Ferguson Files Form 8-K and Final Prospectus Supplement Share NEWPORT NEWS, Va.--(BUSINESS WIRE)--On September 22, 2025, Ferguson Enterprises Inc. (the "Company") made the following filings with the U.S. Securities and Exchange Commission ("SEC"): September 19, 2025 – Final Prospectus Supplement September 22, 2025 – Form 8-K These documents are available on the SEC's website at sec.gov and on the SEC Filings page of the Company's website at corporate.ferguson.com/investor/financial-information/sec-filings. ...

公司业务与市场定位 - 公司提供暖通空调、制冷、消防、安防及智能建筑技术 并针对商业、工业和政府客户提供能效解决方案、维护及技术服务 [1] - 公司成功拓展数据中心业务领域 该业务对防止数据中心过热具有关键作用 [1] - 公司被市场视为数据中心基础设施供应商CoreWeave的关联投资标的 CoreWeave近期IPO后股价曾达发行价四倍 [1] 市场表现与行业评价 - 股票长期保持强劲表现 被评价为"多年来持续走强" [1] - 行业评论认为公司在数据中心领域的业务拓展存在机遇性因素 [1] - 尽管获得积极评价 但部分市场观点认为其他人工智能股票可能具备更大上涨空间和更低下行风险 [1] 战略转型与竞争优势 - 公司从传统业务向高增长领域转型 获得"现在是非常优秀的公司 而过去并非如此"的评价 [1] - 在数据中心冷却系统领域形成专业优势 大型冷却系统成为数据中心运营的关键基础设施 [1] - 业务转型使公司获得新兴市场需求红利 特别是人工智能发展带来的数据中心扩张需求 [1]

Ferguson Enterprises Inc. (NYSE:FERG) is one of the stocks Jim Cramer recently shared his thoughts on. Cramer mentioned the stock’s latest earnings, as he commented: “You know me, at the end of the day, there’s nothing more exciting than great numbers. Take Ferguson, the North American distributor, building products ranging from heating, ventilation, air conditioning equipment to waterworks, plumbing, fire protection. Yesterday, Ferguson reported a big top and bottom line beat. Sent the stock up nearly 8% ...

公司表现与市场地位 - 公司被列为2025年迄今15支最佳表现股息股之一 [1] - 公司股价自2025年初以来上涨超过35% [2] - 公司连续137年向股东支付股息 [4] 财务业绩 - 2025财年第三季度销售额总体增长3% 有机销售额增长6% [3] - 系统与服务订单储备达146亿美元 实现11%的有机增长 [3] - 持续经营业务GAAP收入为6.18亿美元 调整后持续经营业务收入达6.93亿美元 [3] - 经营活动产生现金流7.87亿美元 [4] - 自由现金流达6.93亿美元 调整后自由现金流为7.25亿美元 [4] - 当季分配股息2.43亿美元 [4] 股息政策 - 季度股息为每股0.40美元 [4] - 截至9月15日股息收益率为1.49% [4] 业务范围 - 公司专门生产建筑用消防 HVAC和安防系统 [2] - 公司为总部位于爱尔兰科克的美国跨国企业 [2]

公司业务与运营 - 林肯教育服务公司在马里兰州哥伦比亚校区提供汽车服务、电气/电子、暖通空调、焊接和医疗辅助领域的职业培训项目[9] - 该校区还设有江森自控国际学院和特斯拉START培训中心 提供消防安防系统安装维修和电动汽车技术的高级培训项目[9] - 公司在全国12个州运营22个校区 拥有林肯理工学院、林肯技术学院和纳什维尔汽车柴油学院三个品牌[13] 行业需求与就业前景 - 美国劳工部预测到2032年马里兰州在上述行业将出现超过64,000个职位空缺[9] - 马里兰州高等教育委员会秘书强调劳动力市场面临的核心挑战是雇主需求与求职者能力的匹配问题[4] - 霍华德县执行官指出技术毕业生对维持企业运营、推动技术进步和社区繁荣具有关键作用[4] 政府与行业认可 - 霍华德县宣布2025年9月6日为"林肯理工学院哥伦比亚日"并颁发官方公告[4] - 美国众议员办公室向公司颁发国会认可证书 表彰其为马里兰居民提供职业技能培训的贡献[5] - 霍华德县议会颁发感谢证书 特别认可公司对退伍军人及其家庭职业发展的支持承诺[6] 历史沿革与影响力 - 哥伦比亚校区最初于1960年在Landover成立 1997年迁至现址并扩展培训项目[1] - 该校区65年来已帮助数千名毕业生开启职业生涯 为州经济发展持续提供技术支持[1] - 霍华德县商会会长指出学校成功产生了涟漪效应 使企业、家庭和整个社区都受益[7]

公司概况 * 公司为林肯教育服务公司 (Lincoln Educational Services) 纳斯达克股票代码 LINC 是一家拥有八十年历史的职业技能培训领军企业 专注于培养技术工种人才[2] * 公司学生构成 交通运输专业占30% 技术工种占40% 医疗保健占30% 在其服务的各市场中通常排名第一或第二[3] 核心业务与运营模式 * 公司采用混合学习模式 Lincoln 10.0 并持续探索利用AI等技术降低成本和提高运营效率[5][6] * 运营模式具备高杠杆效应 教室满员率提升能显著提高盈利能力 因为固定成本不变而额外收入直接贡献利润[4] * 公司提供大量学生支持服务 因其学生多为需要兼顾工作与家庭的第一代成年人 毕业率达70% 专业对口就业率达82%[34][35][41] * 课程由行业从业者而非学者教授 设备与行业标准一致 旨在让学生快速进入职场[33] 财务表现与指引 * 第二季度业绩强劲 收入增长15% 新生入学人数增长22% 盈利能力显著提升[6] * 公司提高了全年业绩指引的上下限[6] * 目标到2027年实现约5.5亿美元收入和9000万美元的调整后EBITDA 并将在11月的第三季度财报电话会议上更新此预测[10] * 公司季节性显著 60%至80%的利润产生于财年后五个月[43] * 公司预计全年新生入学人数将增长约13% 但第三季度将持平 第四季度将再次加速[42] 增长战略与扩张计划 * 增长主要通过三种方式 有机增长现有业务 在现有校区复制新增培训项目 以及开设新校区[10][12][14] * 新校区开设 纳什维尔校区于3月迁入新设施 将新增电气和暖通空调课程[7] 费城校区于8月1日迁至Levittown 将新增暖通空调 电气和焊接课程[8] 休斯顿校区将于下月提前开业 提供暖通空调 电气 焊接和汽车课程[8] 长岛Hicksville校区已签署租约 将于第四季度开始建设 2026年开业[15] * 去年在亚特兰大East Point开设了十八年来首个新校区 成本约1800万美元 预计2025年将产生700万美元现金流[9] 休斯顿校区服务人口是East Point的两倍 预计有良好的经济效益[61] * 公司也在寻求收购机会 每年评估约12个机会 目标要么是进入新市场 要么是引入新课程如护理或航空机械[17][69] 但公司目前更为谨慎和专注[69] 市场机遇与行业背景 * 技术工种人才缺口巨大 公司市场份额不足2% 市场高度分散 增长机会众多[32] * 婴儿潮一代退休 制造业 医疗保健 交通运输和建筑行业均在增长 加上军事 电网和基础设施更新的需求 市场对技术工人的需求持续增加[30][31][32] * 公司业务在衰退期通常表现更好 因有更多人有时间和兴趣重返学校[44] * 人工智能的发展凸显了其培养的动手型工作的安全性 AI可能辅助诊断但仍需人工修复[18] * 社会正在重新思考“人人都应上大学”的观念 因大学六年毕业率仅63% 且许多毕业生缺乏市场所需技能[29] 竞争格局 * 社区学院是其主要竞争对手 但公司认为其设施更优 课程更丰富 营销更有效 客户服务更佳[20][21][33] * 与UTI存在竞争重叠 但公司认为其优势在于提供更多线下实践培训 70%线下 vs UTI的50%线下 以及更具家庭氛围的文化[57][58] 风险与监管 * 公司高度依赖联邦政府资助 总体约82%的资金来自联邦政府 低于90%的监管阈值[39] * 学生贷款偿还重启后 cohort default rates 可能从2027年开始显著高于历史9%的水平[40] * 教育部的人员削减和可能将Title IV管理权移交至其他部门 可能造成业务中断 尤其影响收购审批流程[50][51][52] * 加州等地的监管环境不友好 影响了公司的扩张计划[24] 其他重要信息 * 公司本季度末债务约为1300万美元 但预计年底将实现无债状态 并拥有6000万美元的信货额度和2000万美元的弹性额度 流动性充足[5] * 公司提供内部贷款 约三分之一学生使用 平均贷款额约7000美元 毕业生平均总债务为14000美元 月还款约150美元[54] * 营销成本在第二季度下降了14% 因市场反响积极 营销渠道90%为数字媒体[11][59] * 公司与行业伙伴有多样化合作 包括捐赠设备或提供特定品牌的高级培训 这部分B2B业务目前收入为600万美元 规模虽小但有增长潜力[37][38] * 新校区从签署租约到开业约需18至20个月 涉及教室建设 设备采购和监管审批[19] 资本支出通常在1800万至2500万美元之间[20]

[角色] 你是一名拥有10年投资银行从业经验的资深研究分析师，专门负责上市公司、行业研究。你擅长解读公司财报、行业动态、宏观市场，发现潜在的投资机会和风险。 [任务] 你需要仔细研读一份上市公司或者行业研究的电话会议记录，请阅读全文，一步一步思考，总结全文列出关键要点，不要错过任何信息，包括： * 纪要涉及的行业或者公司 * 纪要提到的核心观点和论据 * 其他重要但是可能被忽略的内容 如果没有相关内容，请跳过这一部分，进行其他的部分。 总结时要全面、详细、尽可能覆盖全部的内容、不遗漏重点,并根据上述方面对内容进行分组。 要引用原文数字数据和百分比变化,注意单位换算(billion=十亿,million=百万,thousand=千)。 [注意事项] 1) 使用中文,不要出现句号 2) 采用markdown格式 3) 不使用第一人称,以"公司"、"行业"代替 4) 只输出关于公司和行业的内容 5) 在每一个关键点后用[序号]形式引用原文档id 6) 一个[序号]只应该包含一个数字，不能包含多个，如果多个就用[序号][序号]分开写，不要写成 [序号-序号] 7) 每个关键要点后边的 [序号] 不要超过 3 个 Content: --------- <doc id='1'>Energy Services of America Corporation (ESOA) FY Conference August 27, 2025 10:15 AM ET Speaker0 Okay. Good morning. Our next presenting company is Energy Services of America. Ticker on the Nasdaq is ESOA. Company's involved in some general contracting, construction, some HVAC electrical work, primarily in the Appalachian region.</doc> <doc id='2'>Here to speak on behalf and I should also mention, one, they are a client of ours, so if you have any questions after the presentation, or you'd like to set something up after the after today, happy to work on that with you. And secondly, the company was added to the Russell 2,000 here at the June, so really good accomplishment to be able to wave that flag. Here today to present on the company behalf is Charles Grimmel, the company's CFO. Charles? Speaker1 Thank you, John. John mentioned, my name is Charles Kremel. I'm the CFO for Energy Services of America. It's always great to enjoy coming to these conferences, getting to meet people, tell people about energy services. Hopefully, is it not too early for some audience participation, is it? So let can I get a show of hands? How many of all are familiar with energy services? Okay. How many of you guys are saying, hey, who are these guys and what do they do? Good.</doc> <doc id='3'>We get that a lot. People kind of look at our structure and they're kind of like, I don't, you know, Tom here is a good example. He's like, what do you guys do? What is your vision? What is your plan? So I've kind of tried to get into that a little bit and we can maybe address some of that in the Q and A. But what we are is we are a contractor based out of Huntington, West Virginia. We're primarily in the natural gas and petroleum transmission fields. We also have work in the water and natural gas distribution. And then we also have another sector that we identify then as more of our industrial type of work that can be involved in the water I'm sorry, the power, automotive, chemical, steel manufacturing work.</doc> <doc id='4'>And then from there, you know, within that we do electrical, mechanical, piping, HVAC, fire protection type of work. So we are kind of a conglomerate of companies. Amazingly, it does all kind of work together in what we do. We have companies that do work with some of the same customers. But then again, we also have opportunities that we can create within the companies to through our general contractor and to bring NITRO into more some of the commercial space, where they're working in schools and such doing electrical HVAC there too, just to give them a little more exposure and a little more variety on their work.</doc> <doc id='5'>So we'll get into the presentation here a little bit. As you can see, we do have a list there of about six to eight companies. There's probably even a few on there that fit under NYSRO that we don't have listed. We'll kind of go through and kind of tell you about how everything just kind of fits together. But last year we did about $352,000,000 in revenue and $29,000,000 in adjusted EBITDA.</doc> <doc id='6'>As you can see there, we are September 30 filer. So we right now are working in our fourth fiscal year quarter. And then also this is kind of our, our busiest peak of the construction season the time between July and August, I'm sorry July, September, even going into October and into November some. Roughly we have about 1,400 employees and again, we work in the natural gas, petroleum, chemical, automotive, water, wastewater sectors. Some of our investment highlights here.</doc> <doc id='7'>Of course, you know, one of the biggest things for us is our relationships with our customers. That's a big driver for us in helping us get work, keeping our customers happy. Our backlog has steadily been increasing. We had about a $3.00 $4,000,000 backlog that we reported as of June. Of that, roughly about 100 and 25, I believe, is in water.</doc> <doc id='8'>About 100,000,000 of it is in our industrial services group. So we are, you know, obviously been very successful picking up work and we're very optimistic about the opportunities we're seeing for the future. We also have been very active in expanding some of our geographical reach within Nitro. They have a company that works up in Battle Creek, Michigan, kind of right there in the heart of the automotive side, the food</doc> <doc id='9'>producer side. So we think that we've kind of got that going in the right direction and we think that's going to start to contribute well to Nitro's performance here in the future. Also, we've been active on the mergers and acquisitions side. We've added, I think we've completed about four acquisitions to add to our West Virginia Pipeline, the Tri State Paving Company. We started off our own general contractor. And then in roughly. Got about 700,000 shares left on that.</doc> <doc id='10'>We do pay a dividend. We pay a quarterly dividend of 3¢ per share. You can see our geographical reach here anywhere between New York down Alabama. We are in the Carolinas, Tennessee, as far West as maybe Indiana, Illinois. We do have some operations up in Michigan.</doc> <doc id='11'>This right here is probably not as far as potentially we could go. But a lot of it's going to depend on our customers with our general contractors. We're not looking necessarily to just to add more states, but as someone like a Walbridge or somebody says, hey, Nitro, we want you to go with us, come down to Tennessee, let's go to North Carolina, let's go whatever state we got a project we want you to work on with us. That's typically where we're going to expand our geographical reach is through our working with our general contractors and then working with our customers that want us to go a Toyota per se may want us to go to Georgetown, Kentucky, want us to go down to Huntsville, Alabama, go down to Liberty, North Carolina. So that's been very, our relationships with our customers and our general contractors are very important to us.</doc> <doc id='12'>Again, will mention that we've had some a lot of M and A opportunities and things that we've gotten closed in the past. You see here is a list of some of our customers. American Water is a big customer for us working both in Charleston, West Virginia and in Lexington, Kentucky. Toyota has been a long standing customer for Nitro. Nitro started there in, I believe, 1997, building a, helped build the plant in Buffalo, West Virginia and they have not left that facility since then.</doc> <doc id='13'>So roughly about twenty eight years, Nitro has been involved with Toyota. Mountaineer Gas is a big customer for us, Dow. So you see our exposure there is in the, we TC Energy, NISource in the transmission side of the gas distribution, Mountaineer Gas in the distribution side. Then the chemical companies, Dow, Clairon type of things. So we have a broad exposure to a lot of customers, have a lot of diversity of services that we provide within the company.</doc> <doc id='14'>CJ Hughes is one of the flagship companies. Just to give you a little bit of a background on Energy Services of America, it was started in 2006 as a SPAC company. CJ Hughes is one of the companies that came in at that time that was purchased. And Nitro was a subsidiary of CJ Hughes. So those two companies came in together.</doc> <doc id='15'>There was also a third company came in that was very much heavily weighted on the gas transmission side. And so the theory behind the SPAC was then to look at opportunities in the Marcellus and Utica Shale areas in West Virginia and Ohio. Didn't really pan out as expected, really not just for us, but a lot of other contractors did not do well at that time either. So, if you move forward to about 2011 or so, we had some suffered some significant losses on projects. We had gone in forbearance with our bank when when you were restructuring.</doc> <doc id='16'>Came out of it. Decided we're going to get back to basics and so we went from a company that was heavily focused being on the transmission side to a company that was looking to more diversify its services to try to still work in transmission but limit our risk to help also, you know, build and grow our our water distribution services to grow our gas distribution services and to grow our nitro industrial group. So as you see here, CJ has been a company that's been around for, you know, since 1946, believe over seventy years they've been around. And so it's almost to the point where with a lot of our customers, I mean, know ESA is the holding company, but their relationship is with CJ Hughes. It's with Nitro.</doc> <doc id='17'>It's with West Virginia Pipeline. And so that's why, you know, one of the reasons people kind of say, why do you have all these companies and such? I think a lot of it has to do with just the familiarity with our customers and knowing these companies that they've been dealing with for a long time. And also part of it is that we have a lot of different labor solutions. So CJ then is they're a union contractor.</doc> <doc id='18'>They are signatory to the steel workers. The steel workers are the ones who work on the gas distribution and on the water distribution side of it. CJ also has a subsidiary underneath of it called Contractors Rental that when they get into the transmission side is they hire through the building trades and they're signatory to the PLCA agreements. So CJ has two different options there with their labor force. They have a lower cost steel worker</doc> <doc id='19'>side and they have a building tray side where you need more skill type of work on some of the transmission work.</doc> <doc id='20'>And what also that allows you to do then is being on that side is you can go a little bit further away from home. It's easier to beef up your workforce when you're going through the coming through the union halls. And so that's kind of the way the CJ is structured and how they suit their customers' needs. So Nitro Construction, as I said, that was one that came into the ESA underneath the CJ Hughes back in 02/2008. Nitro again is a company that has been around since 1959.</doc> <doc id='21'>I've been around Nitro well before I started with ESA. I've been around Nitro for almost thirty years now. And they they have gone growing tremendously back when I kind of started there. They were they were strictly a electrical contractor, subcontractor that worked for their parent company, Uniboiler. Did anywhere, I don't know, maybe $15,000,000 in revenue a year.</doc> <doc id='22'>Over the years, CJ, I'm sorry, Nitro has branched out, become much more than just an electrical primarily a maintenance contractor doing in the neighborhood of $50,000,000 $55,000,000 of maintenance working here to being a company now that's pushing $100,000,000 I'm sorry. Can I get you closer to that? They're pushing more $100,000,000 in revenue and added a layer of construction services on top of it. Obviously, it makes them more the potential for more profit margin than adding the new construction on top of the general maintenance stuff. SQP Construction Group is the general contractor that we started up back in, I can't remember, maybe it's 02/2001.</doc> <doc id='23'>What we saw there was a need in the marketplace because the right to work laws were changing in West Virginia and Kentucky. So it made it more advantageous then for the non union contractors and general contractors in the area. And it kind of stifled some of the ability for Nitro to get into commercial work. They're much bigger than the local GCs in the area, made it harder for Nitro to get their foot in the door for some of them, obviously not wanting to deal with a bigger gorilla, someone they really couldn't push around. And so we saw a need for us to start up, spin up our own general contractor there.</doc> <doc id='24'>So SQP does a lot of work in school work, correctional facility work, do civil work, you know, getting into some small bridge work, but also what it allows us to do then is to feed commercial opportunities to Nitro. So whether that be on the electrical side, the piping side, HVAC, the fire protection then that Nitro could possibly do somewhere about 8,000,000 to $10,000,000 worth of work a year through contractor I'm sorry, through SQP construction. Also helps filter some work down to CJ Hughes then. CJ Hughes can help SQP on doing civil work, on doing foundations, concrete work also. This is one we get asked about a lot in the sense of this was an acquisition we did back in the 2022.</doc> <doc id='25'>And people always want to know why do you have a paving company? And it doesn't seem to fit, but it makes perfect sense. What Tri State Paving does is they work about 90% of their work is with American Water in Charleston, West Virginia and Lexington, Kentucky. What they do then is come back behind the water crews that are putting in the new water lines and they do the paving restoration and the curbs back behind those crews. And as the water company says, what they get the most complaints on is the finished product.</doc> <doc id='26'>It's the paving. That's what people see. They see the finished product. They don't see what's been put under the ground. So what they decided to do is the water company wanted to have a dedicated contractor that just did the paving services behind all the contractors.</doc> <doc id='27'>And so what we found then was that paving work was pretty valuable to CJ Hughes and now they were losing out on it. And so we had the opportunity through some of our connections, reached out to Tri State Paving and their owner was looking to get out of the business. Just made perfect sense then for us to acquire them and to bring them into our fold and add to our water services that we provide. West Virginia Pipeline, I think this is a great story right here. This is a company located in Southern West Virginia.</doc> <doc id='28'>Was two brothers ran it and before them, their dad had owned it. They were looking to get out of the business. They both had a child in the business too, but they really didn't want to saddle them with having to deal with everything it takes to run a business, Having to worry about having money for payroll and equipment and all that. So the water company came to us and said, hey, we really like these guys. They fit in perfectly with you all.</doc> <doc id='29'>We want energy services to buy them. So we looked at them and saw, yeah, this makes perfect sense. So we bought them and this was our first acquisition. We bought them in December 2020. The two I'll say the two main owners at the time spent a year there.</doc> <doc id='30'>And then we kind of turned it over to the two children. So Michael and his cousin Amy run West Virginia Pipeline for us. They are tremendous in what they do. Went from the two brothers had a theory that nothing good happens when you get over 50 employees. And so they ran it at a level not to exceed 50 employees for years.</doc> <doc id='31'>And Michael and Amy have come in and they have grown that business to roughly about $6,000,000 a year up to about $12,000,000 a year. They've maintained their margins. It's just a tremendous case study for us and the kind of a perfect opportunity of an acquisition. Bryan Construction Services is one of our companies. We bought this company out of bankruptcy about three years ago.</doc> <doc id='32'>It's been a struggle for us. And so what we've decided to do on that is we are going to the work they do in the gas distribution, cathodic protection works right with what CJ Hughes does. So we're going to take those crews and blend them over to CJ Hughes. We're going to right size this company and get them down to about a 25 man boring company, about four to five crews just doing a little bit of fiber broadband work, but primarily we're going to focus on the boring work, going underneath roads and such with water pipes, with gas distribution stuff. So far, we've been successful marketing to outside customers on that.</doc> <doc id

这份文档是摩根大通（J.P. Morgan）于2025年8月20日发布的一份关于全球高压直流（HVDC）输电设备行业的深度研究报告 核心观点是HVDC技术是解决能源转型中电网瓶颈的关键 且当前供应高度紧张 为亚洲设备制造商提供了巨大的市场份额增长机会 涉及的行业与公司 * **行业**: 全球电力设备行业 特别是高压直流（HVDC）和高压交流（HVAC）输电设备 聚焦于能源转型中的电网传输环节[2][6][9] * **覆盖公司**: 报告重点提及并分析了多家全球电力设备公司 * **西方巨头**: 日立能源（Hitachi Energy） 通用电气维尔萨（GE Vernova） 西门子能源（Siemens Energy）[2][9][11] * **韩国公司**: LS Electric 晓星重工（Hyosung Heavy Industries）[2][9][11][61][99] * **中国公司**: 国电南瑞（Nari Tech） 许继电气（Xuji Electric） 思源电气（Sieyuan Electric） 华明装备（Huaming Equipment）[2][9][11][78][86] 核心观点与论据 **1 全球输电资本开支上升导致高压设备需求激增且供应紧张** * 为达成净零排放目标 全球输电资本开支在FY23-30期间预计复合年增长率（CAGR）可达~15%+[6] * 供需失衡导致价格大幅上涨和交付周期延长 美国市场变压器和开关设备价格自2021年以来分别上涨70%和60% 高压变压器交付周期从2021年的约1年延长至现在的3年以上[6] * 除了变压器和开关设备 HVDC相关设备的供应是另一个关键瓶颈[2][6][9] **2 HVDC是解决能源转型瓶颈的关键被忽视的技术** * HVDC系统能够高效远距离传输大量电力 对可再生能源开发和跨境电网互联至关重要[2][9] * 需求强劲增长 欧洲HVDC市场预计从2024年的47GW增长至2030年的116GW 意味着~40%的CAGR 到2040年需求预计达275GW[6][27][40] * 供应高度集中且紧张 西方HVDC市场由三大巨头（GE Vernova 西门子能源 日立能源）主导 它们占据了全球已投运HVDC项目换流器份额的66%和欧洲市场的90% 关键部件（如换流阀）的交付周期长达约10年[2][6][9][14][55] **3 亚洲（中韩）设备商有望凭借产能扩张和技术发展获取市场份额** * **中国**: 拥有全球最大的特高压电网 国内企业如国电南瑞和许继电气在国家电网的换流阀招标中分别占据约50%和20%的市场份额 并已开始向欧洲 中东和拉美等海外市场出口设备[6][56][84][86] * **韩国**: 本土企业正积极本土化HVDC价值链 LS Electric与GE Vernova成立合资企业本土化生产GW级换流阀 并获得了5.6万亿韩元的HVDC变压器订单 晓星重工投资超过2500亿韩元建设HVDC变压器工厂 目标提升产能20%并获取更多海外订单[6][61][99] **4 全球各地区HVDC发展驱动因素** * **欧洲**: 海上风电和跨境互联是主要驱动力 欧盟设定了2030年跨国输电能力达到发电量15%的目标[40][43][168][170] * **美国**: 制造业回流和AI数据中心发展推高电力需求增长预期 5年全美电力需求增长预测已从2022年的2.8%上调至2024年的~15% 但电网互联审批缓慢 仅14%的并网申请获得许可[141][142][143] * **中国**: 可再生能源基地远离负荷中心 需要特高压线路进行远距离输电 跨省跨区输电量在2020-24年间以~8%的CAGR增长[64][65][71] * **中东 拉美 非洲**: 这些新兴市场是未来电网投资的重点区域 中东和北非的HVDC线路长度在2024-30年间预计有~30%的CAGR 拉美的输电投资预计从目前的~30亿美元/年增长至2050的~200亿美元/年[187][204][213] 其他重要内容 * **VSC技术成为主流**: 电压源换流器（VSC）相比线路换相换流器（LCC）虽贵18-25% 但因对电网扰动更小 所需空间更少 已成为欧洲市场的首选技术 尤其适用于海上风电[48][49] * **中国企业技术突破与出口**: 中国企业成功参与德国BorWin6海上风电HVDC项目（国电南瑞供应换流阀 许继电气供应控制监测系统） 展示了进入高端市场的能力[86][88] * **巨大的投资需求**: 报告援引多方数据预测了各地区巨大的电网投资需求 例如印度计划在2022-27年间在输电系统上投资4.2万亿卢比 东盟地区年电网投资预计从约100亿美元翻倍至200亿美元[102][136] * **公司估值与评级**: 报告提供了涵盖公司的详细估值表（市盈率 市净率 ROE等）和摩根大通的投资评级（如OW-超配 N-中性）[11][27] **引用来源**: [2][6][9][11][14][27][40][43][48][49][55][56][61][64][65][71][78][84][86][88][99][102][136][141][142][143][168][170][187][204][213]

财务数据和关键指标变化 - 第二季度营收1.165亿美元 同比增长15.1% 主要得益于学生人数增长 [22] - 调整后EBITDA达1050万美元 同比增长56% 若包含已出售的Summerlin校区则同比增长68% [25] - 净收入160万美元 稀释每股收益0.05美元 调整后净收入270万美元 每股0.09美元 [26] - 期末现金及等价物6370万美元 受教育部资金拨付时间影响暂时性减少 [27][28] - 全年营收指引上调至4.9-5亿美元 调整后EBITDA指引上调至6000-6500万美元 [30] 各条业务线数据和关键指标变化 - 交通运输类技能培训项目学生增长32% 有机增长达23% [23] - 医疗健康类项目下降8% 主要因Paramus护理项目暂停及淘汰表现不佳课程 [24][50] - 新教学模式Lincoln 10.0提升教学效率 结合线上线下课程缩短毕业时间 [9][10] - 护理项目正进行教学模式改革 计划从两班制转为三班制以提升经济效益 [52] 各个市场数据和关键指标变化 - 亚特兰大East Point校区学生增长速度超预期 原计划36个月目标已在18个月达成 [11] - 纳什维尔新校区表现强劲 10月将新增电气和HVAC课程 [12] - 费城汽车课程已迁至Levittown新校区 9月将新增焊接/HVAC/电气课程 [13] - 休斯顿校区获最终监管批准 首批课程将于10月开课 比原计划提前1个月 [14] 公司战略和发展方向和行业竞争 - 计划每年新增2个校区 目标单校区第四年实现2500-3000万美元年营收及700-1000万美元EBITDA [14] - 2027年营收目标5.5亿美元 调整后EBITDA目标9000万美元 [18] - 重点发展高中共享计划 允许学生在高中阶段提前修读技能课程 [13] - 与Johnson Controls等企业合作扩展 解决劳动力技能缺口 [15] 管理层对经营环境和未来前景的评论 - 联邦学生贷款政策变化预计不会产生重大财务影响 [17] - 行业技能缺口持续扩大 海军/电力/制造业等领域需求强劲 [18] - 营销效率提升13% 坏账率持续下降 [25] - 技术变革推动课程持续更新 确保教学内容与行业同步 [10] 其他重要信息 - 2025年资本支出指引上调至7500-8000万美元 主要用于校区扩建 [29][30] - 计划2026年更新长期指引 并举办投资者日活动 [40] - 军事学生占比不足10% 正申请学位授予资格以重新服务退伍军人 [58][59] 问答环节所有的提问和回答 学生增长相关问题 - Q3学生人数预计持平 Q4恢复18-20%增长 [33][34] - East Point校区四大课程(汽车/HVAC/电气/焊接)均表现优异 [67] 医疗健康业务 - 护理项目重组中 计划通过混合教学模式提升经济效益 [52] - 正申请三州护理学位授予资格 为开展RN课程做准备 [53] 资本开支与回报 - 新校区典型投资1700万美元 预计20个月后产生600-700万美元现金流 [94] - 2026年资本开支将低于2025年 主要用于长岛新校区 [81] 运营效率 - 营销转化率提升源于市场认知度提高及学生需求变化 [73] - 纳什维尔新校区显著改善员工保留率 [77] 政策影响 - 劳动力佩尔助学金计划目前机会有限 [39] - 国防部学费援助计划变更影响暂未评估 [56]

行业与公司概述 - 行业：数据中心电源与液冷技术行业 - 公司：涉及国内电源企业（如和望、欧陆通、迈米、中恒）、海外科技巨头（Meta、英伟达、微软、谷歌）及液冷技术相关公司（英维克、思泉新材等）[1][2][5][18] --- 核心观点与论据 **电源技术升级与市场机会** 1. **功率需求升级**：数据中心电源功率从3千瓦→5.5千瓦→12千瓦甚至更高，技术门槛提升淘汰部分老供应商，为国内企业进入海外市场创造机会[1][2] 2. **HVDC架构加速落地** - Meta计划2026年Prometheus项目采用±400伏HVDC方案（比预期提前1年）[1][3] - 英伟达2027年Ruben Ultra配套800伏HVDC架构，海外推进速度超预期[1][3] - 国内企业需提前布局（研发周期12-14个月，总周期1.5-2年）[4] 3. **HVAC趋势明确**：英伟达Robin Ultra单机柜功率达600千瓦以上，HVAC可降低铜牌成本及电流损耗[6] **固态变压器（SST）优势** - 直接转换10千伏电网→800伏直流供电，减少50%电缆用量，效率比边柜电源高0.5个百分点，北美高电价地区更倾向采用[8] **液冷技术趋势** 1. **渗透率加速**：当前20%→2025年底预计50%，驱动因素包括高算力芯片需求、系统效率提升及节能政策[10][13] 2. **海外巨头动向**：微软所有数据中心将支持液冷系统，GB300机柜2026年液冷比例近100%[12][14] 3. **国内进展**：华为CM384架构液冷占比70%，政策要求新建数据中心PUE≤1.25，推动液冷改造[13][15] **国内外市场差异与机会** - **海外市场**：算力规模大、技术迭代快（如HVDC、SST），国内企业需突破高压大功率技术（如台达ACDC报价5元/瓦 vs 国内HVDC 0.5元/瓦）[5][6] - **国内市场**：政策补贴（如上海6亿元算力券）、分/业同源架构灵活应对需求[15][16] --- 其他重要内容 1. **催化剂事件**： - 2025年10月全球OCP大会公布新技术路线 - Meta 2026年Q1投建数据中心，国内企业供应链切入机会[11] 2. **国产替代逻辑**：液冷服务器需求增长推动国内厂商送样认证（解决台企漏液问题），关注英维克、申菱环境等[14][18] --- 数据与单位引用 - 功率数据：3千瓦→5.5千瓦→12千瓦→600千瓦（单机柜）[1][6] - 价格对比：台达ACDC 5元/瓦 vs 国内HVDC 0.5元/瓦[5] - 液冷渗透率：20%→50%（2025年底）[10] - 政策目标：新建数据中心PUE≤1.25[13]