This document summarizes a presentation given by Phil Martens, President of Light Vehicle Systems at ArvinMeritor, and Jim Donlon, Senior Vice President and CFO of ArvinMeritor, at the Morgan Stanley Global Automotive Conference. The presentation provides an overview of Light Vehicle Systems, its performance and margins, strategies for improving performance through initiatives like Performance Plus, new product development focusing on smart systems and expanding engineering capabilities, and a strategy for growth in Asia.
Jim Donlon, Chief Financial Officer of ArvinMeritor, presented at the Lehman Brothers Industrial Select Conference. He discussed (1) the sale of the company's Emissions Technologies business for $310 million, which will allow the company to focus on its core businesses. He (2) outlined the company's growth strategy going forward, which includes tripling sales in Asia and aftermarket. The sale will (3) narrow the company's focus and allow it to invest proceeds into organic growth, acquisitions, and paying down long-term liabilities.
This document summarizes a presentation by Phil Martens, President of Light Vehicle Systems at ArvinMeritor, at the 2008 Morgan Stanley Global Automotive Conference. The presentation outlines ArvinMeritor's priorities for 2008, which include radically improving costs through restructuring, improving free cash flow, capitalizing on growth in emerging markets, aligning with key customers, and launching new products. Examples of actions taken to achieve the priorities are provided. Financial assumptions for 2008 are also presented.
The document provides a summary of a presentation given by Chip McClure, Chairman and CEO of ArvinMeritor, and Jay Craig, Senior VP and CFO, at the JPMorgan Harbour Conference on August 13, 2008. The presentation discusses ArvinMeritor's business portfolio and strategy, including growing its most profitable sub-segments through product development and acquisitions, controlling costs through operational improvements, and creating shareholder value through business transformation initiatives like divestitures and the planned spin-off of its Light Vehicle Systems business.
J. D. Power: Buick Jaguar Rank Highest in Dependability - March 2009Ralph Paglia
Buick and Jaguar tied for the highest ranking in vehicle dependability according to the 2009 Vehicle Dependability Study. Lexus, Toyota, and Mercury followed as the next highest ranking brands. Toyota received the most segment awards with five models ranking highest in their categories. The study found that improving long-term vehicle dependability is important as consumers are keeping their vehicles longer. Component replacement rates significantly impact customer loyalty.
The document summarizes key findings from a global mobile survey about automotive preferences:
- Toyota was the most preferred global auto brand, chosen by 32% of over 60,000 respondents across 125 countries. BMW was the most desired luxury brand at 35%.
- When evaluating auto purchases, nearly 20% said cost was the top factor, followed by safety at 15% and engine/power at 13%.
- Over a third intend to purchase a new car within the next three to six months.
The 2000 Annual Report of ArvinMeritor summarizes the company's performance in fiscal year 2000 following the merger of Arvin and Meritor to form ArvinMeritor. Key points include:
- ArvinMeritor became the 11th largest independent global automotive supplier with $7.7 billion in pro forma sales and operations in over 25 countries.
- The merger created synergies and opportunities but fiscal year 2000 results were lower than expected due to industry-wide factors like decreased commercial vehicle production and light vehicle sales.
- To improve performance, ArvinMeritor outlined cost-cutting measures and plans to reduce expenses by $100 million by 2003 while targeting $450 million in new revenue opportunities created
1) Twenty-seven vehicles, including 19 cars and 8 SUVs, earned the TOP SAFETY PICK award for 2010 from the Insurance Institute for Highway Safety. This is the highest honor for vehicle safety.
2) For the first time, good performance in roof strength tests measuring protection during a rollover crash was required. Stronger roofs can reduce the risk of serious injury in rollovers by 50%.
3) Honda, Ford, Toyota, and some other manufacturers who previously won did not qualify in 2010 due to inadequate roof strength or other safety issues that need minor improvements according to IIHS.
This document summarizes a presentation given by Scott Kuechle, Executive Vice President & CFO of Goodrich Corporation, at the JPMorgan Aviation & Transportation Conference in March 2008. The presentation outlines Goodrich's balanced portfolio of proprietary aerospace and defense products, with an emphasis on the growing commercial and military aftermarket segments. It also highlights Goodrich's leadership positions, consistent financial performance, and potential for sustained long-term growth in sales, earnings, and cash flow.
Jim Donlon, Chief Financial Officer of ArvinMeritor, presented at the Lehman Brothers Industrial Select Conference. He discussed (1) the sale of the company's Emissions Technologies business for $310 million, which will allow the company to focus on its core businesses. He (2) outlined the company's growth strategy going forward, which includes tripling sales in Asia and aftermarket. The sale will (3) narrow the company's focus and allow it to invest proceeds into organic growth, acquisitions, and paying down long-term liabilities.
This document summarizes a presentation by Phil Martens, President of Light Vehicle Systems at ArvinMeritor, at the 2008 Morgan Stanley Global Automotive Conference. The presentation outlines ArvinMeritor's priorities for 2008, which include radically improving costs through restructuring, improving free cash flow, capitalizing on growth in emerging markets, aligning with key customers, and launching new products. Examples of actions taken to achieve the priorities are provided. Financial assumptions for 2008 are also presented.
The document provides a summary of a presentation given by Chip McClure, Chairman and CEO of ArvinMeritor, and Jay Craig, Senior VP and CFO, at the JPMorgan Harbour Conference on August 13, 2008. The presentation discusses ArvinMeritor's business portfolio and strategy, including growing its most profitable sub-segments through product development and acquisitions, controlling costs through operational improvements, and creating shareholder value through business transformation initiatives like divestitures and the planned spin-off of its Light Vehicle Systems business.
J. D. Power: Buick Jaguar Rank Highest in Dependability - March 2009Ralph Paglia
Buick and Jaguar tied for the highest ranking in vehicle dependability according to the 2009 Vehicle Dependability Study. Lexus, Toyota, and Mercury followed as the next highest ranking brands. Toyota received the most segment awards with five models ranking highest in their categories. The study found that improving long-term vehicle dependability is important as consumers are keeping their vehicles longer. Component replacement rates significantly impact customer loyalty.
The document summarizes key findings from a global mobile survey about automotive preferences:
- Toyota was the most preferred global auto brand, chosen by 32% of over 60,000 respondents across 125 countries. BMW was the most desired luxury brand at 35%.
- When evaluating auto purchases, nearly 20% said cost was the top factor, followed by safety at 15% and engine/power at 13%.
- Over a third intend to purchase a new car within the next three to six months.
The 2000 Annual Report of ArvinMeritor summarizes the company's performance in fiscal year 2000 following the merger of Arvin and Meritor to form ArvinMeritor. Key points include:
- ArvinMeritor became the 11th largest independent global automotive supplier with $7.7 billion in pro forma sales and operations in over 25 countries.
- The merger created synergies and opportunities but fiscal year 2000 results were lower than expected due to industry-wide factors like decreased commercial vehicle production and light vehicle sales.
- To improve performance, ArvinMeritor outlined cost-cutting measures and plans to reduce expenses by $100 million by 2003 while targeting $450 million in new revenue opportunities created
1) Twenty-seven vehicles, including 19 cars and 8 SUVs, earned the TOP SAFETY PICK award for 2010 from the Insurance Institute for Highway Safety. This is the highest honor for vehicle safety.
2) For the first time, good performance in roof strength tests measuring protection during a rollover crash was required. Stronger roofs can reduce the risk of serious injury in rollovers by 50%.
3) Honda, Ford, Toyota, and some other manufacturers who previously won did not qualify in 2010 due to inadequate roof strength or other safety issues that need minor improvements according to IIHS.
This document summarizes a presentation given by Scott Kuechle, Executive Vice President & CFO of Goodrich Corporation, at the JPMorgan Aviation & Transportation Conference in March 2008. The presentation outlines Goodrich's balanced portfolio of proprietary aerospace and defense products, with an emphasis on the growing commercial and military aftermarket segments. It also highlights Goodrich's leadership positions, consistent financial performance, and potential for sustained long-term growth in sales, earnings, and cash flow.
Yandex - Russian Automotive Market Update - February 2011Preston Carey
The document summarizes the Russian automotive market in February 2011. It notes that the automotive industry is one of Yandex's top industries and is growing quickly. The Russian automotive market saw strong growth in 2010 and is the 10th largest market worldwide, though car ownership remains low compared to Western countries. The government strongly supports the domestic automotive industry through subsidies and import restrictions. Foreign brands dominate the top automotive brands in Russia by market share. Passenger cars represent the largest category of automotive spend on Yandex.
This document discusses the need for low-viscosity engine oils for low-fuel consumption and zero-emission cars. It provides background on emission regulations and how they are driving engine technology development requirements. Fuel and engine oil specifications must also be developed to meet these new standards. The document concludes by discussing how low-viscosity lubricants can help achieve both low fuel consumption and zero emissions from cars.
Twenty-seven vehicles from twelve manufacturers earn the Insurance Institute for Highway Safety's 2010 TOP SAFETY PICK award for demonstrating good ratings for occupant protection in frontal, side, rear, and now roof strength tests. For the first time, good performance in a new roof strength test measuring protection in rollovers is required. While many vehicles improved, some like the Toyota Camry and Honda Accord lost the award for insufficient roof strength ratings. The addition of the roof test criterion recognizes manufacturers that provide good rollover protection.
General Motors has a long history dating back to 1908. It is now a global company that develops, produces and markets cars, trucks and vehicle parts worldwide. One of GM's most promising new vehicles is the Chevrolet Volt, an electric vehicle with a small gas engine backup generator. The Volt has a lithium-ion battery that can power the car for 40 miles on a single charge. Then a gas generator kicks in to extend the car's range to over 600 miles. GM sees the Volt as a way to improve its brand image and gain market share in the growing electric vehicle market. It plans to gradually roll out the Volt in major US cities starting in 2010 to allow time to set up adequate
The document discusses the new 2011 Ford Super Duty Chassis Cab truck. It highlights improvements to the diesel and gas engines including more torque and improved fuel economy. It also discusses enhanced towing capacity up to 7% more than last year and new safety and productivity features like trailer sway control. The chassis cab offers flexibility with configurations and is designed for adaptability to support a wide range of applications.
2010 Chevy Express color brochure provided by Viva Chevrolet located in El Paso, TX. Find the 2010 Chevy Express for sale in Texas; call about our current sales and incentives at (915) 613-2017. http://www.vivachevy.com/
This document provides a summary of car sales data and trends for May 2010. It analyzes pricing discounts, days vehicles spend in dealer inventories, highest incentive models, and model year shares. Some key findings include that Ford, Chevrolet, Chrysler, GMC, and Lincoln had the largest discounts on 2010 vehicles in May (11-14% below MSRP). The 2010 Lexus GX 460 and Toyota Camry saw the biggest month-over-month price drops. The shortest average days in inventory were 10 days for the Hyundai Tucson and Mercedes GL350 BlueTEC. 92% of sales in May were for 2010 model year vehicles.
dana holdings CADF2722-6DAB-4150-AF59-82832D202677_Barclays021009finance42
Dana Holding Corporation presented at the Barclays Capital Industrial Select Conference on February 10, 2009. The presentation focused on Dana's key priorities in 2008, which included rebuilding its team with new leadership, jump-starting operations through cost reduction initiatives, addressing strategic issues, and improving financial performance. Dana outlined actions taken in each area, including leadership changes, plant closures and workforce reductions, and aggressive pricing negotiations. The presentation also provided an overview of Dana's diverse markets, geographic revenues, customers, and debt maturity profile as context.
2011 September Investor Presentation Updatecarlisle_com
The presentation discusses Carlisle Companies, which operates in 5 segments. It notes that forward-looking statements may differ from actual results. The segments are described along with end markets, revenue sources, and sales/EBIT data. Carlisle has a strong balance sheet with available debt capacity and a debt to EBITDA ratio of 1.6. The company's strategy is to achieve $5 billion in sales, 15% EBIT margins, 30% international revenue, 15% ROIC, and 15% working capital to sales through its operating system, new products, global expansion, and acquisitions.
The author expresses gratitude for their family who provide love and support, their pet leopard gecko who is a companion, and their drawing pad which allows them to engage in an enjoyable creative activity. They are also thankful for having clothes to stay warm and school where they can learn and socialize with friends.
Thomas met Benjamin Franklin in 1774 and was convinced to move to Philadelphia where he began a career in journalism. He wrote Common Sense advocating for American independence from England. Thomas later wrote The Rights of Man in Europe, which labeled him an outlaw, and while imprisoned in France in 1793 he wrote The Age of Reason criticizing organized religion. He was eventually released and returned to America in 1802.
The document describes idSpace, a tool for distributed collaborative product innovation. It aims to support a range of creativity techniques and pedagogical strategies through an integrated ontology within a semantic platform built on Topic Maps. This will facilitate distributed collaboration while supporting users without expertise in creativity or semantics. Key goals are to reuse knowledge, dynamically select techniques, and integrate all elements of the creative process through the ontology.
Gowthaman is seeking a role to utilize his 4+ years of experience in instrumentation calibration, electrical projects, and maintenance of electrical equipment. He currently works as an Executive Engineer at Vivimed Labs, a USFDA approved pharmaceutical company, and is responsible for calibration, documentation, procurement, and troubleshooting. Gowthaman has a B.E. in Electronics Communication Engineering from Anna University and skills in programming languages like C, PHP/MySQL, and HTML.
The document expresses gratitude towards family for treating the author fantastically, pets for bringing excitement, food for nourishing health, and bed for providing comfort.
This document outlines 5 risks facing a company along with the expected impact and severity of each risk. The risks include: no clients, certification failure, lack of consultants, less competent staff, and late payments. For each risk, the company proposes actions like improving marketing, testing systems, hiring consultants, providing training, and more frequent follow-ups to address the risks.
The child expresses gratitude for their dog who brings them joy, water which is essential for life, friends who are kind to them, and their bed for providing comfort.
The short film "Signs" follows a lonely man going through his daily routine of waking up, commuting to work, and returning home alone each night. Through shots of his facial expressions and surroundings, the audience understands his sadness and loneliness. This changes when he notices a woman in another office building and they begin communicating through signs, eventually falling in love. Their relationship improves his mood and daily routine as represented through shorter, faster-paced shots. A brief misunderstanding occurs when he thinks she has moved, but they reunite and will presumably begin their relationship.
Mattie Z is thankful for several things that provide basic needs and entertainment, including food that keeps her healthy, her funny dog, TV shows to watch when bored, blankets that keep her warm, and school where she sees friends.
This document discusses the roles of interpreters and intercultural mediators in helping immigrants. It provides definitions of interpretation, intercultural mediation, social work, and social education. Professionals in these fields were interviewed to understand their work with immigrants and common challenges. The main communicative needs of immigrants are in employment and administration. Both interpreters and mediators must understand specific vocabulary, address linguistic and cultural barriers, and manage neutrality versus involvement in interactions.
Yandex - Russian Automotive Market Update - February 2011Preston Carey
The document summarizes the Russian automotive market in February 2011. It notes that the automotive industry is one of Yandex's top industries and is growing quickly. The Russian automotive market saw strong growth in 2010 and is the 10th largest market worldwide, though car ownership remains low compared to Western countries. The government strongly supports the domestic automotive industry through subsidies and import restrictions. Foreign brands dominate the top automotive brands in Russia by market share. Passenger cars represent the largest category of automotive spend on Yandex.
This document discusses the need for low-viscosity engine oils for low-fuel consumption and zero-emission cars. It provides background on emission regulations and how they are driving engine technology development requirements. Fuel and engine oil specifications must also be developed to meet these new standards. The document concludes by discussing how low-viscosity lubricants can help achieve both low fuel consumption and zero emissions from cars.
Twenty-seven vehicles from twelve manufacturers earn the Insurance Institute for Highway Safety's 2010 TOP SAFETY PICK award for demonstrating good ratings for occupant protection in frontal, side, rear, and now roof strength tests. For the first time, good performance in a new roof strength test measuring protection in rollovers is required. While many vehicles improved, some like the Toyota Camry and Honda Accord lost the award for insufficient roof strength ratings. The addition of the roof test criterion recognizes manufacturers that provide good rollover protection.
General Motors has a long history dating back to 1908. It is now a global company that develops, produces and markets cars, trucks and vehicle parts worldwide. One of GM's most promising new vehicles is the Chevrolet Volt, an electric vehicle with a small gas engine backup generator. The Volt has a lithium-ion battery that can power the car for 40 miles on a single charge. Then a gas generator kicks in to extend the car's range to over 600 miles. GM sees the Volt as a way to improve its brand image and gain market share in the growing electric vehicle market. It plans to gradually roll out the Volt in major US cities starting in 2010 to allow time to set up adequate
The document discusses the new 2011 Ford Super Duty Chassis Cab truck. It highlights improvements to the diesel and gas engines including more torque and improved fuel economy. It also discusses enhanced towing capacity up to 7% more than last year and new safety and productivity features like trailer sway control. The chassis cab offers flexibility with configurations and is designed for adaptability to support a wide range of applications.
2010 Chevy Express color brochure provided by Viva Chevrolet located in El Paso, TX. Find the 2010 Chevy Express for sale in Texas; call about our current sales and incentives at (915) 613-2017. http://www.vivachevy.com/
This document provides a summary of car sales data and trends for May 2010. It analyzes pricing discounts, days vehicles spend in dealer inventories, highest incentive models, and model year shares. Some key findings include that Ford, Chevrolet, Chrysler, GMC, and Lincoln had the largest discounts on 2010 vehicles in May (11-14% below MSRP). The 2010 Lexus GX 460 and Toyota Camry saw the biggest month-over-month price drops. The shortest average days in inventory were 10 days for the Hyundai Tucson and Mercedes GL350 BlueTEC. 92% of sales in May were for 2010 model year vehicles.
dana holdings CADF2722-6DAB-4150-AF59-82832D202677_Barclays021009finance42
Dana Holding Corporation presented at the Barclays Capital Industrial Select Conference on February 10, 2009. The presentation focused on Dana's key priorities in 2008, which included rebuilding its team with new leadership, jump-starting operations through cost reduction initiatives, addressing strategic issues, and improving financial performance. Dana outlined actions taken in each area, including leadership changes, plant closures and workforce reductions, and aggressive pricing negotiations. The presentation also provided an overview of Dana's diverse markets, geographic revenues, customers, and debt maturity profile as context.
2011 September Investor Presentation Updatecarlisle_com
The presentation discusses Carlisle Companies, which operates in 5 segments. It notes that forward-looking statements may differ from actual results. The segments are described along with end markets, revenue sources, and sales/EBIT data. Carlisle has a strong balance sheet with available debt capacity and a debt to EBITDA ratio of 1.6. The company's strategy is to achieve $5 billion in sales, 15% EBIT margins, 30% international revenue, 15% ROIC, and 15% working capital to sales through its operating system, new products, global expansion, and acquisitions.
The author expresses gratitude for their family who provide love and support, their pet leopard gecko who is a companion, and their drawing pad which allows them to engage in an enjoyable creative activity. They are also thankful for having clothes to stay warm and school where they can learn and socialize with friends.
Thomas met Benjamin Franklin in 1774 and was convinced to move to Philadelphia where he began a career in journalism. He wrote Common Sense advocating for American independence from England. Thomas later wrote The Rights of Man in Europe, which labeled him an outlaw, and while imprisoned in France in 1793 he wrote The Age of Reason criticizing organized religion. He was eventually released and returned to America in 1802.
The document describes idSpace, a tool for distributed collaborative product innovation. It aims to support a range of creativity techniques and pedagogical strategies through an integrated ontology within a semantic platform built on Topic Maps. This will facilitate distributed collaboration while supporting users without expertise in creativity or semantics. Key goals are to reuse knowledge, dynamically select techniques, and integrate all elements of the creative process through the ontology.
Gowthaman is seeking a role to utilize his 4+ years of experience in instrumentation calibration, electrical projects, and maintenance of electrical equipment. He currently works as an Executive Engineer at Vivimed Labs, a USFDA approved pharmaceutical company, and is responsible for calibration, documentation, procurement, and troubleshooting. Gowthaman has a B.E. in Electronics Communication Engineering from Anna University and skills in programming languages like C, PHP/MySQL, and HTML.
The document expresses gratitude towards family for treating the author fantastically, pets for bringing excitement, food for nourishing health, and bed for providing comfort.
This document outlines 5 risks facing a company along with the expected impact and severity of each risk. The risks include: no clients, certification failure, lack of consultants, less competent staff, and late payments. For each risk, the company proposes actions like improving marketing, testing systems, hiring consultants, providing training, and more frequent follow-ups to address the risks.
The child expresses gratitude for their dog who brings them joy, water which is essential for life, friends who are kind to them, and their bed for providing comfort.
The short film "Signs" follows a lonely man going through his daily routine of waking up, commuting to work, and returning home alone each night. Through shots of his facial expressions and surroundings, the audience understands his sadness and loneliness. This changes when he notices a woman in another office building and they begin communicating through signs, eventually falling in love. Their relationship improves his mood and daily routine as represented through shorter, faster-paced shots. A brief misunderstanding occurs when he thinks she has moved, but they reunite and will presumably begin their relationship.
Mattie Z is thankful for several things that provide basic needs and entertainment, including food that keeps her healthy, her funny dog, TV shows to watch when bored, blankets that keep her warm, and school where she sees friends.
This document discusses the roles of interpreters and intercultural mediators in helping immigrants. It provides definitions of interpretation, intercultural mediation, social work, and social education. Professionals in these fields were interviewed to understand their work with immigrants and common challenges. The main communicative needs of immigrants are in employment and administration. Both interpreters and mediators must understand specific vocabulary, address linguistic and cultural barriers, and manage neutrality versus involvement in interactions.
Este documento fornece informações sobre uma música chamada "As Rosas não falam" do artista Clayderman_Richard. Foi escrito por Anabela de Araújo em Novembro de 2005 e contém detalhes sobre a pesquisa e formatação realizada.
Este documento describe diferentes formas de aprovechar los recursos de Internet en el aula, incluyendo buscar información a través de motores de búsqueda generales y específicos, utilizar aplicaciones educativas como Google Earth y repositorios de actividades docentes, y organizar la información mediante herramientas como marcadores, plataformas educativas y discos duros virtuales. También sugiere actividades que los docentes pueden crear para sus alumnos utilizando recursos de Internet, como componer textos, realizar presentaciones, crear blogs y
Pro Screens offers a range of rear projection screens, films, and touchscreens that provide bright, clear images even in brightly lit environments. Their screens use special diffuser beads and optical properties to effectively distribute light in all directions. This allows images to be 10 times brighter than traditional screens. Their screens are durable, lightweight, easy to install, and can be used with standard or high definition projectors. They provide solutions for applications like digital signage, corporate presentations, exhibitions, and more.
U.S. Government Information: Changes in 2009infoscience
The document provides updates about new and changed resources available through the Georgetown University government documents library. It notes the addition of new guides, catalog changes, database subscriptions and collections, including LexisNexis Congressional, HeinOnline, and GPO's FDSys. Tips are provided for searching and accessing these resources.
The document discusses different definitions and perspectives on what poetry is. It provides 7 definitions ranging from poetry being a form of art that conveys beauty and truth, to being a game that breaks conventional rules of language. It also includes two short poems as examples of poetry.
This document discusses a style account that has been active for 2 years, has generated £750k in revenue, and has resulted in 3 patents. It also references the phrase "You are always on my mind" but provides no other context. A purchase decision is mentioned but no other details are given.
The 3 sentence summary is:
The document discusses a conversation between Hari and Shyam about Hari finding 50 rupees on the road. Shyam tells Hari that he should return the money to the owner, while Hari argues that there is no way to find the owner so he will keep the money. Their discussion touches on honesty and doing the right thing with found property.
1) The document summarizes Jim Donlon, the Chief Financial Officer of Lehman Brothers, presenting at an industrial select conference.
2) It discusses Lehman Brothers agreeing to sell its Emissions Technologies business for $310 million, allowing it to focus on core areas like chassis, drivetrain and apertures.
3) The divestiture will reduce Lehman Brothers' sales from $8.9-9.1 billion to $5.9-6.1 billion and reduce facilities from 112 to 75 and employees from 27,500 to 20,000.
This document summarizes a presentation by Phil Martens, President of Light Vehicle Systems at ArvinMeritor, at the 2008 Morgan Stanley Global Automotive Conference. The presentation outlines ArvinMeritor's priorities for 2008, which include radically improving costs through restructuring, improving free cash flow, capitalizing on growth in emerging markets, aligning with key customers, and launching new products. Examples of actions taken to achieve the priorities and financial assumptions for 2008 are provided.
This document summarizes a presentation given by Chip McClure, Chairman and CEO of ArvinMeritor, at the 2008 AANY Conference. The presentation discusses:
1) Challenges facing the company such as the economic outlook in North America and executing their Performance Plus initiatives.
2) Growth opportunities for the company in areas like Europe, Asia, commercial vehicle aftermarket, and specialty vehicles.
3) Key priorities including cost improvements, global growth initiatives, expanding the aftermarket business, and growing relationships with Asian OEMs.
This document summarizes Chip McClure's presentation to shareholders on January 26, 2007. The presentation highlights the company's financial results for 2006, industry challenges and opportunities, and the company's vision for growth and profitability. Key points include:
- The company exceeded its 2006 financial targets for sales, earnings per share, operating income, and free cash flow.
- Challenges in 2007 include the North American Class 8 truck downturn and light vehicle production cuts, while opportunities include growth in Asia and a strong balance sheet.
- The company's vision is to be a global systems leader through product innovation, accelerating growth in Asia and commercial vehicles, and achieving top financial performance among peers.
This document summarizes Chip McClure's presentation to shareholders on January 26, 2007. The presentation covers:
1) The company delivered strong financial results in 2006, exceeding targets for sales, earnings per share, operating income, and free cash flow.
2) The company faces challenges from the downturn in the North American truck market and production cuts, as well as increased material costs. However, opportunities exist in growing Asian markets and with some competitors weakened.
3) The company's vision is to be a global systems leader, accelerate growth in Asia and commercial vehicles, and achieve top financial performance among peers through initiatives like expanding its aftermarket business and category crossover.
Deutsche Bank presented at a 2007 leveraged finance conference. The presentation discussed Deutsche Bank's product portfolio, customer base, and the impacts of the economic downturn on various industries including commercial vehicles, housing, and freight. Charts were shown on expected offsets to downturn that did not materialize as well as declining trailer sales, truck tonnage, and class 8 truck orders reflecting weakness in freight volumes and construction exacerbated by the credit crunch.
Deutsche Bank 2007 Leveraged Finance Conference presentation by Jim Donlon and Mary Lehmann of ArvinMeritor discusses:
1) Weakness in the US truck market due to economic slowdown and credit crunch affecting sales and production volumes.
2) Supply chain challenges in Europe from unexpected surge in demand, requiring premium freight and tight capacity.
3) Outlook for 2008 is lowered from 2007 due to ongoing operational issues and non-recurring charges, but medium-term investment thesis remains intact with cost savings plans and growth in commercial vehicle markets.
Chip McClure, Chairman and CEO of ArvinMeritor, provided an overview of the company's performance and goals. Key points included:
1) The company met its 2005 goals around sales, EPS, operating income and free cash flow.
2) Medium-term goals include achieving a 1/3-1/3-1/3 regional sales mix and tripling sales and the aftermarket business in Asia.
3) Challenges include the 2007 downturn in the North American Class 8 truck market and pricing pressures, while opportunities exist in growing markets like Asia.
This document summarizes Chip McClure's presentation at ArvinMeritor's 2006 Analyst Day. It provides an overview of the company's commitments, goals, and delivery over the past year. It also discusses challenges like the North American truck downturn and opportunities in Asia. Medium-term goals are outlined to achieve a balanced regional mix and triple the Asia and aftermarket businesses. A new leadership team is introduced to help reshape the future, and the Performance Plus program is summarized to focus on operational excellence.
This document provides a summary of a presentation given by Chip McClure, Chairman and CEO of ArvinMeritor, and Jay Craig, Senior VP and CFO, at the JPMorgan Harbour Conference on August 13, 2008. The presentation discusses ArvinMeritor's Commercial Vehicle Systems and Light Vehicle Systems business segments, highlighting their geographic and customer diversity and leadership positions in various product categories. It also outlines ArvinMeritor's focus on value creation through geographic and customer balance, category leadership, and business transformation and cost control.
The document announces that ArvinMeritor will spin off its Light Vehicle Systems segment into a separate publicly traded company. The spinoff is expected to be completed within the next 12 months and will allow each company to focus on its specific market and improve shareholder value. It provides an overview of the new Light Vehicle Systems company, including its leadership team, global operations, strong brand portfolio, and growth opportunities in international markets.
The document announces that ArvinMeritor will spin off its Light Vehicle Systems segment into a separate publicly traded company. The spinoff is expected to be completed within the next 12 months and will allow each company to focus on its specific business areas. It provides an overview of the new Light Vehicle Systems company, including its leadership team, global operations, strong brand portfolio, and growth opportunities in international markets. Financial projections indicate the new company is well positioned for margin expansion and profitable growth.
Emissions Technologies announced it has reached an agreement to sell its Emissions Technologies business to One Equity Partners for $310 million. The transaction is expected to close in the third fiscal quarter of 2007. The sale will allow ArvinMeritor to focus on its core businesses of chassis, drivetrain and apertures. ArvinMeritor provided an outlook for fiscal year 2007 following the sale, expecting sales of $5.9-6.1 billion and diluted EPS of $1.00-1.10.
Emissions Technologies announced it has reached an agreement to sell its Emissions Technologies business to One Equity Partners for $310 million. The transaction is expected to close in the third fiscal quarter of 2007 pending regulatory approvals. The divestiture will allow ArvinMeritor to focus on its core businesses of chassis, drivetrain and apertures. ArvinMeritor provided an outlook for fiscal year 2007 following the divestiture with estimated sales of $5.9-6.1 billion and diluted EPS of $1.00-1.10.
The document summarizes Lear Corporation's presentation at the 2006 Paris Auto Show JPMorgan Investor Conference. It discusses Lear's strategic evolution from an automotive seat manufacturer to an interior systems supplier. It also reviews Lear's financial performance, global competitiveness improvements through restructuring initiatives, new product innovations, and customer awards. Major launches for the second half of 2006 and 2007 are highlighted for North America, Europe, and Asia.
Group 1 Automotive is a top five U.S. automotive dealer group with over 170,000 vehicle sales in 2008 and $4.3 billion in annual revenue. In the first quarter of 2009, revenues decreased 32.2% to $1.02 billion compared to $1.5 billion in the first quarter of 2008. Parts and service generates 70% of gross profits and covers 75-85% of fixed costs. The company expects to dispose of some dealerships that do not provide acceptable returns in 2009 but does not plan additional acquisitions.
The 2000 Annual Report of ArvinMeritor summarizes the company's performance in fiscal year 2000 following the merger of Arvin and Meritor to form ArvinMeritor. Key points include:
- ArvinMeritor became the 11th largest independent global automotive supplier with $7.7 billion in pro forma sales in 2000 following the merger.
- However, net income declined 9% to $254 million due to challenges from slowing automotive production in North America and Europe in the second half of the year.
- The company identified cost synergies exceeding initial targets from the merger and aims to reduce costs further to improve financial performance and competitive position.
- Going forward, ArvinMer
- Dana Holding Corporation presented financial results for the second quarter and first half of 2008 at the Credit Suisse 2008 Global Automotive Conference.
- For the first half of 2008, Dana reported sales of $4.6 billion, a 5% increase over the previous year, though earnings were impacted by higher steel costs and lower volumes in North America.
- Dana expected weaker financial results in the second half of 2008 compared to the first half due to anticipated volume declines in North America and continued high steel costs. However, the company had taken actions to reduce costs and improve operational efficiency.
dana holdings 9A1CE957-B9FA-4AEB-B390-1F304160E552_JPMorgan020309finance42
Dana Holding Corporation presented at the J.P. Morgan Global High Yield & Leveraged Finance Conference on February 3, 2009. The presentation focused on Dana's key priorities in 2008, which included rebuilding its management team, jump-starting operations through cost reduction actions, addressing strategic issues, and improving financial performance. Dana also discussed its diverse markets, geographic revenues, customer base, debt maturity profile, and pension management issues. The presentation provided an overview of Dana's actions taken in 2008 and outlook for 2009.
dana holdings CC934DB3-89EA-454B-A087-C075C5972F55_AANYPres_011409finance42
Dana Holding Corporation presented at the Automotive Analysts' Society of New York Detroit Auto Conference on January 14, 2009. The presentation focused on Dana's key priorities in 2008, which included rebuilding the management team, jump-starting global operations, addressing strategic issues, and improving financial performance. Dana also discussed its actions to reduce costs through job cuts, plant closures, and supply chain improvements. Looking ahead, Dana will evaluate certain business units for strategic fit and focus on capturing pricing actions to boost margins.
Similar to arvinmeritor Morgan_Stanley_2007_ARM_Final (20)
CMC is a global steel and metals company with over 14,000 employees worldwide. It manufactures, recycles, markets, and distributes steel and metal products through a network of over 200 locations globally. CMC operates steel minimills, fabrication plants, service centers, and recycling facilities. It aims to be vertically integrated and diversified in its product offerings and geographic reach.
The document provides an overview of CMC's business model which focuses on vertical integration, product diversification, and global geographic dispersion. It then discusses CMC's current market conditions and outlook across different geographic regions and product lines, including details on earnings expectations, capital investment projects, and quarterly financial statistics. The document also reviews factors influencing costs and selling prices for CMC's various steel manufacturing operations in North America.
The document provides an overview of CMC, a global steel and metals company. It discusses CMC's business model which focuses on vertical integration, product diversification, and global geographic dispersion. It also summarizes CMC's track record of conservative management and 30 consecutive years of profitability. Finally, it outlines CMC's five operating segments and overall strategy of achieving a global reach through regional focus and growth in key markets.
CMC is a global steel and metals company with over 14,000 employees worldwide. It manufactures, recycles, markets, and distributes steel and metal products through a network of over 200 locations globally. CMC operates steel minimills, fabrication plants, service centers, and recycling facilities. It aims to vertically integrate its operations from scrap processing to steel fabrication to provide a hedge against steel and metal price fluctuations.
The document provides an overview of CMC's business model, current market conditions, earnings results, and operational metrics for the third quarter of 2008. It discusses CMC's strategy of vertical integration, product diversification, and global geographic dispersion. It also reviews earnings, sales, margins, capital investments, and performance across CMC's different business segments.
The document provides an overview of CMC's business model, current market conditions, earnings results, and operational metrics for the third quarter of 2008. It discusses CMC's strategy of vertical integration, product diversification, and global geographic dispersion. It also reviews demand trends, input costs, earnings, investments, segment performance, and operational details.
This document provides an overview of Commercial Metals Company (CMC) and its quarterly performance. It discusses CMC's business model, including its vertical integration and product and geographic diversification. It also summarizes CMC's financial performance from 2003-2007, highlighting increasing sales, earnings, and shareholder returns over that period. Current market conditions and CMC's outlook are briefly addressed.
The document provides an overview of CMC's business model and current market conditions for the 4th quarter of 2008. It summarizes CMC's key business segments, product lines, capital projects, financial statistics, and discusses challenges in the global steel market including falling prices, reduced demand, and excess inventory. It analyzes factors such as raw material costs, sales prices, margins, and operating profits across CMC's divisions.
The document provides an overview of CMC's business model and current market conditions for the 4th quarter of 2008. It summarizes CMC's key business segments, current projects, liquidity position, financial statistics, and discusses challenges in the global steel market including falling prices, reduced demand, and excess inventory. It analyzes performance and outlook for CMC's Americas and international operations.
This document summarizes notes from the 4th Annual Global Steel CEO Forum held by Goldman Sachs on December 4, 2008. It discusses the current challenging market conditions for the steel industry due to the global liquidity crisis, including falling prices, production cutbacks, and declining demand. Updates are provided on conditions and outlook for different markets, including further price declines and inventory reductions in North America, continued cutbacks and oversupply in Europe and the Middle East, and China's efforts to stimulate domestic demand and infrastructure spending to boost its economy and steel demand. Breaking the negative cycle depends on the effectiveness of global government intervention programs and restoration of confidence.
The document discusses how Commercial Metals Company (CMC) is different from other steel companies. It notes that CMC focuses on long steel products, has diversified its business across five segments including steel mills, fabrication, recycling, and marketing, and has a track record of consistent profitability and financial strength over 26 years. The document aims to show investors that CMC's strategy and performance set it apart from other steel industry firms.
The document discusses how Commercial Metals Company (CMC) is different from other steel companies. It notes that CMC focuses on long steel products, has diversified its business across five segments including steel mills, fabrication, recycling, and marketing, and has a track record of consistent profitability and financial strength over 26 years. The document aims to show investors that CMC's strategy and performance set it apart from other steel industry firms.
The document discusses how Commercial Metals Company (CMC) is different from other steel companies. It notes that CMC focuses on long steel products, has diversified its business across five segments including steel mills, fabrication plants, recycling, and marketing/distribution, and has a track record of consistent profitability and financial strength over 26 years. The document aims to show shareholders that CMC's business strategy and performance set it apart from other steel industry firms.
This document is Commercial Metals Company's 2005 Annual Report. It summarizes the company's financial performance for fiscal year 2005, including record net earnings of $286 million on net sales of $6.6 billion, up from $132 million on $4.8 billion the previous year. It discusses positive results across the company's business segments, including Domestic Mills, Domestic Fabrication, Recycling, and Marketing & Distribution. The annual report also provides an overview of the company's operations, strategic focus on vertical integration, and capital expenditure plans.
This document is the 2005 annual report for Commercial Metals Company. It summarizes the company's financial performance for fiscal year 2005, which saw record net earnings of $286 million on net sales of $6.6 billion, up from $132 million on $4.8 billion the previous year. The company's domestic mills and fabrication segments significantly outperformed the prior year due to higher steel prices and strong end-user demand. While operations in Poland saw a decline from the prior year, performance improved in the fourth quarter. Overall, the company benefited from favorable market conditions across most of its businesses.
This document is Commercial Metals Company's 2005 Annual Report which summarizes the company's financial performance for fiscal year 2005. Some key points:
- The company achieved record net earnings of $286 million on record net sales of $6.6 billion in fiscal year 2005, up from $132 million in net earnings on $4.8 billion in net sales in fiscal year 2004.
- All of the company's business segments - Domestic Mills, Domestic Fabrication, Recycling, and Marketing & Distribution - experienced strong financial performance and profitability in 2005.
- The company continued its strategy of vertical integration and diversification which has helped it perform well in changing market conditions.
- For
This annual report summarizes Commercial Metals Company's financial performance in fiscal year 2006. Some key points:
- Record net earnings of $356 million on $7.6 billion in net sales, up from $286 million on $6.6 billion the prior year.
- All five business segments (domestic mills, CMCZ, domestic fabrication, recycling, and marketing/distribution) performed well due to favorable market conditions and the company's vertical integration strategy.
- Domestic mills set new records for sales, production, and shipments as metal spreads increased. The copper tube mill's operating profit increased significantly year-over-year.
This annual report summarizes Commercial Metals Company's financial performance in fiscal year 2006. Some key points:
- Record net earnings of $356 million on $7.6 billion in net sales, up from $286 million on $6.6 billion the prior year.
- All five business segments (domestic mills, CMCZ, domestic fabrication, recycling, and marketing/distribution) performed well due to favorable market conditions and the company's vertical integration strategy.
- Domestic mills set production and shipment records while benefiting from high metal spreads. CMCZ also improved significantly through organizational changes and new investments.
Commercial Metals Company reported record financial results for fiscal year 2006 with net sales of $7.6 billion, net earnings of $356 million, and diluted earnings per share of $2.89. All five of CMC's business segments performed well, with domestic steel mills, CMCZ (the Polish steel operation), and recycling being especially strong. Market conditions were favorable, especially for non-residential construction, and CMC executed well. The company also invested in new facilities, acquisitions, and branding initiatives. CMC has high confidence in its future due to the continued expected strength of its end markets and its vertically integrated business model.
Commercial Metals Company had a profitable year in 2007, approaching the record profits of 2006. The company made several strategic acquisitions, announced plans to build a new micro mill, and reorganized internally to take advantage of growth opportunities. All five of the company's business segments performed well. Safety remains a major focus.
Madhya Pradesh, the "Heart of India," boasts a rich tapestry of culture and heritage, from ancient dynasties to modern developments. Explore its land records, historical landmarks, and vibrant traditions. From agricultural expanses to urban growth, Madhya Pradesh offers a unique blend of the ancient and modern.
How Poonawalla Fincorp and IndusInd Bank’s Co-Branded RuPay Credit Card Cater...beulahfernandes8
The eLITE RuPay Platinum Credit Card, a strategic collaboration between Poonawalla Fincorp and IndusInd Bank, represents a significant advancement in India's digital financial landscape. Spearheaded by Abhay Bhutada, MD of Poonawalla Fincorp, the card leverages deep customer insights to offer tailored features such as no joining fees, movie ticket offers, and rewards on UPI transactions. IndusInd Bank's solid banking infrastructure and digital integration expertise ensure seamless service delivery in today's fast-paced digital economy. With a focus on meeting the growing demand for digital financial services, the card aims to cater to tech-savvy consumers and differentiate itself through unique features and superior customer service, ultimately poised to make a substantial impact in India's digital financial services space.
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
Discover the Future of Dogecoin with Our Comprehensive Guidance36 Crypto
Learn in-depth about Dogecoin's trajectory and stay informed with 36crypto's essential and up-to-date information about the crypto space.
Our presentation delves into Dogecoin's potential future, exploring whether it's destined to skyrocket to the moon or face a downward spiral. In addition, it highlights invaluable insights. Don't miss out on this opportunity to enhance your crypto understanding!
https://36crypto.com/the-future-of-dogecoin-how-high-can-this-cryptocurrency-reach/
The Rise and Fall of Ponzi Schemes in America.pptxDiana Rose
Ponzi schemes, a notorious form of financial fraud, have plagued America’s investment landscape for decades. Named after Charles Ponzi, who orchestrated one of the most infamous schemes in the early 20th century, these fraudulent operations promise high returns with little or no risk, only to collapse and leave investors with significant losses. This article explores the nature of Ponzi schemes, notable cases in American history, their impact on victims, and measures to prevent falling prey to such scams.
Understanding Ponzi Schemes
A Ponzi scheme is an investment scam where returns are paid to earlier investors using the capital from newer investors, rather than from legitimate profit earned. The scheme relies on a constant influx of new investments to continue paying the promised returns. Eventually, when the flow of new money slows down or stops, the scheme collapses, leaving the majority of investors with substantial financial losses.
Historical Context: Charles Ponzi and His Legacy
Charles Ponzi is the namesake of this deceptive practice. In the 1920s, Ponzi promised investors in Boston a 50% return within 45 days or 100% return in 90 days through arbitrage of international reply coupons. Initially, he paid returns as promised, not from profits, but from the investments of new participants. When his scheme unraveled, it resulted in losses exceeding $20 million (equivalent to about $270 million today).
Notable American Ponzi Schemes
1. Bernie Madoff: Perhaps the most notorious Ponzi scheme in recent history, Bernie Madoff’s fraud involved $65 billion. Madoff, a well-respected figure in the financial industry, promised steady, high returns through a secretive investment strategy. His scheme lasted for decades before collapsing in 2008, devastating thousands of investors, including individuals, charities, and institutional clients.
2. Allen Stanford: Through his company, Stanford Financial Group, Allen Stanford orchestrated a $7 billion Ponzi scheme, luring investors with fraudulent certificates of deposit issued by his offshore bank. Stanford promised high returns and lavish lifestyle benefits to his investors, which ultimately led to a 110-year prison sentence for the financier in 2012.
3. Tom Petters: In a scheme that lasted more than a decade, Tom Petters ran a $3.65 billion Ponzi scheme, using his company, Petters Group Worldwide. He claimed to buy and sell consumer electronics, but in reality, he used new investments to pay off old debts and fund his extravagant lifestyle. Petters was convicted in 2009 and sentenced to 50 years in prison.
4. Eric Dalius and Saivian: Eric Dalius, a prominent figure behind Saivian, a cashback program promising high returns, is under scrutiny for allegedly orchestrating a Ponzi scheme. Saivian enticed investors with promises of up to 20% cash back on everyday purchases. However, investigations suggest that the returns were paid using new investments rather than legitimate profits. The collapse of Saivian l
Confirmation of Payee (CoP) is a vital security measure adopted by financial institutions and payment service providers. Its core purpose is to confirm that the recipient’s name matches the information provided by the sender during a banking transaction, ensuring that funds are transferred to the correct payment account.
Confirmation of Payee was built to tackle the increasing numbers of APP Fraud and in the landscape of UK banking, the spectre of APP fraud looms large. In 2022, over £1.2 billion was stolen by fraudsters through authorised and unauthorised fraud, equivalent to more than £2,300 every minute. This statistic emphasises the urgent need for robust security measures like CoP. While over £1.2 billion was stolen through fraud in 2022, there was an eight per cent reduction compared to 2021 which highlights the positive outcomes obtained from the implementation of Confirmation of Payee. The number of fraud cases across the UK also decreased by four per cent to nearly three million cases during the same period; latest statistics from UK Finance.
In essence, Confirmation of Payee plays a pivotal role in digital banking, guaranteeing the flawless execution of banking transactions. It stands as a guardian against fraud and misallocation, demonstrating the commitment of financial institutions to safeguard their clients’ assets. The next time you engage in a banking transaction, remember the invaluable role of CoP in ensuring the security of your financial interests.
For more details, you can visit https://technoxander.com.
How to Identify the Best Crypto to Buy Now in 2024.pdfKezex (KZX)
To identify the best crypto to buy in 2024, analyze market trends, assess the project's fundamentals, review the development team and community, monitor adoption rates, and evaluate risk tolerance. Stay updated with news, regulatory changes, and expert opinions to make informed decisions.
“Amidst Tempered Optimism” Main economic trends in May 2024 based on the results of the New Monthly Enterprises Survey, #NRES
On 12 June 2024 the Institute for Economic Research and Policy Consulting (IER) held an online event “Economic Trends from a Business Perspective (May 2024)”.
During the event, the results of the 25-th monthly survey of business executives “Ukrainian Business during the war”, which was conducted in May 2024, were presented.
The field stage of the 25-th wave lasted from May 20 to May 31, 2024. In May, 532 companies were surveyed.
The enterprise managers compared the work results in May 2024 with April, assessed the indicators at the time of the survey (May 2024), and gave forecasts for the next two, three, or six months, depending on the question. In certain issues (where indicated), the work results were compared with the pre-war period (before February 24, 2022).
✅ More survey results in the presentation.
✅ Video presentation: https://youtu.be/4ZvsSKd1MzE
Explore the world of investments with an in-depth comparison of the stock market and real estate. Understand their fundamentals, risks, returns, and diversification strategies to make informed financial decisions that align with your goals.
1. Morgan Stanley
Global Automotive Conference
Phil Martens
President, Light Vehicle Systems
Jim Donlon
Senior Vice President and CFO
1
2. Forward-Looking Statements
This presentation contains statements relating to future results of the company (including certain projections
and business trends) that are “forward-looking statements” as defined in the Private Securities Litigation Reform
Act of 1995. Forward-looking statements are typically identified by words or phrases such as “believe,” “expect,”
“anticipate,” “estimate,” “should,” “are likely to be,” “will” and similar expressions. Actual results may differ
materially from those projected as a result of certain risks and uncertainties, including but not limited to global
economic and market cycles and conditions; the demand for commercial, specialty and light vehicles for which
the company supplies products; risks inherent in operating abroad (including foreign currency exchange rates
and potential disruption of production and supply due to terrorist attacks or acts of aggression); availability and
cost of raw materials, including steel; OEM program delays; demand for and market acceptance of new and
existing products; successful development of new products; reliance on major OEM customers; labor relations of
the company, its suppliers and customers, including potential disruptions in supply of parts to our facilities or
demand for our products due to work stoppages; the financial condition of the company’s suppliers and
customers, including potential bankruptcies; possible adverse effects of any future suspension of normal trade
credit terms by our suppliers; potential difficulties competing with companies that have avoided their existing
contracts in bankruptcy and reorganization proceedings; successful integration of acquired or merged
businesses; the ability to achieve the expected annual savings and synergies from past and future business
combinations and the ability to achieve the expected benefits of restructuring actions; success and timing of
potential divestitures; potential impairment of long-lived assets, including goodwill; competitive product and
pricing pressures; the amount of the company’s debt; the ability of the company to continue to comply with
covenants in its financing agreements; the ability of the company to access capital markets; credit ratings of the
company’s debt; the outcome of existing and any future legal proceedings, including any litigation with respect
to environmental or asbestos-related matters; rising costs of pension and other post-retirement benefits and
possible changes in pension and other accounting rules; as well as other risks and uncertainties, including but
not limited to those detailed herein and from time to time in other filings of the company with the SEC. These
forward-looking statements are made only as of the date hereof, and the company undertakes no obligation to
update or revise the forward-looking statements, whether as a result of new information, future events or
otherwise, except as otherwise required by law.
2
3. Agenda
• Light Vehicle Systems Overview
• Performance Plus – Enhancing
Revenue
– Engineering, Research & Development
– Product Strategy & Growth
3
4. LVS Overview
Today’s Portfolio of Businesses
Wheels
Average
Above
Door Systems
Margins
Average
Below
Roof Chassis
Systems
Systems
Low High
Growth
4
5. LVS Overview
Customer Base Before ET Divestiture
2006 Sales
Commercial Vehicle Customers Light Vehicle Customers
DaimlerChrysler
Other CVS
10%
Ford 1%
53%
15%
Volkswagen 1% Light
Volkswagen
Vehicle
10%
General Motors 1%
Fiat 2%
PACCAR 2% General Motors
9%
International 3%
Asian Based
OEMs 3%
Ford 7%
DaimlerChrysler
8%
47% Asian Based OEMs 3%
Commercial Fiat 3%
Volvo 11%
Vehicle BMW 2%
Other LVS 9%
5
6. LVS Overview
Customer Base After ET Divestiture
2006 Sales
Commercial Vehicle Customers Light Vehicle Customers
33%
DaimlerChrysler
8%
Light
Other CVS Volkswagen
Vehicle
22% 7%
Asian Based
OEMs 4%
Ford 1%
General Motors 3%
Volkswagen 1%
Ford 3%
General Motors 1%
BMW 1%
Fiat 2%
PACCAR 2%
Asian Based Other LVS 7%
OEMs 4%
International
67% 5%
Commercial Volvo 17%
Vehicle DaimlerChrysler
12%
6
7. LVS Overview
Top 10 Light Vehicle Platforms After
ET Divestiture
Platform Key Vehicles
VW PQ34/35 Golf, Touran, Audi A1, Skoda Octavia
Hyundai NF/CM Santa Fe, Sonata
Renault C Megane, Scenic
Dodge DR-DE Ram
VW PQ24/25 Polo, Ibiza, Audi A2, Skoda Fabia
Ford C1 Focus, C-MAX, Volvo S40/V50
GMT 380/390 TrailBlazer
Honda CYR2/UM Accord, Odyssey, Pilot
VW 7L Audi Q7
Peugeot PF1 207
7
8. LVS Overview
Door Systems
25 Million
Automotive Latches
25 Million
Window Regulators
15 Million
Electric Motors
4 Million
Electronic Door
Door Modules
Control Module
(EDCM)
8
9. LVS Overview
Complete Range of Roof Systems
• Large Roof-Opening Systems
– Near-convertible sensation
without sacrificing acoustics,
styling or comfort
• Multiple glass panels and
side-guided roller blind
• Electric anti-squeeze
technology
• Integrated beam for
energy absorption
• Low-cost Asian sunroof
– Competitive solution for
global OEM programs
9
10. LVS Overview
Steel Wheels
• Available up to 24.5 inches
• Attractive alternative to
aluminum
– Safer, stronger and
more durable
– Less costly
10
11. LVS Overview
LVS EBITDA Margins Improving
Continuing Operations Before Special Items
Q1 Full Year
FY07 3.2%
FY06 2.6%
FY07 B/(W) FY06 0.6% ≥ 1.0%
11
12. LVS Overview
Source of YOY Improvement
EBITDA Margins Before Special Items
FY08-FY09
FY07
(per year)
2005 Restructuring Benefits 0.5% -
Cost Reductions and Benefits of Performance
1.8% 2.0 - 2.5%
Plus, Net of Price Downs
Customer Disruption (TBD)
Risks/Other (1.0)% (1.0) - (1.5)%
Total ≥ 1.0% ≥ 1.0%
12
13. LVS Overview
Revamped Global Contender
• Reconstruction of operations
– Competitive footprint
– Global sourcing strategies
• Achieving labor efficiency
gains through lean
manufacturing
• Acceleration of improvements
with Performance Plus
13
14. Performance Plus
Top Quartile Financial Performance Among Peer Companies
Goal
Steering Committee
J. Craig J. Donlon P. Martens R. Ostrov C. Reinhardt R. Sachdev
Operational Excellence Commercial Excellence
Approach
Cost Improvements Revenue Enhancement
Product
Strategy & Aftermarket
Materials Mfg. Overhead ER&D
Growth
C. C.
Sponsors J. Craig P. Martens P. Martens J. Craig
Reinhardt Reinhardt
Talent Excellence
Foundation
Sponsor: R. Ostrov
Program Office
Sponsors: J. Craig and J. Donlon
14
15. Engineering, Research & Development
ArvinMeritor Product Development
System
• Align dispersed resources and fragmented practices
– Reduce operating and product warranty costs
– Produce more engineering output for the same expense
– Increase customer satisfaction and new business acquisition
• Establish central program management office
– Accelerate implementation of common processes
• Generate five “Gotta Have” products
– Create value for customers through innovative, cost-effective
solutions
– 126 patents received in 2006
15
16. Engineering, Research & Development
LVS Smart Systems
• Emphasize delivery of solutions through
systems integration and electronic controls
• Shift from high-volume mechanical products
to high-margin electronic products
Electronics and Controls that Enhance
Vehicle Performance
16
17. Engineering, Research & Development
LER - Low Energy
Release Latch
Figures of Merit
Integrated Features Design Highlights
Fast, low-cost
• Software controlled • Up to 30% reduction in
keyless entry
actuator package size
• Power release • Up to 65% reduction in
Compact
components
• Power lock packaging
• Up to 30% reduction in
• Power double lock
weight
• Power child safety
Easy door opening
• Low effort manual after crash
release
Small Latch Package – Maximum Functional Content
17
18. Engineering, Research & Development
Plastic Door Module
Vision Evolution per Customer Strategy
Integrated Features Design Highlights Figures of Merit
• Partial glass guidance
Pin Less I/S Handle • Up to 30% reduction in
• Drum housing / motor
weight**
attachment
• Reduction of up to 50
• Pulley / ramp mounting
Rail Less components due to high
• Locating pins
Guide “A”
integration**
• Wiring harness attachments
• Design flexibility
• Speaker base
• Pull handle / trim attachments
• I/S handle base Pulley Attachments
• Glass support channel
** Compared to steel module.
18
19. Engineering, Research & Development
New Offerings in Chassis Systems
Development Programs
Advanced Engineering Programs
Integrated Active Roll
Air Strut Control
Modular Adaptive
Corner Damping
System
Multilink
Active Air
Independent
Suspension
Rear
Suspension
19
20. Engineering, Research & Development
Chassis Systems Integration
Air Suspension Systems
1
– System integration for
standard air suspension
and innovative products
such as Active Air Suspension 1
and Package Constrained systems
Active Roll Control Systems
2
– Hydraulically controlled stabilizer bar
systems provide increased safety
and improved ride and handling 2
3
– Self contained system reduces complexity
and allows for easier packaging
Adaptive Damping Systems
3
– Computer-controlled damping system
uses unique, modular and continuously-variable
piston to improve ride and handling
20
21. Engineering, Research & Development
Expanding Engineering, Research
and Development
Establish Technical Center Expand Technical Center
in China in India
21
22. Product Strategy & Growth
ArvinMeritor Global Growth Strategy
• Triple sales in Asia and with Asian OEMs
within five years
– $1 billion+ added sales in Asia Pacific
– $1 billion in sourcing
– Healthy mix of local OEMs and global
OEMs in region
• Generate compelling new products that
create exceptional value for customers
• Increase systems, controls and electronics
capabilities
22
23. Product Strategy & Growth
New Business Wins with Asian
Customers
First Auto Works
23
24. Product Strategy & Growth
Transforming ArvinMeritor – Asia
Pacific Strategy
• Aggressively pursue and manage
growth with focus on higher
margin product lines
– Optimize sourcing
– Local design and engineering
– Global R&D and shared
services
• One regional office for Asia
Pacific
– Rakesh Sachdev, named
President, Asia Pacific
24