This presentation discusses CSX Corporation's strategies and financial outlook. It summarizes that CSX's core strategies around revenue impact, operational discipline, and performance culture are gaining momentum. It also notes that the transportation environment remains strong and CSX's capacity projects position it for future growth and volume momentum. The presentation provides financial targets for CSX over the next 5 years including 10-12% annual growth in surface transportation operating income and earnings per share, and an improvement of the operating ratio to the mid-70% range.
This presentation discusses CSX Corporation's performance at the Merrill Lynch Global Transportation Conference in June 2007. It summarizes that while volumes remain soft due to the housing and automotive sectors, pricing strength has allowed for continued earnings growth. Safety, service, and productivity improvements have positioned CSX for sustainable growth. Strong financial performance has led to significant shareholder value creation, with CSX stock outperforming 95% of S&P 500 companies since 2004.
This document discusses supply chain insights and resolving conflicts. It provides an overview of a book published in August 2012 titled "The Role of Supply Chains in Building Market-Driven Differentiation". The document includes an agenda covering topics such as what is supply chain excellence, the goal, how decisions are made, and what is measured. Graphics show the impact of supply chain challenges on organizations and the evolution of supply chain processes.
This document provides an overview of lubrication reliability practices for improving equipment reliability. It discusses how lubrication issues were found to be responsible for over 60% of bearing failures in a study of over 100 replaced bearings. Establishing lubrication reliability as a key performance indicator can help reduce bearing consumption and increase equipment uptime. The document outlines a 10-step approach to achieving lubrication reliability, including conducting lubrication assessments, implementing cleanliness control practices, developing lubrication strategies and knowledge management.
This presentation provides an overview and summary of CSX Corporation's financial performance and targets. CSX has created significant shareholder value as shown by strong stock performance that has outpaced industry benchmarks. The company is targeting double-digit earnings growth through 2010 by further improving its operating ratio to the mid-70s range and increasing operating income and earnings per share at a compound annual growth rate of 10-12% and 15-17%, respectively. CSX will balance capital investments focused on growth with returning cash to shareholders through dividends and share buybacks.
- Third quarter earnings per share from continuing operations was $0.67, up 24% from the comparable figure of $0.54 in the previous year, driven by improved operating performance and productivity gains.
- Safety and customer service metrics reached new highs during the quarter.
- Revenue increased 3% to $2.5 billion due to strong pricing, while expenses grew modestly.
- The company targets double-digit earnings growth through 2010 and an operating ratio in the mid-low 70s, supported by productivity initiatives.
The document summarizes the key points from a presentation given by Chip McClure, Chairman and CEO of ArvinMeritor, at the 2009 AANY Conference sponsored by Deutsche Bank. The presentation provides an overview of ArvinMeritor's strategic priorities and actions taken to improve performance and liquidity given deteriorating market conditions. It outlines the plans to separate the commercial vehicle solutions and light vehicle solutions businesses, pursue a sale of the body systems unit, and explore options for exiting the chassis systems business. Frequently asked questions are also addressed.
This document contains forward-looking statements from a presentation at the Bear Stearns Global Transportation Conference in May 2006. It summarizes CSX's strategies, performance, and outlook. The strategies are focused on profitable growth, operational discipline, and performance culture. Core strategies are driving revenue growth and improving returns. While the transportation environment remains strong, factors like the economy could still impact CSX's future results. Overall, the strategies are gaining momentum and volume growth is expected to build further.
- Tempo Assist saw growth in its health, dental, and assistance segments in 2009 through acquisitions and new partnerships.
- Key events included implementing SAP, rebranding as Tempo Assist, and receiving approval for its Unibanco Saúde acquisition.
- The segments achieved increased revenues and beneficiaries. Dental and health saw particularly strong growth while maintaining stable costs.
This presentation discusses CSX Corporation's performance at the Merrill Lynch Global Transportation Conference in June 2007. It summarizes that while volumes remain soft due to the housing and automotive sectors, pricing strength has allowed for continued earnings growth. Safety, service, and productivity improvements have positioned CSX for sustainable growth. Strong financial performance has led to significant shareholder value creation, with CSX stock outperforming 95% of S&P 500 companies since 2004.
This document discusses supply chain insights and resolving conflicts. It provides an overview of a book published in August 2012 titled "The Role of Supply Chains in Building Market-Driven Differentiation". The document includes an agenda covering topics such as what is supply chain excellence, the goal, how decisions are made, and what is measured. Graphics show the impact of supply chain challenges on organizations and the evolution of supply chain processes.
This document provides an overview of lubrication reliability practices for improving equipment reliability. It discusses how lubrication issues were found to be responsible for over 60% of bearing failures in a study of over 100 replaced bearings. Establishing lubrication reliability as a key performance indicator can help reduce bearing consumption and increase equipment uptime. The document outlines a 10-step approach to achieving lubrication reliability, including conducting lubrication assessments, implementing cleanliness control practices, developing lubrication strategies and knowledge management.
This presentation provides an overview and summary of CSX Corporation's financial performance and targets. CSX has created significant shareholder value as shown by strong stock performance that has outpaced industry benchmarks. The company is targeting double-digit earnings growth through 2010 by further improving its operating ratio to the mid-70s range and increasing operating income and earnings per share at a compound annual growth rate of 10-12% and 15-17%, respectively. CSX will balance capital investments focused on growth with returning cash to shareholders through dividends and share buybacks.
- Third quarter earnings per share from continuing operations was $0.67, up 24% from the comparable figure of $0.54 in the previous year, driven by improved operating performance and productivity gains.
- Safety and customer service metrics reached new highs during the quarter.
- Revenue increased 3% to $2.5 billion due to strong pricing, while expenses grew modestly.
- The company targets double-digit earnings growth through 2010 and an operating ratio in the mid-low 70s, supported by productivity initiatives.
The document summarizes the key points from a presentation given by Chip McClure, Chairman and CEO of ArvinMeritor, at the 2009 AANY Conference sponsored by Deutsche Bank. The presentation provides an overview of ArvinMeritor's strategic priorities and actions taken to improve performance and liquidity given deteriorating market conditions. It outlines the plans to separate the commercial vehicle solutions and light vehicle solutions businesses, pursue a sale of the body systems unit, and explore options for exiting the chassis systems business. Frequently asked questions are also addressed.
This document contains forward-looking statements from a presentation at the Bear Stearns Global Transportation Conference in May 2006. It summarizes CSX's strategies, performance, and outlook. The strategies are focused on profitable growth, operational discipline, and performance culture. Core strategies are driving revenue growth and improving returns. While the transportation environment remains strong, factors like the economy could still impact CSX's future results. Overall, the strategies are gaining momentum and volume growth is expected to build further.
- Tempo Assist saw growth in its health, dental, and assistance segments in 2009 through acquisitions and new partnerships.
- Key events included implementing SAP, rebranding as Tempo Assist, and receiving approval for its Unibanco Saúde acquisition.
- The segments achieved increased revenues and beneficiaries. Dental and health saw particularly strong growth while maintaining stable costs.
The document summarizes a presentation given by CSX Corporation at the Dahlman Rose Global Transportation Conference in September 2008. The summary discusses CSX's strong earnings growth and operating margins driven by productivity gains and pricing increases. It also notes that while housing and automotive sectors remain weak, CSX's diverse business portfolio and secular growth trends insulate it from economic downturns. The presentation raises CSX's long-term earnings growth targets based on its higher performance in 2008.
AIMCO is an industrial tools company established in 1970 in Portland, Oregon that focuses on power tools, assembly products, and related services. It has grown to over 100 employees in the US and internationally. AIMCO aims to be a quality leader in products, services, and business conduct worldwide. It has additional locations in Troy, Michigan and Chihuahua, Mexico to serve customers. AIMCO provides assembly solutions including power tools, pulse tools, DC tools, torque systems, and related training and support.
FCS Software Solutions Ltd is an IT services company with over 1000 professionals across 5 development centers in India. It provides IT and ITES services, education and training, and infrastructure management. The company listed 10 million GDRs on the Luxembourg Stock Exchange in 2009 and issued another 50 million GDRs in 2010. It has experienced strong revenue growth over the past 3 years and projects continued growth over the next 2 years. FCS services a variety of industries and aims to expand its operations through additional facilities and government projects.
The document outlines the key topics in Chapter 2 of the Operations Management textbook, including developing missions and strategies, achieving competitive advantage, global operations strategy options, and cultural and ethical issues in global operations. It provides examples of company missions from FedEx, Merck, and Hard Rock Cafe to illustrate what a mission statement communicates. It also gives sample missions for operations management departments.
Intact Financial Corporation presented its investor presentation for June 2010. The presentation highlighted Intact's position as the dominant property and casualty insurer in Canada with over $4 billion in annual premiums written. Intact has a significant scale advantage over its competitors and has consistently outperformed the industry on key metrics like combined ratio and return on equity. The presentation also summarized Intact's strong financial results for the first quarter of 2010, including net operating income per share growth of 62.1% and an annualized return on equity of 16.1%.
W.R. Grace & Co. manages a portfolio of businesses to balance growth and profitability. It generates $1.98 billion in annual revenue across construction chemicals, catalysts, and performance chemicals. Grace uses processes like PRISM and acquisitions to drive internal and external growth, focusing on high-growth segments. It aims to strengthen productivity through initiatives like Six Sigma while maintaining leadership in foundation businesses.
O documento repete a frase "autoestima valores" seguida de "Debilidades: sensible" várias vezes, indicando que trata-se de um texto sobre autoestima e sensibilidade como uma fraqueza.
El documento presenta una introducción a la inteligencia artificial aplicada a la gestión de empresas. Explica brevemente cuatro temas clave: sistemas expertos, computación evolutiva, redes neuronales artificiales e inteligencia artificial en general y sus subáreas.
Las cuatro creencias fundamentales de las Asambleas de Dios son: 1) la salvación por medio de Jesucristo, 2) la sanidad divina, 3) el bautismo en el Espíritu Santo, y 4) la segunda venida de Cristo. Estas cuatro doctrinas impregnan toda la enseñanza y predicación de la iglesia.
El documento define el trabajo en equipo y discute sus ventajas y desventajas. Las ventajas del trabajo en equipo incluyen compartir ideas, mayor productividad y facilitar la dirección del trabajo. Las desventajas son posibles conflictos entre miembros del equipo, que puede tomar más tiempo y puede haber confusión entre los miembros. En general, el trabajo en equipo tiene ventajas pero también desventajas.
El documento presenta un análisis detallado de la oración del Padre Nuestro en su versión original en arameo. Explica que cada palabra en arameo evoca imágenes y matices adicionales. Luego, resume el significado de cada frase de la oración en arameo, destacando los posibles significados más profundos. Concluye reflexionando sobre el poder de orar con el corazón.
Este documento presenta las respuestas de una estudiante de ingeniería química a una prueba de ensayo sobre la relación entre la gestión del conocimiento y la Web 2.0, y sobre el tipo de licencia que colocaría en su blog. La estudiante explica que la Web 2.0 permite la interacción y participación entre personas conectadas a internet para compartir y transmitir conocimientos, lo que facilita la gestión del conocimiento. Ella elegiría una licencia de atribución no comercial sin obras derivadas para permitir la copia y distribución
Este documento describe un estudio que evaluó el efecto de usar un sitio web como estrategia de enseñanza de química en comparación con una estrategia tradicional. Se dividió a los estudiantes en dos grupos, uno recibió instrucción a través del sitio web y el otro con métodos tradicionales. Los resultados mostraron que el grupo del sitio web tuvo un rendimiento académico significativamente mayor en la posprueba. Por lo tanto, el uso de sitios web se recomienda como una estrategia efectiva para la ense
El documento presenta varias definiciones de palabras favoritas de estudiantes. Algunas de las palabras mencionadas son "beso", "amistad", "amor", "sueño", "recuerdo", "mañana", "música", "productor", "cacería", "tempestad", "dinero", "viaje", "vacaciones" y "educación". Cada estudiante explica brevemente por qué le gusta esa palabra en particular y qué significado tiene para ellos.
Biochemical changes in cabbage ( Brassica oleracea var Capitata) during senes...Dr. Antik Bose
This document summarizes a study on biochemical changes in cabbage (Brassica oleracea L. var Capitata) leaves during senescence under different temperature conditions. The study found that protein, RNA, phosphorus, chlorophyll, and certain enzyme content decreased more under room temperature compared to refrigeration or deep fridge storage. However, most vitamin levels remained stable under refrigeration and deep fridge storage after 72 hours, except for vitamin C which decreased more under room temperature.
Vanessa Rose introduces her concept for a blog called "Technological Observations" where she will post observations about social technologies and their absurd aspects. She notices how dependent people are on their phones, taking photos of each other on phones and uploading them to social media. She wants to point out silly references and aspects of social technologies from her unique perspective as someone who is both connected to technology as a user but also feels separated by not being very tech savvy. She invites others to email their observations to her to include on the blog, which she created on the Tumblr platform and can now update from her iPhone app.
El deseo de Dios para nustras vida es que seamos felices, que nuestra casa sea bendecida y tenga PAZ (Sal 128). Abre las puertas de tu casa, como hijo, para que el Señor Jesús entre en ella, quizá hay sufrimiento pero Él sanará tus heridas. Su amor inundará tu hogar y restaurará tu familia.
Un hombre cae en desgracia después de que su hermano lo engaña y se queda con la herencia familiar. Se convierte en un vagabundo y vive en la calle durante años, sufriendo las inclemencias del invierno y el calor del verano. Un día, una mujer lo ayuda y lo lleva a su casa, donde empiezan una relación, pero resulta que el marido de la mujer es el hermano del vagabundo. El hermano lo golpea brutalmente cuando los descubre. Más tarde, cuando la mujer los deja a ambos por otro hombre
Exposición de informática Sistemas de Información LuisGonzales00
Este documento describe los componentes básicos de un sistema informático, incluyendo hardware, software y recursos humanos. Explica que un sistema informático permite almacenar y procesar información de manera automatizada. También contrasta los sistemas de información manuales frente a los sistemas de información computarizados, señalando que estos últimos estandarizan los procesos, facilitan el análisis de datos y la toma de decisiones. Además, define conceptos clave como hardware, software, firmware, sistemas operativos y aplicaciones.
Este documento presenta varias lecciones sobre cómo discipular a personas poderosas. Se analizan encuentros de Jesús con líderes religiosos y autoridades romanas como el centurión. A pesar de la hostilidad, Jesús siempre trató de alcanzarlos con misericordia y apelando a las Escrituras. Los primeros discípulos también testificaron ante autoridades, a veces enfrentando persecución. Se enfatiza la necesidad de perseverar en el testimonio a pesar de los rechazos, confiando en que Dios usa nuestros es
The document summarizes a presentation given by CSX Corporation at the Dahlman Rose Global Transportation Conference in September 2008. The summary discusses CSX's strong earnings growth and operating margins driven by productivity gains and pricing increases. It also notes that while housing and automotive sectors remain weak, CSX's diverse business portfolio and secular growth trends insulate it from economic downturns. The presentation raises CSX's long-term earnings growth targets based on its higher performance in 2008.
AIMCO is an industrial tools company established in 1970 in Portland, Oregon that focuses on power tools, assembly products, and related services. It has grown to over 100 employees in the US and internationally. AIMCO aims to be a quality leader in products, services, and business conduct worldwide. It has additional locations in Troy, Michigan and Chihuahua, Mexico to serve customers. AIMCO provides assembly solutions including power tools, pulse tools, DC tools, torque systems, and related training and support.
FCS Software Solutions Ltd is an IT services company with over 1000 professionals across 5 development centers in India. It provides IT and ITES services, education and training, and infrastructure management. The company listed 10 million GDRs on the Luxembourg Stock Exchange in 2009 and issued another 50 million GDRs in 2010. It has experienced strong revenue growth over the past 3 years and projects continued growth over the next 2 years. FCS services a variety of industries and aims to expand its operations through additional facilities and government projects.
The document outlines the key topics in Chapter 2 of the Operations Management textbook, including developing missions and strategies, achieving competitive advantage, global operations strategy options, and cultural and ethical issues in global operations. It provides examples of company missions from FedEx, Merck, and Hard Rock Cafe to illustrate what a mission statement communicates. It also gives sample missions for operations management departments.
Intact Financial Corporation presented its investor presentation for June 2010. The presentation highlighted Intact's position as the dominant property and casualty insurer in Canada with over $4 billion in annual premiums written. Intact has a significant scale advantage over its competitors and has consistently outperformed the industry on key metrics like combined ratio and return on equity. The presentation also summarized Intact's strong financial results for the first quarter of 2010, including net operating income per share growth of 62.1% and an annualized return on equity of 16.1%.
W.R. Grace & Co. manages a portfolio of businesses to balance growth and profitability. It generates $1.98 billion in annual revenue across construction chemicals, catalysts, and performance chemicals. Grace uses processes like PRISM and acquisitions to drive internal and external growth, focusing on high-growth segments. It aims to strengthen productivity through initiatives like Six Sigma while maintaining leadership in foundation businesses.
O documento repete a frase "autoestima valores" seguida de "Debilidades: sensible" várias vezes, indicando que trata-se de um texto sobre autoestima e sensibilidade como uma fraqueza.
El documento presenta una introducción a la inteligencia artificial aplicada a la gestión de empresas. Explica brevemente cuatro temas clave: sistemas expertos, computación evolutiva, redes neuronales artificiales e inteligencia artificial en general y sus subáreas.
Las cuatro creencias fundamentales de las Asambleas de Dios son: 1) la salvación por medio de Jesucristo, 2) la sanidad divina, 3) el bautismo en el Espíritu Santo, y 4) la segunda venida de Cristo. Estas cuatro doctrinas impregnan toda la enseñanza y predicación de la iglesia.
El documento define el trabajo en equipo y discute sus ventajas y desventajas. Las ventajas del trabajo en equipo incluyen compartir ideas, mayor productividad y facilitar la dirección del trabajo. Las desventajas son posibles conflictos entre miembros del equipo, que puede tomar más tiempo y puede haber confusión entre los miembros. En general, el trabajo en equipo tiene ventajas pero también desventajas.
El documento presenta un análisis detallado de la oración del Padre Nuestro en su versión original en arameo. Explica que cada palabra en arameo evoca imágenes y matices adicionales. Luego, resume el significado de cada frase de la oración en arameo, destacando los posibles significados más profundos. Concluye reflexionando sobre el poder de orar con el corazón.
Este documento presenta las respuestas de una estudiante de ingeniería química a una prueba de ensayo sobre la relación entre la gestión del conocimiento y la Web 2.0, y sobre el tipo de licencia que colocaría en su blog. La estudiante explica que la Web 2.0 permite la interacción y participación entre personas conectadas a internet para compartir y transmitir conocimientos, lo que facilita la gestión del conocimiento. Ella elegiría una licencia de atribución no comercial sin obras derivadas para permitir la copia y distribución
Este documento describe un estudio que evaluó el efecto de usar un sitio web como estrategia de enseñanza de química en comparación con una estrategia tradicional. Se dividió a los estudiantes en dos grupos, uno recibió instrucción a través del sitio web y el otro con métodos tradicionales. Los resultados mostraron que el grupo del sitio web tuvo un rendimiento académico significativamente mayor en la posprueba. Por lo tanto, el uso de sitios web se recomienda como una estrategia efectiva para la ense
El documento presenta varias definiciones de palabras favoritas de estudiantes. Algunas de las palabras mencionadas son "beso", "amistad", "amor", "sueño", "recuerdo", "mañana", "música", "productor", "cacería", "tempestad", "dinero", "viaje", "vacaciones" y "educación". Cada estudiante explica brevemente por qué le gusta esa palabra en particular y qué significado tiene para ellos.
Biochemical changes in cabbage ( Brassica oleracea var Capitata) during senes...Dr. Antik Bose
This document summarizes a study on biochemical changes in cabbage (Brassica oleracea L. var Capitata) leaves during senescence under different temperature conditions. The study found that protein, RNA, phosphorus, chlorophyll, and certain enzyme content decreased more under room temperature compared to refrigeration or deep fridge storage. However, most vitamin levels remained stable under refrigeration and deep fridge storage after 72 hours, except for vitamin C which decreased more under room temperature.
Vanessa Rose introduces her concept for a blog called "Technological Observations" where she will post observations about social technologies and their absurd aspects. She notices how dependent people are on their phones, taking photos of each other on phones and uploading them to social media. She wants to point out silly references and aspects of social technologies from her unique perspective as someone who is both connected to technology as a user but also feels separated by not being very tech savvy. She invites others to email their observations to her to include on the blog, which she created on the Tumblr platform and can now update from her iPhone app.
El deseo de Dios para nustras vida es que seamos felices, que nuestra casa sea bendecida y tenga PAZ (Sal 128). Abre las puertas de tu casa, como hijo, para que el Señor Jesús entre en ella, quizá hay sufrimiento pero Él sanará tus heridas. Su amor inundará tu hogar y restaurará tu familia.
Un hombre cae en desgracia después de que su hermano lo engaña y se queda con la herencia familiar. Se convierte en un vagabundo y vive en la calle durante años, sufriendo las inclemencias del invierno y el calor del verano. Un día, una mujer lo ayuda y lo lleva a su casa, donde empiezan una relación, pero resulta que el marido de la mujer es el hermano del vagabundo. El hermano lo golpea brutalmente cuando los descubre. Más tarde, cuando la mujer los deja a ambos por otro hombre
Exposición de informática Sistemas de Información LuisGonzales00
Este documento describe los componentes básicos de un sistema informático, incluyendo hardware, software y recursos humanos. Explica que un sistema informático permite almacenar y procesar información de manera automatizada. También contrasta los sistemas de información manuales frente a los sistemas de información computarizados, señalando que estos últimos estandarizan los procesos, facilitan el análisis de datos y la toma de decisiones. Además, define conceptos clave como hardware, software, firmware, sistemas operativos y aplicaciones.
Este documento presenta varias lecciones sobre cómo discipular a personas poderosas. Se analizan encuentros de Jesús con líderes religiosos y autoridades romanas como el centurión. A pesar de la hostilidad, Jesús siempre trató de alcanzarlos con misericordia y apelando a las Escrituras. Los primeros discípulos también testificaron ante autoridades, a veces enfrentando persecución. Se enfatiza la necesidad de perseverar en el testimonio a pesar de los rechazos, confiando en que Dios usa nuestros es
El documento presenta un plan para una actividad con niños con motivo de la celebración del 25 de Mayo. La actividad consistirá en narrar un relato sobre acontecimientos y personajes de la Revolución de Mayo acompañado de imágenes, con el objetivo de que los niños puedan comprender la significación de la efeméride e identificar similitudes y diferencias entre la época colonial y su realidad actual.
El documento describe cómo funcionan los virus informáticos. Los virus infectan otros archivos insertando su código malicioso para replicarse. Cuando se ejecuta un programa infectado, el código del virus queda alojado en la memoria RAM e infecta otros archivos ejecutables, completando así su proceso de replicación.
El documento describe un tour de la Reserva Biosfera del Manu en Perú ofrecido por la compañía Inkari Tours. El tour dura 4 días y 3 noches o 8 días y 7 noches e incluye transporte, alojamiento, comidas, guía bilingüe y equipo para actividades como canotaje. Los precios son de USD425 para el tour corto y USD780 para el largo. El documento lista las fechas disponibles para salidas del tour y los detalles de lo que incluye.
- The document is the transcript from CSX Corporation's Third Quarter 2008 Earnings Conference Call.
- It discusses CSX's strong financial performance in the third quarter, with record revenues, operating income, and earnings per share. Revenues grew 18% compared to the previous year.
- The transcript highlights improvements in safety and service quality while increasing productivity. It also notes that the railroad network responded well to storms during the quarter and operations have returned to normal levels.
CSX reported record third quarter revenues, operating income, and EPS. Revenues grew 18% to $2.961 billion driven by strong growth across most markets. Operating income increased 31% to $733 million and operating ratio improved 250 basis points. EPS grew 40% to $0.94 per share. Management expects positive fourth quarter revenue outlook and continued margin expansion despite challenges in housing and automotive markets.
This presentation summarizes CSX's second quarter 2006 earnings. It discusses CSX's financial results including earnings per share for the second quarter and comparable earnings per share excluding certain items. It also provides operational updates on key metrics like safety performance, on-time performance, asset utilization, and velocity. Safety performance and productivity continue to improve due to CSX's ONE Plan initiatives and leadership focus on operational execution and reliability.
The document summarizes CSX's second quarter 2006 earnings presentation. It discusses strong financial results including record revenues that were up 12% and operating income increasing 23%. It also highlights continued momentum in safety and operational performance from implementing the ONE Plan, as well as an outlook for further growth supported by equity actions reflecting the company's strong fundamentals.
In the second quarter of 2007, CSX reported strong financial results with record revenues of $2.53 billion, up 5% from the previous year. Comparable earnings per share increased 22% to $0.71 compared to $0.58 in the prior year. Surface transportation operating income was up 16% to $603 million, driven by pricing gains and productivity improvements that helped lower the operating ratio to 76.2%, a 2.4 point improvement over 2006. Revenues and operating income increased despite declines in certain markets, demonstrating the company's ability to leverage pricing strength and offset volume weakness.
In the second quarter of 2007, CSX reported strong financial results with record revenues of $2.53 billion, up 5% from the previous year. Comparable earnings per share increased 22% to $0.71 compared to $0.58 in the prior year. Surface transportation operating income was up 16% to $603 million, driven by pricing gains and productivity improvements that helped lower the operating ratio to 76.2%, a 2.4 point improvement over 2006. Revenues and operating income increased despite lower volumes as pricing actions produced gains.
Presentation at the Terra Technology conference march 27Lora Cecere
This document discusses supply chain insights and the evolution of supply chain excellence. It summarizes that supply chains are complex systems that are becoming increasingly more complex. It also reviews what some of the tipping points were that changed supply chain excellence from focusing on vertical silos to more horizontal processes that deliver value-based outcomes. Finally, it discusses how supply chains are evolving to leverage big data from various sources and the need for supply chains to become more market-driven and orchestrate demand and supply based on changing market conditions.
This presentation was given at the Merrill Lynch Global Transportation Conference in June 2007. It summarizes CSX's financial performance and long-term targets. CSX has significantly improved safety, service, and productivity through its operational initiatives. This has driven earnings growth and stock price appreciation, outperforming peers. CSX aims to continue this trend through 2010 with targets of 10-12% annual operating income growth, 15-17% annual EPS growth, and mid-low 70s operating ratio. Strategic capital investments will support growth while maintaining an investment grade profile and balanced capital allocation between reinvestment, dividends, and share repurchases.
The document summarizes CSX Corporation's first quarter 2008 earnings conference call. It discusses record first quarter revenues, operating income, and earnings per share. It also mentions improved safety and customer service performance to record levels. Finally, it provides overviews of the company's operations and sales/marketing results, noting increased revenues, productivity improvements, and service enhancements.
The document summarizes CSX Corporation's first quarter 2008 earnings conference call. It discusses record revenues, operating income, and earnings per share for the quarter. Safety and customer service metrics also reached record levels. The operating ratio improved to 77%. Various CSX executives provided details on operations, sales and marketing performance, and financial results for the quarter. Revenues increased across most markets, driven largely by price increases. Expenses grew at a slower rate due to productivity improvements.
This document summarizes CSX Corporation's presentation at the Citigroup Transportation Conference in November 2007. The presentation outlines CSX's positive fourth quarter revenue outlook, strong financial results, and strategies to drive earnings growth. CSX aims to achieve 10-12% annual operating income growth and a mid-low 70s operating ratio by 2010 through productivity improvements, value pricing, and total service integration.
1) CSX reported positive fourth quarter revenue outlooks for several industries including agricultural products, chemicals, coal, and metals, while noting automotive and food & consumer as neutral or unfavorable.
2) CSX has delivered strong financial results in recent years and is targeting 10-12% annual operating income growth and 15-17% annual earnings per share growth through 2010.
3) Key strategies like restructuring, productivity initiatives, and value pricing have driven margins higher, with the operating ratio goal of the mid-low 70s by 2010.
This presentation provides an overview and summary of CSX Corporation's financial performance and targets. CSX has created significant shareholder value as shown by strong stock performance that has outpaced industry benchmarks. The company is targeting double-digit earnings growth through 2010 by further improving its operating ratio to the mid-70s range and increasing operating income and earnings per share at a compound annual growth rate of 10-12% and 15-17%, respectively. CSX will balance capital investments focused on growth with returning cash to shareholders through dividends and share buybacks.
This presentation provides an overview and summary of CSX Corporation's financial performance and targets. CSX has created significant shareholder value as shown by strong stock performance that has outpaced industry benchmarks. The company is targeting double-digit earnings growth through 2010 by further improving its operating ratio to the mid-70s range and increasing operating income and earnings per share at a compound annual growth rate of 10-12% and 15-17%, respectively. CSX will balance capital investments focused on growth with returning cash to shareholders through dividends and share buybacks.
This presentation provides an overview and summary of CSX Corporation's financial performance and targets. CSX has created significant shareholder value as shown by strong stock performance that has outpaced industry benchmarks. The company is targeting double-digit earnings growth through 2010 by further improving its operating ratio to the mid-70s range and increasing operating income and earnings per share at a compound annual growth rate of 10-12% and 15-17%, respectively. CSX will balance capital investments focused on growth with returning cash to shareholders through dividends and share buybacks.
NUS-DBS International Case Competition 2010 - National University of Singapor...thenuscase
This document discusses Singapore Airlines' business strategies. It analyzes Singapore Airlines' revenue sources and competitive advantages. The core business is air transportation, though cargo operations grew significantly from 2005-2010. Competitive advantages lie in differentiation through service excellence and quality, and cost effectiveness through cost management and flexibility. Key issues are how to innovate to remain competitive and how much focus should be placed on the core business. The proposed strategies are to accentuate premium quality, cultivate the core business through business-only flights to financial hubs in Europe, and enhance competitiveness.
This presentation discusses CSX Corporation's performance and outlook. It notes that CSX has created significant shareholder value in recent years. The company is targeting double-digit growth through 2010 by executing on its strategy and continuous improvement. While the economy is moderating, the rail renaissance environment remains strong due to tight transportation capacity and pricing power. CSX is making infrastructure investments to leverage long-term growth in intermodal volumes driven by increasing port traffic. The company's capital philosophy focuses on productivity to support its goal of long-term value creation.
This presentation discusses CSX Corporation's performance and outlook. It notes that CSX has created significant shareholder value in recent years. The company is focused on delivering double-digit growth through 2010 by executing its long-term strategy and meeting new financial targets. The rail renaissance environment remains strong due to tight transportation capacity and pricing power, though the economy is moderating. CSX is making capacity investments to leverage growth around major ports and intermodal volumes. The company aims to continue its financial and operational momentum while delivering value for shareholders.
The document is CSX Corporation's first quarter 2006 earnings presentation. It summarizes that EPS from continuing operations increased 56% compared to the first quarter of 2005. It also discusses that safety momentum remains strong, ONE Plan execution is gaining solid momentum, and capacity expansion projects are on track. Operational metrics like on-time performance, asset utilization, and velocity are also improving.
CSX Corporation reported record first quarter earnings in 2006. Earnings per share from continuing operations were up 56% compared to the first quarter of 2005. Surface transportation revenues increased 11% due to strong performance across all markets and a 12% increase in revenue per unit. Capacity expansion projects remained on track to add additional capacity. Looking forward, CSX expects demand to remain strong and the favorable pricing environment to continue as operational improvements drive further volume growth.
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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.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
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2. Forward Looking Disclosure
This presentation and other statements by the Company contain forward-looking statements within the
meaning of the Private Securities Litigation Reform Act with respect to, among other items: projections and
estimates of earnings, revenues, cost-savings, expenses, or other financial items; statements of
management’s plans, strategies and objectives for future operation, and management’s expectations as to
future performance and operations and the time by which objectives will be achieved; statements concerning
proposed new products and services; and statements regarding future economic, industry or market
conditions or performance. Forward-looking statements are typically identified by words or phrases such as
“believe,” “expect,” “anticipate,” “project,” and similar expressions. Forward-looking statements speak only as
of the date they are made, and the Company undertakes no obligation to update or revise any forward-looking
statement. If the Company does update any forward-looking statement, no inference should be drawn that the
Company will make additional updates with respect to that statement or any other forward-looking statements.
Forward-looking statements are subject to a number of risks and uncertainties, and actual performance or
results could differ materially from that anticipated by these forward-looking statements. Factors that may
cause actual results to differ materially from those contemplated by these forward-looking statements include,
among others: (i) the Company’s success in implementing its financial and operational initiatives, (ii) changes
in domestic or international economic or business conditions, including those affecting the rail industry (such
as the impact of industry competition, conditions, performance and consolidation); (iii) legislative or regulatory
changes; (iv) the inherent business risks associated with safety and security; and (v) the outcome of claims
and litigation involving or affecting the Company. Other important assumptions and factors that could cause
actual results to differ materially from those in the forward-looking statements are specified in the Company’s
SEC reports, accessible on the SEC’s website at www.sec.gov and the Company’s website at www.csx.com.
2
2
3. Our core strategies are gaining momentum
Revenue Operational Performance
Operational
Impact Discipline Culture
Discipline
Pricing momentum Safety leadership Drive to win
Customer focus Productivity discipline Personal accountability
Profitable growth Service execution Core values
Driving for reliability and growth
3
3
4. Focus on revenue impact is driving rates Revenue
Impact
Revenue Per Unit
Year-Over-Year Improvement
12%
11%
10% 9%
9%
8%
7%
Q3 2004 Q4 2004 Q1 2005 Q2 2005 Q3 2005 Q4 2005 Q1 2006
Note: The second quarter of 2005 excludes a $17 million coal rate case settlement
4
4
6. Economic environment remains strong Revenue
Impact
Transportation demand Transportation Index
still near record levels Indexed: 2000=100
120
Full-year outlook: 110
— GDP 3.3%
100
— IDP 3.9%
90
80
ISM Index stands at 55%
70
Continued strength in 60
imports and exports 90 93 96 99 02 05
Source: Bureau of Transportation Statistics
6
6
7. Leadership, discipline, execution Operational
Discipline
Specific, clear roles and
responsibilities defined
Compliance process
developed
Reliable
Reliable
Exception handling Performance
Performance
process defined
Service Execution
Service Execution
Resources in place
Productivity Discipline
Productivity Discipline
— Crews
— Locomotives Safety Leadership
Safety Leadership
— Line capacity
7
7
12. Discipline is driving the operating ratio Performance
Culture
Operating Ratio
89%
87%
86%
85%
83% 83%
81%
81%
79%
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
2004 2004 2004 2004 2005 2005 2005 2005 2006
Note: The first three quarters of 2004 exclude $71 million of management restructuring charges
12
12
13. Consistent, continuous improvement Performance
Culture
Surface Transportation
Operating Income in Millions
$487
$422 $415
$361
$351
$315
$295
$250
$204
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
2004 2004 2004 2004 2005 2005 2005 2005 2006
Note: The first three quarters of 2004 exclude $71 million of management restructuring charges
13
13
14. Future growth leverages evolving trends
Transportation demand is increasing
Rail competitiveness is improving
Highest growth trends are in the South
14
14
15. Transportation demand – imports and IDP
U.S. Consumption Imports and IDP
2000 Dollars in Trillions 2000 Dollars in Trillions
IDP Imports
$10 $3.0
$9 $2.5
$8 $2.0
$7 $1.5
$6 $1.0
$5 $0.5
2000 2003 2006 2009 2000 2003 2006 2009
Source: Global Insight
15
15
16. Rail competitiveness – highway congestion
Highway Miles versus Transport Forecast
Miles Traveled Ton Miles in Trillions
7
250%
200% 6
150% 5
100% 4
50% 3
0% 2
1980 1985 1990 1995 2000 2000 2004 2008 2012 2016 2020
Miles Traveled Lane Miles
Source: Department of Transportation Source: American Association of State Highway
and Transportation Officials
16
16
17. Rail competitiveness – truck cost structure
Highway congestion Cost per Mile
24-28%
Driver shortages
New hours of service law
8-12%
Increasing fuel costs
Emission requirements
Rising insurance costs Q1 2003 Q1 2006
Trucks Rail
Source: Estimate based on CSX analysis
17
17
18. Rail competitiveness – CSX set for growth
CSX Intermodal
Volume Growth
4% 4%
$248
91%
89%
1%
$152 82%
(1%) (1%) $110
(2%)
(3%)
(4%)
(5%)
(8%)
2003 2004 2005
Q1 Q4 Q3 2QTD
2004 2004 2005 2006 Op Inc (millions) Op Ratio
Note: Fourth quarter volume growth for 2004 and 2005 reflects comparable periods
18
18
19. Southeast growth – industrial development
Merchandise
• Ethanol Facilities
• Feed Mills
• Aggregate Facilities
Boston
• Plastics Plants
Chicago
New York
Philadelphia
Coal
Baltimore
St Louis
• New Projects
Portsmouth
Memphis
Intermodal
• Port Development
Charleston
60% of • Logistics Centers
projects
Mobile
Jacksonville
Automotive
New Orleans
• Assembly Plant
• Supplier Facility
Miami
Income Growth
5-5.5%
LT 5%
5.6-6.0% GT 6%
19
19
20. Targeting strong long-term financial results
5 Year CAGR
Surface Transportation
Operating Income 10% – 12%
Earnings per Share 12% – 14%
Core Free Cash Flow 10% – 12%
Operating Ratio Mid-70%’s
20
20
21. Looking forward . . .
Core strategies are gaining solid momentum
Revenue Operational Performance
Impact Discipline Culture
Transportation environment remains strong
Capacity projects position CSX for the future
Volume growth will build momentum further
21
21