The Institutional Division of Kay achieved steady growth in 2003 through new account gains, new product sales, and strategic steps to improve efficiency. It increased market share across all core segments and realized double-digit sales and operating income growth. Key accomplishments included seizing more market share from competitors, strengthening corporate accounts, and introducing new products such as two new Ecotemp dishwashers.
The document discusses corporate excellence in corporate responsibility and sustainability. It provides an overview of the Global Leadership Network (GLN), which works with global companies to advance excellence in sustainability and CSR. The GLN helps companies: 1) Identify key issues to drive business strategy; 2) Integrate responsibility into business strategy; and 3) Support performance measurement and communications on progress. It outlines the GLN framework for excellence and areas of work, including leading engagement, global reach, and shaping leadership.
This document discusses Celanese Corporation and provides non-GAAP financial measures. It defines operating EBITDA, adjusted earnings per share, and adjusted free cash flow. It states that Celanese is a leading global producer of chemicals and advanced materials with a geographically balanced global presence and diversified end market exposure. The document also provides an overview of Celanese's integrated businesses aligned to accelerate growth.
1) Mike Waites, President and CEO of Finning International Inc., presented at an investor presentation on March 21, 2012.
2) Finning is the world's largest Caterpillar dealer, operating in Canada, South America, and the UK/Ireland with over 13,500 employees.
3) The presentation provided an overview of Finning's business segments, markets, financial results, and growth strategy to become Caterpillar's best global partner by 2015 through operational excellence, leadership, and acquisitions.
This document discusses Celanese Corporation's use of non-GAAP financial measures and forward-looking statements in company presentations. It provides definitions and explanations for key performance metrics used by Celanese, such as operating EBITDA, adjusted earnings per share, and adjusted free cash flow. It also notes that Celanese is unable to reconcile forecasts for these non-GAAP measures to GAAP measures. The document aims to explain these non-GAAP measures to investors and how management uses them for planning, budgeting, and evaluating financial and operating results.
This document discusses Celanese Corporation's use of non-GAAP financial measures and provides an overview of its business segments. It notes that Celanese uses measures like operating EBITDA, adjusted earnings per share, and adjusted free cash flow to measure performance and provide guidance. It then summarizes Celanese's businesses, noting that it has globally balanced integrated businesses focused on specialty products like consumer and industrial specialties that provide more resilient earnings. Finally, it discusses strategies like reducing costs to improve performance in 2009 during challenging market conditions.
This document provides an overview of Ecolab's performance in 2006 and outlook for 2007 across its various business units. In 2006, Ecolab achieved strong sales growth and record performance across many business units by focusing on new customer acquisition, successful programs like 360° Protection and Circle the Customer, and new product innovations. Heading into 2007, Ecolab expects continued growth driven by further investments in sales, service, technology and research and development to provide even greater value to customers.
The document outlines the growth and development of an organization from 2008-2011. It began by averting insolvency in 2008 and focused on improving funding relationships and board relationships. By 2009, it restructured its organizational structure and expanded its training services through collaborative partnerships. In 2010, it further expanded its size and services, including establishing a trading arm, and focused on scaling social outcomes. By 2011, it had stabilized, established national franchises and long-term contracts, and became a sustainable organization focused on delivering social outcomes through its expanded services.
The document summarizes Dean Scarborough's presentation at the Lehman Brothers Industrial Select Conference on February 12, 2008. It provides an overview of Avery Dennison's portfolio and strategies across its Pressure-sensitive Materials, Retail Information Services, and Office and Consumer Products segments. It also discusses the Paxar acquisition, 2008 earnings outlook, expectations for increased free cash flow, and continued dividend growth.
The document discusses corporate excellence in corporate responsibility and sustainability. It provides an overview of the Global Leadership Network (GLN), which works with global companies to advance excellence in sustainability and CSR. The GLN helps companies: 1) Identify key issues to drive business strategy; 2) Integrate responsibility into business strategy; and 3) Support performance measurement and communications on progress. It outlines the GLN framework for excellence and areas of work, including leading engagement, global reach, and shaping leadership.
This document discusses Celanese Corporation and provides non-GAAP financial measures. It defines operating EBITDA, adjusted earnings per share, and adjusted free cash flow. It states that Celanese is a leading global producer of chemicals and advanced materials with a geographically balanced global presence and diversified end market exposure. The document also provides an overview of Celanese's integrated businesses aligned to accelerate growth.
1) Mike Waites, President and CEO of Finning International Inc., presented at an investor presentation on March 21, 2012.
2) Finning is the world's largest Caterpillar dealer, operating in Canada, South America, and the UK/Ireland with over 13,500 employees.
3) The presentation provided an overview of Finning's business segments, markets, financial results, and growth strategy to become Caterpillar's best global partner by 2015 through operational excellence, leadership, and acquisitions.
This document discusses Celanese Corporation's use of non-GAAP financial measures and forward-looking statements in company presentations. It provides definitions and explanations for key performance metrics used by Celanese, such as operating EBITDA, adjusted earnings per share, and adjusted free cash flow. It also notes that Celanese is unable to reconcile forecasts for these non-GAAP measures to GAAP measures. The document aims to explain these non-GAAP measures to investors and how management uses them for planning, budgeting, and evaluating financial and operating results.
This document discusses Celanese Corporation's use of non-GAAP financial measures and provides an overview of its business segments. It notes that Celanese uses measures like operating EBITDA, adjusted earnings per share, and adjusted free cash flow to measure performance and provide guidance. It then summarizes Celanese's businesses, noting that it has globally balanced integrated businesses focused on specialty products like consumer and industrial specialties that provide more resilient earnings. Finally, it discusses strategies like reducing costs to improve performance in 2009 during challenging market conditions.
This document provides an overview of Ecolab's performance in 2006 and outlook for 2007 across its various business units. In 2006, Ecolab achieved strong sales growth and record performance across many business units by focusing on new customer acquisition, successful programs like 360° Protection and Circle the Customer, and new product innovations. Heading into 2007, Ecolab expects continued growth driven by further investments in sales, service, technology and research and development to provide even greater value to customers.
The document outlines the growth and development of an organization from 2008-2011. It began by averting insolvency in 2008 and focused on improving funding relationships and board relationships. By 2009, it restructured its organizational structure and expanded its training services through collaborative partnerships. In 2010, it further expanded its size and services, including establishing a trading arm, and focused on scaling social outcomes. By 2011, it had stabilized, established national franchises and long-term contracts, and became a sustainable organization focused on delivering social outcomes through its expanded services.
The document summarizes Dean Scarborough's presentation at the Lehman Brothers Industrial Select Conference on February 12, 2008. It provides an overview of Avery Dennison's portfolio and strategies across its Pressure-sensitive Materials, Retail Information Services, and Office and Consumer Products segments. It also discusses the Paxar acquisition, 2008 earnings outlook, expectations for increased free cash flow, and continued dividend growth.
Dick Braun describes how Parker Hannifin's Win Strategy has significantly increased both sales and margins by improved value creation and value capture. Dick will discuss layering in value management pricing strategies on top of Parker's already robust product and customer segmentation price practices. Learn the concepts of "value triangulation" - whereby the pricing team dynamically adjusts value propositions based on competitive position and customer-specific economics. See how a $12 billion global diversified manufacturer endeavors to deploy a consistent value management approach.
Pembina Pipeline Corporation is a midstream energy company that operates pipelines for the transportation of crude oil, natural gas liquids, and natural gas. It has a highly integrated network of pipelines and gas processing facilities located in Western Canada and North Dakota. Pembina also provides storage and marketing services for its customers. The company has a solid track record of growth through expanding its existing assets and developing new infrastructure projects to meet growing demand.
Tips For Successful Consultant CollaborationJerry Vieira
The document discusses tips for successful consultant collaborations. It outlines several benefits of collaboration such as referrals, subcontracting, spreading overhead costs, learning best practices, and jointly penetrating new accounts. Specific tips are provided for referrals, subcontracting, choosing affiliates based on integrity, competence, trust, and complementary capabilities. Overall, the document advocates for consultant collaboration as a way to help businesses, provide financial benefits, and achieve better results through an atmosphere of honesty and mutual trust between affiliates.
ITSMA Marketing Strategist Top 10 B2B Marketing StoriesITSMA
In 2010, ITSMA posted nearly 70 pieces of research, articles, and commentaries on our website. Based on clickthroughs and downloads, these ideas were the most popular.
1) The document summarizes Bank of America's 37th Annual Investment Conference, which included forward-looking statements and discussed various risks and uncertainties.
2) It provided an overview of Avery Dennison's portfolio of businesses, including Pressure Sensitive Materials, Office and Consumer Products, Retail Information Services, and Other Specialty Converting. It discussed strategies and outlook for each segment.
3) The acquisition of Paxar was highlighted as enhancing top-line growth and driving $115-125 million in cost synergies annually. Productivity improvements and the RFID opportunity were also emphasized as long-term value drivers.
This document provides an update on Chiquita's progress against its three-year strategic plan to focus on its core banana business, drive better performance through cost reductions, and strengthen its balance sheet. Some key updates include selling non-core assets to focus on bananas, implementing cost saving programs with a target of $70 million in annual savings by 2005, reducing debt by over $100 million in 2002, and plans to invest cash flow into new growth opportunities once debt targets are met.
Junho 2012 - apresentação institucional - agosto de 2012 (english version)Arezzori
Arezzo&Co is a leading footwear and accessories company in Brazil with a platform of top brands. It has a unique business model combining growth, cash generation, and high operational efficiency. The company innovates through 7 to 9 collections per year and has a strong marketing program. It uses a flexible, asset-light production process and distribution strategy through franchises and multi-brand stores to rapidly expand across Brazil.
This document is a resume for Juri Cinti. It outlines his work experience in the pharmaceutical sector from 2001-2006 as a medical representative for A.Menarini srl. It then details his experience from 2006-2011 in renewable energy development for Asja Ambiente Italia spa, obtaining authorization for wind and PV projects. He currently works as a development manager for Entec srl, identifying new wind farm sites and managing related authorization processes.
Celanese Corporation is a leading global producer of chemicals and advanced materials. In the third quarter of 2008, the company saw increased net sales driven by higher pricing and currency effects, although margins were pressured by higher raw material costs. Celanese continues to execute expansion strategies in Asia and new product development to deliver earnings growth.
public serviceenterprise group Morgan Stanley FINALfinance20
Public Service Enterprise Group held a presentation at the 15th Annual Global Electricity and Energy Conference on April 2, 2008. The presentation discussed PSEG's focus on operational excellence, participation in regulatory and market discussions, and growth opportunities with manageable risk. PSEG forecasts earnings growth of 8-9% annually through 2011, driven by stable revenues from its electric generation, transmission, and distribution businesses and the deployment of over $3 billion in discretionary cash through 2011.
This document discusses how telecom companies can use customer analytics and insights to improve business performance. It provides examples of how analytics are being used by various industries to optimize operations. The document advocates developing a comprehensive view of the customer journey and key metrics across the customer and service provider experiences. It also outlines several specific use cases where analytics can be applied, such as reducing churn, improving service quality, and enabling proactive customer care.
Public Service Enterprise Group (PSEG) provides a summary of its business segments and financial outlook. PSEG Power operates electric generation assets of 13,300 MW across diverse fuel sources. PSE&G operates New Jersey's electric and gas transmission and distribution networks. PSEG Holdings focuses on managing its existing lease portfolio and investment opportunities. PSEG anticipates $1.04-$1.14 billion in operating earnings from Power in 2008, $350-$370 million from PSE&G, and $45-$60 million from Holdings. PSEG will direct cash flows from its business segments towards growth opportunities, with a focus on improving reliability and meeting regulatory requirements.
The document is Textron's 2003 Annual Report. It summarizes Textron's financial performance in 2003, highlights its strategy to transform into a premier multi-industry company through world-class enterprise management and portfolio management competencies, and provides examples of new products and initiatives demonstrating progress on this strategy. Key points include $9.9 billion in revenues, $401 million in income, launching over 120 new products, and initiatives like Six Sigma and shared services projected to significantly boost productivity and performance.
VF Corporation had a successful fiscal year 2006, with total revenues increasing to $6.2 billion, up 10% from 2005. Operating income grew 7.5% to $826 million. The company continued to innovate across its brands through new product introductions, expanded geographic reach, and enhanced marketing campaigns. Key initiatives included the Wrangler brand dominating the professional rodeo circuit, Kipling expanding its U.S. boutiques, innovative new products like The North Face athletes' summit of Mount Everest, and JanSport backpacks integrating Bluetooth and iPod technology.
This document provides an overview of a presentation given by Cynthia S. Guenther, Vice President of Investor Relations at Lehman Brothers Industrial Select Conference on February 14, 2006. The presentation discusses Avery Dennison's business segments, including pressure-sensitive materials, office and consumer products, and retail information services. It provides data on organic sales growth and operating margins for each segment in 2005 and 2004. The presentation establishes that Avery Dennison is a market leader in all of its key businesses, including being the number one provider of paper and film roll materials for labels.
public serviceenterprise group CapReOFlynnfinance20
Public Service Enterprise Group (PSEG) provides an overview of its business segments and financial outlook. PSEG's power generation business has a diverse portfolio of nuclear, coal, gas, and oil-fired assets located in attractive Northeast markets. PSEG's regulated utility business invests in electric transmission and distribution infrastructure to support reliability and earnings growth. PSEG expects to have $3 billion of discretionary cash through 2011, which it can invest in growth opportunities or use to repurchase shares, driving total shareholder returns of 10-13% annually. PSEG is well positioned in the current environment with a focus on operational excellence, regulatory engagement, and manageable growth options.
- The annual meeting of shareholders of Western Digital Corporation will be held on November 14, 2002 to elect eight directors, approve amendments to increase shares available under employee and director stock plans, and ratify selection of auditors.
- Shareholders are invited to attend and vote on these matters, and those unable to attend are urged to vote by proxy.
- The meeting will take place at the Sutton Place Hotel in Newport Beach, California.
The document discusses Ecolab's financial performance and new products/services in 2008. Despite challenges from rising costs and economic slowdown, Ecolab achieved strong financial results through sales growth, cost efficiencies, and new solutions. It launched sustainable products in food safety, solid detergents, and pest control to help customers operate efficiently.
JP Morgan held a road show on the East Coast from August 7-9, 2007 to provide an overview of the company's operations and financial performance. The presentation highlighted that JP Morgan is the world's largest unhedged gold producer with 33.1 million ounces of reserves. It provided guidance for 2007 of equity gold sales between 5.2 to 5.6 million ounces and costs applicable to sales of $375 to $400 per ounce. Capital expenditures for 2007 are estimated to be between $1.8 to $2.0 billion.
Ecolab's 2001 annual report outlines the actions the company took to ensure it remains the number one provider of commercial cleaning and sanitation solutions worldwide. The report emphasizes that no other company matches Ecolab's global reach or the breadth of its products, systems, and services. It provides services to thousands of businesses and institutions across North America, Europe, Asia, Latin America, Africa, and the Middle East.
This document is Ecolab's 2003 Annual Report. It provides details about Ecolab's business including its description, markets served, products/services provided, financial highlights for 2003, and stock performance. It summarizes that Ecolab had record sales of $3.8 billion in 2003, up 11% from 2002. Net income increased 32% to $277 million and diluted earnings per share grew 33% to $1.06. The CEO highlights strong financial results and growth despite economic uncertainties.
Ecolab reported strong financial performance in 2005, with net sales increasing 8% to $4.5 billion and diluted EPS increasing 13% to $1.23. The company continued executing its strategy of providing comprehensive cleaning and hygiene solutions through investments in its sales force and new programs. Ecolab was recognized for its corporate governance, citizenship and leadership by several organizations. Looking ahead, Ecolab expects continued growth in 2006 by leveraging its customer-focused strategy and making strategic investments in new solutions and its workforce.
Dick Braun describes how Parker Hannifin's Win Strategy has significantly increased both sales and margins by improved value creation and value capture. Dick will discuss layering in value management pricing strategies on top of Parker's already robust product and customer segmentation price practices. Learn the concepts of "value triangulation" - whereby the pricing team dynamically adjusts value propositions based on competitive position and customer-specific economics. See how a $12 billion global diversified manufacturer endeavors to deploy a consistent value management approach.
Pembina Pipeline Corporation is a midstream energy company that operates pipelines for the transportation of crude oil, natural gas liquids, and natural gas. It has a highly integrated network of pipelines and gas processing facilities located in Western Canada and North Dakota. Pembina also provides storage and marketing services for its customers. The company has a solid track record of growth through expanding its existing assets and developing new infrastructure projects to meet growing demand.
Tips For Successful Consultant CollaborationJerry Vieira
The document discusses tips for successful consultant collaborations. It outlines several benefits of collaboration such as referrals, subcontracting, spreading overhead costs, learning best practices, and jointly penetrating new accounts. Specific tips are provided for referrals, subcontracting, choosing affiliates based on integrity, competence, trust, and complementary capabilities. Overall, the document advocates for consultant collaboration as a way to help businesses, provide financial benefits, and achieve better results through an atmosphere of honesty and mutual trust between affiliates.
ITSMA Marketing Strategist Top 10 B2B Marketing StoriesITSMA
In 2010, ITSMA posted nearly 70 pieces of research, articles, and commentaries on our website. Based on clickthroughs and downloads, these ideas were the most popular.
1) The document summarizes Bank of America's 37th Annual Investment Conference, which included forward-looking statements and discussed various risks and uncertainties.
2) It provided an overview of Avery Dennison's portfolio of businesses, including Pressure Sensitive Materials, Office and Consumer Products, Retail Information Services, and Other Specialty Converting. It discussed strategies and outlook for each segment.
3) The acquisition of Paxar was highlighted as enhancing top-line growth and driving $115-125 million in cost synergies annually. Productivity improvements and the RFID opportunity were also emphasized as long-term value drivers.
This document provides an update on Chiquita's progress against its three-year strategic plan to focus on its core banana business, drive better performance through cost reductions, and strengthen its balance sheet. Some key updates include selling non-core assets to focus on bananas, implementing cost saving programs with a target of $70 million in annual savings by 2005, reducing debt by over $100 million in 2002, and plans to invest cash flow into new growth opportunities once debt targets are met.
Junho 2012 - apresentação institucional - agosto de 2012 (english version)Arezzori
Arezzo&Co is a leading footwear and accessories company in Brazil with a platform of top brands. It has a unique business model combining growth, cash generation, and high operational efficiency. The company innovates through 7 to 9 collections per year and has a strong marketing program. It uses a flexible, asset-light production process and distribution strategy through franchises and multi-brand stores to rapidly expand across Brazil.
This document is a resume for Juri Cinti. It outlines his work experience in the pharmaceutical sector from 2001-2006 as a medical representative for A.Menarini srl. It then details his experience from 2006-2011 in renewable energy development for Asja Ambiente Italia spa, obtaining authorization for wind and PV projects. He currently works as a development manager for Entec srl, identifying new wind farm sites and managing related authorization processes.
Celanese Corporation is a leading global producer of chemicals and advanced materials. In the third quarter of 2008, the company saw increased net sales driven by higher pricing and currency effects, although margins were pressured by higher raw material costs. Celanese continues to execute expansion strategies in Asia and new product development to deliver earnings growth.
public serviceenterprise group Morgan Stanley FINALfinance20
Public Service Enterprise Group held a presentation at the 15th Annual Global Electricity and Energy Conference on April 2, 2008. The presentation discussed PSEG's focus on operational excellence, participation in regulatory and market discussions, and growth opportunities with manageable risk. PSEG forecasts earnings growth of 8-9% annually through 2011, driven by stable revenues from its electric generation, transmission, and distribution businesses and the deployment of over $3 billion in discretionary cash through 2011.
This document discusses how telecom companies can use customer analytics and insights to improve business performance. It provides examples of how analytics are being used by various industries to optimize operations. The document advocates developing a comprehensive view of the customer journey and key metrics across the customer and service provider experiences. It also outlines several specific use cases where analytics can be applied, such as reducing churn, improving service quality, and enabling proactive customer care.
Public Service Enterprise Group (PSEG) provides a summary of its business segments and financial outlook. PSEG Power operates electric generation assets of 13,300 MW across diverse fuel sources. PSE&G operates New Jersey's electric and gas transmission and distribution networks. PSEG Holdings focuses on managing its existing lease portfolio and investment opportunities. PSEG anticipates $1.04-$1.14 billion in operating earnings from Power in 2008, $350-$370 million from PSE&G, and $45-$60 million from Holdings. PSEG will direct cash flows from its business segments towards growth opportunities, with a focus on improving reliability and meeting regulatory requirements.
The document is Textron's 2003 Annual Report. It summarizes Textron's financial performance in 2003, highlights its strategy to transform into a premier multi-industry company through world-class enterprise management and portfolio management competencies, and provides examples of new products and initiatives demonstrating progress on this strategy. Key points include $9.9 billion in revenues, $401 million in income, launching over 120 new products, and initiatives like Six Sigma and shared services projected to significantly boost productivity and performance.
VF Corporation had a successful fiscal year 2006, with total revenues increasing to $6.2 billion, up 10% from 2005. Operating income grew 7.5% to $826 million. The company continued to innovate across its brands through new product introductions, expanded geographic reach, and enhanced marketing campaigns. Key initiatives included the Wrangler brand dominating the professional rodeo circuit, Kipling expanding its U.S. boutiques, innovative new products like The North Face athletes' summit of Mount Everest, and JanSport backpacks integrating Bluetooth and iPod technology.
This document provides an overview of a presentation given by Cynthia S. Guenther, Vice President of Investor Relations at Lehman Brothers Industrial Select Conference on February 14, 2006. The presentation discusses Avery Dennison's business segments, including pressure-sensitive materials, office and consumer products, and retail information services. It provides data on organic sales growth and operating margins for each segment in 2005 and 2004. The presentation establishes that Avery Dennison is a market leader in all of its key businesses, including being the number one provider of paper and film roll materials for labels.
public serviceenterprise group CapReOFlynnfinance20
Public Service Enterprise Group (PSEG) provides an overview of its business segments and financial outlook. PSEG's power generation business has a diverse portfolio of nuclear, coal, gas, and oil-fired assets located in attractive Northeast markets. PSEG's regulated utility business invests in electric transmission and distribution infrastructure to support reliability and earnings growth. PSEG expects to have $3 billion of discretionary cash through 2011, which it can invest in growth opportunities or use to repurchase shares, driving total shareholder returns of 10-13% annually. PSEG is well positioned in the current environment with a focus on operational excellence, regulatory engagement, and manageable growth options.
- The annual meeting of shareholders of Western Digital Corporation will be held on November 14, 2002 to elect eight directors, approve amendments to increase shares available under employee and director stock plans, and ratify selection of auditors.
- Shareholders are invited to attend and vote on these matters, and those unable to attend are urged to vote by proxy.
- The meeting will take place at the Sutton Place Hotel in Newport Beach, California.
The document discusses Ecolab's financial performance and new products/services in 2008. Despite challenges from rising costs and economic slowdown, Ecolab achieved strong financial results through sales growth, cost efficiencies, and new solutions. It launched sustainable products in food safety, solid detergents, and pest control to help customers operate efficiently.
JP Morgan held a road show on the East Coast from August 7-9, 2007 to provide an overview of the company's operations and financial performance. The presentation highlighted that JP Morgan is the world's largest unhedged gold producer with 33.1 million ounces of reserves. It provided guidance for 2007 of equity gold sales between 5.2 to 5.6 million ounces and costs applicable to sales of $375 to $400 per ounce. Capital expenditures for 2007 are estimated to be between $1.8 to $2.0 billion.
Ecolab's 2001 annual report outlines the actions the company took to ensure it remains the number one provider of commercial cleaning and sanitation solutions worldwide. The report emphasizes that no other company matches Ecolab's global reach or the breadth of its products, systems, and services. It provides services to thousands of businesses and institutions across North America, Europe, Asia, Latin America, Africa, and the Middle East.
This document is Ecolab's 2003 Annual Report. It provides details about Ecolab's business including its description, markets served, products/services provided, financial highlights for 2003, and stock performance. It summarizes that Ecolab had record sales of $3.8 billion in 2003, up 11% from 2002. Net income increased 32% to $277 million and diluted earnings per share grew 33% to $1.06. The CEO highlights strong financial results and growth despite economic uncertainties.
Ecolab reported strong financial performance in 2005, with net sales increasing 8% to $4.5 billion and diluted EPS increasing 13% to $1.23. The company continued executing its strategy of providing comprehensive cleaning and hygiene solutions through investments in its sales force and new programs. Ecolab was recognized for its corporate governance, citizenship and leadership by several organizations. Looking ahead, Ecolab expects continued growth in 2006 by leveraging its customer-focused strategy and making strategic investments in new solutions and its workforce.
This letter summarizes Ecolab's financial and operational achievements in 1996. Key points include achieving record sales and earnings growth, expanding market share, developing new products, acquiring companies, and increasing dividend payouts and stock price. The company also strengthened its field organization, entered new partnerships, and expanded manufacturing facilities globally. Looking ahead, Ecolab is confident it can continue its tradition of sales and earnings growth in 1997 through its customer-focused strategy and the dedication of its employees.
This presentation by Newmont Mining Corporation provides an overview of their gold business and operations. It discusses their focus on operational execution at Leeville, Phoenix, and Ahafo mines. It also outlines their project execution including the Boddington, Nevada power plant, and Yanacocha gold mill projects. Finally, it discusses their exploration and development efforts to replace reserves through prospects like Conga and Akyem. The presentation emphasizes Newmont's commitment to financial strength, accountability, and execution across their business.
- The document is a notice for Western Digital Corporation's 2007 Annual Meeting of Stockholders to be held on November 6, 2007.
- The purposes of the meeting are to elect ten directors, ratify the appointment of KPMG LLP as the independent registered public accounting firm, and transact any other business as may properly come before the meeting.
- Stockholders are urged to vote their shares by completing and returning the proxy card or voting instruction card, or by transmitting voting instructions electronically.
- Newmont Mining provided highlights and financial results for its second quarter 2007 conference call, including equity gold sales of 1.25 million ounces at an average realized price of $667/ounce.
- The company outlined its operational and cost guidance for 2007, with equity gold sales expected between 5.2-5.6 million ounces and costs applicable to sales forecast at $375-400/ounce.
- Newmont discussed major capital projects underway across its global portfolio, with over $1.8-2 billion budgeted for 2007, focused on expanding and improving operations.
Ecolab achieved record financial results in 1997, with sales reaching $1.64 billion. Net income grew 18% to $134 million, and diluted earnings per share increased 18% to $1.00. Return on beginning equity was 25.8%, exceeding the corporate goal. Ecolab's stock price rose 47% over the year, significantly outperforming the S&P 500. The company launched over 135 new products and services, made seven acquisitions, and expanded into new markets like vehicle washing.
UGI Corporation's 2008 Annual Report discusses the company's performance and business segments over the past fiscal year. Key points:
- UGI's stock has outperformed market indexes over the past 5 years, with a 15% average annual return for shareholders.
- The company's business segments include AmeriGas Propane, International Propane, Gas Utility, Electric Utility, and Energy Services.
- In fiscal year 2008, UGI grew revenues to over $6.6 billion and earnings per share to $1.99, while acquiring additional propane businesses.
- Going forward, UGI aims to continue profitable growth through strategic acquisitions and initiatives across its diversified portfolio of energy businesses.
Western Digital is a leading manufacturer of hard drives that reported strong financial results for fiscal year 2004, despite challenging market conditions. Key points:
- Revenue increased 12% to $3 billion due to a 22% rise in unit shipments of hard drives. Operating income was $155 million.
- The acquisition of Read-Rite assets early in the fiscal year helped boost head production capacity. This contributed to earnings starting in the second quarter.
- Western Digital captured market share in desktop hard drives and saw growth in drives for enterprise applications, consumer electronics, and emerging international markets like Asia.
- The company had a strong balance sheet at fiscal year-end with $378 million in cash and $488
Ecolab's annual report discusses their focus on delivering premium products and services to customers through innovation and personalized consultation. They invest heavily in training their large sales force on products, customer service, and problem solving. The report also highlights their acquisition of Microtek to expand their healthcare offerings and services, as well as initiatives to increase efficiency through process evaluation and technology investments.
Ecolab's 2002 annual report summarizes the company's financial and operational performance for the year. Key highlights include net sales increasing 47% to $3.4 billion, net income rising 11% to $210 million, and diluted net income per share growing 10% to $1.60. Ecolab achieved strong financial results despite economic challenges by focusing on its strategy of circling the customer globally and introducing new products and services.
Ecolab helps keep cruise ships, amusement parks, and other facilities clean and sanitary through a full range of cleaning and sanitation products and services. They meet client needs through innovative solutions and exceptional service that enhance productivity, efficiency, food safety, and achieve superior sanitation results. Ecolab works behind the scenes to help customers run more worry-free businesses and keep areas clean.
Ecolab has a talented global workforce, strong leadership, state-of-the-art products and services, and an unparalleled drive for results. They are fueled by a clear vision and strategy and go above and beyond for customers around the world by delving deep into their operations to provide comprehensive solutions and responding anytime customers need them.
Ecolab had a very successful 1999 financial year:
1) Sales increased 10% to a record $2.1 billion, the first time exceeding $2 billion.
2) Income from continuing operations rose 14% to $176 million and diluted earnings per share also increased 14% to $1.31, the seventh consecutive year of double-digit earnings growth.
3) The company's stock price increased from $36.19 to a record $39.13 during the year, and Ecolab finished the year with a record market capitalization despite a volatile market focused on internet and technology stocks.
The document discusses the performance of several divisions of Ecolab in 2002. It summarizes that Institutional recorded strong performance driven by gains with independent restaurants and corporate accounts. Kay achieved outstanding growth across all segments by gaining new accounts and market share. GCS Service further solidified its position as a nationwide provider of commercial kitchen repair. Pest Elimination saw growth in several markets through customized programs. Professional Products increased its healthcare business but growth was offset by phasing out less profitable lines. Textile Care created efficiencies and marked a return to growth after focusing on its core laundry business.
Ecolab's Institutional division had record sales in 2001 despite economic challenges. It instituted sales promotions to offset declines in travel and lodging. It also launched initiatives to increase sales to independent restaurants and regional chains. It debuted new kitchen sanitation and dishmachine products. While difficulties in hospitality will present challenges in 2002, Institutional is positioned for strong growth as the market recovers by focusing on chain restaurants and expanding offerings to independent businesses.
Kay also posted strong sales growth in 2001 despite economic challenges facing some corporate customers. It pursued new business in quick service restaurants and food retail, winning contracts with two major grocery chains. It increased sales in convenience stores by 40% and introduced 25 new products. Kay foresees more growth in
public serviceenterprise group Bank of Americafinance20
Public Service Enterprise Group held investor meetings from June 24-26, 2008. The document discusses PSEG's focus on operational excellence and participation in regulatory proceedings to support long-term growth. It notes PSEG Power has a low-carbon fleet well positioned for carbon restrictions, while PSE&G operates in a strong market in New Jersey and is increasing investment in transmission, distribution, and new programs. Substantial cash from PSEG Power and PSE&G is expected to be available for additional growth and share repurchases.
public serviceenterprise group Bankof Americafinance20
Public Service Enterprise Group held investor meetings from June 24-26, 2008. The document discusses PSEG's focus on operational excellence and participation in regulatory proceedings to support long-term growth. It notes PSEG Power has a low-carbon fleet well positioned for carbon restrictions, while PSE&G operates in a strong market in New Jersey and is increasing investment in transmission, electric, and gas infrastructure to improve reliability. The increased capital spending at PSE&G is expected to grow its rate base substantially through 2012.
Public Service Enterprise Group provides an overview of its business units and strategy. It notes that operational excellence, disciplined investment, and financial strength will drive earnings growth of 8-9% annually. The company has $3 billion in discretionary cash through 2011 that can be used for growth or share repurchases to provide a total shareholder return of 10-13% annually. PSEG's assets are well-positioned for various regulatory environments including potential carbon regulation.
Public Service Enterprise Group provides an overview of its business units and strategy. It notes that operational excellence, disciplined investment, and financial strength will drive earnings growth of 8-9% annually. The company has $3 billion in discretionary cash through 2011 that can be used for growth or share repurchases to provide a total shareholder return of 10-13% annually. PSEG's assets are well-positioned for environmental regulations and capacity needs in its markets.
The 2008 Avery Dennison Annual Report provides an overview of the company's financial performance and business segments in 2008. It notes that while the global economic downturn impacted sales, the company increased free cash flow to a record level. The three main business segments - Pressure-sensitive Materials, Retail Information Services, and Office and Consumer Products - all experienced slowing demand. However, the company increased market share in key products and gained new customers. It also completed a restructuring program aimed at reducing costs. Overall, the annual report emphasizes that while short-term outlook is cautious due to economic uncertainty, the company's strategic focus and investments in growth areas position it well for the long-term.
The 2008 Avery Dennison Annual Report provides an overview of the company's financial performance and business segments in 2008. It notes that while the global economic downturn impacted sales, the company increased free cash flow to a record level. The three main business segments - Pressure-sensitive Materials, Retail Information Services, and Office and Consumer Products - all experienced slowing demand. However, the company increased market share in key products and gained new customers. It also completed a restructuring program targeting $150 million in annual savings. Overall, the annual report emphasizes that despite challenging economic conditions, the company's focus on innovation, quality and service positioned it for long-term growth.
This document provides an overview of Public Service Enterprise Group (PSEG) and its subsidiaries PSEG Power and PSE&G. It discusses PSEG's assets, earnings guidance, capital spending plans, and positioning in the energy industry. PSEG Power has a diverse fleet of generating assets located in attractive markets in the Northeast. Strong cash flow from Power will provide PSEG with $2.5 billion in discretionary cash through 2011 to support investments, shareholder dividends, and debt payments. Power's assets are well positioned for carbon regulation and its declining capital expenditures will result in substantial discretionary cash flows.
This document provides an overview of Public Service Enterprise Group (PSEG) and its subsidiaries PSEG Power and PSE&G. It discusses PSEG's assets, earnings guidance, capital spending plans, and positioning in the energy industry. PSEG Power has a diverse fleet of generating assets located in attractive markets in the Northeast. Strong cash flow from Power will provide PSEG with $2.5 billion in discretionary cash through 2011 to support investments, shareholder dividends, and debt payments. Power's assets are well positioned for carbon-constrained environments.
Public Service Enterprise Group (PSEG) provides a summary of its business segments and financial outlook. PSEG Power operates electric generation assets of 13,300 MW across diverse fuel sources. PSE&G operates New Jersey's electric and gas transmission and distribution networks. PSEG Holdings focuses on managing its existing lease portfolio and potential renewables investments. PSEG anticipates $1.04-$1.14 billion in operating earnings from Power in 2008, $350-$370 million from PSE&G, and $45-$60 million from Holdings. PSEG will direct cash flows from its business segments towards growth opportunities, including PSE&G's $5.3 billion capital program from 2008-2012 and potential new investments.
1) GSG aims to improve revenue growth by targeting new customer segments like small businesses and expanding existing markets through value-added product offerings.
2) Key issues include slow revenue growth, saturated enterprise segment, lack of expertise in small business segment. The strategy is to target small businesses, improve products to meet changing needs, and provide solutions over generic products.
3) The implementation plan focuses on identifying profitable small business segments, developing industry-specific solutions, repackaging products, and aligning sales and marketing teams to target segments.
1) GSG aims to improve revenue growth by targeting new customer segments like small businesses and expanding existing markets through value-added product offerings.
2) Key issues include slow revenue growth, saturated enterprise segment, lack of expertise in small business segment. The strategy is to target small businesses, improve solutions for existing customers, and restructure operations.
3) The plan outlines focusing on the small business segment, identifying high-potential industries, changing sales channels, marketing, products, and company structure to support the new strategy and capture growth opportunities.
The document outlines a strategy to improve revenue growth at GSG through two main approaches. The first is to target the untapped small business segment by focusing on specific industry verticals and developing new channels. The second is to pursue organic growth through value-added product offerings to existing customer segments and inorganic growth through acquisitions. Key issues include redefining markets and business processes to address a slowdown in the US market and reduction in IT spending.
public serviceenterprise group EEIMeetingfinance20
1) PSEG provides an overview of its business platform which includes stable electric and gas distribution through PSE&G and major electric generation through PSEG Power.
2) The document discusses PSEG's focus on operational excellence, participating in regulatory and market discussions, and pursuing growth opportunities with manageable risk.
3) Financial forecasts show $3 billion in discretionary cash through 2011 that can be used to fund additional growth initiatives and/or share repurchases.
public serviceenterprise group EEIMeetingfinance20
This document provides an overview of Public Service Enterprise Group's (PSEG) annual finance committee meeting. It includes forward-looking statements about PSEG's future performance that are subject to risks and uncertainties. It also lists factors that could cause actual results to differ from expectations. Additionally, it provides a GAAP disclaimer about PSEG's presentation of operating earnings in addition to net income under GAAP. The overview discusses how PSEG's electric generation, electric and gas distribution, and asset management platforms provide earnings stability and growth opportunities through operational excellence, a supportive regulatory environment, and manageable growth initiatives.
Gartner Positions SAS In The Leaders Quadrant Of The Magic Quadrant For Custo...Cezar Cursaru
SAS and SPSS remain the leading vendors in the customer data-mining application market. ThinkAnalytics emerges as a visionary vendor focused on embedding predictive analytics into operational deployments. The market definition describes customer data mining as the application of descriptive and predictive analytics to support marketing, sales or service functions through packaged applications or on-demand services. The evaluation criteria assess vendors on their ability to execute, including the functionality of their products, and completeness of vision, such as their market understanding, marketing strategy, and innovation.
Celanese Corporation is a leading global producer of chemicals and advanced materials. In 2008, the company reported net sales of $6.8 billion, down slightly from 2007. While most business segments saw decreased sales and profits due to the economic downturn, the Consumer Specialties segment increased earnings through higher pricing. Celanese has a strong cash position and is focusing on productivity improvements and realigning manufacturing capacity to weather the difficult economic conditions.
The document is an investor fact sheet providing key figures and information about Celanese Corporation for the fourth quarter of 2008. Celanese is a leading global producer of chemicals and engineered materials. It has net sales of $6.8 billion in 2008, with operations located primarily in North America, Europe, and Asia. Celanese pursues a focused growth strategy through expansion in Asia, innovation, organic growth around its acetyl chain, and a focus on productivity to strengthen its business during economic downturns. Its business segments include Advanced Engineered Materials and Consumer Specialties.
public serviceenterprise group CapReOFlynnfinance20
Public Service Enterprise Group is an energy company that operates power generation facilities, transmission networks, and gas and electric distribution systems. The presentation discusses PSEG's operations and financial outlook. It notes that PSEG has over 13,000 MW of electric generation capacity, provides stable earnings, and has multiple sources of revenue for growth. The presentation also highlights factors like climate change, infrastructure needs, and capacity requirements that influence PSEG's business environment. PSEG aims to maximize the benefits from existing assets through operational excellence, supportive regulatory environments, and manageable growth opportunities.
Western Digital's revenue in Q1 FY2005 was $824 million. 59% of revenue came from OEM customers, 35% from distributors, and 6% from retailers. Geographically, 40% of revenue was from the Americas, 30% from Europe, and 30% from Asia. Worldwide headcount increased to 20,760 employees. Total inventory was $144 million with inventory turns of 20 times.
Western Digital reported revenue of $955 million for Q2 FY2005, up 16% from Q2 FY2004. 58% of revenue came from OEM customers and 35% from distributors. Geographically, 38% of revenue was from the Americas, 32% from Europe, and 30% from Asia. Hard drive unit shipments increased by 16% to 16.2 million units while worldwide headcount grew slightly to 21,565. Total inventory fell to $118 million while inventory turns improved to 27 times.
Western Digital reported Q3 FY2005 revenue of $920 million, with 56% from OEM customers, 37% from distributors, and 7% from retail. Revenue was highest in Asia at 34% of the total, followed by Americas at 36% and Europe at 30%. The number of hard drive units shipped was 15.3 million, with worldwide headcount growing to 22,426. Inventory levels increased to $136 million, with inventory turns at 22.
Western Digital reported Q4 FY2005 revenue of $940 million. 57% of revenue came from OEM customers, 38% from distributors, and 5% from retail. 37% of revenue was from the Americas, 25% from Europe, and 37% from Asia. 48% of revenue came from the top 10 largest customers. Hard drive unit shipments reached 15.8 million for the quarter. Worldwide headcount increased to 23,161 employees. Inventory levels increased to $153 million with inventory turns at 20 times.
Western Digital's revenue in Q1 FY2006 was $1.01 billion, up from $824 million in Q1 FY2005. 55% of revenue came from OEM customers, 39% from distributors, and 6% from retail. Geographically, 36% of revenue was from the Americas, 29% from Europe, and 35% from Asia. Worldwide headcount increased to 24,211 from 20,760 in Q1 FY2005. Total inventory, net increased to $173 million from $144 million in Q1 FY2005.
Western Digital reported revenue of $1.117 billion for Q2 FY2006, up 11% from the same period last year. Approximately 56% of revenue came from OEM customers and 39% from distributors. Geographically, revenue declined in the Americas to 32% while rising in Europe to 34% and remaining flat in Asia at 34%. Inventory levels increased to $168 million but inventory turns improved to 21 turns.
Western Digital Corporation's Q3 FY2006 financial results show that hard drive unit shipments increased to 18.8 million, revenue was $1.129 billion with an average selling price of $60 per unit, and gross margin was 19.3%. Revenue was split 53% from OEMs, 40% from distributors, and 7% from retail, with the largest geographic regions being the Americas at 39%, Europe at 27%, and Asia at 34%. Cash flow from operations was $119 million.
Western Digital Corporation reported its financial results for the fourth quarter of fiscal year 2006, with total revenue of $1.086 billion. The average selling price of hard drives declined to $56 per unit from $60 in the previous quarter. Gross margin was 18.8% and cash flow from operations was $126 million. Worldwide headcount increased to 24,750 employees. Total inventory increased to $205 million while inventory turns declined to 17 turns.
Western Digital reported higher unit shipments and revenue in Q1 FY2007 compared to the same quarter last year. Revenue increased by $254 million to $1.264 billion due to a 22% increase in hard drive unit shipments. Gross margin declined slightly to 17.3% and revenue from OEM customers decreased to 52% of total revenue. Cash flow from operations was $128 million and inventory levels increased by $11 million from the previous quarter to $216 million.
Western Digital reported increased revenue and unit shipments in Q2 FY2007 compared to the same period last year. Revenue grew 28% to $1.428 billion while unit shipments increased 36% to 24.5 million units. Gross margin improved slightly to 17.9% and worldwide headcount grew 9% to over 27,000 employees. Inventories also increased due to higher finished goods and work in process levels.
Western Digital reported its Q3 FY2007 financial results. While unit shipments remained steady at 24.5 million, revenue declined slightly to $1.41 billion. Gross margins decreased to 15.8% due to pricing pressures. Cash flow from operations was $164 million. Inventory levels increased but inventory turns improved to 20 times.
Western Digital Corporation's Q4 FY2007 investor information summary shows that the company's hard drive unit shipments increased slightly compared to Q3 FY2007, but revenue and average selling price declined. Gross margin also decreased from the prior quarter. The company's largest customers - representing 48% of revenue - continued to be OEMs, distributors, and retailers. Cash flow from operations and inventory levels increased from Q3 FY2007.
Western Digital reported higher revenue and unit shipments in Q1 FY2008 compared to the same period last year. Revenue increased 40% to $1.77 billion driven by a 7% increase in average selling price and 29% more hard drive units shipped. Gross margin improved to 18.3% from 17.3% a year ago. Total inventory increased significantly to support future demand, leading to lower inventory turns. Capital expenditures also increased substantially to $163 million to expand production capacity.
Western Digital reported revenue of $2.2 billion for Q2 FY2008, a 25% increase from the previous quarter. Gross margins improved to 23.3% as average selling prices increased to $61 per hard drive unit. Inventory levels remained steady at $459 million while inventory turns improved to 15 times. Worldwide headcount grew modestly to 42,534 employees.
Western Digital Corporation provides a quarterly investor information summary including key metrics such as hard drive unit shipments, revenue, average selling prices, gross margins, revenue by channel and geography, cash flow from operations, inventory levels, and number of employees. For the third quarter of fiscal year 2008, the company shipped 34.5 million hard drive units, generated $2.11 billion in revenue, and had a gross margin of 22.6%.
Western Digital reported revenue of $1.993 billion in Q4 FY2008, down from $2.111 billion in the previous quarter. Their average hard drive selling price was $56 and gross margin was 21.3%. Over half of revenue came from OEM customers, while Asia accounted for 46% of geographic revenue. Total inventory was $456 million with inventory turns of 14 times.
Western Digital reported revenue of $2.1 billion for Q1 FY2009, up slightly from the previous year. Average selling prices for hard drives declined to $53 per unit from $56 in the previous quarter. Gross margins decreased to 20.1% as production costs increased. Revenue from Asia grew and now makes up 48% of total revenue, while the Americas saw a decline to 23% of revenue. The company's workforce grew to 51,409 employees worldwide.
Western Digital reported Q2 FY2009 revenue of $1.823 billion, down 15% from the previous year. Revenue from OEM customers was 57% of total, down from 48% the previous year. The Asia region accounted for 48% of revenue, up from 36% the previous year. Gross margin declined to 15.9% from 23.3% the previous year. Cash flow from operations was $300 million and days sales outstanding was 46 days.
Western Digital Corporation is a leading manufacturer of hard disk drives. In fiscal year 1995, the company achieved record revenues and earnings despite intense competition. It gained market share in hard drives, improved its financial position, and received an ISO 9001 quality certification. Looking forward, Western Digital is expanding its hard drive production capacity and entering new high-performance, high-capacity hard drive markets. It aims to take advantage of growth opportunities through investment in research and development.
Western Digital Corporation is a leading manufacturer of hard drives. In 1996, the company reported record revenues and unit shipments, gained market share, and introduced new enterprise hard drives. Despite significant investments, Western Digital remains debt-free with strong cash flow and financial position. The company expects continued growth in the hard drive market and is well-positioned with efficient operations and quality products to capitalize on opportunities.
13 Jun 24 ILC Retirement Income Summit - slides.pptxILC- UK
ILC's Retirement Income Summit was hosted by M&G and supported by Canada Life. The event brought together key policymakers, influencers and experts to help identify policy priorities for the next Government and ensure more of us have access to a decent income in retirement.
Contributors included:
Jo Blanden, Professor in Economics, University of Surrey
Clive Bolton, CEO, Life Insurance M&G Plc
Jim Boyd, CEO, Equity Release Council
Molly Broome, Economist, Resolution Foundation
Nida Broughton, Co-Director of Economic Policy, Behavioural Insights Team
Jonathan Cribb, Associate Director and Head of Retirement, Savings, and Ageing, Institute for Fiscal Studies
Joanna Elson CBE, Chief Executive Officer, Independent Age
Tom Evans, Managing Director of Retirement, Canada Life
Steve Groves, Chair, Key Retirement Group
Tish Hanifan, Founder and Joint Chair of the Society of Later life Advisers
Sue Lewis, ILC Trustee
Siobhan Lough, Senior Consultant, Hymans Robertson
Mick McAteer, Co-Director, The Financial Inclusion Centre
Stuart McDonald MBE, Head of Longevity and Democratic Insights, LCP
Anusha Mittal, Managing Director, Individual Life and Pensions, M&G Life
Shelley Morris, Senior Project Manager, Living Pension, Living Wage Foundation
Sarah O'Grady, Journalist
Will Sherlock, Head of External Relations, M&G Plc
Daniela Silcock, Head of Policy Research, Pensions Policy Institute
David Sinclair, Chief Executive, ILC
Jordi Skilbeck, Senior Policy Advisor, Pensions and Lifetime Savings Association
Rt Hon Sir Stephen Timms, former Chair, Work & Pensions Committee
Nigel Waterson, ILC Trustee
Jackie Wells, Strategy and Policy Consultant, ILC Strategic Advisory Board
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
Budgeting as a Control Tool in Government Accounting in Nigeria
Being a Paper Presented at the Nigerian Maritime Administration and Safety Agency (NIMASA) Budget Office Staff at Sojourner Hotel, GRA, Ikeja Lagos on Saturday 8th June, 2024.
Discovering Delhi - India's Cultural Capital.pptxcosmo-soil
Delhi, the heartbeat of India, offers a rich blend of history, culture, and modernity. From iconic landmarks like the Red Fort to bustling commercial hubs and vibrant culinary scenes, Delhi's real estate landscape is dynamic and diverse. Discover the essence of India's capital, where tradition meets innovation.
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.
What Lessons Can New Investors Learn from Newman Leech’s Success?Newman Leech
Newman Leech's success in the real estate industry is based on key lessons and principles, offering practical advice for new investors and serving as a blueprint for building a successful career.
“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
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.
TechnoXander Confirmation of Payee Product Pack 1.pdf
ecolab 2003OpsReview
1. details matter UNITED STATES:
KAY
INSTITUTIONAL
Vigorous new account gains
The Institutional Division
2003 and new product sales paved
achieved steady growth
the way for Kay to achieve
during 2003 despite
double-digit sales and
economic challenges within
review of operating income growth
its markets. It continued to
during 2003, outpacing each
increase market share in all of
of the core industries it
its core segments, and took
operations
serves.
strategic steps to further
improve operating efficiency
HIGHLIGHTS
and customer retention.
> Maintained its strong
competitive position, winning
HIGHLIGHTS
> > > > > > > > > > > > substantial new business, as
> Seized market share from the
well as strengthening its
competition and further
relationships with existing
strengthened its position in the
customers.
corporate account arena,
> Further bolstered its business in
The fine points. The nuts and bolts. thereby enhancing its position
the food retail industry via
as the industry leader in
The inches. Whatever you call them, MarketGuard, a cross-divisional
providing large, multi-unit
program through which Kay’s
restaurant and hospitality
details matter. They definitely matter to offerings are aligned with
operations with consistent,
Ecolab’s Pest Elimination and
chain-wide service and support.
Ecolab’s customers, who look to us for Professional Products offerings
> Continued to penetrate the
in a comprehensive package.
independent restaurant market
products, systems and services that > Introduced more than two dozen
by leveraging its solid distributor
new products including Liquid
partnerships and through the
are not only ingenious, but also Storm XP and Liquid Storm
introduction of two new
packets, two highly anticipated
Ecotemp dishmachines: the
in-depth, positively impacting every additions to its Liquid Storm
low-temperature Typhoon and
product line for power wash
the high-temperature Inferno,
facet of their operations. Details are sinks.
both of which feature exclusive,
> Made investments to meet
built-in solid product technology
equally important to Ecolab’s growing customer demand for
and a revolutionary ventless
web-enabled management data
steam removal system.
investors. They know the unwaveringly
and Kay field service activity at
> Launched innovative new
the unit level. This advanced
aggressive execution of our Circle the offerings such as Formula 1, a
technology is becoming
single-step, on-premise laundry
Customer - Circle the Globe strategy is particularly popular among large
system designed for the
quickservice restaurant chains
hospitality industry, and X-Static
what generates the consistently and major food retail chains.
Soft ’n Scented Static Control
Blocks, which mount directly
superior performance they’ve come to OUTLOOK
inside dryers, providing precise
Kay forecasts another year of
static reduction, extra softness
expect from us. robust growth, with the division
and a long-lasting aroma.
realizing annualized benefits from
customers gained in 2003 and
OUTLOOK
additional expected new account
Institutional expects to drive
Read on for a detailed summary of the growth in 2004. Food retail growth
further growth in 2004 by
is expected to be particularly
continuing to aggressively pursue
specific actions taken by our operating strong, with more existing grocery
new corporate and independent
accounts expected to participate
customers, and by rolling out
divisions and business units during in the MarketGuard program.
several new, technologically
advanced product and system
2003, along with some insight into
innovations in its core markets. It
their anticipated performance in 2004. also remains committed to the
continued expansion and
development of its industry-
leading sales-and-service force,
with priorities being training and
field specialization.
16 > ECOLAB 2003 details matter
2. PROFESSIONAL
PRODUCTS
PEST ELIMINATION GCS SERVICE TEXTILE CARE
Professional Products posted
2003 was another year of Following the acquisitions The Textile Care Division
good sales growth during
solid, double-digit growth for made over the past few years signed a number of sizable
2003 in both of its core
Pest Elimination as it that created and built the corporate account
markets. Its results were
continued to capitalize on the business, GCS Service under- agreements during 2003,
bolstered by a large
enormous cross-selling took a number of actions which – along with improved
corporate account win in the
opportunities available within designed to consolidate profitability – helped to
janitorial sector and better
Institutional, Food & administrative operations and partially offset an otherwise
penetration into the hospital
Beverage, Kay and other standardize service protocols very challenging year in
acute care segment.
Ecolab accounts. Pest in 2003. While this focus on which industry difficulties,
Elimination’s performance internal development resulted such as customer
HIGHLIGHTS
was especially strong in the in lower 2003 results, these consolidation and a reduced
> Delivered growth in the retail
quickservice restaurant and actions have set GCS on a demand for rental uniform
and building service contractor
food retail industries. course for long-term growth. cleaning, resulted in lower
segments both by leveraging its sales.
distributor network and by
HIGHLIGHTS HIGHLIGHTS
focusing increased field and
> Won a number of valuable new > Established a single National HIGHLIGHTS
support resources on national
food retail accounts, including a Customer Service Center that > Focused significant energy on
and regional corporate
nationally prominent discount contains a call center operation strengthening its field
accounts.
retailing chain, through the and an administrative support sales-and-service organization,
> Building on Ecolab’s legendary
cross-divisional MarketGuard center that incorporates the particularly management, as the
solids platform, the division
program. With MarketGuard, work formerly handled by 33 division renewed its
launched the Asepti-Solids
Pest Elimination’s offerings are regional branch locations, a commitment to aggressively
product line into the hospital
marketed in tandem with Kay move designed to greatly growing its business in its core
acute care segment, where it is
and Professional Products improve operating efficiency. commercial laundry and shirt
utilized for central sterile
offerings. > Continued to strengthen its field laundry segments.
instrument cleaning. It has
> Added to its Checkpoint Rodent service protocols, enhancing > Continued the process of exiting
experienced terrific success in
Program with a line of exterior response times and overall unprofitable accounts, thereby
the market.
Discreet Bait Stations, which service capabilities. allowing its field and support
> Introduced Endure 320
are rodent deterrent units > Gained corporate account resources to be more effectively
Advanced Care, a waterless,
placed strategically around the business in the quickservice utilized in the quest for valuable
antimicrobial healthcare hand
exterior of a facility. Designed to market, the family-dining corporate account gains.
rinse with a new lotion formula
be indiscernible to a facility’s segment and the hospitality > Introduced the Energy
that provides high levels of
customers, these units are market, leveraging cross-selling Optimiser, a heat exchange
mildness and efficacy. The
offered in models that appear to opportunities with Ecolab’s other system for professional
product was immediately called
be rocks or exhaust vents. divisions. laundries that was originally
into action on the front lines of
> Further grew its EcoSure food > Received a number of awards developed by the Textile Care
the SARS outbreak.
safety consulting business with from the Commercial Food Division in Europe. It not only
the addition of key corporate Equipment Service Association helps reduce energy costs, but
OUTLOOK
accounts. These included (CFESA) for its field service also improves rinsing results
Professional Products anticipates
several major restaurant chains organization, which is and reduces drying times. The
another year of strong sales
and a discount retailer. considered the most highly Energy Optimiser has been
growth in 2004, although the exit trained and professional in the offered with the Aquamiser, a
from a low-margin janitorial
OUTLOOK industry – as evidenced by the water reuse system, and Ecolab
equipment distribution business
Sustaining the momentum fact that last year it led the chemistry such as the popular
will likely offset reported sales
generated throughout 2003, Pest industry in attaining CFESA Turbo-Flextra Visco Conditioner.
progress. Earnings, however,
Elimination expects to continue its technical certifications.
should show good gains as the
strong growth in 2004. The OUTLOOK
division’s product mix improves.
division will maintain its focus on OUTLOOK In 2004, Textile Care will continue
The healthcare business, which
developing innovative product and GCS Service expects the to reinvigorate its business
will operate as a separate division
service programs that address the infrastructure investments of 2003 through aggressive sales-and-
beginning in 2004, expects the
unique needs of each specific to begin paying off with sales and service efforts that emphasize its
Asepti-Solids program’s good
market it serves. Pest Elimination profit improvement in 2004 as the ability to deliver customer
growth trends to continue.
will also work with its European division leverages its national solutions that provide total cost
associates to create operational network for growth. It will also management. Although the
synergies and leverage work to further increase the industry’s challenging market
opportunities to secure new global productivity and profitability of its environment will be an ongoing
accounts. field service organization via concern, the division plans to
continuous training efforts and combat its effects via a focus on
additional investments in improved profitability.
efficiency-enhancing technologies.
ECOLAB 2003 details matter < 17
3. INTERNATIONAL:
EUROPE/AFRICA/
WATER CARE
MIDDLE EAST & EXPORT
SERVICES
FOOD & BEVERAGE VEHICLE CARE
Europe achieved good sales
Water Care Services showed
The Food & Beverage Vehicle Care showed good
and better margin growth in
good improvement in 2003,
Division’s 2003 sales and sales growth and improved
fixed currencies in 2003, as
benefiting from strong,
earnings rose modestly thanks its margins during 2003. The
steady gains in its Healthcare
double-digit sales growth in
to key corporate account division’s performance was
and Textile Care businesses,
the hospitality and cruise line
gains, successful new product buoyed by robust sales of
along with strategic
industries.
offerings and a new new offerings, including a
acquisitions, led revenues.
market-specific approach to product line specially tailored
HIGHLIGHTS The weaker U.S. dollar
merchandising Ecolab’s value for the growing self-service
> Initiated a segment-specific leveraged these results to
to customers, all of which car wash sector.
sales-and-service approach yield even stronger gains
helped offset weakened
through which its field HIGHLIGHTS when translated to dollars.
conditions in the dairy
specialists are dedicated to > Exceeded growth targets for its
industry.
HIGHLIGHTS
serving a particular industry, Westley’s Self Serve line for
> Institutional sales benefited from
whether it is hospitality, food
HIGHLIGHTS self-service car wash
the pan-European introduction of
and beverage, healthcare, or
> Gained a considerable number of operations. Westley’s pre-soaks,
Oasis Pro and Penguin, a
other targeted industries.
significant corporate accounts, detergents and conditioners
professional cleaning system for
> Leveraged cross-selling
particularly in the meat/poultry provide not only superior
large hospitality and healthcare
opportunities with other Ecolab
processing market, in which the cleaning results, but also a
facilities.
divisions to secure a number of
division has been competing higher level of foam, color and
> Food & Beverage posted
key account gains, particularly
exceptionally well against fragrance.
continued good results across all
in the hospitality, food and
national and regional > Made substantial gains in the
segments, although regional
beverage, healthcare and
competitors. in-bay automatic sector by
economic challenges affected
commercial laundry industries.
> Successfully launched Exxelerate forging new and strengthened
growth. Especially successful
> Signed several significant
CIP, a premium liquid detergent alliances with wash equipment
were its Total Hygiene
contracts with state-operated
for use in fluid milk processing manufacturers.
Management program, which
and privately run prisons by
facilities. It is formulated with a > Expanded sales-and-service
helped it win several large
focusing increased attention on
unique surfactant that allows the efforts in the division’s core
corporate accounts, and the
valuable prospects within the
product to remove tough soils sector, full-service conveyor car
Kovex Foam System, an
governmental sales arena.
and rinse faster than traditional washes. Established a dedicated
innovative solution for improving
> Formally launched Blackwater
detergents. sales team focused solely on
hoof sanitation in dairy herds.
100 to the cruise industry. This
> Introduced Lubodrive FP, a new account gains with the
> Professional Products
product helps prevent costly
conveyor lubricant specially growing number of large chain
transformed its business model,
blockages in onboard plumbing
formulated for use on high-speed operators in this arena.
focusing more extensively on
lines that run between guest
PET packaging lines, and Cosa > Posted record sales for its Solid
customer segments and on new
rooms and ships’ waste
CIP 1000, a low-foaming, Ovation and Harmony product
product launches.
treatment facilities.
free-rinsing detergent designed to lines. Solid Ovation delivers
> Healthcare had a good year, with
remove typical pharmaceutical concentrated power in a
the integration of Adams
OUTLOOK
and cosmetic processing soils. lightweight, convenient package,
Healthcare positioning Ecolab as
On the strength of further gains in
> Began merchandising its food while Harmony features 11
a leading player in the European
hospitality and healthcare, as well
safety and brand protection products for conveyor washes
hospital acute care market.
as good gains in the food and
expertise via EcoShield, a designed to work together for
> The Africa, Middle East and
beverage industry, Water Care
comprehensive, cross-divisional maximum effectiveness.
Export businesses were aligned
Services expects to accelerate its
marketing program through which
with Europe in 2003.They
growth performance in 2004. The
individualized product and service OUTLOOK
achieved modest growth, with
division will continue to pursue
messages are tailored to each of Vehicle Care foresees continued
good results in Turkey and South
opportunities to build its business
the division’s specific markets. good sales and profit growth in
Africa helping to offset
within Ecolab’s existing customer 2004, supported by an aggressive
continuing economic and political
base, as well as drive new
OUTLOOK sales focus in each of its three
strife in Israel and elsewhere.
account growth through
Food & Beverage is well positioned major sectors: full-service
aggressive sales-and-service
for continued growth in 2004. It conveyor, in-bay automatic and
OUTLOOK
efforts.
expects to build on its corporate self-service. New product sales
Ecolab Europe anticipates an
account gains of 2003 by are expected to remain a key
improved performance in 2004 by
leveraging the strengths of its new driver of the division’s growth, as
undertaking key initiatives to
product offerings and the EcoShield will a comprehensive new initiative
outpace local economies and
program. Further, with wholesale to circle its customers with
market challenges. It is set to focus
milk prices making a good recovery solutions from Ecolab’s other
on customer segmentation,
after hitting a 30-year low early in businesses.
distribution channel expansion and
2003, the division looks forward to
a variety of new product launches.
improved agribusiness results
during 2004.
18 > ECOLAB 2003 details matter
4. CANADA LATIN AMERICA
ASIA PACIFIC
Canada achieved solid sales The Latin America business
Offsetting the SARS
and earnings growth on the delivered excellent sales and
outbreak, which caused a
strength of its success with profit growth in the face of
significant downturn in the
independent (“street”) ongoing political and
region’s hospitality and travel
restaurants and steady Food economic upheaval in the
industries, Ecolab’s Asia
& Beverage and Vehicle Care region. High points included
Pacific management team
gains, along with increased double-digit Pest Elimination
increased sales and profits in
sales of handcare offerings and Institutional growth
2003 by introducing
during the SARS crisis, throughout the region, led by
SARS-related products and
which hit the Toronto area robust growth in Mexico,
services, such as widely used
hard in early 2003. Central America and the
hand sanitizers, and by
Caribbean.
utilizing other effective
HIGHLIGHTS
growth strategies.
> Adopted a truly multi-divisional HIGHLIGHTS
approach to combating the > Continued to expand its
HIGHLIGHTS
effects of the SARS-related business in the food retail
> Aggressively worked to
drop-off that hurt Canada’s industry, with particularly strong
counterbalance the SARS
tourism industry. The various new account sales in Mexico,
downturn by seizing upon
businesses worked Brazil, Chile and the Caribbean.
opportunities to enter new
cooperatively to develop new > Grew Food & Beverage sales in
markets, including schools,
growth opportunities within most countries. Growth was
commercial buildings and retail
alternative markets, delivering aided by the successful rollout
facilities. Boosted growth in core
good sales gains despite the of Vortexx ES, an advanced
markets by organizing seminars
tough external obstacles. hard-surface sanitation solution,
on cleaning and sanitation
> Grew its Institutional street and several new lubricants in
practices with regional trade
business by forging enhanced the second half of the year.
associations and academic
relationships with its distributor > Bolstered its Pest Elimination
institutions.
partners. The launch of new growth by aggressively targeting
> The Ecotemp dishmachine
Inferno and Typhoon new corporate account business
program’s strong growth played
dishmachines from Ecotemp within the food and beverage
a major role in further
helped street sales. processing, food retail, and
expanding Institutional’s “street”
> Continued to enjoy success quickservice restaurant
business, as well as helped win
throughout Canada’s food and industries.
key corporate accounts.
beverage processing industry, > Succeeded in taking a variety of
> The Kay business enjoyed a
particularly with meat and strategic measures to
strong year in Japan, where it
poultry producers, and counterbalance the challenging
leveraged its value-added
benefited from multi-facility, political and economic
approach to customer
North America-wide corporate environments in the region –
satisfaction to forge a leading
account wins with large food particularly the political situation
supplier agreement with a major
product manufacturers. in Venezuela, which paralyzed
quickservice chain.
the country’s economy early in
> Increased its Food & Beverage
OUTLOOK the year.
market share in Japan, China,
With an anticipated rebound of
Taiwan and Singapore by
the hospitality industry expected OUTLOOK
targeting beverage producers in
to improve sales opportunities, Latin America anticipates growth
the fast-growing cold aseptic
Canada is forecasting good gains across all divisions in 2004, with
bottling industry.
in 2004. The improved hospitality Pest Elimination expecting to
climate should drive increased register the strongest gains.
OUTLOOK
corporate account gains, and Tourism is expected to remain
With the region’s hospitality and
street business is expected to steady in the Caribbean, further
travel industries expected to
continue to grow due to Canada’s driving Institutional growth in the
gradually recover, the Asia Pacific
strengthened distributor region. Strong Professional
management team has committed
relationships. Food & Beverage Products sales are also forecasted
itself to growth, building on the
business is expected to remain in Chile. Continuing success in the
initiatives begun in 2003 and
sound, with growth projected in food retail industry and the
further developing its strong
the meat and food processing beverage/brewery segment will
historic base. Additionally,
sectors. help offset lingering regional
acquisitions are expected to help
market difficulties.
grow the burgeoning Pest
Elimination business in the region.
ECOLAB 2003 details matter < 19