The document provides a list of General Motors' senior leadership group as of April 1, 2007. It includes the chairman and CEO, vice chairmen, group vice presidents overseeing various global business units and functions, and presidents of GM subsidiaries in different regions. In total, the leadership group consisted of over 50 executives responsible for GM's worldwide operations.
standardchartere 2007 Annual Senior Leadership Group and General InformationQuarterlyEarningsReports3
This document lists the senior leadership group of General Motors as of April 1, 2008. It includes the chairman and CEO, G. Richard Wagoner Jr., as well as other executives such as the president and COO, vice chairmen, and vice presidents of various divisions like global product development, powertrain, and manufacturing. In total, it lists over 50 members of the GM senior leadership group with their titles and areas of responsibility.
The document provides a list of the senior leadership group at General Motors as of April 1, 2005. It includes the chairman and CEO, vice chairmen, group vice presidents who oversee various business units and functions, and other senior vice presidents and managers. A total of 104 names are listed along with their titles and areas of responsibility within the company.
The document provides a list of General Motors senior leadership as of April 1, 2006. It includes the Chairman and CEO, G. Richard Wagoner Jr., and over 40 other vice presidents and group vice presidents who led various divisions such as global product development, manufacturing, marketing, and regional operations in North America, Europe, Asia, and Latin America. The leadership group had responsibility over GM's worldwide business.
2003 Annual Report Officers and Operating Executives and General InformationQuarterlyEarningsReports3
This document lists the officers and operating executives of General Motors as of April 1, 2004. It includes the chairman and CEO, vice chairmen, executive vice presidents, group vice presidents, vice presidents, and other officers. The listing provides names, titles, and areas of responsibility for over 80 executives.
This document provides an overview of Lear Corporation's 2004 Annual Meeting of Shareholders. It includes sections on the Americas review, international review, and financial review. Some key points:
- Lear is a leading global automotive interior supplier with $15.7 billion in annual sales and operations in over 30 countries.
- The Americas division reported $9.6 billion in sales and improvements in quality, customer satisfaction surveys, and reductions in defects.
- The international division reported sales in Europe and Asia representing one-third of global sales, with operations in 27 countries and improvements in quality.
- The financial review highlighted record sales and income for 2003 with a continued focus on profitable growth, improving
Automotive News Industry Executives.PDFKetan Bhatia
- The document lists executives from various automotive companies including BMW, Chrysler, Ford, GM, Honda, Hyundai, Jaguar Land Rover, Maserati, Mazda, and Mercedes-Benz.
- It provides the names, titles, and contact information for each executive.
- The executives are grouped by company and title, then listed alphabetically within each category.
This annual report summarizes Crown Holdings' financial results and activities for 2002. Key points include:
- Net sales decreased 5.5% to $6.8 billion, while net loss improved to $1.2 billion from $972 million in 2001.
- Total assets decreased 22% to $7.5 billion while debt was reduced 24.1% to $3.7 billion.
- Operating income increased 53% to $481 million and net income from continuing operations improved to $0.49 per share from a loss in 2001.
- The company completed a major debt refinancing in February 2002 under a new holding company structure called Crown Holdings, Inc. to improve its financial position
standardchartere 2007 Annual Senior Leadership Group and General InformationQuarterlyEarningsReports3
This document lists the senior leadership group of General Motors as of April 1, 2008. It includes the chairman and CEO, G. Richard Wagoner Jr., as well as other executives such as the president and COO, vice chairmen, and vice presidents of various divisions like global product development, powertrain, and manufacturing. In total, it lists over 50 members of the GM senior leadership group with their titles and areas of responsibility.
The document provides a list of the senior leadership group at General Motors as of April 1, 2005. It includes the chairman and CEO, vice chairmen, group vice presidents who oversee various business units and functions, and other senior vice presidents and managers. A total of 104 names are listed along with their titles and areas of responsibility within the company.
The document provides a list of General Motors senior leadership as of April 1, 2006. It includes the Chairman and CEO, G. Richard Wagoner Jr., and over 40 other vice presidents and group vice presidents who led various divisions such as global product development, manufacturing, marketing, and regional operations in North America, Europe, Asia, and Latin America. The leadership group had responsibility over GM's worldwide business.
2003 Annual Report Officers and Operating Executives and General InformationQuarterlyEarningsReports3
This document lists the officers and operating executives of General Motors as of April 1, 2004. It includes the chairman and CEO, vice chairmen, executive vice presidents, group vice presidents, vice presidents, and other officers. The listing provides names, titles, and areas of responsibility for over 80 executives.
This document provides an overview of Lear Corporation's 2004 Annual Meeting of Shareholders. It includes sections on the Americas review, international review, and financial review. Some key points:
- Lear is a leading global automotive interior supplier with $15.7 billion in annual sales and operations in over 30 countries.
- The Americas division reported $9.6 billion in sales and improvements in quality, customer satisfaction surveys, and reductions in defects.
- The international division reported sales in Europe and Asia representing one-third of global sales, with operations in 27 countries and improvements in quality.
- The financial review highlighted record sales and income for 2003 with a continued focus on profitable growth, improving
Automotive News Industry Executives.PDFKetan Bhatia
- The document lists executives from various automotive companies including BMW, Chrysler, Ford, GM, Honda, Hyundai, Jaguar Land Rover, Maserati, Mazda, and Mercedes-Benz.
- It provides the names, titles, and contact information for each executive.
- The executives are grouped by company and title, then listed alphabetically within each category.
This annual report summarizes Crown Holdings' financial results and activities for 2002. Key points include:
- Net sales decreased 5.5% to $6.8 billion, while net loss improved to $1.2 billion from $972 million in 2001.
- Total assets decreased 22% to $7.5 billion while debt was reduced 24.1% to $3.7 billion.
- Operating income increased 53% to $481 million and net income from continuing operations improved to $0.49 per share from a loss in 2001.
- The company completed a major debt refinancing in February 2002 under a new holding company structure called Crown Holdings, Inc. to improve its financial position
This annual report summarizes Crown Holdings' financial results for 2002. Key points include:
- Net sales decreased 5.5% to $6.8 billion. Net loss was $1.2 billion or $8.38 per share compared to a net loss of $972 million or $7.74 per share in 2001.
- Total assets decreased 22% to $7.5 billion while debt decreased 24.1% to $3.7 billion. Cash flow from operations increased 33.9% to $415 million.
- The company achieved the objectives of its turnaround plan to restore profitability ahead of schedule, with operating income increasing 53% and net income of $0.49 per share compared
This annual report summarizes Crown Holdings' financial results and activities for 2002. Key points include:
- Net sales decreased 5.5% to $6.8 billion, while net loss improved to $1.2 billion from $972 million in 2001.
- Total assets decreased 22% to $7.5 billion while debt was reduced 24.1% to $3.7 billion.
- Operating income increased 53% to $481 million and net income from continuing operations improved to $0.49 per share from a loss in 2001.
- The company completed a major debt refinancing in February 2002 under a new holding company structure called Crown Holdings, Inc. to improve its financial position
This annual report summarizes Crown Holdings' financial results and activities for 2002. Key points include:
- Net sales decreased 5.5% to $6.8 billion, while net loss improved to $1.2 billion from $972 million in 2001.
- Total assets decreased 22% to $7.5 billion while debt was reduced 24.1% to $3.7 billion.
- Operating income increased 53% to $481 million and net income from continuing operations improved to $0.49 per share from a loss in 2001.
- The company completed a major debt refinancing in February 2002 under a new holding company structure called Crown Holdings, Inc. to improve its financial position
This document lists the Board of Directors and Corporate Officers of Ecolab Inc. It provides contact information for communicating with the Board, including mailing addresses and websites. It also distinguishes between matters requiring the Board's attention, such as governance issues, and general inquiries that should be directed to company management. The Board is comprised of 13 members with experience in various industries. The Corporate Officers section lists the names and titles of senior leadership.
This document provides information on the Board of Directors and Corporate Officers of USG Corporation. It lists the 16 members of the Board of Directors, including their committee assignments. It also lists the 18 Corporate Officers, including their titles.
Jeff Immelt graduated from Dartmouth with a BA in applied mathematics and Harvard with an MBA. He joined GE in 1982 and rose through the ranks, becoming CEO in 2001. As the new CEO, Immelt had to lead the company after the legendary Jack Welch and deal with the challenges of 9/11 just days into the role. However, he was able to successfully overcome these problems by continuing GE's growth, diversifying its products, and shifting the culture to prioritize customer satisfaction over performance. Immelt's educational background, leadership skills, and GE's leadership program contributed to his success as CEO.
Technology Forecast: Reshaping the workforce with the new analyticsPwC Russia
В обзоре Technology Forecast: Reshaping the workforce with the new analytics исследуется воздействие новых аналитических инструментов и культуры работы с данными, которую организации могут создать с помощью новых инструментов и услуг по анализу данных.
This document provides an overview of USG Corporation, including its business segments, products and services, best-known brands, geographical areas served, and board of directors. USG Corporation operates in three main business segments: gypsum, ceilings, and distribution. It manufactures and markets various gypsum and ceiling products. Its best-known brands include SHEETROCK and FIBEROCK. The company serves customers in the United States, Canada, Mexico and over 125 other countries. The board of directors provides a list of members and their affiliations.
This document lists the principal officers and board of directors of Anheuser-Busch Companies, Inc. and its subsidiaries. It provides the names and titles of over 100 individuals in leadership positions within the company and its affiliated businesses, which include Anheuser-Busch, Inc., the largest American brewer, as well as theme parks, packaging, agriculture, and real estate companies.
The document provides information on Ecolab Inc.'s Board of Directors and Corporate Officers. The Board of Directors is comprised of 16 members with experience in various industries. Contact information is provided for stakeholders wishing to communicate with the Board regarding governance issues or accounting irregularities. Matters not requiring Board attention should be directed to Ecolab's management. A list of Corporate Officers is also included, led by Douglas M. Baker, Jr. as Chairman, President and CEO.
The document lists the board of directors and corporate officers of Ecolab Inc. It provides names, titles, and brief descriptions of experience and committee memberships for each member of the board of directors, which includes the CEO, retired executives from other companies, and CEOs of other corporations. It also lists the names and titles of Ecolab's corporate officers.
Jeffrey Immelt succeeded Jack Welch as CEO of GE in 2001. While Welch focused on efficiency through cost cutting and downsizing, Immelt took a more people-oriented approach aimed at long-term growth. Immelt emphasized growth engines for the future through external expansion, marketing, and risk-taking innovation. He also took steps to increase openness and trust within the organization. Under both leaders, GE saw significant growth and returns for shareholders over decades of leadership.
This document is a cookbook containing recipes for appetizers, relishes, and pickles that was published by the Pataskala Church of the Nazarene in Pataskala, Ohio. It includes over 50 recipes organized into sections for appetizers, relishes, and pickles. The recipes provide instructions for making items like bacon and egg cups, cheese balls, spinach dip, and various vegetable relishes. An introduction dedicates the cookbook to all cooks and thanks those who contributed recipes.
Innovating Through Recession by Andrew Razeghi of Kellog School of ManagementQuarterlyEarningsReports3
This document discusses strategies for innovating during an economic recession. It argues that recessions provide opportunities to launch new products and businesses when competition is reduced. It provides examples of companies from the 1930s Great Depression that successfully innovated, such as Fortune Magazine, Kraft, and Revlon. The document recommends listening closely to customer needs, investing in customer relationships to build loyalty, and adding more value rather than just reducing prices during economic downturns.
In 2006, Lehman Brothers pursued a diversified global growth strategy that identified opportunities worldwide. Its strategy was to continue investing in a diversified mix of businesses, expand its client base, deliver effective services to clients, effectively manage risks and expenses, and strengthen its culture. Financially, Lehman Brothers saw increases in net revenues, net income, total assets, long-term borrowings, stockholders' equity, and other metrics from 2005 to 2006.
1) The annual report summarizes AIG's financial performance in 2007, which saw a decline from 2006 levels. Net income fell 55.9% to $6.2 billion, while revenues fell 2.9% to $110.1 billion. Book value per share and shareholders' equity also declined.
2) Key events and accomplishments in 2007 included receiving approval to establish a wholly owned general insurance subsidiary in China, expanding operations in other Asian markets like Korea and Vietnam, and making progress on the "Deliver the Firm" customer-focused strategy.
3) Challenges in 2007 included higher losses and expenses in some businesses as well as weaknesses in some product lines and distribution channels that need to be addressed
This document provides an overview of the subprime mortgage meltdown that occurred from 2006 to 2008. It begins with quotes from Treasury Secretary Henry Paulson showing the changing view of the strength of the US financial system. It then discusses the growth of subprime lending and adjustable rate mortgages, fueled by low interest rates. This led to a housing bubble and boom in home construction. However, rising default rates among subprime borrowers triggered a wider crisis and collapse of major financial firms.
The document discusses the predictions of economic experts for a recession and market decline in the near future due to mismanagement by the Federal Reserve and federal government. It notes predictions from 2007 of a 50-60% market decline and recession worse than the Great Depression. It discusses the declining value of the US dollar and rising national debt. Finally, it summarizes recent retail store closures and bankruptcies as symptomatic of a struggling US economy.
This annual report summarizes Crown Holdings' financial results for 2002. Key points include:
- Net sales decreased 5.5% to $6.8 billion. Net loss was $1.2 billion or $8.38 per share compared to a net loss of $972 million or $7.74 per share in 2001.
- Total assets decreased 22% to $7.5 billion while debt decreased 24.1% to $3.7 billion. Cash flow from operations increased 33.9% to $415 million.
- The company achieved the objectives of its turnaround plan to restore profitability ahead of schedule, with operating income increasing 53% and net income of $0.49 per share compared
This annual report summarizes Crown Holdings' financial results and activities for 2002. Key points include:
- Net sales decreased 5.5% to $6.8 billion, while net loss improved to $1.2 billion from $972 million in 2001.
- Total assets decreased 22% to $7.5 billion while debt was reduced 24.1% to $3.7 billion.
- Operating income increased 53% to $481 million and net income from continuing operations improved to $0.49 per share from a loss in 2001.
- The company completed a major debt refinancing in February 2002 under a new holding company structure called Crown Holdings, Inc. to improve its financial position
This annual report summarizes Crown Holdings' financial results and activities for 2002. Key points include:
- Net sales decreased 5.5% to $6.8 billion, while net loss improved to $1.2 billion from $972 million in 2001.
- Total assets decreased 22% to $7.5 billion while debt was reduced 24.1% to $3.7 billion.
- Operating income increased 53% to $481 million and net income from continuing operations improved to $0.49 per share from a loss in 2001.
- The company completed a major debt refinancing in February 2002 under a new holding company structure called Crown Holdings, Inc. to improve its financial position
This document lists the Board of Directors and Corporate Officers of Ecolab Inc. It provides contact information for communicating with the Board, including mailing addresses and websites. It also distinguishes between matters requiring the Board's attention, such as governance issues, and general inquiries that should be directed to company management. The Board is comprised of 13 members with experience in various industries. The Corporate Officers section lists the names and titles of senior leadership.
This document provides information on the Board of Directors and Corporate Officers of USG Corporation. It lists the 16 members of the Board of Directors, including their committee assignments. It also lists the 18 Corporate Officers, including their titles.
Jeff Immelt graduated from Dartmouth with a BA in applied mathematics and Harvard with an MBA. He joined GE in 1982 and rose through the ranks, becoming CEO in 2001. As the new CEO, Immelt had to lead the company after the legendary Jack Welch and deal with the challenges of 9/11 just days into the role. However, he was able to successfully overcome these problems by continuing GE's growth, diversifying its products, and shifting the culture to prioritize customer satisfaction over performance. Immelt's educational background, leadership skills, and GE's leadership program contributed to his success as CEO.
Technology Forecast: Reshaping the workforce with the new analyticsPwC Russia
В обзоре Technology Forecast: Reshaping the workforce with the new analytics исследуется воздействие новых аналитических инструментов и культуры работы с данными, которую организации могут создать с помощью новых инструментов и услуг по анализу данных.
This document provides an overview of USG Corporation, including its business segments, products and services, best-known brands, geographical areas served, and board of directors. USG Corporation operates in three main business segments: gypsum, ceilings, and distribution. It manufactures and markets various gypsum and ceiling products. Its best-known brands include SHEETROCK and FIBEROCK. The company serves customers in the United States, Canada, Mexico and over 125 other countries. The board of directors provides a list of members and their affiliations.
This document lists the principal officers and board of directors of Anheuser-Busch Companies, Inc. and its subsidiaries. It provides the names and titles of over 100 individuals in leadership positions within the company and its affiliated businesses, which include Anheuser-Busch, Inc., the largest American brewer, as well as theme parks, packaging, agriculture, and real estate companies.
The document provides information on Ecolab Inc.'s Board of Directors and Corporate Officers. The Board of Directors is comprised of 16 members with experience in various industries. Contact information is provided for stakeholders wishing to communicate with the Board regarding governance issues or accounting irregularities. Matters not requiring Board attention should be directed to Ecolab's management. A list of Corporate Officers is also included, led by Douglas M. Baker, Jr. as Chairman, President and CEO.
The document lists the board of directors and corporate officers of Ecolab Inc. It provides names, titles, and brief descriptions of experience and committee memberships for each member of the board of directors, which includes the CEO, retired executives from other companies, and CEOs of other corporations. It also lists the names and titles of Ecolab's corporate officers.
Jeffrey Immelt succeeded Jack Welch as CEO of GE in 2001. While Welch focused on efficiency through cost cutting and downsizing, Immelt took a more people-oriented approach aimed at long-term growth. Immelt emphasized growth engines for the future through external expansion, marketing, and risk-taking innovation. He also took steps to increase openness and trust within the organization. Under both leaders, GE saw significant growth and returns for shareholders over decades of leadership.
Similar to gm 2006 Annual Report Senior Leadership Group and General Information - (13)
This document is a cookbook containing recipes for appetizers, relishes, and pickles that was published by the Pataskala Church of the Nazarene in Pataskala, Ohio. It includes over 50 recipes organized into sections for appetizers, relishes, and pickles. The recipes provide instructions for making items like bacon and egg cups, cheese balls, spinach dip, and various vegetable relishes. An introduction dedicates the cookbook to all cooks and thanks those who contributed recipes.
Innovating Through Recession by Andrew Razeghi of Kellog School of ManagementQuarterlyEarningsReports3
This document discusses strategies for innovating during an economic recession. It argues that recessions provide opportunities to launch new products and businesses when competition is reduced. It provides examples of companies from the 1930s Great Depression that successfully innovated, such as Fortune Magazine, Kraft, and Revlon. The document recommends listening closely to customer needs, investing in customer relationships to build loyalty, and adding more value rather than just reducing prices during economic downturns.
In 2006, Lehman Brothers pursued a diversified global growth strategy that identified opportunities worldwide. Its strategy was to continue investing in a diversified mix of businesses, expand its client base, deliver effective services to clients, effectively manage risks and expenses, and strengthen its culture. Financially, Lehman Brothers saw increases in net revenues, net income, total assets, long-term borrowings, stockholders' equity, and other metrics from 2005 to 2006.
1) The annual report summarizes AIG's financial performance in 2007, which saw a decline from 2006 levels. Net income fell 55.9% to $6.2 billion, while revenues fell 2.9% to $110.1 billion. Book value per share and shareholders' equity also declined.
2) Key events and accomplishments in 2007 included receiving approval to establish a wholly owned general insurance subsidiary in China, expanding operations in other Asian markets like Korea and Vietnam, and making progress on the "Deliver the Firm" customer-focused strategy.
3) Challenges in 2007 included higher losses and expenses in some businesses as well as weaknesses in some product lines and distribution channels that need to be addressed
This document provides an overview of the subprime mortgage meltdown that occurred from 2006 to 2008. It begins with quotes from Treasury Secretary Henry Paulson showing the changing view of the strength of the US financial system. It then discusses the growth of subprime lending and adjustable rate mortgages, fueled by low interest rates. This led to a housing bubble and boom in home construction. However, rising default rates among subprime borrowers triggered a wider crisis and collapse of major financial firms.
The document discusses the predictions of economic experts for a recession and market decline in the near future due to mismanagement by the Federal Reserve and federal government. It notes predictions from 2007 of a 50-60% market decline and recession worse than the Great Depression. It discusses the declining value of the US dollar and rising national debt. Finally, it summarizes recent retail store closures and bankruptcies as symptomatic of a struggling US economy.
- Freddie Mac's 2007 annual report summarizes the company's activities and financial results for the year.
- Freddie Mac faced significant challenges in 2007 due to the downturn in the housing market, including losses of $3.1 billion. However, a large portion of the losses were due to mark-to-market accounting rules rather than economic losses.
- Despite the difficulties, Freddie Mac continued its mission of providing liquidity and stability to the U.S. housing market. The company helped many families avoid foreclosure and expanded affordable housing programs.
This document provides an introduction and summary of the World Economic Forum's inaugural Financial Development Report 2008. It was published at a time of financial instability and uncertainty. The report aims to provide a holistic perspective on financial development by assessing countries' financial systems, examining the link between finance and economic growth, and discussing financial reforms. It incorporates input from academics, business and political leaders through the Forum's multistakeholder engagement process. The report includes the Financial Development Index, country profiles, data tables, and analysis to facilitate discussions on financial system strengths, priorities and reforms.
The document provides an overview and analysis of global risks for 2009 as identified by the World Economic Forum's Global Risk Network. It finds that risks related to deteriorating fiscal positions, a sudden slowdown in China's economy, further declines in asset prices, resource challenges exacerbated by climate change, and gaps in global governance pose significant threats. The financial crisis has demonstrated the interconnected nature of the global economy and amplified many pre-existing risks. Going forward, leadership and coordinated international cooperation will be needed to balance responses to the immediate economic situation with efforts to mitigate longer-term risks.
The document summarizes venture capital investment trends in the United States for the fourth quarter and full year of 2008 based on data from the MoneyTree Report published by PricewaterhouseCoopers and the National Venture Capital Association. US venture capital investments declined 8% in 2008 to $28.3 billion, down from $30.9 billion in 2007. The bulk of investments went to expansion and later stage deals rather than early stage/seed deals. The number of deals also declined in 2008 compared to 2007.
Hewlett-Packard reported their Q4 2008 earnings. Key points:
- Revenue grew 19% year-over-year to $33.6 billion, up 16% excluding EDS acquisition.
- Non-GAAP operating profit grew 21% to $3.4 billion, or 10.1% of revenue.
- Non-GAAP EPS grew 20% to $1.03.
- Personal Systems revenue grew 10% to $11.2 billion, with notebook revenue up 21%.
- Imaging and Printing revenue declined 1% to $7.5 billion, with supplies revenue up 9%.
- Enterprise Storage and Servers revenue declined 1% to $5.
This document discusses how businesses can prepare for unexpected events that could disrupt operations through developing a business continuity plan. It emphasizes that quality also means a business's ability to continuously supply customers' needs no matter what challenges occur. The document outlines key aspects a business continuity plan should address such as vulnerabilities, crisis management, information technology restoration, and training to test the plan. Developing a written, practiced plan can help businesses survive disruptions and be more resilient.
This document provides a summary of U.S. frequency allocations across various bands. It includes a table organized by frequency ranges listed in MHz along the left side and activity designations listed across the top. The table contents primary designations for different frequencies in capital letters and secondary designations in lowercase. It is intended to determine the current status of frequency allocations by the FCC and NTIA but may not reflect all recent changes.
Hewlett-Packard reported financial results for the third quarter of fiscal year 2008. Net revenue was $28.03 billion, a 10% increase from the same quarter last year. Earnings from operations were $2.53 billion. After accounting for various adjustments including amortization expenses and restructuring charges, non-GAAP earnings from operations were $2.75 billion, a 20% increase over the prior year. For the nine months ended July 31, 2008, net revenue increased 11% to $84.76 billion, while non-GAAP earnings from operations grew 25% to $8.39 billion compared to the same period last year.
gm 2006 Annual Report Senior Leadership Group and General Information -
1. General Motors Senior Leadership Group (as of April 1, 2007)
G. Richard Wagoner, Jr. Kathleen S. Barclay Michael A. Grimaldi Michael P. Millikin
Chairman and GM Vice President, GM Vice President and President & Associate General Counsel
Chief Executive Officer Global Human Resources Chief Executive Officer, GM Daewoo
Dennis M. Mooney
Frederick A. Henderson Walter G. Borst Daniel M. Hancock Chairman and Managing Director,
Vice Chairman and Treasurer GM Powertrain Vice President, Holden Ltd
Chief Financial Officer Global Engineering
Jonathan Browning William E. Powell
Robert A. Lutz GM Europe Vice President, Steven J. Harris GM North America Vice President,
Vice Chairman, Sales, Marketing and Aftersales GM Vice President, Industry-Dealer Affairs
Global Product Development Global Communications
Lawrence D. Burns Eric R. Stevens
Bo I. Andersson GM Vice President, Douglas J. Herberger GM Europe Vice President,
Group Vice President, Global Research & Development and GM North America Vice President Manufacturing
Purchasing and Supply Chain Strategic Planning and General Manager, Service and
Parts Operations Diana D. Tremblay
Troy A. Clarke John R. Buttermore GM North America Vice President,
Group Vice President and GM Powertrain Vice President, Chester A. Huber Jr. Labor Relations
President, GM North America Global Manufacturing President, OnStar
Kevin E. Wale
Gary L. Cowger Kenneth W. Cole Michael A. Jackson President and Managing Director,
Group Vice President, GM Vice President, Global Public GM North America Vice President, GM China Group
Global Manufacturing and Policy and Government Relations Marketing and Advertising
Labor Relations Edward T. Welburn, Jr.
Nicholas S. Cyprus Edward C. Koerner GM Vice President, Global Design
Carl-Peter Forster Controller and GM North America Vice President,
Group Vice President and Chief Accounting Officer Engineering Gary A. White
President, GM Europe GM North America Vice President,
Hans H. Demant Mark R. LaNeve Vehicle Line Executive
Maureen Kempston Darkes GM Europe Vice President, GM North America Vice President, Full Size Truck Team
Group Vice President and Engineering and Managing Director, Vehicle Sales, Service and Marketing
President, GM Latin America, Adam Opel GmbH James R. Wiemels
Africa and Middle East Jonathan J. Lauckner GM Vice President,
W. W. Brent Dewar GM Vice President, Global Manufacturing Engineering
Robert S. Osborne GM North America Vice President, Global Program Management
Group Vice President and Field Sales, Service and Parts Kevin W. Williams
General Counsel Timothy E. Lee President and Managing Director,
Arturo S. Elias GM North America Vice President, GM de Mexico
James E. Queen President and Managing Director, Manufacturing
Group Vice President, GM of Canada, Ltd. Ray G. Young
Global Engineering Elizabeth A. Lowery President and Managing Director,
Nancy C. Everett GM Vice President, GM do Brasil
David N. Reilly President and Chief Executive Officer, Environment, Energy and
Group Vice President and GM Asset Management Safety Policy
President, GM Asia Pacific
Roderick D. Gillum David W. Meline
John F. Smith GM Vice President, Corporate GM North America Vice President
Group Vice President, Responsibility and Diversity and Chief Financial Officer
Global Product Planning
John G. Middlebrook
Thomas G. Stephens GM Vice President, Global Sales,
Group Vice President, Service and Marketing Operations
Global Powertrain and
Global Quality
Ralph J. Szygenda
Group Vice President and
Chief Information Officer
128 General Motors Corporation
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investor.gm.com
The following graph compares the five-year cumulative return to stockholders for General Motors Common Stock against the S&P 500® Index and comparator
data. Each line represents an assumed initial investment of $100 on December 31, 2001, and reinvestment of dividends over the period.
Comparison of Five-Year Cumulative Return of General Motors Common Stock, S&P 500® Index, Ford, and DaimlerChrysler
$200
$180 $178
$160
$140
$135
$120
$100
$80 $81
$60
$57
$40
$20
$0
Dec 01 Dec 02 Dec 03 Dec 04 Dec 05 Dec 06
General Motors Corp. S&P 500® Index DaimlerChrysler Ford
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