶
39、卷材冷贴满铺立面10m2627.3497.517312102.36 21 2-28_换C30抗渗有梁式砼满堂整板基础m3292.118640.0735445510.93 22 2-122*0.3人工凿桩头灌注砼桩10根97.6647.363176.48 23 2-128桩内主筋与底板钢筋焊接灌注桩10根65.93647.342676.49 24分部小计8670991.48 25*三、墙体工程 26 3-120砖砌体加固钢筋t304590.259274877.47 27 3-100-3-108*-10_换C40钢筋砼外墙200mm内抹水泥砂浆(地下室)10m2120816.24419616.42
40、 28 3-100-3-108*-5_换C40抗渗钢筋砼外墙250mm内抹水泥砂浆(地下室)10m21427107.314153176.78 29 3-100_换C40抗渗钢筋砼外墙300mm内抹水泥砂浆(地下室)10m21588124.69197985.28 30 3-100+3-108*5_换C40抗渗钢筋砼外墙350mm内抹水泥砂浆(地下室)10m217625.77210170.67 31 3-100+3-108*10_换C40抗渗钢筋砼外墙400mm内抹水泥砂浆(地下室)10m2193688.741171830.97 32 3-100_换C30抗渗钢筋砼外墙300mm内抹水泥砂浆(地下
41、室)10m2149740.50860660.32 33 3-100-3-108*-5_换C30抗渗钢筋砼外墙250mm内抹水泥砂浆(地下室)10m213823.725140.74 34 3-100-3-108*-5_换C30抗渗钢筋砼外墙250mm内抹水泥砂浆(弧形)(地下室)10m2138920.70228759.22 35 3-79+3-88,2*10_换C40现浇钢筋砼外墙350mm内抹水泥砂浆10m2166566.542110819.05 36 3-79_换C40现浇钢筋砼外墙250mm内抹水泥砂浆10m213415.5267410.92 37 3-77+3-88,2*5_换C40现浇
42、钢筋砼外墙200mm内抹水泥砂浆10m212033.5534274.69 38 3-79_换C30现浇钢筋砼外墙250mm内抹水泥砂浆10m2126436.88546607.89 39 3-77+3-88,2*5_换C30现浇钢筋砼外墙200mm内抹水泥砂浆10m21141101.395115703.86 40 3-77+3-88,1*5_换C20细石砼现浇钢筋砼外墙200mm内抹水泥砂浆10m2109829.17632022.12 41 3-77+3-88,1*5_换C20细石砼现浇钢筋砼外墙200mm内抹水泥砂浆(弧形)10m211045.1065639.37 42 3-80_换C40现浇
43、钢筋砼内墙250mm内抹水泥砂浆10m2139069.65596814.88 43 3-78+3-88*5_换C40现浇钢筋砼内墙200mm内抹水泥砂浆10m2126864.80382173.44 44 3-80+3-88*5_换C40现浇钢筋砼内墙300mm)内抹水泥砂浆 10m21552106.884165891.45 45 3-80+3-88*10_换 C40现浇钢筋砼内墙350mm)内抹水泥砂浆 10m21714102.537175770.98 46 3-80+3-88*15_换 C40现浇钢筋砼内墙400mm内抹水泥砂浆10m218762.5174722.82 47 3-80+3-8
44、8*25_换 C40现浇钢筋砼内墙500mm内抹水泥砂浆10m222015.03411078.17 48 3-80_换C30现浇钢筋砼内墙250mm内抹水泥砂浆10m2131283.358109400.71 49 3-78+3-88*5_换C30现浇钢筋砼内墙200mm内抹水泥砂浆10m21206125.665151558.27 50 3-80+3-88*10_换 C30现浇钢筋砼内墙350mm内抹水泥砂浆10m21606104.313167497.47 51 3-104+3-109*10_换C40钢筋砼内墙400mm水泥砂浆(地下室)10m21837242.505445590.81 52 3
45、-104_换C40钢筋砼内墙300mm内抹水泥砂浆(地下室)10m21502342.831515052.15 53 3-104-3-109*-5_换C40钢筋砼内墙250mm内抹水泥砂浆(地下室)10m2133580.185107030.94 54 3-104-3-109*-10_换C40钢筋砼内墙200mm内抹水泥砂浆(地下室)10m21167143.416167402.33 55 3-104+3-109*5_换C40钢筋砼内墙350mm内抹水泥砂浆(地下室)10m21670354.394591802.54 56 3-104-3-109,1*-5_换C30钢筋砼内墙250mm内抹水泥砂浆(地下室)10m2128550.75265232.05 57 3-104-3-109*-10_换C30钢筋砼内墙200mm内抹水泥砂浆(地下室)10m21101128.7
