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Alleged Accounting Fraud at Nortel Networks Corporation

Alleged Accounting Fraud at Nortel Networks Corporation
Alleged Accounting Fraud at Nortel Networks Corporation

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W12147 ALLEGED ACCOUNTING FRAUD AT NORTEL NETWORKS

CORPORATION1

Christine Liu wrote this case under the supervision of Professors Darren Henderson and Chris Sturby solely to provide material for

class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors

may have disguised certain names and other identifying information to protect confidentiality.

Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies

or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University

of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca.

Copyright ? 2012, Richard Ivey School of Business Foundation Version: 2012-08-20

In early January 2009, Michael O’Neil sat down to ponder his investment in the common shares of Nortel Networks Corporation (Nortel). Michael O’Neil had invested a substantial amount in Nortel shares in late

2000. With the company recently filing for bankruptcy protection in Canada and the United States, he had

almost certainly lost all of his original investment. After a series of weak financial results, Nortel’s share

price had experienced a dramatic downward spiral over the past few years. Compared to the peak price on

the New York Stock Exchange (NYSE) of US$143.06 on March 27, 2000, the shares were now virtually worthless (see Exhibit 1 for a chart of Nortel’s stock price). After O’Neil acquired his shares in 2000, the company was investigated by the Ontario Securities Commission (OSC) and the U.S. Securities and Exchange Commission (SEC). In 2007, Nortel reached settlements in which the company admitted to a

series of inappropriate accounting practices. Looking back at his losses, O’Neil wondered whether there

were any signs showing that Nortel’s reported earnings were inflated and that their financial statements

did not faithfully portray the underlying reality of the company’s financial condition. If he had detected

such signs earlier on during the term of his investment, perhaps he could have avoided a complete loss.

O’Neil compiled the company’s financial statements from the period of 1995 to 2003 (see Exhibits 2 to 4)

and started his analysis.

COMPANY HISTORY2

In 1895, the Northern Electric and Manufacturing Co. (Northern Electric) was founded to supply various electrical equipment for Canada’s newly established telephone system. In 1914, Northern Electric merged

with The Imperial Wire and Cable Company to form The Northern Electric Company Limited (Northern).

This newly formed entity was 44 per cent owned by Western Electric, a subsidiary of the American

1 This case has been written on the basis of published sources only. Consequently, the interpretation and perspectives

presented in this case are not necessarily those of Nortel Networks Corporation or any of its employees.

2 The sources for the following historical outline are https://www.doczj.com/doc/ad12969803.html,/about/history/; http://www.nortel-

https://www.doczj.com/doc/ad12969803.html,/about/history/1900-to-1939/; https://www.doczj.com/doc/ad12969803.html,/about/history/1940-to-1969/; http://www.nortel-

https://www.doczj.com/doc/ad12969803.html,/about/history/1970-to-1999/; and https://www.doczj.com/doc/ad12969803.html,/about/history/2000-to-present/; accessed on

August 6, 2012.

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2013 to September 2013.

For the exclusive use of M. SUN Page 2 9B12B023 Telephone and Telegraph Company (AT&T), and 50 per cent owned by Bell Canada. By the 1920s, Northern had distribution houses in all major Canadian cities and began to introduce products including

vacuum tubes, consumer radios and moving-picture sound systems. During the recession following the

stock market crash of 1929, Northern was forced to lay off 66 per cent of its staff. In 1937, Northern introduced the predecessor to more modern corporate phones. Then, in 1949, the American justice department forced AT&T to split off Northern; AT&T sold its 44 per cent interest to Bell Canada. Subsequent to the split, Northern had to rely on itself for technological innovation and began to invest

heavily in research.

In the 1960s, Northern published the first paper assessing whether glass fibres could be used to carry information. Northern also introduced the SP-1 switching system that made significant inroads into the

U.S. market. In the 1970s, Nortel went public, with Bell Canada reducing its ownership interest to 90 per

cent. Further, Northern introduced a full-featured digital switch that allowed it to rise to global prominence. Through the 1980s, Northern continued to expand around the world, increasing its U.S. employee base to 19,000 and establishing operations in Japan and China.

In 1995, Northern introduced the Nortel brand in celebration of its centenary anniversary. As well, the company began to move into the fast-moving Internet services sector. It was the first company to introduce the 1-Meg modem. Nortel spent US$2.6 billion on research and development (R&D) in 1996.

In 2000, Nortel became independent when Bell Canada spun off the bulk of its interest to its shareholders.

Also in 2000, Nortel was selected as Canada’s “best place to work” by Report on Business magazine.

Nortel achieved revenue over US$30 billion and spent US$4.0 billion on R&D. 3

THE TECHNOLOGY BOOM

In order to keep ahead of the technology boom of 2000, Nortel went through drastic restructuring to outsource its manufacturing capabilities to other businesses and went on a buying spree. It often used its

own share capital to acquire smaller players in the industry in order to take advantage of their R&D capabilities. In 2000 alone, Nortel acquired 11 companies for a total of US$19.7 billion.4 These strategic transformations initially did help boost the telecom equipment maker’s performance in the market. It was estimated that Nortel’s products carried 75 per cent of the Internet traffic in North America near the end

of the 1990s.5

The competitive landscape in the telecom sector consisted of several large players and numerous specialized smaller players. Demand was largely dependent on consumers’ disposable incomes and businesses’ profitability because technology products and services were expensive to purchase and maintain. The profitability of companies in this industry was highly driven by the ability to innovate by developing and marketing new products and services. It was a capital-intensive business, which gave

large corporations with positive cash flows and low borrowing costs an advantage in acquiring leading-

edge research facilities and manufacturing equipment. Nortel’s major direct competitors were Cisco Systems Inc. and Lucent.

Perceived to be an Internet company, common shares of Nortel participated in the “dot-com bubble”

during the late 1990s that propelled valuations to extreme highs. At one point, the company alone made

3 Nortel Networks Corporation 2000 Annual Report, p. 6 and 45; obtained from https://www.doczj.com/doc/ad12969803.html,.

4 Ibid, p. 58.

5 https://www.doczj.com/doc/ad12969803.html,/about/history/1970-to-1999/.

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up more than 35 per cent of the value of the Toronto Composite Index (TSE 300) during the technology

boom.6 The fluctuations in Nortel’s performance virtually dictated the rise and fall of the Canadian stock market. However, with the powerful “Nortel effect” also came the risk that if the company ever performed poorly, the entire index would fall along with it.7 This was exactly what happened on October

25, 2000, when Nortel’s CEO, John Roth, issued the first of a series of sales warnings, and the stock tumbled from Cdn$96.10 to Cdn$71.55, causing the TSE 300 to fall by 840 points in a single day.8 Then throughout 2001, Nortel experienced even more sales decreases and began a number of layoffs that reduced its global workforce by nearly 50,000 employees.9 Roth stepped down as CEO in that year and

was replaced by Frank Dunn. Nortel’s stock price ended 2001 at Cdn$11.90.10

Due to a general decline in the technology industry, the company’s major customers, such as service providers as well as telephone and data carriers, lost much of their own bottom-line profitability. Consequently, they required less equipment from Nortel, which negatively impacted Nortel’s sales and earnings. Further, most of the companies that Nortel had spent billions of dollars acquiring significantly dropped in value. By the end of 2001, the company was forced to announce a series of further job cuts.

Despite its efforts to reduce costs, Nortel still suffered a huge loss of US$27.3 billion in fiscal 2001.11 In

the following year, the company’s long-term debt was downgraded to junk status by Moody’s and Standard & Poor’s.12 By September 2002, Nortel’s shares had plunged by more than 99 per cent to

US$0.54 from its all-time high just two years earlier.13

In April 2003, Nortel reported its first quarterly profit in three years, and its business seemed to be recovering.14 In October of the same year, however, the company announced the first of a series of four restatements that were issued between 2003 and 2007.15 Further, regulators investigated the company’s accounting practices, leading to a US$35 million settlement with the SEC in October 2007 and a Cdn$1

million settlement with the OSC in May 2007.16 The SEC also filed civil fraud charges against certain

former Nortel employees. Finally, Nortel paid US$2.4 billion in cash and shares to settle class-action lawsuits with investors who alleged that Nortel had committed accounting fraud.17 Exhibit 5 summarizes

some of the key dates in Nortel’s corporate history.

6 Dave Ebner, “Nortel Loses Top Spot in Value Ranking to Royal, But Grabs It Back,” The Globe and Mail, Toronto, August

11, 2001.

7 Barry Critchley, “Active Manager was King in 2000,” Financial Post Investing, Toronto, February 13, 2001.

8 Michael Lewis, “Global Telecoms Tremble as Nortel Shock Spreads: Will Roth Deliver – Or Crash and Burn?: Credibility on

Line for Nortel CEO Over Forecast of 40% to 50% Growth,” Financial Post, Toronto, October 26, 2000.

9 Caroline Alphonso, “Nortel Stock Sinks to 6?-year Low,” The Globe and Mail, Toronto, April 6, 2002.

10 Canadian Financial Markets Research Centre, accessed on August 6, 2012.

11 Nortel 2001 Annual Report, p. 57.

12 Simon Tuck, “Nortel Debt Cut to ‘Junk’ Status; Downgrade Pushes Stock to 6-year Low,” The Globe and Mail, Toronto,

April 5, 2002.

13 The Center for Research in Security Prices monthly stock file, accessed on November 6, 2011.

14 Nortel Networks Corporation 2003 First Quarter Shareholders Report, p. 1, obtained from https://www.doczj.com/doc/ad12969803.html,.

15 David Friend, “Nortel to Restate Results Over New Errors; Telephone Equipment Maker to Delay Filing with U.S.

Securities Regulator,” The Toronto Star, Toronto, March 2, 2007.

16 Chris Sorensen, “Nortel Settles with SEC; Telecom-gear Maker Agrees to Pay $35 Million U.S. in a Deal That Will

Resolve U.S. Civil Fraud Allegations,” The Toronto Star, Toronto, October 16, 2007.

17 David Voreacos and Cynthia Cotts, “Judges OK US$2.4B Settlement from Nortel: Cash, Shares Deal to Repay Investors

in Fraud Lawsuits,” National Post, Toronto, December 27, 2006.

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O’Neil first attempted to understand the underlying accounting issues at Nortel by reading documents

filed by the OSC and the SEC. He obtained a copy of the “Settlement Agreement Between Staff of the

Ontario Securities Commission and Nortel”18 as well as a copy of the civil securities fraud complaint filed

by the SEC against four former Nortel executives.19

Revenue Recognition

The OSC settlement stated that Nortel, driven by the need to meet targeted revenue and earnings targets

for the fiscal year ended December 31, 2000, had inappropriately changed revenue recognition policies.20

This was accomplished in part by the use of “bill and hold” transactions, where revenue is recognized

prior to delivery of a product. The SEC alleged that Nortel approached certain customers to execute so-

called “risk of loss” letters that would result in the recorded sale of inventory in 2000 for items shipped subsequent to year end.21 This was in direct conflict with U.S. GAAP, which required that such transactions be initiated by buyers (not sellers). See Exhibit 6 for U.S. GAAP requirements for bill and

hold transactions. Nortel was so successful in meeting its revenue targets via these transactions that it

later allegedly reversed certain low-margin transactions in order to reduce revenues while maintaining earnings.22

The SEC also alleged that Nortel improperly recognized revenues via its subsidiary Telamon Corporation (Telamon). Certain customers of Nortel were required to make a percentage of purchases from minority-

or women-owned businesses.23 As a result, they would make purchases from Telamon (as a “pass-through entity”) instead of Nortel because Telamon met the necessary criteria. Nortel allegedly recognized revenue when merchandise was shipped to Telamon, despite the fact that it continued to assume the risks

and rewards of ownership of the inventory. In substance, such sales were consignment sales and should

have been accounted for as such.

As a result of these alleged transactions, Nortel met its financial expectations for the fourth quarter of

2000. This included reported revenue of US$8.8 billion for the quarter (34 per cent higher than 1999).24

Provisions

The OSC settlement also stated that Nortel had improperly recorded and released certain accrued liabilities and provisions in order to meet various profitability targets.25 U.S. GAAP dictated that contingent liabilities could be recorded when it was probable that an amount would be paid and that the

amount could be reasonably estimated. In addition, where a possible range existed, it would be appropriate to record the liability at the bottom end of the range.26

18 https://www.doczj.com/doc/ad12969803.html,/corporate/investor/collateral/set_20070516_nortel_networks.pdf, accessed November 7, 2011.

19 https://www.doczj.com/doc/ad12969803.html,/litigation/complaints/2007/comp20036.pdf, accessed November 7, 2011.

20 The Ontario Securities Commission (2007), “Settlement Agreement Between the Staff of the Ontario Securities Commission and Nortel”, Toronto, p. 3.

21 U.S, District Court for the Southern District of New York, Civil Action No. 07-CV-2058, p. 17-18.

22 Ibid, p. 21.

23 Ibid, p. 19-20.

24 Ibid, p. 23.

25 Ontario Securities Commission, “Settlement Agreement,” p. 3-4.

26 Under IFRS, when no point in a range is most likely, firms would accrue a liability at the mid-point of the range.

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In the middle of 2002, Nortel began to suggest to the investment community that it would return to profitability by the second quarter of 2003. As 2002 unfolded, it became clear that the company would

actually be profitable in the fourth quarter of 2002 on a pro forma basis, and this would trigger the payment of bonuses to various executives.27 The SEC alleges that Nortel created unsubstantiated reserves

to reduce 2002 profitability to avoid becoming profitable before management’s projections. Further, the

SEC alleges that reserves were released in 2003 to help meet earnings expectations. 28

EVALUATION OF NORTEL’S FINANCIAL REPORTING QUALITY

After reading about Nortel’s alleged accounting manipulations, O’Neil looked at the company’s financial statements to evaluate the quality of its financial reporting. He knew that high-quality financial statements

would help users make capital allocation decisions and to assess management’s stewardship of the company’s assets. Ideally, the statements should help users predict the entity’s ability to generate future

cash flows. While GAAP earnings were generally perceived to be the most useful metric to meet these needs, O’Neil recognized that GAAP earnings were subject to substantial discretion due to the choice of accounting policies and accounting estimates.

O’Neil began specifically to consider potential red flags and warning signs related to the misstatements of revenues and provisions. For revenues, he considered the relationship between the company’s income statement and cash flow statement. High-quality earnings should be supported by cash flows from operations. O’Neil wondered what red flags would indicate that revenues were recognized prematurely.

For provisions, O’Neil considered examining the degree to which the company made discretionary accruals (i.e., estimates of future expenditures for which management is recording a provision). Starting

with the balance sheet, he considered examining net operating assets (NOA) defined as the difference between operating assets (total assets less cash) and operating liabilities (total liabilities less total debt).29 Generally, this would isolate the assets and liabilities to which any discretion could be applied. He would

then look at the absolute change in NOA from one year to the next to see whether accruals had changed materially. By dividing this change by the average NOA over the two years being examined (average NOA), O’Neil would be considering significant growth or contraction that could affect NOAs independent of management discretion. Overall, this analysis would provide him with a balance sheet accruals ratio that would measure the magnitude of change in a company’s discretionary accruals compared to its net asset base. A higher accruals ratio would suggest lower quality earnings.

Balance Sheet Accruals Ratio = [NOA(this year) – NOA(last year)] ÷ Average NOA

Instead of using the balance sheet, O’Neil could also measure accruals using the cash flow statement. He

could assess the difference between net income and the sum of cash flow from operations and cash flow

from investing.30

Cash Flow Statement Accruals Ratio = [Net Income – (CF from operations + CF from investing)]

÷ Average NOA

27 Ibid.

28 U.S. District Court, Civil Action No. 07-CV-2058, p. 32-40.

29 Analysis and ratios suggested by CFA Level II Program Curriculum Volume 2: Financial Reporting and Analysis, CFA

Institute, Charlottesville, 2011, p. 364-68.

30 Ibid.

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O’Neil knew that any such analysis would have to be placed in context, which would mean considering

the company’s trend over a period of time and comparing this to other companies operating in the same industry.

NORTEL’S CORPORATE CULTURE AND THE SARBANES-OXLEY ACT

In the aftermath of Nortel’s restatements, in October 2003, the company’s audit committee initiated an independent review with the help of numerous external consultants. The goal of the review was to understand why the financial statement misstatements had occurred and to find ways to ensure that misstatements would not recur. The independent review made note of negative characteristics that were pervasive within the management, organizational structure and internal controls of Nortel:

?“Management “tone at the top” conveyed the strong leadership message that earnings targets could be met through application of accounting practices that finance managers knew or ought to have known

were not in compliance with U.S. GAAP and that questioning these practices was not acceptable;

?Lack of technical accounting expertise which fostered accounting practices not in compliance with U.S. GAAP;

?Weak or ineffective internal controls which, in turn, provided little or no check on inaccurate financial reporting;

?Operation of a complicated “matrix” structure which contributed to a lack of clear responsibility and accountability by business units and by regions; and

?Lack of integration between the business units and corporate management led to a lack of transparency regarding provisioning activity to achieve internal EBT [earnings before tax] targets.”31

By the 2004 fiscal year, Nortel was required to report under the provisions of the Sarbanes-Oxley Act (SOX). Among other requirements, SOX required companies to assess the design and operating effectiveness of internal controls over financial reporting (ICOFR) and to have external auditors express

an opinion on management’s assessment. In its first ICOFR audit, Nortel identified a series of material weaknesses that suggested deficiencies in the company’s financial reporting environment. These weaknesses were not unlike those identified by the 2003 independent review. As a result, the company’s

auditors concluded in their audit report that Nortel had not maintained effective internal control over financial reporting.

O’Neil read the SOX audit report and related internal control weaknesses. SOX had been implemented subsequent to his purchase of Nortel common shares; however, he wondered how this increased disclosure would have affected his investment decision had he known about Nortel’s control environment earlier.

CONCLUSION

It was now January 2009, and Nortel had just filed for bankruptcy protection in the United States and Canada. Looking back at his investment in Nortel, O’Neil felt both regretful and confused. Where had he

gone wrong? When he purchased the company’s stock, they were trading at well above $100 per share.

Yet now, the shares were virtually worthless. After examining the OSC and SEC reports on Nortel,

O’Neil wondered if there were clear red flags that he could have seen by examining the company’s financial results and disclosures in more detail. O’Neil hoped to learn from this situation so that he would

be more vigilant when evaluating future investing decisions.

31 Nortel Networks Corporation 2003 Annual Report, p. 96.

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Exhibit 1

NORTEL MONTHLY STOCK PRICE CHART

Source: The Center for Research in Security Prices monthly stock file, accessed on November 6, 2011

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E x h i b i t 2

N O R T E L N E T W O R K S C O R P O R A T I O N C O N S O L I D A T E D S T A T E M E N T S O F O P E R A T I O N S Y e a r s E n d e d D e c e m b e r 31 (i n m i l l i o n s o f U .S . d o l l a r s , e x c e p t f o r p e r s h a r e a m o u n t s )

R e s t a t e d R e s t a t e d 2003 2002 2002 2001 2001 2000 1999 1998 1997 1996 1995 R e v e n u e s 10,193 11,022 10,520 18,912 17,396 30,195 22,217 17,575 15,449 12,847 10,672 C o s t o f r e v e n u e s 5,851 7,112 7,153 14,616 14,246 17,065 12,597 10,050 9,111 7,714 6,379 G r o s s P r o f i t 4,342 3,910 3,367 4,296 3,150 13,130 9,620 7,525 6,338 5,133 4,293

S e l l i n g , g e n e r a l a n d a d m i n 1,949

2,585

2,649 6,231 5,801 5,653 4,102 3,093 2,714 2,195 1,923 R e s e a r c h a n d d e v e l o p m e n t 1,922

2,004

2,156 2,964 3,077 3,829 2,908 2,453 2,147 1,813 1,579 P u r c h a s e d i n -p r o c e s s R &D 216 717 722 1,241 A c q u i r e d t e c h n o l o g y 101 162 20 811 574 804 686 228 G o o d w i l l a m o r t i z a t i o n 3,853 2,024 2,936 639 240 48 45 39 S t o c k o p t i o n c o m p e n s a t i o n 99 G o o d w i l l i m p a i r m e n t 605 274 11,761 S p e c i a l c h a r g e s 288 1,514 1,552 3,413 7,128 273 209 447 95 O p e r a t i n g e a r n i n g s

82 (2,960) (3,284) (24,953) (15,454) (1,181) 354 (177) 1,334 1,080 752 E q u i t y i n n e t e a r n i n g s o f a s s o c . c o m p a n i e s (37) (18) (11) (150) (135) (33) (13) (19) 14 (8) 7 I n v e s t m e n t a n d o t h e r i n c o m e (e x p e n s e ) 412 5 3 (364) (321) 1,082 357 234 (14) 47 107 N o n -c o n t r o l l i n g i n t e r e s t (63) 13 (33) I n t e r e s t e x p e n s e : L o n g -t e r m d e b t (244) (283) (131) (223) (172) (86) (101) (117) (131) (122) (126) I n t e r e s t e x p e n s e : O t h e r (28) (52) (41) (103) (119) (82) (71) (115) (38) (53) (34) G a i n (l o s s ) o n s a l e o f b u s i n e s s 7 12 22 (138) 125 258 102 E a r n i n g s b e f o r e i n c o m e t a x e s

129 (3,283) (3,442) (25,964) (16,076) (300) 526 64 1,267 944 706

I n c o m e t a x p r o v i s i o n (b e n e f i t ) (18) (474) (414) (2,653) (2,933) 1,018 696 601 438 321 233

N e t e a r n i n g s

147

(2,809) (3,028) (23,311) (13,143) (1,318) (170) (537) 829 623 473

N e t e a r n i n g s (l o s s ) f r o m d i s c . o p s – n e t o f t a x 184

(101) (2,429)

(2,555) D i v i d e n d s o n p r e f e r r e d s h a r e s 22 27 31 27 32 17 4 4 N e t e a r n i n g s a p p l i c a b l e t o c o m m o n s h a r e s 331 (2,910) (3,050) (25,740) (15,725) (1,349) (197) (569) 812 619 469

S o u r c e : N o r t e l A n n u a l R e p o r t s (1997–2003)

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Exhibit 3

NORTEL NETWORKS CORPORATION CONSOLIDATED BALANCE SHEETS

At December 31 (in millions of U.S. dollars, except for per share amounts)

Restated

2003 2002 2002 2001 2000 1999 1998 1997 1996 Assets:

Current Assets

Cash and ST investments 4,064 4,042 4,065 3,467 1,571 2,257 2,281 1,371 730 Accounts Receivable 2,504 2,229 1,994 2,925 8,164 6,786 5,462 4,880 4,091 Inventories 1,190

1,569 4,312 2,956 1,687 1,765 1,679

889

1,507

Prepaid expenses and other 315 651 495 849 1,594 291 223 155 94

Future income taxes 369 798 797 1,401 739 778 664 376 276

Income taxes recoverable 90 114 58 790

Current assets of disc. ops 212 698

8,532 9,341 8,510 11,699 16,380 13,068 10,317 8,547 6,870

Long-term Receivables 203 1,819 1,567 573 334 527 Investments 139 203 224 253 808 563 521 285 202

2,040 2,035

Plant and Equipment – Net 1,651 1,692 1,441 2,461 3,354 2,458

2,263

Goodwill and Intangibles 1,440 1,389 1,112 1,405 8,693 4,520 5,620 853 942

Future income taxes 3,200 2,438 2,652 2,141 283

Other Assets 399 769 657 694 560 421 438 495 327

Long-term assets of disc. ops 283

Total Assets 15,361 15,832 14,596 19,139 31,897 22,597 19,732 12,554 10,903 Liabilities:

Current Liabilities

Notes Payable 17 30 100 429 317 222 186 180 95

Trade and other payables 861 803 919 1,628 3,479 2,591 1,555 1,405 1,161 Accrued Payroll 764 485 513 615 914 124 183 327 278

Other accrued liabilities 3,246 4,661 5,114 6,497 3,679 4,295

3,697

2,591 2,110 Income taxes payable 306 493 253 157 122

Long-term debt (current) 119 243 233 384 445 65 19 223 5

5,007 6,222 6,879 9,553 9,140 7,790 5,893 4,883 3,771 Deferred income 0 0 0 153 105 54 77 28 20

Long-term debt 3,509 3,498 1,837 2,273 1,469 1,624 1,648 1,565 1,663

Future income taxes 204 334 363 580 720 124 94 169 97

Other liabilities 1,791 1,917 1,504 1,308 1,031 395 366 367 350

7,012 5,901

8,078

Total liabilities 10,511 11,971 10,583 13,867 12,465 9,987

Minority interest 617 631 78 100 195 92 89 132 126 Shareholders' Equity:

Preferred shares 0 0 536 536 609 609 609 609 367 Common shares 32,856 32,377 1,794 2,694 17,600 10,077 8,553

1,609 1,461 Retained earnings (32,086) (32,368) (19,691) (16,116) (391) 2,156 2,568 3,514 3,290 Additional paid-in capital 2,471 2,462 22,134 18,939 2,021 135 199

Currency translation adj 992 759 (838) (881) (602) (459) (364) (322) (242)

11,565 5,410 4,876

12,518

Total shareholders' equity 4,233 3,230 3,935 5,172

19,237

Total liab. and share. equity 15,361 15,832 14,596 19,139 31,897 22,597

19,732 12,554 10,903 Source: Nortel Annual Reports (1997–2003).

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E x h i b i t 4 N O R T E L N E T W O R K S C O R P O R A T I O N C O N S O L I D A T E D S T A T E M E N T S O

F C A S H F L O W S Y e a r s E n d e d D e c e m b e r 31 (i n m i l l i o n s o f U .S . d o l l a r s , e x c e p t f o r p e r s h a r e a m o u n t s )

R e s t a t e d R e s t a t e d 2003 2002 2002 2001 2001 2000 1999 1998 1997 1996 1995

C a s h f l o w s f r o m (u s e d i n o p e r a t i n g a c t i v i t i e s )

N e t e a r n i n g s (l o s s f r o m c o n t i n u i n g o p e r a t i o n s ) 147 (2,809) (3,028) (23,311) (13,143) (938) (74) (537) 829 623 473A m o r t i z a t i o n a n d d e p r e c i a t i o n 539 697 557 5,659 3,313 4,965 2,581 2,259 546 525 503 N o n -c a s h p o r t i o n o f s p e c . c h a r g e s a n d a s s e t w r i t e d o w n s 87 1,165 803 13,119 4,849 139 57 E q u i t y i n n e t l o s s o f a s s o c i a t e d c o m p a n i e s 37 18 11 150 135 29 13 24 (6) 8 (2) F u t u r e i n c o m e t a x e s (21) (446) (121) (1,415) (2,732) (195) 39 59 71 (50) (81) (G a i n ) l o s s o n s a l e o r w r i t e d o w n o f i n v e s t m e n t s (54) 27 5 506 229 (1,058) (324) (177) (93) O t h e r – n e t (504) (183) 555 (1,621) 25 575 (98) (155) (28) (70) (51) C h a n g e i n o p e r a t i n g a s s e t s a n d l i a b i l i t i e s (124) 761 428 7,119 7,834 (2,511) (652) 113 (519) (102) (1,065) N e t c a s h f r o m (u s e d i n ) o p e r a t i n g a c t i v i t i e s o f c o n t . o p s 107 (770) (790) 206 510 1,006 1,542 1,586 800 934 (223)

C a s h f l o w s f r o m (u s e d i n ) i n v e s t i n g a c t i v i t i e s

E x p e n d i t u r e s f o r p l a n t a n d e q u i p m e n t (171) (352) (335) (1,302) (1,267) (1,840) (823) (642) (575) (601) (577) P r o c e e d s o n d i s p o s a l s o f p l a n t a n d e q u i p m e n t 38 406 236 208 208 33 24 27 5 38 16 A c q u i s i t i o n s o f i n v e s t m e n t s a n d b u s i n e s s e s (58) (29) (29) (79) (89) (389) (653) 115 (167) (197) (40) P r o c e e d s o n s a l e o f i n v e s t m e n t s a n d b u s i n e s s e s 107 104 61 604 604 1,633 962 751 390 113 4 C h a n g e i n l o n g -t e r m r e c e i v a b l e s (196) (342) (336) (679) (356) 194 (132) (33) N e t c a s h f r o m (u s e d i n ) i n v e s t i n g a c t i v i t i e s o f c o n t . o p s

(84) 129 (263) (569) (886) (899) (1,169) (105) (153) (779) (630)

C a s h f l o w s f r o m (u s e d i n ) f i n a n c i n g a c t i v i t i e s

D i v i d e n d s o n c o m m o n s h a r e s 0 0 (22) (123) (27) (84) (231) (210) (167) (133) (111) I n c r e a s e (d e c r e a s e ) i n n o t e s p a y a b l e – n e t (45) (336) (321) (230) 140 116 70 6 95 (83) 74 P r o c e e d s f r o m l o n g -t e r m d e b t 0 35 35 3,407 1,651 268 194 56 164 457 19 R e p a y m e n t s o f l o n g -t e r m d e b t (270) (611) (478) (870) (869) (78) (116) (281) (38) (347) (14) I s s u a n c e o f c o m m o n a n d p r e f e r r e d s h a r e s 3 863 2,287 146 1,800 206 521 125 418 482 28 O t h e r – n e t (47) 585 (536) (66) (36) (37) (22) (227) (467) (7) 0 N e t c a s h f r o m (u s e d i n ) f i n a n c i n g a c t i v i t i e s o f c o n t . o p s (359) (49) 1,501 2,330 2,695 428 438 (304) 472 376 (4)

E f f e c t o f f o r e i g n e x c h a n g e r a t e c h a n g e s o n c a s h 176 74 74 (10) (10) (25) (2) (40) (11) 4 0 N e t c a s h f r o m (u s e d i n ) c o n t i n u i n g o p e r a t i o n s (160) (616) 522 1,957 2,309 510 809 1,137 1,108 535 (857) N e t c a s h f r o m (u s e d i n ) d i s c o n t i n u e d o p e r a t i o n s 368 341 363 (35) (377) (1,159) (811) 0 0 0 0 N e t i n c r e a s e (d e c r e a s e ) i n c a s h a n d c a s h e q u i v a l e n t s 208 (275) 885 1,922 1,932 (649) (2) 1,137 1,108 535 (857) C a s h a n d c a s h e q u i v a l e n t s a t b e g i n n i n g o f y e a r 3,793 3,483 3,467 1,627 1,571 2,257 2,281 1,371 730 202 1,059 C a s h a n d c a s h e q u i v a l e n t s a t e n d o f y e a r

4,001 3,208 4,352

3,549 3,503 1,608 2,279 2,508 1,838 737 202

S o u r c e : N o r t e l A n n u a l R e p o r t s (1997–2003).

For the exclusive use of M. SUN

This document is authorized for use only by Minwen Sun in Fraud Preventin 2013 taught by Schumann from March 2013 to September 2013.

For the exclusive use of M. SUN Page 11 9B12B023

Exhibit 5

TIMELINE OF KEY DATES IN NORTEL’S HISTORY

September, 1998 - Company changes name to Nortel Networks from Northern Telecom underlining its

shift toward data and multimedia networking from telecommunications.

May 1, 2000 - BCE Inc., Canada's biggest telecommunications group, completes spinoff to shareholders

of 35 per cent stake in Nortel, worth about CDN$88.5 billion (US$75.6 billion).

July, 2000 - Nortel shares reach a high of CDN$124.50, or more than CDN$1,100 each if adjusted for a

stock consolidation that took place in late 2006, giving it a market cap of more than $250 billion.

October 24, 2000 - Stock drops about 20 per cent after company misses revenue target.

February 15, 2001 - Nortel cuts 2001 earnings and sales forecasts in half, blaming severe erosion in U.S. economic conditions. The warning triggers a 33 per cent drop in its stock and brings class-action lawsuits.

May 29, 2002 - Nortel plans to cut 3,500 jobs and sell more assets as it pares its revenue forecast.

June 4, 2002 - Nortel shares collapse to decade-long lows on concerns that new financing will further

dilute its stock. Cash-hungry Nortel raises $1.49 billion on June 7.

October 23, 2003 - Nortel reports a quarterly profit but says it will restate results going back to 2000.

March 15, 2004 - Nortel says it will likely restate results for a second time and delay filing its annual

report.

April 5, 2004 - The U.S. Securities and Exchange Commission launches a formal investigation into

Nortel's accounting.

January 11, 2005 - Nortel restates its results and says 12 senior executives will repay $8.6 million of

bonuses.

October 17, 2005 – Motorola’s No. 2 executive, Mike Zafirovski, is appointed CEO, promising renewed

growth and focus.

October 15, 2007 - Nortel pays $35 million to settle civil charges filed by the SEC related to its

accounting scandal.

September 17, 2008 - Nortel cuts its revenue forecast, plans another round of restructuring and

announces the sale of its Metro Ethernet Networks business. It says it may also look for a partner to

develop fourth-generation wireless technology.

November 10, 2008 - Nortel announces 1,300 layoffs, a freeze on salary increases and a review of its

real-estate portfolio after posting a US$3.4 billion quarterly loss.

January 14, 2009 - Nortel files for Chapter 11 bankruptcy protection in the United States.

Source: “TIMELINE: Key Dates in the History of Nortel,” Reuters, https://www.doczj.com/doc/ad12969803.html,/article/2009/01/15/us-nortel-

timeline-sb-idUSTRE50D3N120090115, accessed March 26, 2011.

This document is authorized for use only by Minwen Sun in Fraud Preventin 2013 taught by Schumann from March

2013 to September 2013.

For the exclusive use of M. SUN Page 12 9B12B023

Exhibit 6

U.S. GAAP: BILL AND HOLD TRANSACTIONS

1. The risks of ownership must have passed to the buyer;

2. The customer must have made a fixed commitment to purchase the goods, preferably in written

documentation;

3. The buyer, not the seller, must request that the transaction be on a bill and hold basis. The buyer must

have a substantial business purpose for ordering the goods on a bill and hold basis;

4. There must be a fixed schedule for delivery of the goods. The date for delivery must be reasonable

and must be consistent with the buyer's business purpose (e.g., storage periods are customary in the

industry);

5. The seller must not have retained any specific performance obligations such that the earning process

is not complete;

6. The ordered goods must have been segregated from the seller's inventory and not be subject to being

used to fill other orders; and

7. The equipment [product] must be complete and ready for shipment.

Source: SEC Staff Accounting Bulletin: No. 101 – Revenue Recognition in Financial Statements;

https://www.doczj.com/doc/ad12969803.html,/interps/account/sab101.htm, accessed on July 24, 2012.

This document is authorized for use only by Minwen Sun in Fraud Preventin 2013 taught by Schumann from March

2013 to September 2013.

如何配置网络交换机配置

如何配置网络交换机配 置 集团公司文件内部编码:(TTT-UUTT-MMYB-URTTY-ITTLTY-

如何配置网络交换机配置?(图文解析)(1) 交换机的配置一直以来是非常神秘的,不仅对于一般用户,对于绝大多数网管人员来说也是如此,同时也是作为网管水平高低衡量的一个重要而又基本的标志。这主要在两个原因,一是绝大多数企业所配置的交换机都是桌面非网管型交换机,根本不需任何配置,纯属“傻瓜”型,与集线器一样,接上电源,插好网线就可以正常工作;另一方面多数中、小企业老总对自己的网管员不是很放心,所以即使购买的交换机是网管型的,也不让自己的网管人员来配置,而是请厂商工程师或者其它专业人员来配置,所以这些中、小企业网管员也就很难有机会真正自己动手来配置一台交换机。 交换机的详细配置过程比较复杂,而且具体的配置方法会因不同品牌、不同系列的交换机而有所不同,本文教给大家的只是通用配置方法,有了这些通用配置方法,我们就能举一反三,融会贯通。 通常网管型交换机可以通过两种方法进行配置:一种就是本地配置;另一种就是远程网络配置两种方式,但是要注意后一种配置方法只有在前一种配置成功后才可进行,下面分别讲述。 一、本地配置方式 本地配置我们首先要遇到的是它的物理连接方式,然后还需要面对软件配置,在软件配置方面我们主要以最常见的思科的“Catalyst1900”交换机为例来讲述。因为要进行交换机的本地配置就要涉及到硬、软件的连接了,所以下面我们分这两步来说明配置的基本连接过程。 1.物理连接

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实验三 交换机配置方式及基本命令的熟悉文档

实验三交换机配置方式及基本命令的熟悉 【实验目的】 通过对交换机设备的几种配置手段、配置模式和基本配置命令的认识,获得交换机的基本使用能力。 【实验任务】 1、认识交换机的配置方式。 2、按照给出的参考拓扑图构建逻辑拓扑图。 3、按照给出的配置参数表配置各个设备。 4、练习交换机的一些基本命令。 建议实验学时:2学时。 【实验背景】 在前面的实验中我们已经接触了Cisco的路由器运行的Cisco互联网络操作系统(ISO,Internetwork Operating System),熟悉了Cisco IOS软件内置的命令行界面(CLI,command-line interface)。同样,交换机可以通过一个菜单驱动程序的界面,或者通过命令行界面(CLI),或者在交换机配置了IP地址后通过Telnet远程登录、web登录的方式对交换机来进行配置。 交换机除了可以通过Console端口与计算机直接连接外,还可以通过交换机的普通端口进行连接。如果是堆叠型的,也可以把几台交换机一起进行配置,因为实际上这个时候它们是一个整体,这时通过普通端口对交换机进行管理时,就不再使用超级终端了,而是以Telnet 虚拟终端或Web浏览器的方式实现与被管理交换机的通信。前提是在本地配置方式中已为交换机配置好了IP地址,我们可通过IP地址与交换机进行通信,不过要注意,只有是网管型的交换机才具有这种管理功能。实际上最常用的Catalyst交换机OS被称为Catalyst OS、CatOS,其最大的特点是基于set 命令。但我们常用的是与路由器的IOS相类似的基于IOS 的Catalyst OS。下面简单介绍交换机的各种命令模式以及各种常用的命令。 表4.1交换机的各种命令模式的访问方式、提示符、退出方法及其描述

北师大版小学英语教材使用

北师大版小学英语教材使用 对于三年级内容来说,主要完成字母的学习,对于单词的要求教材停留在抄写层面,让学生接触适应这种新的文字和书写习惯。我不同意落后地区的学生需要简单的教材,因为从智力发展上来讲不能说发达地区的孩子就比落后地区的学生高!一套教材针对不同地区出版不同的版本可能会有困难。教师们可以根据当地的实际情况对教材进行取舍,比如过难的内容可以暂不教(当然有的家长在不知道背景的情况下可能会有意见),或者根据学生的水平确定灵活的教学要求。 孩子记单词不能采用死记硬背的方法, 要让孩子们在CONTEXT中记单词, 特别是故事和韵文歌曲, 都是有效的帮助孩子记单词的CONTEXT. 我也不同意用几个版本的教材, 但是教师在教的过程中可以有目的地删减, 不能让孩子感到内容多, 失去兴趣。 Jeremy Harmer说过,任何一节语言课都有三个要素:engage, study, activate,语言点的学习是不可避免的,只不过教师可以不同的处理方式,如果整节课都没有语言学习的时段,是不利于语言学习的,而如何让学生更多参与,激发他们的兴趣,如何设计任何使他们能自由地用所学语言进行有效交际也是对教师的挑战。 教材选用故事形式作为每个单元的主体内容,目的是让学生在情景中接触、感受、体验语言的运用。故事有简单的情节内容,涵盖了单元主要的话题、功能、词汇、结构等内容,是整个单元的主体部分。这种呈现方式是师大版小学英语教材的一个突出特点。但是,故事本身不是最终教学目的,在教学中也不作过高要求,这是因为故事中的核心内容、需要学生学习掌握的内容都安排在故事之后的各个板块内,分为词汇、发音、句型以及听说读写技能等不同板块。这些板块与故事内容密切相关,是主要的学习内容,需要安排专项学习。本套教材的故事的设计意图是提供输入,学生在插图的提示下理解故事。这一编写思路是:在语境中理解意思,然后在后面的活动中重点学习故事中的部分重点项目。 任何教材都不会要求教师严格按照某种固定的编排方式进行教学,教材是死的,人是活的,因此教师有对教材进行调整的权利,但前提是要符合学生和教学的需要。我们在阅读课教材的编排上基本原则是从阅读前准备入手,引导学生进入阅读过程,理解内容和学习语言,包括主要词汇和语法结构,然后将阅读技能与其他技能结合进行综合训练,巩固和进一步运用所学内容,以帮助学生掌握所学的内容。如果教师认为这样的教学程序学生可以适应,也节省教师的备课时间,完全可以参考这个步骤,但是教师也可以根据情况自行调整顺序。每一课的内容都是相联系的,如果学生前面掌握的快,教师就可以把更多的时间留给后面的语言输出活动,但是一定要保证学生比较好地掌握才能够使后面的教学比较顺利。 对于词汇量的问题,希望老师可以对学生分级别要求,不是所有列在词汇表中的词汇都是要学生能写能用的,而是根据学生自身的程度和爱好分不同层次的。词汇表中的黑体单词才是要求所有学生都要掌握的课标词汇。 对于听力的问题,教材中还是有一些简单的听力材料的。另外,对于听力,不要要求学生一次、两次就完全听懂。每次听都要带着不同的目的和要求,只要达到了这个要求就可以了。有些听力材料可能要听三四遍,课下学生也还要听。老师说的办法,将听力材料打印出来,也是一种办法,但不是所有听力内容,所有学生都适用。另外,在哪一步发给学生也是值得考虑的问题。 在小学阶段不过分强调语法教学,让学生多接触不同的表达方式和语言现象,为今后的教学做铺垫。教材中黑板的语法是对所学内容的一个总结,整个单元都围绕这些的重点进行活动的设计,所以不必过多地考虑如何教上面的内容,教师可以利用黑板帮助学生总结和归纳所学的内容。如果时间有余,可以给学生提供情景,让学生自编一些对话等,复习和巩固这些单元学习的重点内容。

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各种花卉的英文名 iris蝴蝶花 cockscomb鸡冠花 honeysuckle金银花chrysanthemum菊花 carnation康乃馨 orchid兰花 canna美人蕉 jasmine茉莉花 daffodil水仙花 peony牡丹 begonia秋海棠 cactus仙人掌 christmas flower圣诞花/一品红poppy罂粟 tulip郁金香 chinese rose月季 violet紫罗兰 peach flower桃花 aloe芦荟 mimosa含羞草 dandelion蒲公英

plum bolssom梅花中国水仙 new year lily 石榴 pomegranate 月桂victor's laurel 报春花 polyanthus 木棉 cotton tree 紫丁香 lilac 吊钟 lady's eardrops 紫荆 Chinese redbud 百合 lily 紫罗兰 wall flower 桃花 peach 紫藤 wisteria 杜鹃 azalea 铃兰 lily-of-the-valley 牡丹 tree peony 银杏 ginkgo 芍药 peony 蝴蝶兰 moth orchid 辛夷 violet magnolia 蟹爪仙人掌 Christmas cactus 玫瑰 rose 郁金香 tulip

茶花 common camellia 千日红 common globe-amaranth 非洲堇 African violet 栀子花 cape jasmine 木槿 rose of Sharon 风信子 hyacinth 百子莲 African lily 牵牛花 morning glory 君子兰 kefir lily 荷包花 lady's pocketbook 含笑花 banana shrub 非洲菊 African daisy 含羞草 sensitive plant 茉莉 Arabian jasmine 猪笼草 pitcher plant 凌霄花 creeper 树兰 orchid tree 康乃馨coronation 鸡冠花 cockscomb 荷花lotus 鸢萝 cypress vine 菩提 botree

交换机配置主要步骤

交换机配置主要步骤 Revised by Hanlin on 10 January 2021

交换机配置主要步骤: 1.通过超级终端进去查看vlan号,如果有ip地址,那么电脑设置同一网段,命令: discur 2.配置vlanif的逻辑管理接口:如果没有ip地址,通过interfacevlanif1口进入后, 进行ipaddress和掩码设置:配置管理IP 缺省情况下,S-switch设备的管理VLAN是VLAN1。 首先,查看VLAN的基本信息,使用的命令是displayvlan。 配置vlan1的VLAN逻辑接口作为管理ip。 步骤1?执行命令system-view,进入系统视图。 步骤2执行命令interfacevlanifvlan-id,创建接口VLANIF并进入VLANIF接口视图。 步骤3执行命令ipaddressip-address{mask|mask-length}[sub],配置接口VLANIF 的IP地址。 system-view [KangZhuang_175.111]interfacevlanif?1 [KangZhuang_175.111]ip?address 通过discur最后查看是否有密码,如果没有进行交换机密码为“azhuwen”设置和权限等级设置命令:user-interfacevty04,进入后 setauthenticationpassword simple azhuwen,或者 setauthenticationpassword cipher123456/*simple能显示密码,cipher不显示密码 3.再进行权限设置为3级,userprivilegelevel3。这样通过telnet就可以登录,通过 discur,可以查看所有配置信息。

植物花卉中英文对照

植物花卉中英文对照、花卉英文名大全 金橘--------------kumquat 米仔兰(米兰)--------- milan tree 变叶木-------------croton 一品红-------------poinsettia 扶桑--------------Chinese hibiscus 吊灯花-------------fringed hibiscus 马拉巴栗(发财树)------- Guiana chestnut 山茶--------------camellia 云南山茶------------Yunnan camellia 金花茶-------------golden camellia 瑞香--------------daphne 结香--------------paper bush 倒挂金钟------------fuchsia 八角金盘------------Japan fatsia 常春藤-------------ivy 鹅掌柴-------------umbrella tree 杜鹃花-------------rhododendron 茉莉花-------------jasmine 桂花--------------sweet osmanthus 夹竹桃-------------sweet-scented oleander 黄花夹竹桃-----------lucky-nut-thevetia 鸡蛋花-------------frangipani 龙吐珠-------------bleeding-heart glorybower 夜香树(木本夜来香)------night jasmine 鸳鸯茉莉------------broadleaf raintree 栀子花-------------cape jasmine 蝴蝶兰-------------moth orchid 卡特兰-------------cattleya 石斛--------------dendrobium 兜兰--------------lady slipper 兰花--------------orchid 春兰--------------goering cymbidium

2016年华为交换机配置步骤讲解

BIOS LOADING ... CopyrighT (c) 2008-2011 HUAWEI TECH CO,, LTD, (Ver248t ^un 26 2012, 18:54:52) press ctr1+B to enrer BOOTROM menu ?*. 0 Auto-booti ng.,. Decompressing image file .*? done Inirialize FSP Task PPI DEV sysinit .............................................. OK vrrp emd di sabl e... BFD emd disable*.. SEP emd di sable? * ? Hard system init............................................ OK Begin to start the system, pl ease wai ti ng VOS VF5彳门亍工 ............................... O K. Starrup File Check........................................ O K vos monitor ini t*..*,*..* .OK CFM inix advan匚E ........................................ OK PAT init .......................................................... OK HA S2M 1nit.................................................. O K VDS VFS irht hind............................. OK vRP_Root begin,,, VRP_in111 al 1zeTask begin.?. init the Device Link .................................... . . CFG(_planETrrit begin................................ CFM_Ini t begi n ........................................... CLi_cmdinit begin■ VRP_RegestAnLiNK€ird begin create task begi门……. task 1n1t begin... Recover configurate on, ,, OK!Press ENTER To get started. 恢复出厂设置: reset saved-configuration reboot 配置交换机的步骤: 1、设置管理VLAN及业务VLAN Sys Vlan 1163 //管理VLAN Vlan 1103 //业务VLAN 设置交换机管理IP地址 ip address 10.12031 255.255.255.0 in terface vla n 1163

交换机从零学起的宝典+基本配置技巧

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(1)通过支持并行通信,提高了交换机的信息吞吐量。 (2)将传统的一个大局域网上的用户分成若干工作组,每个端口连接一台设备或连接一个工作组,有效地解决拥挤现像。这种方法人们称之为网络微分段(Micro一segmentation)技术。 (3)虚拟网(VirtuaI LAN)技术的出现,给交换机的使用和管理带来了更大的灵活性。我们将在后面专门介绍虚拟网。 (4)端口密度可以与集线器相媲美 一般的网络系统都是有一个或几个服务器,而绝大部分都是普通的客户机。客户机都需要访问服务器,这样就导致服务器的通信和事务处理能力成为整个网络性能好坏的关键。 交换机就主要从提高连接服务器的端口的速率以及相应的帧缓冲区的大小,来提高整个网络的性能,从而满足用户的要求。 一些高档的交换机还采用全双工技术进一步提高端口的带宽。以前的网络设备基本上都是采用半双工的工作方式,即当一台主机发送数据包的时候,它就不能接收数据包,当接收数据包的时候,就不能发送数据包。 由于采用全双工技术,即主机在发送数据包的同时,还可以接收数据包,普通的10M端口就可以变成20M端口,普通的100M端口就可以变成200M 端口,这样就进一步提高了信息吞吐量。 三、交换机的工作原理 传统的交换机本质上是具有流量控制能力的多端口网桥,即传统的(二层)交换机。 把路由技术引入交换机,可以完成网络层路由选择,故称为三层交换,这是交换机的新进展。

各种花的英文名

iris 蝴蝶花hon eysuckle 金银花 chrysanthemum 菊花 carnation 康乃馨 orchid 兰花 canna 美人蕉 jasmine 茉莉花 daffodil 水仙花 peony 牡丹 begonia 秋海棠 cactus 仙人掌 christmas flower 圣诞花/一品红 poppy 罂粟 tulip 郁金香 chi nese rose 月 季 violet 紫罗兰 peach flower 桃花 aloe 芦荟 mimosa 含羞草 dandelion 蒲公英 plum bolssom 梅花中国水仙new year lily

石榴pomegranate 月桂victor's laurel 报春花polyanthus 木棉cotton tree 紫丁香lilac 吊钟lady's eardrops 紫荆Chinese redbud 百合lily 紫罗兰wall flower 桃花peach 紫藤wisteria 杜鹃azalea 铃兰lily-of-the-valley 牡丹tree peony 银杏ginkgo 芍药peony 蝴蝶兰moth orchid 辛夷violet magnolia 蟹爪仙人掌Christmas cactus 玫瑰rose 郁金香tulip

非洲堇African violet 栀子花cape jasmine 木槿rose of Sharon 风信子hyacinth 百子莲African lily 牵牛花morning glory 君子兰kefir lily 荷包花lady's pocketbook 含笑花bana shrub 非洲菊African daisy 含羞草sensitive plant 茉莉Arabian jasmine 猪笼草pitcher plant 凌霄花creeper 树兰orchid tree 康乃馨coronation 荷花lotus 鸢萝cypress vine 菩提botree 大理花dahlia

2016年华为交换机配置步骤讲解

恢复出厂设置: reset saved-configuration reboot 配置交换机的步骤: 1、设置管理VLAN及业务VLAN Sys Vlan 1163 //管理VLAN Vlan 1103 //业务VLAN 设置交换机管理IP地址 interface vlan 1163

ip address 10.120.3.1 255.255.255.0 ///////////////////////////////////////////////////////////////////// management-vlan 1571 interface vlan 1571 ip address 10.120.211.1 255.255.255.0 //////////////////////////////////////////// Switch#con term Switch(config)#inter inter vlan 1166 Switch(config-if)#ip addresss 10.120.6.3 255.255.255.0 Switch(config-if)#exit Switch(config)#ip default-gateway 10.120.6.254 幼儿园的交换机 DHCP服务器210.36.64.80的设置:

新建作用域。。。业务VLAN 核心交换机端的设置: 1、dis curr inter Vlanif 1103 interface Vlanif1103 description https://www.doczj.com/doc/ad12969803.html,er1 ip address 10.21.16.254 255.255.255.0 dhcp select relay dhcp relay server-select 210.36.64.80 2、dis curr inter Vlanif 1163 interface Vlanif1163 description GuoJiaoChu.Mgr ip address 10.120.3.254 255.255.255.0 3、dis curr inter G5/0/41 interface GigabitEthernet5/0/41 description TO-[YouErYuan] port link-type trunk port trunk allow-pass vlan 2 24 1511 //切记在该光口透传新增的业务VLAN1511 interface GigabitEthernet5/0/14 description TO-[GuoJiJiaoLiuCHu-2] port link-type trunk undo port trunk allow-pass vlan 1 port trunk allow-pass vlan 2 to 4094

常见花的英文单词新选

常见花的英文单词 中国水仙new year lily 石榴pomegranate 月桂victor's laurel 报春花polyanthus 木棉cotton tree 紫丁香lilac 吊钟lady's eardrops 紫荆Chinese redbud 百合lily 紫罗兰wall flower 桃花peach 紫藤wisteria 杜鹃azalea 铃兰lily-of-the-valley 牡丹tree peony 银杏ginkgo 芍药peony 蝴蝶兰moth orchid 辛夷violet magnolia 蟹爪仙人掌Christmas cactus 玫瑰rose 郁金香tulip 茶花common camellia 千日红common globe-amaranth 非洲堇African violet 栀子花cape jasmine 木槿rose of Sharon 风信子hyacinth 百子莲African lily 牵牛花morning glory 君子兰kefir lily 荷包花lady's pocketbook 含笑花banana shrub 非洲菊African daisy 含羞草sensitive plant 茉莉Arabian jasmine 猪笼草pitcher plant 凌霄花creeper 树兰orchid tree 康乃馨coronation 鸡冠花cockscomb

荷花lotus 鸢萝cypress vine 菩提botree 大理花dahlia 圣诞百合Christmas bell 一串红scarlet sage 紫薇crape myrtle 勿忘我forget-me-not 睡莲water lily 文心兰dancing lady 吊兰spider plant 白头翁pappy anemone 向日葵sunflower 矢车菊cornflower 竹bamboo 金鱼草snapdragon 夹竹桃oleander 金盏花pot marigold 月季花china rose 金银花honeysuckle 长春花old maid 金莲花garden nasturtium 秋海棠begonia 非洲凤仙African touch-me-not 美人蕉canna 曼陀罗angel's trumpet 晚香玉tuberose 梅花flowering apricot 野姜花ginger lily 圣诞红common poinsettia 菊花chrysanthemum 虞美人Iceland poppy 昙花epiphyllum 鸢尾iris 龙胆royal blue 腊梅winter sweet 麒麟花crown of thorns 木芙蓉cotton rose 九重葛paper flower 火鹤花flamingo flower 三色堇tricolor viola 嘉德丽亚兰cattleya

1 交换机的基本配置方法

实验一交换机的基本配置方法 一. 实验目的: 1. 掌握交换机常用配置方法 2. 掌握中低端交换机的基本命令行 二.实验设备 华为交换机3台,计算机3台 三. 实验内容及步骤: (一)以太网交换机基础 以太网的最初形态就是在一段同轴电缆上连接多台计算机,所有计算机都共享这段电缆。所以每当某台计算机占有电缆时,其他计算机都只能等待。这种传统的共享以太网极大的受到计算机数量的影响。为了解决上述问题,我们可以做到的是减少冲突域中的主机数量,这就是以太网交换机采用的有效措施。 以太网交换机在数据链路层进行数据转发时需要确认数据帧应该发送到哪一端口,而不是简单的向所有端口转发,这就是交换机MAC 地址表的功能。 以太网交换机包含很多重要的硬件组成部分:业务接口、主板、CPU、内存、Flash、电源系统。以太网交换机的软件主要包括引导程序和核心操作系统两部分。 (二)以太网交换机配置方式 以太网交换机的配置方式很多,如本地Console 口配置,Telnet 远程登陆配置,FTP、TFTP 配置和哑终端(TTY teletypewriter的缩写)方式配置。其中最为常用的配置方式就是Console 口配置和Telnet 远程配置。 注意:第一次进行交换机、路由器配置时必须使用Console本地配置。 1.通过Console口搭建配置环境 第一步:如图所示,建立本地配置环境,只需将微机(或终端)的串口通过配置电缆与以太网交换机的Console口连接。 第二步:在微机上运行终端仿真程序(如Windows 3.X的Terminal或Windows 9X的超级终端等),设置终端通信参数为:波特率为9600bit/s、8位数据位、1位停止位、无校验和无流控,如图所示。 第三步:以太网交换机加电,终端上显示以太网交换机自检信息,自检结束后提示用户

北师大版小学英语一至六年级知识点整理

北师大版小学英语教材 一年级上册 人物:Mocky Ann Ken Uncle Booky Unit1 Hello 字母:A,B 单词:hello Ann Ken Mocky Uncle Booky a an am apple ant banana balloon monkey 句子:Hello!Hi! I’m.... What’s your name? My name’s .... Stand up. Sit down. Unit2 About me 字母:C,D 单词:girl boy teacher please cat crocodile dog duck 句子:Ann is a girl. Touch your nose,please. Please sit down. Thank you. Unit3 At school 字母:E,F 单词:bag chair book pencil egg elephant fish frog this 句子:What’s this? It’s a .... Is it a ...? Yes./No. Take out your...,please. Unit4 Color 字母:G,H 单词:color yellow blue red green brown gift girl hat hammer 句子:What color? It’s.... Draw an apple. Color it red,please. Unit 5 Numbers 字母:I,J 单词:train one two three four five car doll ball teddy bear insect ice cream

华为三层交换机配置方法及命令

Enable //进入私有模式 Configure terminal //进入全局模式 service password-encryption //对密码进行加密 hostname Catalyst 3550-12T1 //给三层交换机定义名称 enable password 123456. //enable密码 Enable secret 654321 //enable的加密密码(应该是乱码而不是654321这样) Ip subnet-zero //允许使用全0子网(默认都是打开的) Ip name-server 172.16.8.1 172.16.8.2 //三层交换机名字Catalyst 3550-12T1对应的IP地址是172.16.8.1 Service dhcp //提供DHCP服务 ip routing //启用三层交换机上的路由模块 Exit Vtp mode server //定义VTP工作模式为sever模式 Vtp domain centervtp //定义VTP域的名称为centervtp Vlan 2 name vlan2 //定义vlan并给vlan取名(如果不取名的话,vlan2的名字应该是vlan002) Vlan 3 name vlan3 Vlan 4 name vlan4 Vlan 5 name vlan5 Vlan 6 name vlan6 Vlan 7 name vlan7 Vlan 8 name vlan8 Vlan 9 name vlan9 Exit interface Port-channel 1 //进入虚拟的以太通道组1 Interface gigabitethernet 0/1 //进入模块0上的吉比特以太口1 channel-group 1 mode on //把这个接口放到快速以太通道组1中 Interface gigabitethernet 0/2 //同上channel-group 1 mode on port-channel load-balance src-dst-ip //定义快速以太通道组的负载均衡方式(依靠源和目的IP的方式)

亚洲常见花卉英文译名

亚洲常见花卉英文译名Abutilon pictum / Thomsonii风铃花 Abutilon Hybriden金铃花 Acacia dealbata银栲皮树 Acaena / New Zealand burr无瓣蔷薇(纽西兰球果属植物) Acanthus叶蓟属植物 Acer palmatum掌叶槭 Achillea / Yarrow丽纹锯草(蓍草属植物) Achimenes / Cupid's bower / hot water plant长筒花Actinidia狝猴桃<--攀缘植物 Adenium obesum沙漠玫瑰(天宝花) Adiantum capilus-veneris / True maidenhair fern铁线蕨Aegopodium podagraia 'Variegata'斑叶羊角芹 African daisy非洲菊 Agapanthus / African lily百子莲 Agastache藿香 Agave龙舌兰属植物 Ageratum houstonianum紫花霍香蓟 Agrostemma githago / Corn cockle麦仙翁 Ajuga reptans匍筋骨草 Akebia木通(别名:巧克力藤蔓) <--攀缘植物

Alcea rosea / Hollyhock蜀葵 Alchemilla / Lady's mantle斗篷草 Allium葱属 Aloe芦荟属植物 Alyssum香荠属植物 Amaranthus苋属植物 Ampelopsis山葡萄<--攀缘植物 Ampelopsis brevipedunculata蛇白蔹 Anchusa capensis / Alkanet非洲勿忘草Androsace carnea / Rock jasmine铜钱花Anethu, graveolens / Dill莳萝 Annual phlox福禄考 Antennaria dioica山荻 Anthemis西洋甘菊 Anthemis punctata subsp cupaniana春黄菊Antirrhinum majus / Snapdragon金鱼草 Arabis / Rock cress南芥菜(岩水芹) Aralia elata黃斑高? Arbutus野草莓樹 Arctotis Fastuosa / Monarch of the veldt南非雛菊Arenaria balearica蚤綴

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