connecting Thomas & Betts employees worldwide

S U M M E R 2 0 0 4

™

Focus & ExecutionAre Foundationof Successpage 4

T&B GuidingPrinciples page 6

PartnershipsStrengthen SteelSupply Chain page 7

T&B Rises toUnique Challengepage 8

Empowered Peoplepage 12

EmployeeAssistance Programpage 15

Climbing to the TopUsing Lean Six Sigma

Reznor ad fromLife Magazinecirca 1954

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Coates added. “Our goal is to make continuous improvement second natureto everyone on the T&B team.”

According to Coates, he could write a book filled with positive examples oflean and Six Sigma that have been implemented at T&B.

T&B’s Portland, Tennessee facilityrebuilt the entire Union® boxmanufacturing line to create a morecontinuous flow system. In doingso, they cut the number ofmachines from 50 to 20 andinstalled state-of-the-art machinery.

“We’ll save approximately $1million per year as a result of thechanges we made so far,” said MattFadule, Portland plant manager.

At T&B’s HVAC facility in Mercer, Pennsylvania, components are deliveredto the production line more frequently, allowing 850 holding tubs used inthe assembly of Reznor heaters to be eliminated.

"We freed up 15,000 square feet of floor space with the elimination of thetubs,” said Mike Sheridan, Mercer plant manager. “This has contributed toa greatly improved material flow and a cleaner, safer work environment."

"By using lean tools, we shifted the momentum of change from the hands ofa few into the hands of the entire workforce,” said Dan Otten, head ofoperations for the HVAC business. “This magnifies the speed and frequencyof the improvements we can make.”

T&B has invested approximately $20 million to upgrade equipment and totrain employees as part of the lean Six Sigma journey. “We made a significantinvestment in training so that lean Six Sigma would become part of the fabricof our culture,” said Imad Hajj, who initially led the lean Six Sigma rollout

Being the BestWe Can Be: TheSkinny on LeanSix SigmaProgram Puts Employees In the Driver’sSeat to Ensure Future Success

Striving for operational excellence is one of theT&B’s guiding principles. In everyday terms,that means being the best we can be – ineverything we do.

The pursuit of perfection is a lofty – butachievable – goal, thanks to T&B employeesaround the world enthusiastically embracing thelean and Six Sigma operating philosophies.

Lean and Six Sigma are complementaryphilosophies that address inefficiencies inproduction and service. Although it sounds likethe name of a college fraternity, Six Sigma isactually a statistical approach that increasesprofitability by reducing defects. Lean identifiesand eliminates waste in a process. Combiningthe two approaches may sound complicated, butit’s working on the factory floor.

“Fundamentally, lean and Six Sigma are aboutimproving processes in order to maximizeperformance and improve customer service.Understanding your customer is critical tomaking lean Six Sigma work,” said Tim Coates,who heads up U.S. electrical operations.

“Lean Six Sigma is a journey, not a destination,”

Lean teaches speed and efficiency; Six Sigma is about consistency.

Tubs eliminated at Mercer as a result of thelean initiatives.

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in the electrical business, and now serves as president of the HVAC segment.“After all, employees are the ones who understand the ins and outs of ourprocesses the best.”

The effort to drive lean Six Sigma throughout T&B’s manufacturingoperations has been successful because employee teams have been responsiblefor both analyzing and implementing changes.

At T&B’s Blackburn® connectors facility in Mexico, a team of engineers andoperators has cut the time needed to prepare the presses from 45 to 10minutes. This has improved production efficiencies and service levels.

Cross-geographic work teams have also used lean Six Sigma to improve theflow of communication and materials between facilities. Telecom and CATVconnectors are manufactured in Horseheads, New York and assembled in

Monterrey, Mexico. Working together, teams from the plants used lean SixSigma to develop a system for more accurately and efficiently deliveringrequired materials to Mexico. As a result, work-in-process inventory hasbeen cut in half and the Mexican plant has increased output while reducingmanufacturing space by 40 percent.

It doesn’t always require capital investment to use lean Six Sigma successfully.In Southaven, Mississippi, the plant’s Six Sigma black belt champion, MarcqHarris, lead the effort to revise the layout of the Russellstol®‚ machine area.Efficiency improved by over a third and lead times went from 19 to 3 days.The plant will also save more than $400,000 each year.

“We actually look forward to finding problems now so we can use ourknowledge of lean and Six Sigma to solve them,” said Harris.

The philosophy of lean Six Sigma is now moving beyond the plants anddistribution centers. In the U.S., the electrical products group’s customerservice team used a value stream map, or VSM, to identify steps in theirprocesses that waste time and resources. They found that something assimple as moving customer service reps closer to their dedicated order entryprofessional led to improved communication and quicker, more flexibleresolution of customer issues.

“It’s amazing how a little creative thinking and relatively simple changes canmake everyone’s life so much easier,” said Henrietta Elliott, customer servicemanager. “We are a more productive team now.”

Want more information on lean manufacturing andSix Sigma? Check out Lean Thinking by James Womackand Daniel Jones, or High Five! by Ken Blanchard andSheldon Bowles.

A little creative thinking and relativelysimple changes can make everyone’slife so much easier.

GETTING LEAN BYSUPPORTING EACH OTHER

The Lean journey began in plants in July2001 when managers of customer service,engineering, distribution and the factorieswere introduced to lean thinking withbooks and training. They were then askedto be a “Lean Champion” and lead a valuestream mapping, or VSM, project. Theresults – and lessons learned -- werereviewed with the group.

The five key steps to achieving lean are:1) identify value from the customerperspective; 2) map the processes; 3)direct value-creating steps towards thecustomer; 4) let customers get valuefrom the next upstream activity; and 5)don’t settle for anything less thanperfection.

After receiving additional “train thetrainer” training, managers were let looseto train their own groups. Within a fewmonths, the lean philosophy was takingroot on the frontline and the plants werebeginning to see the payoff – shortenedlead times and quicker response tocustomers.

Today, the fix-it stage is over; we’re profitable and stable. In other words,we’ve rebuilt T&B from the inside out and, as a result, are basically a newcompany with an emerging culture.

Our markets are growing and we’re ready to grow too. This requires adifferent set of skills, a different attitude, a different culture.

Q: What kind of culture do we need to grow?A: We need a culture of execution. A culture where we – individually andcollectively – set milestones, track our progress and deliver on ourcommitments. It means communicating and working together to solveproblems or gain an advantage. It means being accountable to our team, ourstakeholders and to ourselves.

What I’m really talking about is “raising the bar”. To be a market leader andto grow faster than the market, we have to work smarter and spend smarter.We may not increase the total amount of dollars we spend to run ourbusiness, but we’ll spend it differently – more for growth-oriented initiativesand less on administration.

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Focus andExecution AreFoundation ofSuccess, SaysPileggiEarlier this year, Dominic Pileggi, T&B’s chiefexecutive officer, introduced a set of guidingprinciples and spoke about the type of culturethat will help T&B deliver exceptional,sustainable performance. Here, he expands onhow the culture can influence success.

Q: T&B has a long history ofsuccess and leadership in theelectrical industry and 2004has started out strong. Whyemphasize corporate culturenow?A: T&B does have a great history – one filledwith lots of “industry firsts” and impressivesuccess stories. And, like any great company, ourculture has adapted over time to changesin the competitive environment and ourstrategic imperatives.

For the past three years, we’ve been focused onfixing the company in order to survive. We hadbig problems and we had to fix them fast. Thisrequired what I call a “command and control”culture, where strategic problem solving residedat the top level of the organization.

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Q: What’s most critical in creating a cultureof execution?A: A culture is comprised of many tangible and intangible factors, but themost critical is employee involvement. Fundamentally, it’s pretty simple – ifwe encourage – and help – our employees to know as much about thebusiness as possible, this knowledge will drive their enthusiasm for winning.

We also need to be focused and have a clear understanding of our goals andpriorities. Every individual, every department and every business has its owngoals. But these goals are interrelated and co-dependent. Collectively, theybecome our corporate goals.

Q: What role do the guiding principles play increating a culture of execution?A: The T&B principles are meant to be “guides” that define the type ofbehavior we value as an organization, the type of behavior that will berewarded. We put them down on paper to help our employees and externalstakeholders – such as customers, suppliers and investors – know what kindof company we are.

Now, it’s up to each and every employee to bring the principles to life.

Our Steel Structures group does a great job of bringing the principle oftreating suppliers as partners (see story on page 7) to life. As we continue tomove forward, I’ll be on the look out for examples of all of our guidingprinciples in action.

Q: You’ve used the analogy ofclimbing a mountain todescribe T&B’s journey toexcellence. How will a cultureof execution help us reachthe summit?A: Getting to the summit is all about executionand determination. When the terrain is steeper,the weather more severe and the air thinner,missteps are more costly. If you’re not focusedon the task at hand every minute, you risk theteam’s success. In the marketplace, this meansfocusing on the right details at the right time aswe move along our continuum. The worst thingthat can happen to us is that we becomecomplacent or believe we have climbed highenough. We can’t be relaxing while ourcompetitors are still climbing.

One of the tools that climbers depend upon arecarabiners, small aluminum D-shaped devicesthat have multiple uses. They can be used asanchors, as links between the rope andprotection, as rappel brakes, or as clips forcarrying items. In other words, they are “links”that provide strength, security and reliabilitybetween the climbing team and the mountain.As we climb our mountain, we all need to be“caribiners” – we need to support and value oneanother, be flexible in the tasks we are asked toperform, and be a reliable link for meeting ourcustomers’ needs. This will take us a long way inbecoming the brand of choice for our end-usercustomers and the supplier of choice to ourdistributor partners.

T&B GUIDING PRINCIPLES

We Treat Each Other With Respect

We Understand Customers’ Needs

We Are Committed to Operational Excellence

We Are Committed to Continuous Improvement

We Treat Customers & Suppliers Like Partners

We Adhere to Sound Financial Strategies

We Value Creativity & Innovation

We Are Passionate About Winning

We Support Risk...But Never Recklessness

We Encourage Trust & Open Communication

6 | Powerline

Powerline | 7

become a single-source supplier about five yearsago. “We have a very strong relationship withThomas & Betts,” said Blacketer. “We both sharetechnical and application resources with oneanother. This helps our joint projects move alongat an expedited pace and ensures the highestquality possible.”

Blacketer also pointed out that an opencommunications policy and open plant accesspolicy are two cornerstones of ensuring therelationship remains strong.

“Because we work so closely with T&B, we areable to offer what we believe is the best pricing inthe industry as well as guaranteed access to ourfacilities when needed,” continued Blacketer.

Blacketer and Jackson agree that remainingcommitted is critical as is understanding thatissues and opportunities are always dynamic.

Typically, one would think that having multiple suppliers would be the beststrategic approach for a business. Pitting one supplier against another can led tomore competitive pricing and not “putting all your eggs in one basket” helpsensure access to multiple sources of material in times of shortages. However,experience has proven that, for T&B’s Steel Structures group, just the oppositeis true.

“Over the past several years, we’ve consciously moved from having multiplesupply arrangements to single source partnerships with a select group ofsuppliers,” said Aubrey Jackson, director of operations for Steel Structures.“Today, about 70 percent of our material comes from our single-source partners– and I stress the word partners.”

According to Jackson, Steel Structures has lowered the potential risk of havingonly one supplier – such as fewer options that could limit service and supplydisruption – by working hard to choose the right partners. “We partner withcompanies that have a vested interest in keeping us competitive,” said Jackson.“When we succeed, they succeed. We both enjoy the benefits that loyalty andclose collaboration can bring.”

Jackson noted that a successful partnership requires that both partiesunderstand their own strengths and weaknesses as well as those of the partner.

“If you understand your partner’s needs and the financial implications for bothparties of certain decisions, you can react quickly to changing circumstances

without either partner gettinghurt unnecessarily,” continuedJackson.

Brad Blacketer of NorthAmerican Galvanizing, and asupplier to the Steel Structuresgroup, shared a supplier’sviewpoint of our partnership.

North American Galvanizinghas been a supplier to T&Bsince the 1980s but made astrategic commitment to

guiding principlesin action

Treating Suppliers Like PartnersStrengthens Supply Chain forSteel Structures PARTNERSHIP PRINCIPLES

• Be aware of strengths and weaknesses.

• Understand that issues and opportunitiesare dynamic - react quickly.

• Understand financial implications ofdecisions and changes.

• Be open-minded and creative in solvingproblems.

• Set short and long-term goals.

• Provide honest evaluations.

• Remain committed.

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(manufacturing engineer), Lori Johnson(purchasing), responded with an innovativedesign concept within two weeks. Usingthe latest in technology resources, T&Bengineers met very demanding deadlinesincluding creating design prototypes that led tofinal concept approval within two months –start to finish.

Based on the design elements, which includedmany labor-saving features, the contractor wonthe contract, and with it, T&B became theexclusive supplier of FTD’s.T&B Rises to the Challenge of

Supplying Unique High-RiseBuilding NeedsGood things happen when we listen to our customers and truly understandtheir needs so we can effectively respond. One of the most recent andcompelling examples of T&B employees living this guiding principle is thesuccessful design, development and delivery of the FTD (floor terminationdevice) for the ABN AMRO Plaza in Chicago, Ill., a high rise buildingdesigned in a style known as “structural expressionism.” The building is five-sided, with a sharp corner at the south end. The crown on top is aparallelogram, with a second point at the north end. Also called "high-techmodernism", structural expressionism is a specific branch of advancedmodernism in which buildings display their structural elements visiblyinside and out.

Given the building design, no standard floor box was suitable. To compoundthe challenge, the City of Chicago has very rigorous requirements forproducts installed in these types of spaces. From the beginning, time wascritical to getting the 5,000 - 6,000 floor box order. Meeting directly withcontractors and city building officials, T&B employees: Dan Michaelis(product manager), Mark Drane (product design engineer), Bob Fuller

(Left) ABN AMRO Plaza is aspectacular addition to the Chicagoskyline. T&B engineered a new floorbox to fit the building’s unique needs.Photograph ©2004 Ashley Beatty

(Above) New T&B floor box designedespecially for the ABN AMRObuilding.

The construction demands of the ABN AMRO Plaza inChicago provided an opportunity for T&B to develop aspecialized floor termination device.

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and HVAC installations, made its debut at the Fastener Fair in Telford,United Kingdom.

Fast-lock provides numerous benefits to end-users, according to Gary Baker,product manager, including typically reducing installation time by up to 85percent, and installation costs by 30 percent.

“Fast-lock is a versatile, easy-to-use solution that can deliver tangible savingsto customers. Because it can be used with both 1mm and 2mm wire,which accounts for 80 percent of requirement, it also can reduceinventories,” said Baker.

From One Extreme to the Other –New Liquidtight Fittings SystemIntroducedT&B has introduced anew ATX flexible metalconduit designed towithstand excessivetemperature ranges suchas those found inindustrial ovens, boilersand furnaces, kilns,heavy machinery forsub-zero environments.The new fittings aresuitable for workingtemperatures from -60°C to 150°C (-76°F to 302°F), which compares totypical liquidtight being rated from -20°C to 80°C (-4°F to 176°F). Coupledwith T&B’s 52 and 53 Series of liquidtight fittings, T&B is the onlymanufacturer offering such a system of fittings for extreme environments.

T&B Printer MakesLabeling Wires E-ZElectricians have a powerful new handheldtool in T&B’s new E-Z-Code® thermal labelprinter. Designed specifically for electricians,the EZL-100 printer offers exclusive featuressuch as one-touch hotkeys that create labelsinstantly for wire wrapping, terminal blocks,device covers, patch panels and labels in aseries. The EZL uses durable non-smearingthermal transfer technology, ensuring thatlabels are easy to read, won’t peel off and standthe test of time.

New Fast-Lock E-Klip®

Introduced in EuropeA new “fast-lock” product was introduced aspart of T&B’s E-Klips product line in Europe.Fast-lock, which is used in wire suspensionapplications in electrical, mechanical services

marketplace

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Wendy’s Hamburgers Are HotAfter ReznorT&B’s HVAC business has won approval for its Reznor MAPS® II units asa preferred supplier for Wendy’s International, Inc., one of the world’s largestrestaurant operators with more than 9,300 restaurants. Best known for its“Old Fashioned Hamburgers” and red-headed, pig-tailed mascot, Wendy'sbuilds approximately 300 new stores per year in the United States.

A critical part of winning the account was T&B’s ability to shorten leadtimes for product delivery. Thanks to the successful implementation of leanmanufacturing at T&B’s Mercer, Penn. facility, T&B is able to meet the fourto five week timetable required by Wendy’s.

Get the Gripof Silver FromT&BThe new Silver GripTM Tray/CordFitting from T&B offers increasedsafety for hazardous locations.Constructed from aluminum, theSilver Grip is ideal for areas wherecorrosion, weight and “sparkhazards” are a concern such asrefineries, oil platforms, andchemical processing facilities.

Cobra™ ClampsSink Their TeethInto the JobT&B engineers in Canada set out to design abetter clamp for the North American market.The results are the Cobra™ and the KingCobra™ one-piece cable and pipe clamps.

Designed for use in the commercial marketwhere lowest installed cost and ease ofinstallation are prime considerations, theCobra clamp features a true one-piece designand comes ready to install, right out of thebox – no need to break apart and re-assemble,no screws or bolts to drop.

The King Cobra clamp – released in Canadathis summer – was designed for use in heavy-duty industrial applications where superiorloading capabilities and durability areprimary specification criteria.

The first order of Reznor unitsleaves T&B’s snowy Mercer, Penn.facility for delivery to a Wendy’sconstruction site in Florida.

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Industry-ExclusiveWrap-Mount BoxesInstall in SecondsT&B’s new Steel City Wrap-Mount Boxes helpelectrical contractors save their workers time oncommercial and industrial job sites. Theinnovative mounting bracket wraps arounda steel stud and eliminates box-mountinghardware, saving valuable labor time andresulting in an overall reduced installationcost. Four-square boxes are available in deepand shallow versions; a switch box versionalso is available.

Clockwise from top left: Position box against stud. Wrap pliable brackets around stud.Clamp brackets with pliers for secure application. Rock-solid connection won’t move asconstruction process continues.

T&B Grows Presencein China’s ‘Hot’Market WithReznor® HeatersT&B’s HVAC group recently co-hosted abooth showing Reznor heaters at a trade showin Shanghai, China. T&B co-hosted thebooth with Shanghai Han-Dragon, Reznor’ssales agency for the booming Chinese market.China's economy grew at its fastest pace forsix years in 2003, adding 9.1 percent to itsgross domestic product according to officialstatistics. The Chinese economy is estimatedto grow seven percent in 2004, well abovethe average for North American andEuropean economies.

Shepard Named Manager at SteelStructures Houston FacilityT&B’s Houston, Texas steel structures facility recently got a new leader:Steve Shepard. Shepard has been part of the Houston managementteam since early 1999, when he came on board as the productionmanager for the plant.

Raised in Oklahoma, Shepard graduated from Southeast OklahomaState University with a Bachelor of Science degree in ElectricalEngineering Technology. Prior to T&B, he was plant manager for StahlDivision in Oklahoma.

12 | Powerline

Van der Stap LeadsT&B EuropeanElectrical TeamBen van der Stap holds the title of managingdirector for T&B’s Europe and Asia operationsfor electrical products. Van der Stap joined T&Bwhen the company acquired Kaufel emergencylighting products in 1998 and was namedmanaging director in 2003. He holds amechanical engineering and business degree andhas worked in the manufacturing industry hisentire career. Based in the company’s Europeanheadquarters in Brussels, Van der Stap’smanagement team includes Fabrice van Belle(finance), John Sidaway (operations), MikeBodington (marketing and sales), KarenEdwards (human resources) and Alec van Havre(legal). The business employs approximately1,100 people in 13 countries.

T&B’s European management team (right to left): Fabrice Van Belle, Mike Bodington, Benvan der Stap, Karen Edwards, Alec van Havre.

Steve Shepard, Houston plant manager.

empowered people

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Murphy Retires;Fluke Named CFOOn April 30, John Murphy retired from T&Bas chief financial officer and Ken Fluke wasnamed to succeed him.

“Ken is an extremely talented executive withbroad-based financial expertise and globaloperational experience,” said Dominic Pileggi,president and CEO. “He knows our businessinside and out and is the ideal person to lead ourfinancial team as we move forward with ourplans to grow and improve profitability.”

Fluke joined T&B in 2000 as corporatecontroller after spending 17 years with theGoodyear Tire and Rubber Company in variousfinance and managerial positions.

“John was instrumental in restoring a culturebased on control and accountability to Thomas& Betts. As a result of his hard work andleadership, Thomas & Betts is financially strong,has excellent liquidity and is positioned forgrowth,” said Pileggi.

Ken Fluke, T&B’s new CFO.

New Records Retention PolicyMakes Everybody AccountableThomas & Betts recently instituted its first-ever, formal records retentionpolicy, replacing the guidelines that previously existed. The new policymakes it clear that records retention is everybody’s responsibility. While thecompany’s legal department administers the program, managers are requiredto annually certify that their employees have complied with the retentionschedule. Employees are responsible for records in their possession or undertheir control, including inherited records.

An effective retention program is a “business insurance policy” in the sensethat it takes into account the potential risks if vital records should be lost ordestroyed. It also fulfills thecompany’s legal obligationunder local, state and federallaws and simplifies life foremployees by taking theguesswork out of disposingof records.

If everyone works together toimplement the program in theway it’s designed, a goodrecords retention program will contribute to operational efficiency and helpscut costs by eliminating records within the organization that have no value.

At the Corporate headquarters alone, T&B spends more than half a milliondollars on records retention and destruction annually.

An overview of the policy can be found on the company’s intranet under theFinance Department section entitled Standard Control Guidelines.Glendoria Jamison coordinates the program. She can be reached at 901-252-5715 or by e-mail at glendoria.jamison@tnb.com.

A good records retention program willcontribute to operational efficiency and helpscut costs by eliminating records within theorganization that have no value.

14 | Powerline

tids & bits

T&B’s Power CouncilA Powerful SuccessGiven central Florida’s reputation as the nation’slighting capital, Tampa was the ideal venue forthe 2004 Power & Grounding Council, aninvitation-only conference focused on power andgrounding sponsored by T&B’s Communicationsgroup. More than 90 representatives from cableTV, telecommunications, power, direct broadcastsatellite and regulatory agencies participated inthe two-day event. The conference covered abroad range of issues revolving around power andgrounding, especially safety and maintainingreliable service.

According to Mark Rubick, a Communicationssales representative and a key force in puttingtogether the meeting, the Power Council took apractical approach to educating participantsabout the importance and pitfalls of groundingand bonding.

“Our goal was to help conference attendeesdevelop a firm foundation of knowledge fromwhich to design projects or solve problems inexisting electrical systems”, said Rubick. “Thepresenters included experts from Verizon,Comcast and Cisco, many of which used casestudies to bring their topics alive.”

T&B Lock Out Tag Out Featuredin NEC DigestBy definition, product managers should be experts about their products andhow they are applied in the field. Dan Vega, product manager for ElectricalIdentification and Insulation Products, proved he knows his stuff in anarticle about OSHA standards for lock out/tag out published inthe Spring 2004 issue of NEC Digest, the official magazine ofthe National Electrical Code published by the National FireProtection Association. Read it online at www.necdigest.org.

Dan Vega, a T&B product manager, shared his expertise with the public in a recent issue ofa major trade publication.

Powerline | 15

Employee Assistance ProgramHelps Employees AchieveOptimum Qualityof LifeSometimes, the stress of juggling work and family responsibilities canseem overwhelming and get in the way of your enjoying life to thefullest. Recognizing that finding the perfect balance between workand personal life isn’t always easy, Thomas & Betts has launched anew, confidential, free-of-charge Employee Assistance Program(EAP). Administered by Cigna Behavioral Health, the EAP is aconfidential resource that helps you and members of your householdfind answers to various kinds of personal concerns, such as childcareand legal services.

EAP benefits include: five sessions with a counselor; free consultationwith an attorney; referrals for child care providers, camps, adoptionorganizations; information on parenting and prenatal care; referralsfor elder care, home health agencies, assisted living facilities and longdistance care giving; referrals for pet sitting, obedience training andveterinarians; resources on managing credit, budgeting and debtconsolidation; and a Healthy Rewards program offering discounts ona wide range of services and products, including massage therapy,chiropractic care, acupuncture, vision and hearing care and cosmeticdentistry.

CIGNA Behavioral Health provides T&B’s EAP to employees at nocharge. All services are confidential, and the EAP is available 24 hoursa day, 7 days a week, by calling toll-free 1.877.622.4327 or loggingon to www.cignabehavioral.com. When prompted, enter theEmployer ID: thomasbetts, PIN: employee.

Reducing the stress can help you be more productive and enjoy lifemore. Cigna professionals can help.

plugged in

Get a Mortgage orSave for College withHelp from Wells FargoT&B’s U.S. employees can now benefit from twofree programs offered by Wells Fargo. TheEmployee Mortgage Program is designed to makeyour home purchase or refinance experience easierand more affordable, including:

• Streamlined phone application• Fast approval decision• Low or no upfront-cash requirement

Please contact 1-800-644-8083, or visit themonline at https://www.employeemortgage.com.

As an added bonus, once you close your loan, youwill receive a complimentary gift of your choice.

You can choose from name brand furnishings, high-tech electronics, specialhome-delivery gift packages and fabulous 3-day/2-night hotel getaways!

The ConSern Education Program® benefit is a complete college-preparatoryand education financing package and education resource center available online.You can:

• Find out how to choose the “right” school and find scholarship opportunities• Learn the ins and outs of the college application and admission process, and• Get information on college financing options.

More than 525 companies and more than 5.5 million employees are participantsin the ConSern Education Loan Program, including Fortune 1000 companiesAmerica Online, Toys-R-Us, UPS, AT&T, General Electric and Target. Calltoday 1-800-SOS-LOAN (800-767-5626) to take advantage of this uniqueprogram or go online at https://www.consern.com.

THOMAS & BET TS CORPORATION8155 T&B BoulevardMemphis, TN 38125

Your comments are welcome.Please send correspondence to:

PowerLineMail Stop 4A-318155 T&B BoulevardMemphis, TN 38125e-mail: PowerLine@tnb.comfax: (901) 252-1306

Copyright 2004 Thomas & Betts Corporation

EDITORIAL ADVISORY BOARDMike Kenney Chris HartmannImad Hajj Connie MuscarellaJim Wiederholt

EDITORIAL COMMITTEETricia Bergeron Tim GentryAndre Boudreau Debbie Hunter-WilliamsTim Collingwood Lois MillsBill Frigon Judy RawlesJohn Garavelli Kimberly Van Horn

This magazine or parts thereof may not be reproduced in any form without permissionfrom the editor.

PowerLine is also available on the Thomas & Bettsprivate website for employees.

PowerLine Online!We are testing a new online, interactive version of PowerLine magazine. Check it out at www.tnbpowerline.com.If employee interest in a dynamic online version is sufficient, we will continue to offer an online edition as a companionto the printed magazine.