Hello we just purchased a 2013 Jayco Swift 29bhs. This is our first Jayco and can't wait to go camping this summer.
Welcome to JOF, and congrats on your new Swift. Please post often with any questions you may have - there are folks on this forum with vast knowledge that are willing to share and help. And we would appreciate the benefit of your experiences as well. Maybe you could post some pics of your Swift when you can. Meanwhile - enjoy !!
Welcome to the JOF, clyde and amy. As others have mentioned, we are all here to help out in any way we can. Being from Michigan, the greatest state in the country, maybe you can offer us advice on campgrounds you have visited, sites to see, things to do, etc. Happy Camping!!
I too second the fellow Michigander salutation. Welcome to the Jayco family. JOF is the second "must have" besides the camper you purchased.
Welcome and post away !!!!!


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text:
Belden (BDC) Q1 2020 Earnings Call Transcript
BDC earnings call for the period ending March 31, 2020.
Motley Fool Transcribing
(MFTranscribing)
Belden (NYSE:BDC)
Apr 29, 2020, 8:30 a.m. ET
Ladies and gentlemen, thank you for standing by. Welcome to this morning's Belden Inc. conference call. Just a reminder, this call is being recorded.
[Operator instructions] I would now like to turn the call over to Mr. Kevin Maczka. Please go ahead, sir.
Kevin Maczka -- Vice President, Investor Relations
Thank you, Mark. Good morning, everyone, and thank you for joining us today for Belden's first-quarter 2020 earnings conference call. My name is Kevin Maczka, I'm Belden's vice president of investor relations and treasurer. With me this morning are Belden's president, CEO, and chairman, John Stroup; Chief Operating Officer Roel Vestjens; and CFO Henk Derksen.
John will provide a strategic overview of our business, Roel will provide a detailed update of our operations and review our segment results, and then Henk will provide a detailed review of our financial and operating results, followed by Q&A. We issued our earnings release earlier this morning, and we have prepared a slide presentation that we will reference on this call. The press release, presentation and transcript of these prepared remarks are currently available online at investor.belden.com. Turning to Slide 2 in the presentation.
During this call, management will make certain forward-looking statements in reliance upon the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. For more information, please review today's press release and our annual report on Form 10-K. Additionally, during today's call, management will reference adjusted or non-GAAP financial information. In accordance with Regulation G, the appendix to our presentation and the Investor Relations section of our website contain a reconciliation of the most closely associated GAAP financial information to the non-GAAP financial information we communicate.
I will now turn the call over to our president, CEO and chairman, John Stroup. John?
John Stroup -- President, Chief Executive Officer, and Chairman
Thank you, Kevin, and good morning, everyone. As a reminder, I'll be referring to adjusted results today. Please turn to Slide 3 in our presentation. Before we review our first-quarter performance, I'd like to discuss the COVID-19 situation and how we are responding.
This unprecedented pandemic is putting incredible stress on the global economy and financial markets and our associates, customers and suppliers are experiencing disruptions in their daily lives that were unimaginable just a short time ago. Belden is certainly not immune from these new challenges, but we have the solid financial foundation to weather these difficult times. We are committed to protecting our people and supporting our customers and offering our expertise and resources to assist in combating COVID-19. The health and safety of our associates and their families remain our top priority, and we are following CDC and WHO guidelines to maintain safe working conditions.
We rapidly scaled our work-from-home capabilities in our offices, enhanced the hygiene practices in our factories and implemented social distancing standards across our organization. We are also providing flexible working arrangements to help employees and their families navigate the disruption. I am extremely proud to report that our teams are rising to the occasion and finding creative ways to support local efforts to combat COVID-19. This includes donating cabling and connectivity products for ventilator production and masks for medical centers and temporary hospitals in the United States, Wuhan and elsewhere.
In addition, we are using our 3D printers to produce components for face shields for medical workers and rapidly developing and testing designs for N95 masks. Our valued customers are feeling the impact of this global pandemic as well, and we are focused on keeping them supplied while keeping our associates safe. The majority of our sites qualified for essential business status and remain operational, albeit at reduced capacity in some cases. Roel will provide more details on our operations in his remarks.
We remain committed to our capital projects and R&D investments. These investments are important to our customers and will enable us to provide a high level of product innovation in the future. We are also taking the opportunity to further optimize our business for the current environment and the eventual recovery. As you would expect, we are managing our expenses and deploying countermeasures to protect cash flows.
This includes upsizing our existing cost reduction program, harvesting working capital and implementing compensation reductions for our senior leaders. Specifically, for the remainder of the year, we are reducing base salaries by 50% for myself and 30% for our senior leadership team. We are also reducing cash retainer fees for our Board of Directors by 50%. However, we intend to maintain our direct labor force in anticipation of improving demand trends later in the year.
During this period of softer demand, our direct labor is allocating additional continuous improvement and preventative maintenance activities. This will allow our operations to emerge even stronger. Please turn now to Slide 4 in the presentation. Next, I would like to update you on the three transformative actions we initiated last year following our comprehensive strategic portfolio review.
These include the divestiture of Grass Valley, the $40 million cost reduction plan and the planned exit of approximately $250 million in undifferentiated copper cable product lines. The Grass Valley divestiture remains on track. In February, we announced a definitive agreement to sell 100% of Grass Valley to private equity firm, Black Dragon Capital, in a transaction that we expected to close in the first half of 2020. The teams are working diligently to satisfy any remaining closing conditions, and the transaction remains on track for closing in the second quarter.
As I mentioned, we are upsizing our $40 million SG&A cost reduction program. We previously communicated an expectation of delivering $20 million of these savings in 2020 and the full $40 million run rate in 2021. We made considerable progress on achieving the planned savings, and our teams have identified a number of incremental opportunities. Today, we announced an increase in the program to $60 million.
We now expect to deliver $40 million of savings in 2020 and the full $60 million run rate in 2021. Finally, given current market conditions, we are delaying the planned exit of $250 million in copper cable product lines. We believe that we are unlikely to maximize the value of these product lines during a global pandemic, so we will revisit this process and engage with potential buyers when conditions normalize. Turning now to Slide 5 in the presentation.
I'd like to update you on our end markets. Recall that the strategic actions we are executing will result in an improved portfolio of businesses that is aligned with favorable secular trends in industrial automation, cybersecurity, broadband and 5G and smart buildings. We continue to believe that these are robust markets with compelling growth opportunities over the cycle. We are well positioned to participate in that growth as we execute our strategic plans.
Turning now to Slide 6 in the presentation. That said, the current situation is very dynamic and visibility remains limited, making it incredibly difficult to accurately forecast near-term trends. As such, we thought it would be helpful to share our view of the potential trends in our markets once conditions normalize. When the crisis passes and global economies reopen, we believe that many of our businesses could emerge stronger than ever.
The next three slides illustrate our view of market conditions in a post-crisis environment. Green represents markets that we believe could see an accelerated recovery, yellow represents markets that will likely see a typical recovery, while red represents markets that could remain depressed for an extended period before recovering. Broadband and 5G, which represents approximately 23% of total revenue, should be a clear beneficiary of the global pandemic and the associated social distancing and work-from-home practices. Broadband networks are being stressed like never before.
We believe this will drive increasing investments in network infrastructure by our customers, supporting continued growth in our outside-the-home product revenues. Further, our inside-the-home business recently secured several large orders of self-installed kits as a result of social distancing and a reluctance to send technicians into consumers' homes. We are all well positioned to benefit from increasing demand for broadband and 5G and the required investments in network infrastructure. Turning now to industrial automation, which represents approximately 46% of total revenue.
The global pandemic is clearly impacting end demand on a temporary basis, but we remain extremely optimistic about automation trends longer term. We see a number of drivers of sustainable secular growth, including increasing labor cost and enhanced productivity and quality needs. Social distancing and other new practices in the post-crisis environment could represent yet another incremental demand driver for automation. Within industrial automation, we serve customers in four market verticals, including discrete manufacturing, process facilities, energy and mass transit.
Our discrete products reside in machines on factory floors in a number of industries. Not surprisingly, recent demand trends vary significantly by subvertical. We support customers in consumer products, material handling, medical and pharmaceutical products and semiconductors. These are areas of relative strength that we expect to perform very well in the recovery.
The energy market is all about electric utilities, producing and distributing electricity. This vertical includes conventional electricity generation, along with newer alternatives such as wind and solar and smart grid installations. Energy is typically less cyclical than most industrial verticals, and we expect demand to remain healthy through that period. Mass transit is also typically less sensitive to economic conditions.
Projects in this market are often state-funded, and infrastructure-related stimulus investments could be especially beneficial, particularly in the EMEA and Asia Pacific regions. Much like industrial automation, demand trends in smart buildings very significantly by subvertical. We would also expect robust demand in some of our smart building markets. We serve government, healthcare and data center customers.
And as the economy reopens, we would expect healthy demand from these customers to partially offset the headwinds in the other verticals within smart buildings. Finally, cybersecurity is about 6% of our total revenue. We continue to see compelling secular growth opportunities in cybersecurity, especially in industrial applications. However, COVID-19 is impacting our near-term results.
Our customers are temporarily shifting their IT priorities elsewhere and delaying planned projects. Importantly, however, we are not seeing large project cancellations, and we expect the projects to proceed as the crisis passes. Turning now to Slide 7 in the presentation. This slide highlights our other verticals that we would expect to see a normal recovery once the global economies reopen.
In process facilities, we play in the water and wastewater, oil and gas, metals and mining and chemicals markets. Process markets like water and wastewater tend to be much more stable even in recessionary environments. We would characterize our expectations for the recoveries in these markets as relatively normal. Turning now to Slide 8.
While we expect many of our markets to see accelerating demand trends as the global economies recover, some of our markets may be depressed for an extended period before recovery. For instance, in smart buildings, our customers in the hospitality, retail and commercial real estate markets are clearly facing fundamental changes in their businesses that will have implications for demand for our products. We would expect projects currently under way to proceed to completion, but new project starts in these markets could soften going forward. Oil and gas is obviously challenged, and I would note that this market represents only approximately 5% of our total revenues.
Similarly, demand from automotive factories is increasingly pressured and it also represents only approximately 6% of total revenues. In summary, we see many more opportunities than risks in our markets in the post-crisis environment. Our portfolio of businesses will be impacted by COVID-19 to varying degrees, but we believe that many of our businesses, such as broadband and 5G and discrete manufacturing will emerge stronger than ever. We remain extremely excited about the opportunities for Belden going forward as we continue our transformation.
Please turn to Slide 9 for a brief discussion on our first quarter results and balance sheet and liquidity positions. Revenues in the first quarter declined 7% on a year-over-year basis to $463.5 million. End demand for our products exceeded our shipments in the first quarter with incoming orders declining 2% to $489 million. EPS was $0.67 compared to $0.84 in the year-ago period.
Perhaps more importantly, given the current environment, our balance sheet is strong, and we are very comfortable with our liquidity position. In recent years, we strengthened our balance sheet and secured sources of additional liquidity. These decisions are providing to be especially beneficial now, providing important financial flexibility to successfully navigate this difficult economic environment. We exited the first quarter with cash on hand of $294 million.
Subsequent to the end of the quarter and out of an abundance of caution, we proactively drew down $190 million under our revolving credit facility, resulting in ample liquidity of over $450 million. Our financial leverage at the end of the quarter was 2.8 times net debt to EBITDA. This is within our stated range of two to three times. Importantly, our fixed interest rate debt has no maintenance covenants and no maturities until 2025 to 2028.
I will now ask Roel to provide an update on our operations and a review of our business segment results. Roel?
Roel Vestjens -- Chief Operating Officer
Thank you, John. Before I review our business segment results, I would like to provide a more detailed update on our operations. As John mentioned, most of our U.S. and global facilities remained operational during the outbreak while implementing enhanced safety protocols designed to protect our associates.
In most cases, we received exemptions to remain open because we qualified as an essential business based on the nature of our products. However, operations in countries with government-mandated shutdowns, such as India, were suspended in the first quarter and have not yet reopened. In addition, some facilities that were closed temporarily have reopened, albeit under capacity restrictions in some cases. In China, our Suzhou facility was previously closed due to government mandate, but is now open and operating at full capacity.
In Mexico, we are operating at limited capacity due to an agreement with the local government. Importantly, we have effectively shifted production from closed or impaired facilities to other facilities with little or no customer disruption. For example, in January, our customers in China were benefiting from our manufacturing capacity in Europe and the United States. In April, the opposite is true.
We are extremely thankful that across our global operations, only a few Belden associates have tested positive for COVID-19 to date. In each case, we followed our pre-established processes for site sanitation and employee quarantines, which resulted in temporary disruptions. We anticipate improving demand trends in the second half of the year, so we intend to maintain our direct labor force sized for normalized demand levels. During this temporary period of lower demand, our direct labor will allocate additional time to kaizens and preventative maintenance activities.
The majority of our office locations have implemented work-from-home protocols, with our remote connectivity systems functioning well. From a supply chain perspective, we did experience some disruption with various suppliers in China and elsewhere, but we have been able to manage through these situations for the most part. We are benefiting from a decision made years ago to produce within close proximity to our demands whenever possible. And as a result, we have minimized the potential supply chain disruptions.
At this point, almost all of our suppliers have recovered to normal capacity levels. Now please turn to Slide 10 for a review of our business segment results. Beginning with our industrial solutions segment, I will be referring to adjusted results today. As a reminder, our industrial solutions allow customers to transmit and secure audio, video and data in harsh industrial environments.
Our key markets include discrete manufacturing, process facilities, energy and mass transit. Revenues in this segment declined 9% on an organic basis after adjusting for changes in channel inventory levels to $251.3 million. Industrial automation revenues declined 6% year over year in the first quarter after adjusting for changes in channel inventory levels. Not surprisingly, the declines were broad-based with demand softening as the quarter progressed and our channel partners reduced inventory levels.
Revenues in our cybersecurity business declined in the first quarter. We typically generate a significant portion of our quarterly bookings and revenues in the last few weeks of the quarter, and the last few weeks of March were significantly impacted by COVID-related shutdowns. As a result, many of our customers understandably delayed large IT projects, including Tripwire installations. We are not seeing project cancellations or market share loss, and we anticipate significantly improved demand trends later in the year.
Industrial solutions segment EBITDA margins were 14.1%. Turning now to enterprise segment. As a reminder, our enterprise solutions allow customers to transmit and secure audio, video and data across complex enterprise networks. Our key markets include smart buildings and broadband and 5G.
Revenue in this segment increased 2% year over year to $212.2 million and declined 3% on an organic basis after adjusting for the contribution of our recent broadband fiber acquisitions and changes in channel inventory levels. Revenues in the smart buildings market declined 6% on an organic basis, with trends decelerating in March. Consistent with our expectations, our channel partners reduced inventory levels in this market during the quarter. Revenues in broadband and 5G were approximately flat in the quarter on an organic basis after adjusting for changes in customer inventory levels, with orders increasing by 4%.
We experienced some disruption related to fiber suppliers in China, but these suppliers are now back to full production levels. We continue to see robust demand for our fiber optic products. Following the successful integration of our broadband fiber acquisitions, we are significantly expanding our product offering and capturing additional share. We are also capturing share with our inside-the-home products as we secured a number of large orders for self-install kits.
Enterprise solutions segment EBITDA margins were 11.6%. Finally, I would like to discuss channel inventory levels. We entered 2020 with a planning assumption for the full year that our channel partners would pursue a reduction in channel inventory levels of approximately $50 million. Given the more challenging environment, we now expect a larger channel inventory reduction of approximately $70 million.
Inventory levels declined $20 million in the first quarter, consistent with our expectations. And most of the remaining reductions are likely to occur in the second quarter. I will now ask Henk to provide additional insight into our first quarter financial performance. Henk?
Henk Derksen -- Chief Financial Officer
Thank you, Roel. I will start my comments with results for the quarter followed by a review of our segment results, a discussion of the balance sheet and close with our cash flow performance. As a reminder, I will be referencing adjusted results today. Please turn to Slide 11 for a detailed consolidated review.
Revenues were $463.5 million in the quarter, decreasing $36.6 million or 7.3% from $500.1 million in the first quarter of 2019. Revenues decreased 9.1% organically from the prior year period as a $17 million favorable impact from acquisitions was partly offset by an $8.2 million negative impact from currency translation and lower copper prices. After further adjusting for changes in channel inventory, revenues decreased 6.4% organically from the prior year. End demand for our products exceeded our shipments in the quarter.
Incoming orders of $489 million resulted into a book-to-bill ratio of 1.06. Gross profit margins in the quarter were 36.9%, declining 50 basis points compared to 37.4% in the year ago period. This decline was due to lower production volumes and unfavorable product mix. EBITDA was $60.8 million compared to $76.4 million in the prior year period.
EBITDA margins were 13.1%, decreasing 210 basis points from 15.3% in the first quarter 2019. Our SG&A cost reduction program is ahead of schedule as we delivered $5 million of savings in the first quarter relative to our original commitment of $2 million. We also continued to fund our growth initiatives and R&D investments, and we remain committed to these important projects. Net interest expense was consistent with the year ago period at $13.3 million.
At current foreign exchange rates, we expect interest expense in 2020 to be approximately $57 million. Our effective tax rate was 18.2% and in the first quarter as we benefited from incremental discrete tax planning initiatives. We expect an effective tax rate of 20% for the remaining quarters in 2020 and 19% for the full year. Net income in the quarter was $30.5 million compared to $42 million in the prior year period.
Earnings per share were $0.67 in the quarter compared to $0.84 in the year ago period. Please turn to Slide 12. I will now discuss revenues and operating results by business segment. In the first quarter 2020, we transferred certain cable businesses and product lines from the enterprise solutions segment to the industrial solutions segment.
We have recast the prior period segment information to conform to the change in the composition of reportable segments. These realignments help us to simplify our operating structure and enable the restructuring actions related to our cost reduction initiatives, as well as potential divestitures. The industrial solutions segment generated revenues of $251.3 million in the quarter, decreasing 14% on the prior year period. Currency translation and copper prices had a negative impact of $5.4 million.
After adjusting for these factors and changes in channel inventory, revenues decreased 9% organically on a year-over-year basis. EBITDA margins were 14.1% in the quarter, declining 460 basis points year over year primarily due to lower production volumes, growth investments and product mix. Our enterprise solutions segment generated revenues of $212.2 million during the quarter, increasing 2% from prior year period. Revenues were favorably impacted by $17 million from acquisitions.
After adjusting for acquisitions and changes in channel inventory in the year ago period, revenues declined 3% organically on a year-over-year basis. EBITDA margins were 11.6% in the quarter, increasing 120 basis points from the prior year period, primarily due to improved productivity and our ongoing cost reduction programs. If you'll please turn to Slide 13, I'll begin with our cash and with our balance sheet highlights. Our cash and cash equivalents balance at the end of the first quarter was $294 million compared to $426 million in the fourth quarter and $339 million in the prior year period.
As John mentioned, subsequent to the end of the first quarter, we proactively drew down $190 million under our $400 million revolving credit facility, resulting in ample liquidity of over $450 million. This was done out of an abundance of caution, and we have no immediate plans to deploy this capital. Working capital turns was 6.8 turns compared to 13 turns in the prior quarter and 5.7 turns in the prior year. Days sales outstanding of 59 days, increased by two days sequentially and six days from the prior year.
Inventory turns were 4.6 turns compared to six turns in the prior quarter and 4.5 turns in the prior year period. Our total debt principal at the end of the first quarter was $1.4 billion, consistent with the prior quarter. Net leverage was 2.8 times net debt to EBITDA at the end of the quarter, in line with our target range of two to three times. Turning now to Slide 14.
I will discuss our debt maturities and covenants. As a reminder, our debt is entirely fixed at an average interest rate of 3.5% with no maturities until 2025 to 2028. We have no maintenance covenants on our debt, so we are not at risk of an event of default caused by worsening economic conditions. We're very comfortable with the quality of our balance sheet and our liquidity position at this point.
Please turn to Slide 15 for a few cash flow highlights. Cash flow from operations in the first quarter was a use of $52.1 million compared to a use of $46.1 million in the prior year period. Net capital expenditures were $18.8 million for the quarter compared to $23.6 million from the prior year period. The year-over-year difference is primarily related to project timing.
Free cash flow in the quarter was a use of $70.9 million, consistent with $69.6 million in the prior year period. On a trailing 12-month basis, at the end of the first quarter, free cash flow was $165.7 million compared to $166.9 million in 2019. We are implementing countermeasures to protect cash flow, and we expect to remain solidly free cash flow positive even in a severe downside scenario, as we were during the financial crisis in 2008 and 2009. This includes upsizing our existing cost reduction program from $40 million to $60 million, other expense control, including executive compensation reductions and harvesting working capital.
Specifically, we expect to reduce working capital by approximately $75 million during the remainder of the year as we reduce our inventory levels, manage accounts receivable and accounts payable. Our capital deployment plans have changed in response to the global pandemic. We're committed to our growth capital investments, and we continue to expect capex of approximately $70 million in 2020 for continuing operations. However, we now expect less share repurchase and M&A activity this year.
We deployed $21.2 million to repurchase 592,000 shares in the first quarter. Year-to-date, we deployed $35 million to repurchase 977,000 shares at an average price of $35.83. We're now planning to execute additional share repurchases until conditions normalize and visibility returns. Similarly, we are unlikely to complete additional M&A in this uncertain environment.
That completes my prepared remarks. I would now like to turn this call back to our president, CEO and chairman, John Stroup. John?
Thank you, Henk. The COVID-19 situation is very dynamic and visibility into the extent to which our global markets and manufacturing capacity will be impact is limited. This makes it incredibly difficult to accurately forecast near-term trends. Given the wide range of potential outcomes, we are not providing specific revenue or EPS guidance for the second quarter or full year 2020 at this time.
That said, the typical seasonal patterns are unlikely to hold this year. We expect our revenues and EPS to be lower sequentially in the second quarter. We are also anticipating significant reductions in channel inventory levels. Again, our prior planning assumption for the full year was a reduction of approximately $50 million, but we now expect approximately $70 million with the majority occurring in the second quarter.
While we are not able to accurately predict the timing and magnitude of the recovery, our current expectation is that business conditions will bottom in the second quarter and we will see sequential improvement in the second half. We look forward to resuming our normal guidance practices once visibility returns. That concludes our prepared remarks. Mark, please open the call to questions.
[Operator instructions] So we will now pass to our first questioner, Noelle Dilts from Stifel. Please go ahead.
Noelle Dilts -- Stifel Financial Corp. -- Analyst
Hi guys. Good morning and thanks for everything you guys are doing to support the healthcare industry during the crisis. So my first question was just on the channel partner inventory reduction, $50 million going to $70 million. Could you just clarify how much of that inventory reduction you did channel partner inventory reduction you did see in the quarter? And then I know in the past, we've talked about the impact that the WESCO-Anixter merger could have on inventory reductions that hasn't closed yet.
So are you expecting potentially some additional inventory reduction beyond the second quarter as that closes? and also by segment, how you're thinking about that inventory reduction would be helpful.
So thanks, Noelle for the question. This is John, I'll let Roel add. So the $20 million that came out in the first quarter was what we had expected, and we thought there'd be another $30 million. We now think it will be $50 million.
This is obviously not a precise calculation. The process we use to get there is we start by forecasting what the sell-through will be at our channel partners, then we look at what their historical turns are. And then we calculate the amount of inventory that would either go up or go down. Given that we think most of our channel partners are also going to be focused on cash flow, like we and most companies are, we thought they might want to take their turns up a little bit.
And as a result, we thought that the inventory reduction could be a little bit larger. This, by the way, is inclusive of the planned acquisition and integration of WESCO and Anixter. So this is all in. They're not expecting anything in addition to that.
As it relates to segments, our inventory at our channel partners is largely cable products. So there's a few exceptions, but it's mainly cable, which means that it's going to be roughly split between our smart buildings business and our industrial automation business, roughly. We do have a few customers that hold inventory. So for example, in our broadband and 5G business, we have some customers like Comcast and Charter that hold inventory and we look at that as well and include that in our calculation.
But it's relatively small compared to the large channel partners.
OK. That's very helpful. And then again, understanding that there's not all that much visibility, is there any way you could expand upon the trends that you're seeing so far in April? And kind of how the month has trended so far?
So I think the question was -- a little hard to hear you. I'm going to let Roel answer. But I think your question was, what are we seeing in April and how has April been compared to March and where we are. So Roel, do you want to give an update, please?
Yes, yes, sure. April is trending according to expectations. We see APAC, our Asia Pacific region actually trending up with relatively strong orders in China. PPC was off to a very strong start in April.
But overall, we think the second quarter will be down sequentially from the first quarter.
And I think, Roel, our order run rate in April so far has been fairly similar to what we saw the last couple of weeks of March.
So although it's changed a little bit by region, and it does bounce around a little bit, I think on an average, over the last three or four weeks of April, we've seen demand be pretty similar to what we saw at the end of March, which was down pretty substantially compared to February.
Great. Thank you.
We can now pass to our next question from Shawn Harrison from Loop Capital. Please go ahead.
Shawn Harrison -- Loop Capital -- Analyst
Hey good morning everybody. John or Roel, I wanted to just think more about the smart building business because that has typically been a bit of a laggard as we have entered these downturn or recessionary-type events. And so is that something where maybe the pain isn't as immediate as you are seeing in your -- particularly the industrial business right now, and you would see maybe more of a downturn as we get into 2021? But just how the cyclicality of that business has potentially changed since 2008, 2009?
So as we highlighted, our smart buildings business is approximately 25% of our total. Within that $25 million, a part that is, in our opinion, the most vulnerable to a downturn would be the commercial real estate, hospitality and retail, which is about 15% of our total. What we are seeing right now, Shawn, is a little unusual, and I think it is a consequence of the shelter in place orders, where contractors are unable to actually do the work at the normal rate on projects that are already started. Our expectation is that will improve and that we would see stronger demand in the second half for our smart building products, but that demand would be a consequence of projects that would have been started probably 9 to 12 months ago.
So our belief is that most of the projects that were already started will be completed. Where we will probably see softness is in one year from now because we think it is unlikely there will be very much activity in starts in the second, third or fourth quarter within commercial, hospitality and retail. So as we think about modeling, in my opinion, I would think that somewhere around the second or third quarter of 2021, we would begin to feel the negative effects of weakening starts within commercial hospitality and retail, which is about 15% of our total.
OK. That's helpful. And then second, just on free cash flow as a percentage of net income, I know you're typically targeting 100%. Are there any dynamics this year other than kind of the lower profitability that would affect Belden achieving that goal?
Well, there's a little impact. This is Henk, Shawn. There's an impact of restructuring for sure. As we execute upon our opex simplification programs, we expect funding here of approximately $50 million to get a $60 million annualized cost reduction.
We can now pass the next question from Reuben Garner from Benchmark Company. Please go ahead.
Reuben Garner -- Benchmark -- Analyst
Thank you. Good morning everybody. Maybe just start with a follow-up on the question about smart buildings on Slide 8. I am a little surprised to see the commercial real estate part of that red.
Can you just maybe elaborate on what you're expecting there? And I guess the heart of the question is, we have heard a lot of -- or you've seen the media, a lot of expected changes, particularly in the office environment and how people work and where they work, and you think that there will be more of a need for smart buildings and connectivity, if you will, in the office space. Is that not necessarily a big part of that 11%, is a big part of a new construction, and that's why it's red? Can you just kind of touch on that piece of it a little bit more?
Yes. So first of all, this is obviously somewhat speculative, and none of us know exactly how the economy will reopen. But as you said, we think it's likely in the future that people might view their investment in commercial real estate differently. They may think about how they use space differently.
They may think about work from home differently. And so as a consequence, we think that there's a good chance that the starts in commercial real estate in the second quarter and through the rest of the year might be down from the prior year. And if that's true, 12 months from now, we would see the impact from a square footage point of view. We would continue to expect the secular benefit of more connected devices within the installed square footage.
And I think that will continue. But it probably won't be able to completely overcome the reduction in square footage. So as we sit here today and we look at our portfolio, that's an area where we feel like there could be some headwinds entering 2021, and we wanted to be clear and transparent with our investors about that possibility.
Great. Thanks John. That's very helpful. And then broadband and 5G, obviously, green in the slide.
Can you just talk about what you're seeing here recently from an order trend standpoint? I'd imagine that there's more of a need than ever for increased speed and bandwidth. Can you just kind of tell us what you've seen so far over the last four to six weeks?
Yes. This is Roel. So absolutely, that's absolutely true. As we mentioned in our prepared remarks, we saw orders up 4% in that segment.
We furthermore continue to see a trend of very strong performance outside the home. So our orders were actually up 9% in Q1 for outside-the-home products. So this trend of people working more from home, spending more time in their homes and hence, consuming more bandwidth, we expect to be very favorable for this business in the medium and in the longer term.
Thanks. Good luck navigating through all of that.
We'll now pass to the next question from William Stein from SunTrust.
William Stein -- SunTrust Robinson Humphrey -- Analyst
Great. Two. First, we understand your expectation for revenue to decline in Q2, I understand you can't size it. Can you help us perhaps better understand what we should expect from a decremental perspective on gross and operating margins, please?
So this is Henk, Will. I think we should model decremental EBITDA margins of 30% to 35%. In addition, as included in the prepared remarks, we should also include a roughly $4 million to $5 million placeholder because we're planning to keep the capacity in our factories intact in expectation of a rebound in the third and the fourth quarter.
So that placeholder, or in addition in a sense to that 30% to 35% decrementals? Or is that a comment as it relates specifically to cash flow but not EBITDA?
No, that's in addition to the decrementals, and that's temporary.
OK. One other, which is, the company was already in the midst of some pretty transformative events. Sometimes we look to prices to expect well-managed companies to undertake some activities to transform the business to become stronger coming out. Belden's sort of fortunate in that some of these are already under way with the Grass Valley divestiture and the $250 million of cable and wire end of restructuring.
And so one of those seems to be on close on track to happening. The Grass Valley, we have the $40 million upsize to $60 million. The $250 million divestitures on hold for now. Are there any other things that we could think of that either, perhaps I missed in the script or other things that you're doing or thinking about doing that could improve your competitive position coming out of the crisis? I know you said M&A is off the table for now, but I don't know, new product introductions.
Or are you looking at the potential for smaller competitors to have a tougher time and maybe capture share from them? Anything like that we could point to, to be more optimistic about Belden's future.
Yes. Will, so first of all, I thought you summarized our actions well. I also agree with you that we are fortunate that we had begun many of these things well in advance of this crisis, and that gives us a strong head start. It's a lot easier to increase a $40 million cost reduction to $60 million than it is to start one from scratch.
So that's actually fortuitous for us. The other things I would say that we are doing that I think provide optimism is we are clearly much stronger financially than some of our competitors, that's obvious. And we are already beginning to see that play out in terms of how customers think about choices that they make. And Roel and team, I think, are doing an excellent job of making sure our customers are aware of that and helping them make good decisions.
The other thing is that this slide that we have shown all of you with regard to the markets that we would expect to actually benefit from this crisis and some of the ones that we think would be negatively impacted, Roel and team are already redeploying resources around this view. So we've got, in the case of, for example, commercial real estate, we know that we have a 12-month lag between when it starts to occur and when we get revenue. And that means that Roel and team have a 12-month head start to figure out how we redeploy our resources toward other markets that were much more bullish about like broadband. So we can redeploy commercial resources.
We can redeploy engineering resources. We can redeploy manufacturing capacity. That's a huge advantage. And then the last thing I would like to say that Roel already pointed out in his prepared remarks is, the decision we made long ago to manufacture our products near our customers is proving enormously helpful.
We're not having to deal with the kind of supply chain disruptions that other people have had to deal with. And I think at the end of the day, that allows us to continue to solidify the trust that we have with our customers. So those would be the things I would point out.
We can now pass to the next question from Jed Dorsheimer, Canaccord Genuity.
Jed Dorsheimer -- Canaccord Genuity -- Analyst
Thanks for those slides. It's helpful to kind of recognizing that there's some variability. It at least shows that it's helpful to understand the mindset. So I guess my first question is around sort of that rebound slide, and just want to make sure I am looking at it correctly.
If I weighted-average the different segments, it looks like your expectations are, at some point in time and kind of holding those yellows as outliers, for 50% of the business to be up 11% and 50% of the business to be down 5% to 7%. Is that sort of the right way to look at that, and then kind of have that yellow as a wildcard for the variability.
So the green segments are all examples of vertical markets that we think will recover nicely from this business. So if you look at our baseline, I think the math you are trying to do is we would expect that the business is in green, which represent roughly 65% of our total. We would expect those businesses to get back to and grow off where we were. So that is the expectation we are trying to create, that we would expect to fully recover and then see growth from there.
The reds are areas where we would not expect to recover back to where we were, at least not anytime soon. And the yellow, we would expect that recovery to happen, but it would probably take a little bit longer. So as we shared already, we are not providing guidance for the second quarter or for the full year, but we are certainly trying to share with everybody how we are thinking about our end markets, how we are thinking about the likely recovery. And maybe most importantly, how we are thinking about how we deploy our resources and our capital.
Got it. That's useful. And then, Henk, Just a question with respect to the EBITDA. I want to make sure I caught this correctly.
In Q2, did you say a 35% reduction in EBITDA over Q1 sequentially, and then reserving $4 million for kind of a recovery in Q3?
No. What we said is the decremental EBITDA margins on sequential down in revenue needs to be roughly 30% to 35%. And then in addition, we like you to model another $4 million to $5 million of temporary inefficiencies that we're holding to ensure we can respond to recovery and improvement in demand in the third and the fourth quarter.
We will now pass to the next question from Mark Delaney, Goldman Sachs. Please go ahead.
Mark Delaney -- Goldman Sachs -- Analyst
Yes. Good morning. Thanks very much for taking the questions. First of all, just want to better understand the cost reduction plan, the $40 million and $60 million number.
How much of that is net savings? So in other words, is there any data saving is going to be reinvested? Or is that the net amount that the company expects to see? Then along those lines, as I think about the quarterly trajectory of SG&A, I think it was $95 million this quarter, I think you have $35 million left to go for the 2020 savings. So if I take out on a quarterly basis about $9 million or so per quarter, that will take us down to the mid-$80 million range, but maybe it could even go lower than that because of some of the other temporary cost savings. So just kind of help us think about the quarterly trough in SG&A this year.
Yes. So the cost reduction program will result into a $40 million improvement in SG&A, not in R&D. We're keeping our investment plans in R&D in place. And the cadence is $5 million in the first quarter, it's $8 million in the second quarter, $12 million in the third and $15 million in the fourth.
That's the best planning assumption.
OK. That's helpful. And then my follow-up question on cybersecurity. That was a market that I think is in the green category, but also the company have mentioned some near-term headwinds.
So just trying to better understand some of the trends that you've been seeing in terms of orders and within cybersecurity and the customer discussions about how quickly that the business could potentially come back.
Yes. Thank you. As we said in our prepared remarks, we did not see any project cancellations nor did we see share loss projects that we would lose to competition. We expect this uncertainty.
So our larger customers dealing with social distancing and not necessarily receiving our engineers on-site to install our cybersecurity solutions to continue in the second quarter, but we do expect fully in the second half of the year for demand trends to improve. Our industrial offering, cybersecurity offering remains robust and continues to do well. And we are certainly adjusting some of our products and actually launching some new products in the second half of the year that would help further secure networks in this environment of people working more from home.
We can now pass our next question from Paul Chung, JP Morgan. Please go ahead.
Paul Chung -- J.P. Morgan -- Analyst
Hi guys. Thanks for taking my question. So just a quick follow-up on free cash flow seasonality, assume an even stronger second half, given the 2Q headwinds on COVID. But what are your puts and takes on working capital you can benefit from?
Yes. So we expect inventory improvements throughout the year. And pretty evenly, an improvement in inventory turns and slight improvement in DSO as we think for the remainder of the year, and we'll hold accounts payable.
OK. And then just a follow-up on the cybersecurity question. Are you seeing any kind of pent-up demand once the COVID concerns come down given it's becoming increasingly important for your enterprise customers?
Well, if the projects are not being canceled, and we're not losing it to competition, then we will win them at a later point in time. So that would be pent-up demand. It's obviously the question of the projects that were originally scheduled to occur later on in this year. Will they still occur or will they shift as well? That's a little bit hard to predict.
But we certainly expect a very robust demand moving forward in the medium and long term for our cybersecurity offerings.
Kevin Maczka, there are no further questions at this time. Please continue.
OK. Thank you, Mark, and thank you to everyone for joining today's call. If you have any questions, please reach out to the IR team here at Belden. Our email address is investor.relations@belden.com.
[Operator signoff]
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"To do what we do, better than any competitor on the world market and to do it honestly"
Capabilities & Resources
Pratley Electrical
Pratley Adhesives
Pratley Craft & Decoupage
Pratley Perlite
Pratley Zeolite
Pratley Analytical
Select Hairdressing Supplies
Why work at Pratley?
Pratley upgrades its research laboratories with the latest tech
South African manufacturer Pratley has recently undergone an extensive revamp of its two main test and research laboratories, according to CEO Kim Pratley. This has bolstered its unique position among electrical-equipment manufacturers globally in that it has both the capability and facilities to manufacture base polymer materials in-house, in addition to the end products themselves.
Pratley's two fully-equipped laboratories at its Krugersdorp head office are staffed by qualified, world-class scientists and technicians. One of these laboratories is dedicated to electrical testing, and has the distinction of having more state-of-the-art equipment than the SABS itself, even to the extent that other accredited laboratories approach the company to make use of its advanced equipment.
Equipment ranges from a salt-spray tester for corrosion testing, an environmental chamber that ages materials at different temperatures and humidities, a dust chamber to look at the ingress of dust particles into electrical enclosures, impact testers to gauge the impact resistance of electrical equipment, water ingress equipment to determine the level of water-tightness, and tensile-strength testing equipment.
The chemical research laboratory is divided into two main focus areas, namely inorganic and organic materials. The former mainly involves mineral analysis, including contract work for external parties. The advanced equipment used here includes two electron microscopes, one for imaging and one for analysis, an array of high-end optical microscopes, an X-ray diffractometer (XRD) machine, and an inductively coupled plasma spectrometry (ICP-) machine.
The organic materials side focuses mainly on polymers, and hence adhesives. "The synergy with our electrical-equipment manufacturing side is due to the fact that modern electrical enclosures are based on plastics and rubber, which are polymers. Essentially adhesive science is a specialised polymer science.
"Hence, we have a cross-pollination in terms of our R&D capability that we can bring to bear on the electrical side. This not only represents a major competitive advantage for us, but makes us unique among similar companies worldwide," Kim stresses.
Not only does Pratley manufacture the end products themselves, but all of the component materials as well. "This is integrated fully within the company, and gives us a distinct competitive advantage," Kim comments. It allows Pratley to include a policy statement, signed by Kim himself, on all of its product packaging, whether adhesives or electrical, which states that they must outperform all other competing products on the global market.
"We really mean that, and it drives the R&D side of the business. You cannot achieve this policy without a significant and ongoing R&D investment. For the size of our company, we probably spend proportionately more on R&D than any other manufacturing company in South Africa," Kim stresses. This ranges across the various divisions of Pratley, from adhesives to electrical, and minerals.
"Obviously our major focus is on the adhesives and electrical side, but we have done significant work in other areas as well," Kim explains. The end result has been in excess of 350 patents filed worldwide to date, and applications as diverse as using its Perlite and Zeolite minerals for deep-level mining refrigeration systems to high-end catalysts for the petrochemical industry to methods of cleaning up nuclear waste. Pratley also invented Pratley Putty, the only South African product to go to the moon.
The R&D Manager on the chemical side is Sylvia Wilkin, who has a degree in chemistry and mathematics. She is assisted by scientist Tracy Sywood, who has a degree in biochemistry. They are ably helped by long-time assistant Bertha Modise.
Allan Arnold is in charge of the inorganic side, with degrees in chemistry and geology. Arnold is an acknowledged expert in mineral micro-analysis, and has even worked on analysing moon-rock samples as a NASA research assistant at Cambridge University in the UK.
Sven Breedt heads up the electrical R&D division. A world expert in the science of electrical equipment for hazardous areas, he holds a National Diploma in Engineering, while his colleague on the design side, Ryan Worthington, has a BEng degree (Cum Laude).
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text:
Beer Wikie
in: Beer Types
Stout is a dark beer made using roasted malt or roasted barley, hops, water and yeast. Stouts were traditionally the generic term for the strongest or stoutest porters, typically 7% or 8%, produced by a brewery. The first known use of the word stout for beer was in a document dated 1677 found in the Egerton Manuscript, the sense being that a stout beer was a strong beer, not a dark beer. The name porter was first used in 1721 to describe a dark brown beer that had been made with roasted malts. Because of the huge popularity of porters, brewers made them in a variety of strengths. The beers with higher gravities were called "stout porters", so the history and development of stout and porter are intertwined, and the term stout has since become firmly associated with dark beer, rather than just strong beer.
1 Types of stout
1.1 Dry or Irish stout
1.2 Imperial stout
1.3 Milk stout
1.4 Oatmeal stout
1.5 Chocolate stout
1.6 Coffee stout
1.7 Oyster stout
1.8 Pastry Stout
Types of stout[]
Dry or Irish stout[]
Irish stout or dry stout (in Irish, leann dubh, "black beer") is very dark or rich in color, and it often has a roasted or coffee-like taste. The most famous example is Guinness, followed by Murphy's and Beamish. The alcoholic content and dry flavor of a dry or Irish stout are both characterised as light, although it varies by country and brewery.
Imperial stout[]
Imperial stout is a strong, dark beer in the style that was brewed in the 18th century by Thrale's brewery in London, England for export to the court of Catherine II of Russia. In 1781, the brewery changed hands, and the beer became known as Barclay Perkins Imperial Brown Stout. When the brewery was taken over by Courage, the beer was renamed Courage Russian Imperial Stout (RIS). Imperial stouts have a high alcohol content, usually over 8% ABV.
Milk stout[]
Milk stout (also called sweet stout or cream stout) is a stout containing lactose, a sugar derived from milk. Because lactose is unfermentable by beer yeast, it adds sweetness, body, and calories to the finished beer. The classic surviving example of milk stout is Mackeson's, for which the original brewers claimed that "each pint contains the energizing carbohydrates of 10 ounces of pure dairy milk". In the period just after the Second World War when rationing was in place, the British government required brewers to remove the word "milk" from labels and advertisements, and any imagery associated with milk.
Oatmeal stout[]
Oatmeal stout is a stout with a proportion of oats, normally a maximum of 30%, added during the brewing process. Even though a larger proportion of oats in beer can lead to a bitter or astringent taste, during the medieval period in Europe, oats were a common ingredient in ale, and proportions of up to 35% were standard. Despite some areas of Europe, such as Norway, still clinging to the use of oats in brewing until the early part of the 20th century, the practice had largely died out by the 16th century, so much so that, in 1513, Tudor sailors refused to drink oat beer offered to them because of the bitter flavor.
Oatmeal stouts do not usually taste specifically of oats. The smoothness of oatmeal stouts comes from the high content of proteins, lipids (including fats and waxes), and gums imparted by the use of oats. The gums increase the viscosity and body adding to the sense of smoothness.
Chocolate stout[]
Chocolate stout is a name brewers sometimes give to certain stouts having a noticeable dark chocolate flavor through the use of darker, more aromatic malt, particularly chocolate malt, a malt that has been roasted or kilned until it acquires a chocolate color. Sometimes, as with Muskoka Brewery's Double Chocolate Cranberry Stout, Young's Double Chocolate Stout, and Rogue Brewery's Chocolate Stout, the beers are also brewed with a small amount of chocolate or chocolate flavoring.
Coffee stout[]
Dark roasted malts, such as black patent malt (the darkest roast), can lend a bitter coffee flavor to dark beer. Some brewers like to further emphasize the coffee flavor and add ground coffee. The ABV of these coffee-flavored stouts will vary from under 4% to over 8%. Most examples will be dry and bitter, though others add milk sugar to create a sweet stout which may then be given a name such as Coffee & Cream Stout or just Coffee Cream Stout. Other flavors such as mint or chocolate may also be added in various combinations.
Oyster stout[]
Oysters have had a long association with stout. When stouts were emerging in the 18th century, oysters were a commonplace food often served in public houses and taverns. By the 20th century, oyster beds were in decline, and stout had given way to pale ale.
The first known brewery to use oysters as part of the brewing process of stout was in 1938 by the Hammerton Brewery in London, UK. The brewery was re-established in 2014 and is once again brewing an Oyster Stout.
Modern oyster stouts may be made with a handful of oysters in the barrel, hence the claim of one establishment, the Porterhouse Brewery in Dublin, that their award-winning Oyster Stout was not suitable for vegetarians. Others, such as Marston's Oyster Stout, use the name with the implication that the beer would be suitable for drinking with oysters.
Pastry Stout[]
A pastry stout is a stout beer which is brewed to be intentionally sweet with the end goal that the beer mimics the flavor and sometimes the appearance of a dessert. Many breweries who produce pastry stouts will experiment with flavors such as (but not limited to) chocolate, marshmallow, maple syrup, vanilla, and various fruit. The finished product will have the flavor and aroma of popular sweets such as blueberry pancakes, s'mores, donuts, brownies, cake, ice cream and fruit crumble just to name a few.
The creation of the name pastry stout is often credited to be created by the beer blogger Don't Drink Beer.
Examples include Brewdog's Layer Cake marshmallow and chocolate stout, Stone Xocoveza's Xocoveza Mexican hot chocolate stout and Brew York's Muffin Else Matters muscovado sugar, molasses, blueberry, and vanilla stout.
This page uses content from Wikipedia. The original article was at Stout. The list of authors can be seen in the page history. As with Beer Wiki, the text of Wikipedia is available under the Creative Commons Attribution-Share Alike License 3.0.
More Beer Wiki
1 Anheuser-Busch
2 Stella Artois
3 Stout


text:
Q: Angular HttpClient observable not completing I have the following code:
// in a service
downloadCSV(): Observable<Blob> {
  return this.httpClient.get(`${apiUrl}/a.csv`, {responseType: 'blob'});
}
// in component
onDownloadClicked(event: MouseEvent) {
  this.downloading = true;
  this.service.downloadCSV()
    .pipe(finalize(() => this.downloading = false))
    .subscribe(
      (data: Blob) => {
        console.log(data);
      },
      (error) => {
        console.error(error);
        alert('Sorry, something wet wrong. Try again.');
      },
      () => {
        console.log('completed!');
      }
    );
}

The data is logged correctly but 'completed!' is not logged and finalize is never called.
Edit:
So on further investigation, it seems the issue is related to an interceptor which adds an auth header.
If the interceptor is bypassed (and auth disabled on the server) the observable completes without error.
I don't understand why this is happening though. Possibly something related to the fact the request is cloned?
//interceptor code
intercept(req: HttpRequest<any>, next: HttpHandler): Observable<HttpEvent<any>> {
  let scope: string;
  // only inject tokens for the following scopes
  if (req.url.indexOf('https://graph.microsoft.com') === 0) {
    scope = 'https://graph.microsoft.com';
  }
  else if (req.url.indexOf('https://management.azure.com') === 0) {
    scope = 'https://management.azure.com';
  }
  else if (req.url.indexOf(environment.apiUrl) === 0) {
    scope = environment.appId;
  }
  if (scope) {
    return this.authService.getToken(scope).pipe(
      switchMap((token) => {
        let newReq;
        if (token) {
          const JWT = `Bearer ${token}`;
          newReq = req.clone({
            setHeaders: {
              Authorization: JWT,
            }
          });
        }
        return next.handle(newReq || req);
      })
    );
  }
  else {
    return next.handle(req);
  }
}

A: So it turns out the problem was in the getToken function of my auth service. I had forgotten to complete the observable after returning the token! Since the httpClient.get observable is switch mapped through my getToken observable it was causing my subscription in onDownloadClicked to never complete.
// from my auth service
getToken(resource: string): Observable<string> {
  return Observable.create((observer: Observer<string>) => {
    this.context.acquireToken(resource, (error, token) => {
      if (token) {
        observer.next(token);
        observer.complete(); // this was missing
      }
      else {
        this.login();
      }
    });
  });
}

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text:
James Sykes (*  1725 im New Castle County,  Delaware Colony; † 4. April 1792 in Dover, Kent County, Delaware) war ein US-amerikanischer Politiker. Im Jahr 1777 war er Delegierter für den Staat Delaware im Kontinentalkongress.

Werdegang
James Sykes wuchs noch während der britischen Kolonialzeit auf. Nach einem Jurastudium und seiner Zulassung als Rechtsanwalt begann er in seinem neuen Beruf zu arbeiten. Im Jahr 1756 war er zudem Leutnant in der Miliz der Stadt Dover. In den 1770er Jahren schloss er sich der Amerikanischen Revolution an. Im Jahr 1776 wurde er Mitglied im Sicherheitsrat seiner Heimat. Außerdem war er im gleichen Jahr Delegierter auf der verfassungsgebenden Versammlung des zukünftigen Staates Delaware. Zwischen Februar und Dezember 1777 vertrat er seinen Staat im Kontinentalkongress. Von 1777 bis 1792 war er als Clerk of the Peace Friedensrichter. Gleichzeitig bekleidete er im Kent County das Amt des Prothonotars. Im Jahr 1787 gehörte Sykes der Versammlung an, die für den Staat Delaware die Verfassung der Vereinigten Staaten ratifizierte. Drei Jahre später, im Jahr 1790,  war er Mitglied eines Verfassungskonvents seines Staates. Hauptberuflich wurde er Richter am Berufungsgericht von Delaware (High Court of Errors and Appeals of Delaware).

Mit seiner Frau Agnes Bell hatte James Sykes acht Kinder. Sein gleichnamiger Sohn James (1761–1822) war in den Jahren 1801 und 1802 Gouverneur von Delaware. Sein Enkel George Sykes (1822–1880) war Offizier der United States Army und General während des Amerikanischen Bürgerkriegs. James Sykes starb am 4. April 1792 in Dover in Delaware.

Weblinks

Mitglied des Kontinentalkongresses
Richter (Vereinigte Staaten)
Rechtsanwalt (Vereinigte Staaten)
US-Amerikaner
Geboren 1725
Gestorben 1792
Mann

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text:
Willems  est une commune française située dans le département du Nord, en région Hauts-de-France. Elle fait partie de la Métropole européenne de Lille. Le nom de la commune se prononce will-em et aussi will-ems. Les habitants se nomment les willemois et willemoises.

Géographie

Situation
Willems est une ville frontalière de la Belgique, située à l'est de Lille et au sud de Roubaix.

Communes limitrophes

Climat
Le climat qui caractérise la commune est qualifié, en 2010, de « climat semi-continental ou des marges montargnardes », selon la typologie des climats de la France qui compte alors huit grands types de climats en métropole. En 2020, la commune ressort du type « climat semi-continental » dans la classification établie par Météo-France, qui ne compte désormais, en première approche, que cinq grands types de climats en métropole. Pour ce type de climat, les étés sont chauds et les hivers rudes, avec un grand nombre de jours de neige ou de gel. La pluviométrie annuelle est relativement élevée.

Les paramètres climatiques qui ont permis d'établir la typologie de 2010 comportent six variables pour les températures et huit pour les précipitations, dont les valeurs correspondent à la normale 1971-2000. Les sept principales variables caractérisant la commune sont présentées dans l'encadré ci-après.

Avec le changement climatique, ces variables ont évolué. Une étude réalisée en 2014 par la Direction générale de l'Énergie et du Climat complétée par des études régionales prévoit en effet que la  température moyenne devrait croître et la pluviométrie moyenne baisser, avec toutefois de fortes variations régionales. Ces changements peuvent être constatés sur la station météorologique de Météo-France la plus proche, « Roubaix », sur la commune de Roubaix, mise en service en 1965 et qui se trouve à  à vol d'oiseau, où la température moyenne annuelle est de  et la hauteur de précipitations de  pour la période 1981-2010.
Sur la station météorologique historique la plus proche, « Lille-Lesquin », sur la commune de Lesquin, mise en service en 1944 et à , la température moyenne annuelle évolue de  pour la période 1971-2000 à  pour 1981-2010, puis à  pour 1991-2020.

Urbanisme

Typologie
Willems est une commune urbaine, car elle fait partie des communes denses ou de densité intermédiaire, au sens de la grille communale de densité de l'Insee.
Elle appartient à l'unité urbaine de Lille (partie française), une agglomération internationale dont la partie française regroupe  et  en , dont elle est une commune de la banlieue. L'agglomération de Lille (partie française) est la quatrième plus importante de la France en termes de population, derrière celles de Paris, Lyon et Marseille-Aix-en-Provence.

Par ailleurs la commune fait partie de l'aire d'attraction de Lille (partie française) dont elle est une commune de la couronne. Cette aire, qui regroupe , est catégorisée dans les aires de  ou plus (hors Paris).

Occupation des sols

L'occupation des sols de la commune, telle qu'elle ressort de la base de données européenne d'occupation biophysique des sols Corine Land Cover (CLC), est marquée par l'importance des territoires agricoles (78,7 % en 2018), en augmentation par rapport à 1990 (75,2 %). La répartition détaillée en 2018 est la suivante :
terres arables (53,1 %), zones urbanisées (17,4 %), zones agricoles hétérogènes (14,8 %), prairies (10,8 %), forêts (3,9 %).

L'IGN met par ailleurs à disposition un outil en ligne permettant de comparer l'évolution dans le temps de l'occupation des sols de la commune (ou de territoires à des échelles différentes). Plusieurs époques sont accessibles sous forme de cartes ou photos aériennes : la carte de Cassini (), la carte d'état-major (1820-1866) et la période actuelle (1950 à aujourd'hui).

Toponymie

Le nom de la localité est attesté sous les formes Wilhem entre 1123 et 1146, Willem vers 1175, Willems en 1793.

Willem en flamand.

Histoire
Jusqu'au , Willems est resté un village essentiellement agricole. Dans l'expansion de leur activité, les industries textiles des centres voisins (notamment de Roubaix) ont ouvert des filatures de toile et de lin dans la localité.

Le Géant Guillem le contrebandier (et son chien Cherloutte) évoque le caractère frontalier de la ville et les chemins de traverses qui existent entre la France et la Belgique à travers champs.

Au début du , une planche des Albums de Croÿ fut dédiée au village.

Héraldique

Politique et administration
Maire en 1802-1803 : Louis Pottier.

Instances judiciaires et administratives
La commune relève du tribunal d'instance de Lille, du tribunal de grande instance de Lille, de la cour d'appel de Douai, du tribunal pour enfants de Lille, du tribunal de commerce de Tourcoing, du tribunal administratif de Lille et de la cour administrative d'appel de Douai.

Population et société

Démographie

Évolution démographique

Pyramide des âges
La population de la commune est relativement jeune.
En 2018, le taux de personnes d'un âge inférieur à  s'élève à 37,2 %, soit en dessous de la moyenne départementale (39,5 %). À l'inverse, le taux de personnes d'âge supérieur à  est de 22,9 % la même année, alors qu'il est de 22,5 % au niveau départemental.

En 2018, la commune comptait  pour , soit un taux de 50,42 % de femmes, légèrement inférieur au taux départemental (51,77 %).

Les pyramides des âges de la commune et du département s'établissent comme suit.

Lieux et monuments
 L'église Saint-Martin de style néogothique, construite de 1850 à 1854 par Charles Leroy, l'architecte de la cathédrale de Lille. Comme pour la plupart de ses édifices néogothiques, l'architecte a choisi le grès pour le soubassement, la brique qu'il a associée à une pierre calcaire (pinacles, encadrement des baies, etc.) pour l'élévation, et enfin la pierre bleue de Soignies pour le dallage du bâtiment. La flèche, visible à plusieurs kilomètres, s'élève à 58 mètres de hauteur. D'autre part, le chœur de l'église abrite trois verrières signées Bazin-Latreux ; datées de 1871, qui illustrent six épisodes de la vie de saint Martin. L'édifice fut précédé d'une autre église plus petite de style roman qui aurait appartenu aux templiers. Celle-ci comportait déjà une flèche élancée comme en témoigne une planche des célèbres Albums de Croÿ.

 La maison commune, datée de 1737, est l'un des plus anciens bâtiments encore en élévation qu'ait conservé la commune. Il s'agit d'une haute et longue construction alternant assises de brique et pierre de Lezennes (appareil qualifié de « rouge barre »). L'ensemble possédait de nombreuses fonctions : écurie, relais, auberge mais aussi prison pour d'éventuels détenus ou fraudeurs transportés de Lille à Tournai. Le bâtiment révèle ainsi l'importance du transport par diligence au cours des . Les délibérations municipales s'y déroulaient sous l'Ancien Régime, d'où son nom de « maison commune ».
 La ferme du Meunier .
 Le monument aux morts.

La base de loisirs

 Base de loisirs des 6 Bonniers, traversée par le GR121B. Elle comporte deux étangs pour la pêche et le canoé.

Tombes de la Première Guerre mondiale

Le cimetière communal contient des tombes de soldats britanniques morts entre fin octobre et début novembre 1918 lors de la Première Guerre mondiale. Ces tombes sont gérées par le Commonwealth War Graves Commission.

Pour approfondir

Bibliographie

 Delsalle Paul (dir.), Histoire de la vallée de la Marque, Westhoek/Editions Des Beffrois, 1986, 255p.
 Collectif, Le Patrimoine des communes du Nord, Flohic Editions, Paris, 1999, 1792p. (Le Patrimoine des Communes de France, II).

Articles connexes
 Liste des communes du Nord

Liens externes

 Site de la mirie
 Lille Métropole - Communauté urbaine de Lille
 Willems sur le site de l'Institut géographique national
 Willems sur le site de l'Insee
 Localisation de Willems sur une carte de France et communes limitrophes
 Site du Géant Willemois
 Site de la base de loisirs des 6 Bonniers

Notes et références

Notes

Références

Commune dans le département du Nord
Commune de la métropole européenne de Lille
Unité urbaine de Lille (partie française)
Aire urbaine de Lille
Frontière entre la Belgique et la France


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Louise Harpman
Associated Faculty, NYU Wagner; Associate Professor, NYU Gallatin School of Individualized Study
louise.harpman@gmail.com
Louise Harpman is the founder and principal of Louise Harpman__PROJECTS whose work includes architectural design, urban design, mapping, and research. She is the director of the zeroMicro™ applied research consortium, focusing on net zero energy buildings and micro-dwellings. Before founding PROJECTS, Louise was, for 20 years, a principal in the architecture and design firm Specht Harpman. Her firm's website is http://www.louiseharpman.com.
Her teaching career begin in 1994 and she taught previously at the Yale School of Architecture, the University of Pennsylvania GSAAP, and the University of Texas at Austin School of Architecture, where she was Associate Dean. Her most recent book is Global Design (Prestel, 2013).
Louise has always maintained a commitment to teaching as well as practice. She is an Associate Professor of Architecture, Urbanism, and Sustainability at NYU's Gallatin School of Individualized Study and is a co-founder of Global Design NYU, which advances design innovation and environmentalism. She is an associated faculty member of the Robert F. Wagner Graduate School of Public Service and the Department of Environmental Studies. She is an affiliated faculty member at the Furman Center for Real Estate and Urban Policy and a member of the faculty advisory board of the Marron Institute for Urban Management.
URPL-GP.2680.: Topics in Urban Design
This course, titled "What the L?!" will engage the real-time urban design and transportation challenges connected to the closure of one of New York City's subway lines. The L train operates between 8th Avenue (Manhattan) and Rockaway Parkway (Brooklyn) and currently serves over 300,000 riders each day. Beginning in April 2019, the tunnel between 8th Avenue and Bedford Avenue will be closed for reconstruction, causing significant transportation disruptions. Partial shutdowns along this inter-borough artery, in the form of suspended service during late nights and on weekends, have already begun to occur.
The L train shutdown has been the subject of intensive study by the MTA and other agencies since saltwater from superstorm Sandy flooded the Canarsie Tunnel in 2012. In this urban design course, students will evaluate the system-wide studies performed by the MTA to mitigate delays, enhance existing travel options, and introduce alternative modes of transportation. Students will also analyze responses and critiques prepared by community boards, business associations, residents' groups, academic research centers, and the popular press. Many professional and academic studies anticipate dramatic changes to transportation patterns throughout the boroughs of Brooklyn and Manhattan during the L train shutdown. While most reports predict widespread inconvenience and problems for commuters, it is possible that "temporary" changes might also presage beneficial urban design opportunities for certain neighborhoods.
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text:
Judge testifies that San Antonio DA threatened defense lawyers in her chambers
Posted on April 14, 2017 by 1 Lawyers
Posted Apr 14, 2017 02:45 pm CDT
By Lorelei Laird
Bexar County District Attorney Nico LaHood. Photo via Wikimedia Commons.
A Texas district judge testified Wednesday that Bexar County District Attorney Nico LaHood threatened to destroy defense lawyers' practices for raising issues of prosecutorial misconduct.
According to the San Antonio Express-News, Judge Lori Valenzuela said on the witness stand that LaHood, an elected DA, threatened to "shut down" the practices of defense lawyers Joe Gonzales and Christian Henricksen in a dispute during a murder trial. On the stand, LaHood denied making any threats.
The trouble came in a conference in Valenzuela's chambers about an ethical matter. In a motion to dismiss the underlying murder case, defense attorneys said LaHood made the "shut down" threat to Gonzales and Henricksen and said he would "make sure they never got hired again in a case in Bexar County."
LaHood testified that he never said that. Assistant district attorney Jason Goss echoed that testimony.
However, Valenzuela testified that LaHood did make the statement, which said could meet the criteria for the crime of "official oppression," a misdemeanor in Texas. She said the threat had a "chilling effect" on her, and she recused herself from the case after the motion to dismiss was filed.
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LaHood has been in the national news in the past for asserting that vaccines "can and do" cause autism, in a promotion for a documentary making the same claim, which was filmed in his county office. The 1998 study that helped spread this belief has been retracted and called "an elaborate fraud" by the medical journal that published it. UK medical regulators revoked study author Andrew Wakefield's license to practice medicine in 2010 because of misconduct related to the study, Time reported at the time.
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