[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

财务表现 - 2025年第二季度总收入达2.48亿美元 同比增长8.5% 主要受检验与热处理(IHT)板块及美国机械服务(MS)业务驱动 [6] - IHT板块收入增长15.2%至1.304亿美元 其中美国业务增长13.4% 加拿大业务增长31.4% [4][12] - MS板块收入增长1.9%至1.176亿美元 美国业务增长6.6% 但国际业务下滑抵消部分增长 [6][12] - 调整后EBITDA增长12.4%至2450万美元 利润率提升40个基点至9.9% [4][9] 成本优化 - 成本优化计划预计实现年化SG&A节约约1000万美元 其中2025年下半年将实现600万美元 [4] - 调整后SG&A费用占收入比例从19.8%降至18.9% [7][8] - 公司正通过供应链优化应对潜在关税成本压力 [4] 业务板块 - IHT板块运营利润增长26.7%至1578万美元 主要受益于美国收入增长及加拿大业务改善 [12][13] - MS板块运营利润下降4.7%至1014万美元 美国业务增长被国际业务下滑抵消 [12][13] - 上半年IHT板块收入增长11.3% MS板块收入下降2.5% [16][17] 资产负债表 - 截至2025年6月30日 公司总流动性为4930万美元 包括1660万美元现金及3270万美元未使用信贷额度 [18] - 总债务从3.251亿美元增至3.702亿美元 主要因再融资及季节性营运资金需求 [19] - 净债务(非GAAP指标)为3.495亿美元 [19] 未来展望 - 预计下半年两大业务板块收入均将实现同比增长 调整后EBITDA水平提升 [5] - 目标实现全年收入增长及调整后EBITDA至少15%的同比增长 [5] - 加拿大及国际业务预计持续改善 转型计划将带来成本与利润率提升 [5]

业绩总结 - 2025年第二季度，公司总收入为122.2百万美元，同比增长16.4%[72] - 2025年上半年，公司总收入为241.2百万美元，同比增长14.2%[77] - 2023年净收入为20,754千美元，稀释每股收益为1.76美元[88] - 2024年预计净收入为30,875千美元，稀释每股收益为2.57美元[88] - 2023年调整后的净收入为29,155千美元，调整后的稀释每股收益为2.48美元[88] - 2023年调整后的EBITDA为31,765千美元[90] - 2024年预计调整后的EBITDA为63,714千美元[90] - 2025年公司预计总收入在650百万至680百万美元之间，调整后EBITDA在8000万至8600万美元之间[65] 用户数据 - 2022年ODR（Owner Direct Relationships）平均年毛利率为25.5%，2023年为29.0%，2024年为31.2%，2025年截至目前为29.0%[29] - 2022年GCR（General Contractor Relationships）平均年毛利率为13.8%，2023年为17.0%，2024年为21.1%，2025年截至目前为24.7%[29] - Limbach在2025年预计实现的总收入中，约80%来自ODR，约20%来自GCR[31] 未来展望 - 2025年预计通过收购和有机增长实现总收入增长[35] - 2025年公司预计ODR收入增长在35%至50%之间[65] 新产品和新技术研发 - Limbach的收购策略包括“嵌入式”和“扩展”收购，目标是每年增加800万至1000万美元的调整后EBITDA[46] 市场扩张和并购 - 2025年Pioneer Power Inc.（PPI）预计贡献约1.2亿美元的年收入和1000万美元的调整后EBITDA[55] - Consolidated Mechanical预计在2025年贡献约2300万美元的年收入和400万美元的EBITDA[60] - Limbach的收购价格为6610万美元，其中包括约460万美元的自有房地产[54] 财务状况 - 截至2025年6月30日，公司现金及现金等价物为389百万美元，较2024年12月31日的449百万美元下降13.3%[62] - 截至2025年6月30日，公司流动资产为2090百万美元，较2024年12月31日的2203百万美元下降5.1%[62] - 截至2025年6月30日，公司流动负债为1235百万美元，较2024年12月31日的1510百万美元下降18.2%[62] - 截至2025年6月30日，公司总债务为332百万美元，较2024年12月31日的272百万美元增加22.1%[62] 资本支出和现金流 - 2023年资本支出为2,266千美元[90] - 2024年自由现金流为36,710千美元，自由现金流转化率为82.1%[90] - 2023年非现金经营活动为18,222千美元[90]

核心观点 - Comfort Systems USA在2025年第二季度业绩远超华尔街预期，GAAP每股收益(EPS)为6 53美元，高于预期的4 84美元，GAAP收入为21 7亿美元，高于预期的19 7亿美元 [1] - 公司收入和净利润均实现两位数同比增长，季度GAAP每股收益创纪录，未完成订单(backlog)显示持续增长势头 [1] - 公司专注于运营卓越、劳动力发展、技术创新和市场多元化，通过收购战略增强能力和市场覆盖 [4] 财务表现 - GAAP收入同比增长20 1%至21 7亿美元，GAAP每股收益同比增长74 6%至6 53美元 [2] - 运营现金流同比增长33 0%至2 525亿美元，调整后EBITDA同比增长50 1%至3 341亿美元 [2] - 净利润(GAAP)同比增长72 2%至2 308亿美元，营业利润同比增长62 4%至2 999亿美元 [5] - 毛利率从2024年第二季度的20 1%提升至23 5% [5] 业务亮点 - 公司专注于商业、机构和工业设施的机械、电气和管道承包服务，包括HVAC系统设计、安装和维护 [3] - 未完成订单达到创纪录的81 2亿美元，同比增长40 7%，主要来自先进技术(如数据中心和芯片制造)、医疗保健和机构市场 [7] - 服务收入占总收入的15%，模块化建筑占19% [8] - 2025年1月完成对Century Contractors的收购，预计2025年贡献约9000万美元收入 [9] 现金流与股息 - 自由现金流增至2 222亿美元，但公司表示之前的客户预付款和递延税款等一次性因素已结束 [6][10] - 季度股息同比增长50%至每股0 45美元，2025年上半年股息支付同比增长54 5% [11][13] 未来展望 - 公司未提供明确指引，但对2026财年的项目管道表示乐观，同时警告利润率可能难以进一步提升 [12] - 公司将继续进行战略性收购，但强调高度关注战略契合度 [12]

公司动态 - 公司宣布晋升Daniel Dolson为执行副总裁兼首席战略与转型官，负责领导公司的转型工作以实现董事会设定的财务和运营目标 [1] - Daniel Dolson拥有25年以上运营和财务经验，曾在Dayton Superior Corporation担任执行副总裁，成功领导商业努力提升利润率和运营EBITDA [2] - 公司首席执行官Keith D Tucker表示对过去几年业务和财务表现的进步感到自豪，团队致力于实现转型计划目标 [3] - 公司执行董事会主席Michael J Caliel认为Daniel Dolson独特的技能和经验非常适合领导这次转型 [3] 转型计划 - 转型计划包括改进组织关键流程、产生年度成本节约和利润率提升、增加对商业战略和执行的关注以推动全球收入持续增长 [6] - Daniel Dolson将定期向公司董事会报告转型工作进展 [3] 公司概况 - 公司总部位于德克萨斯州Sugar Land，是全球领先的专业工业服务提供商，提供全套常规、专业和专有的机械、热处理和检测服务 [4] - 公司在20多个国家设有分支机构，结合技术创新和百年诚信与可靠性管理专业知识 [4] - 公司通过从常规到高度专业化的检测、状态评估、维护和维修服务，为客户的关键资产提供更高的安全性、可靠性和运营效率 [4]

公司近期表现 - 过去三个月股价飙升73.3%，远超行业37.1%的涨幅和建筑板块基准 [1] - 当前股价距52周高点553.09美元仅差2.2% [1] - 相比同行AAON（3.1%涨幅）、Watsco（-1.2%跌幅）、EMCOR（54.4%涨幅）表现突出 [2] 竞争优势 - 全国性机械、电气和管道（MEP）服务领导者，具备工业和技术领域深度布局 [2] - 大规模项目执行能力，适应复杂集成化解决方案需求增长 [2] - 模块化业务占2025年一季度总收入的19%，拥有超250万平方英尺生产存储空间 [8] 业务增长动力 - 一季度末创纪录69亿美元订单储备，同比增长16%，环比增长14% [7] - 数据中心和半导体工厂项目收入占比从30%提升至37% [7] - 技术板块收入增长显著，机构需求（医疗、教育、政府）占总收入24% [9] 战略举措 - 收购北卡罗来纳州机械承包商Century Contractors，预计年内贡献9000万美元收入 [8] - 通过股票回购向股东返还9200万美元，同时保持1.3亿美元净现金 [8] - 模块化项目扩张有助于降低季节性影响并提升资本效率 [8] 财务与估值 - 当前12个月前瞻市盈率27.24倍，低于行业平均29.11倍和五年峰值32.52倍 [11] - 2025年和2026年每股收益预估分别上调至19.28美元和20.41美元，对应年增长32.1%和5.8% [14] - 同行AAON、Watsco、EMCOR市盈率分别为30.71倍、30.72倍、22.27倍 [11] 风险应对能力 - 早期定价锁定和客户共担通胀风险的机制缓解关税压力 [10] - 大规模采购和价格对冲能力强化供应链韧性 [10] - 85%收入来自建筑工程（58%新建+27%改造），结构性增长对冲商业领域疲软 [9]

财务表现 - 2025年第一季度总收入为1.987亿美元，与去年同期基本持平 [6][12] - 检测与热处理（IHT）部门收入同比增长6.8%至1.062亿美元，机械服务（MS）部门收入同比下降7.7%至9240万美元 [12] - 综合毛利率为23.8%，较去年同期的24.4%略有下降 [6] - 调整后EBITDA为530万美元，占收入的2.7%，低于去年同期的650万美元（占3.3%）[9] - 净亏损扩大至2970万美元（每股亏损6.61美元），包含1190万美元债务清偿损失 [9] 业务运营 - IHT部门在美国核心业务收入增长8.8%，主要得益于辛辛那提实验室检测服务收入增长64%及热处理服务收入增长22% [4][12] - MS部门收入下降主要因美国呼叫服务减少及天气导致项目延期 [4][12] - 公司完成债务再融资，将混合利率降低超过100个基点，并将到期期限延长至2030年 [4][7] - 启动优化计划，预计每年节省至少1000万美元成本 [4] 资产负债表与现金流 - 截至2025年3月31日，总流动性为2910万美元，包括1280万美元现金及1630万美元未使用信贷额度 [14] - 总债务增至3.536亿美元，净债务为3.368亿美元 [15] - 第一季度运营现金流净流出2866万美元，资本支出141万美元，自由现金流为负3007万美元 [26][27][37] 未来展望 - 预计第二季度两大业务部门收入均将实现同比增长，调整后EBITDA水平改善 [5] - 目标全年实现收入增长及调整后EBITDA同比增长至少15% [5] - 加拿大及其他国际业务表现有望持续改善 [5] 非GAAP指标 - 调整后净亏损1487万美元（每股亏损3.31美元），剔除债务清偿损失等非经常性项目 [36][37] - 部门调整后EBITDA显示IHT部门同比增长39%至1162万美元，MS部门下降62%至349万美元 [29][41] - 调整后销售及管理费用占比降至22.7% [44]

公司公告 - 公司将于2025年5月12日纽约证券交易所收盘后发布2025年第一季度财报 [1] - 财报电话会议定于2025年5月13日中部时间上午10点（东部时间上午11点）举行 [1] 投资者参与方式 - 美国境内投资者可免费拨打电话(877) 270-2148参与 [2] - 国际投资者可拨打电话(412) 902-6510参与 [2] - 电话会议主题为"TEAM Inc 2025年第一季度财报电话会议" [2] - 会议将通过公司官网www.teaminc.com进行网络直播 [2] 公司概况 - 总部位于德克萨斯州Sugar Land [3] - 纽交所上市代码为TISI [3] - 全球领先的专业工业服务提供商 [3] - 业务涵盖常规/专业机械服务、热处理和检测服务 [3] - 在13个国家设有分支机构 [3] - 结合技术创新与百年行业经验 [3] 联系方式 - 首席财务官Nelson M Haight负责投资者沟通 [4] - 联系电话(281) 388-5521 [4]