The 1998 annual report provides financial highlights and discusses Goodyear's performance in 1998. It summarizes that net sales decreased but income from continuing operations increased compared to 1997. It outlines Goodyear's plans to form a major global alliance with Sumitomo Rubber Industries/Dunlop to become the largest tire company in the world. It also discusses Goodyear's investments in technology, facilities, and new product lines to strengthen its leadership position in the tire industry.
This document provides a summary and analysis of quarterly results for major Indian consumer goods companies. It finds that most companies reported volume growth above expectations, with some price increases as well. However, gross margins declined for many firms due to input cost pressures. The outlook is positive, with volume growth expected to continue due to rising incomes in India. Top picks mentioned are Dabur, Marico, Godrej Consumer and ITC based on valuations. Risks discussed include currency fluctuations, tax changes, and slowdowns in discretionary spending or rural growth.
Read about the substantial changes CEOs of oil and gas companies are expecting in the coming years. In order to keep pace, they will need to implement future technology today.
General Motors (GM) was established in 1908 and is headquartered in Detroit, Michigan. It operated in 33 countries with over 327,000 employees. GM dominated the global auto market for 75 years but faced financial troubles in the late 2000s due to large losses, high costs, and declining market share. In June 2009, GM filed for Chapter 11 bankruptcy, the largest industrial bankruptcy in U.S. history. The U.S. government provided funding during the restructuring to emerge as a new company focused on fewer brands and more fuel-efficient vehicles.
GS Global Corp. is an affiliate of GS Holdings Corp. and specializes in trading petrochemical products globally. The Petrochemicals Team focuses on importing, exporting, and domestic trading of inorganic fine chemicals and petrochemicals. The Team aims to consistently increase trading volumes and sales over the next three years for key products such as styrene monomer, benzene, paraxylene, and monoethylene glycol. Financial statements show the Team's sales increasing from $231 million in 2011 to over $950 million targeted for 2014.
Localiza Rent a Car S.A. 2Q09 and 1H09 Results
Localiza is a car rental company operating in Brazil and South America with an integrated business platform. In 2Q09:
- Car rental revenues grew 4.8% year-over-year to R$140.8 million despite a challenging environment.
- Fleet rental revenues increased 15.5% to R$76.2 million due to higher volumes and prices.
- The company maintains a large rental fleet of over 41,000 cars across its integrated operations in Brazil and internationally, leveraging synergies across its business divisions.
This document provides an overview of the BuddyPress plugin for WordPress, including its features for user profiles, activity streams, friend connections, private messaging, and groups. It highlights examples of how BuddyPress has been used by organizations like the National Park Service, non-profits, SaaS companies, communities, universities, and for conferences/events. The document recommends considering how BuddyPress can add value, testing with a default install, and ensuring good design/UX when planning BuddyPress projects. It also lists resources, project leaders, and other influential people within the BuddyPress community.
- The Annual Meeting of Stockholders of Emerson Electric Co. will be held on February 3, 2009 at the company's office in St. Louis, Missouri.
- Stockholders will vote on electing six directors, ratifying the appointment of KPMG LLP as the independent registered public accounting firm, and any other business that may be brought before the meeting.
- Stockholders are encouraged to vote by proxy prior to the meeting by telephone, internet, or mail in order to simplify voting and reduce costs. Admission to the meeting requires a ticket or proof of share ownership.
This document provides a summary and analysis of quarterly results for major Indian consumer goods companies. It finds that most companies reported volume growth above expectations, with some price increases as well. However, gross margins declined for many firms due to input cost pressures. The outlook is positive, with volume growth expected to continue due to rising incomes in India. Top picks mentioned are Dabur, Marico, Godrej Consumer and ITC based on valuations. Risks discussed include currency fluctuations, tax changes, and slowdowns in discretionary spending or rural growth.
Read about the substantial changes CEOs of oil and gas companies are expecting in the coming years. In order to keep pace, they will need to implement future technology today.
General Motors (GM) was established in 1908 and is headquartered in Detroit, Michigan. It operated in 33 countries with over 327,000 employees. GM dominated the global auto market for 75 years but faced financial troubles in the late 2000s due to large losses, high costs, and declining market share. In June 2009, GM filed for Chapter 11 bankruptcy, the largest industrial bankruptcy in U.S. history. The U.S. government provided funding during the restructuring to emerge as a new company focused on fewer brands and more fuel-efficient vehicles.
GS Global Corp. is an affiliate of GS Holdings Corp. and specializes in trading petrochemical products globally. The Petrochemicals Team focuses on importing, exporting, and domestic trading of inorganic fine chemicals and petrochemicals. The Team aims to consistently increase trading volumes and sales over the next three years for key products such as styrene monomer, benzene, paraxylene, and monoethylene glycol. Financial statements show the Team's sales increasing from $231 million in 2011 to over $950 million targeted for 2014.
Localiza Rent a Car S.A. 2Q09 and 1H09 Results
Localiza is a car rental company operating in Brazil and South America with an integrated business platform. In 2Q09:
- Car rental revenues grew 4.8% year-over-year to R$140.8 million despite a challenging environment.
- Fleet rental revenues increased 15.5% to R$76.2 million due to higher volumes and prices.
- The company maintains a large rental fleet of over 41,000 cars across its integrated operations in Brazil and internationally, leveraging synergies across its business divisions.
This document provides an overview of the BuddyPress plugin for WordPress, including its features for user profiles, activity streams, friend connections, private messaging, and groups. It highlights examples of how BuddyPress has been used by organizations like the National Park Service, non-profits, SaaS companies, communities, universities, and for conferences/events. The document recommends considering how BuddyPress can add value, testing with a default install, and ensuring good design/UX when planning BuddyPress projects. It also lists resources, project leaders, and other influential people within the BuddyPress community.
- The Annual Meeting of Stockholders of Emerson Electric Co. will be held on February 3, 2009 at the company's office in St. Louis, Missouri.
- Stockholders will vote on electing six directors, ratifying the appointment of KPMG LLP as the independent registered public accounting firm, and any other business that may be brought before the meeting.
- Stockholders are encouraged to vote by proxy prior to the meeting by telephone, internet, or mail in order to simplify voting and reduce costs. Admission to the meeting requires a ticket or proof of share ownership.
Basic Computer & Internet Programs for Transitional Living facilitiesMickey Bryant
The goal of the programs is to provide a redirecting option to under privileged youth to get them off the street. And to provide the necessary techno-tools to individuals in treatment programs and shelters prior to them re-entering into society.
SXSWi Highlights document summarizes several presentations from the 2009 SXSWi conference:
1) A presentation by Alex Bogusky discussed his dislike of advertising and timesheets in the industry. He answered "no" to whether an ad executive could bring bike sharing to America.
2) Scott Belsky of Behance advocated for focusing on organization over ideas to achieve impact. He recommended practices like separating action items from meetings.
3) A session on developing a more social web discussed the Facebook Connect API and new apps integrating with social networks on phones.
4) A panel discussed interface lessons from games, citing research that fun comes from eliciting emotions through challenge, fantasy, curiosity and
The document discusses negotiations to amend the Great Lakes Water Quality Agreement (GLWQA). Key points include:
1) Negotiations are taking place to update the GLWQA through a phased public engagement process.
2) The amendments aim to streamline processes, improve governance, enhance protection of nearshore areas, and clarify roles of stakeholders and the International Joint Commission.
3) The renewed agreement will retain the goal of restoring ecosystem health, and strengthen commitments to remediating contaminated sites and managing issues across entire lakes.
Chris Kerins is a graphic designer with experience in architecture, set design, concept/themeing, website design, and architectural illustration. His design background includes graphic design, architecture, set design, concept/themeing, website design, and architectural illustration. He has created work for Atomic Blue and My First Mac focusing on real color, sketching, concept design, and illustration.
The passage discusses how things have changed from the past to the present. In the past, people wrote letters and mailed them through the post office, but now most communication is done through email and text messages. Entertainment and news were once found through newspapers, radio, and television, but the internet now provides endless information and entertainment options online. While technology has advanced communication and media, some things remain the same as families still find ways to bond through quality time together.
This document discusses inquiry-based learning and the skills needed for participatory culture. Inquiry-based learning involves students formulating their own questions and investigating to build new understandings. A culture of inquiry values problem solving and collaboration. Participatory culture requires skills like play, performance, appropriation, and collective intelligence. Students need to evaluate information sources and navigate stories across modalities.
Kevin Griffin gave a presentation on building node.js modules at DevLink 2014. He discussed the different types of modules that can be required in Node.js like files, folders, and packages from npm. He also explained the steps to publish a module to npm which includes creating an npm user, initializing a package.json file, and publishing the package.
This document discusses how Google+ can benefit marketers by enhancing the relationship between search and social media. It explains that Google+ is focused on creating a social layer across Google products to provide a more customized user experience. This allows content and social signals to impact search results and drive greater synergy between paid, earned, and owned media. The document provides best practices for marketers to engage on Google+ through high-quality, frequently published content and community building to improve search performance.
Presentatie Social Media en Onderwijs, NHTV Breda 25 Augustus 2011Kees Romkes
Presentatie Social Media en Onderwijs, NHTV Breda 25 Augustus 2011. Onderwijs is een "heet hangijzer" als het gaat om verandering in de wereld. De NHTV is bezig daar in te veranderen. Ik draag mijn steentje bij.
This document is International Paper Company's Form 10-Q quarterly report filed with the SEC for the quarter ended September 30, 2003. It includes International Paper's consolidated financial statements for the third quarter and first nine months of 2003, including statements of earnings, balance sheets, cash flows, and shareholders' equity. It also includes notes to the financial statements and sections for management's discussion of financial results, segment information, market risk disclosures, and controls and procedures.
The document summarizes the findings and recommendations of the Ohio Lake Erie Phosphorus Task Force. The Task Force found that while point sources have remained consistent, soil nutrient interactions and weather trends are key to understanding phosphorus movement. Agriculture is a major contributor. The Task Force recommended nutrient management field practices, tools to guide application and quantify runoff, and further research. Current efforts include projects funded by Ohio Lake Erie Commission and USEPA to evaluate practices like variable rate technology.
This document discusses asynchronous requests in jQuery. It introduces AJAX and its benefits, describes how to make basic AJAX calls with jQuery's $.ajax() method, outlines shortcuts like $.get() and $.post(), explains how to use global event handlers, and provides tips for AJAX application design considerations. The document also lists tools for AJAX development and provides examples of making AJAX calls with jQuery.
Help Pakistan is a poverty-focused project of AL-Rehman Welfare Trust, a locally registered, non-government, not-for-profit welfare trust that provides financial assistance for food and critical medical treatment to impoverished families in Pakistan. We also provide support to find employment and finance education, vocational training and wedding arrangements for the underprivileged.
for more details, please visit www.helppakistan.org
Key Metrics for SEO - Nick Roshon - iCrossing - SES San Francisco 2012iCrossing
Presented by Nick Roshon, Sr. SEO Strategist, iCrossing, at the 2012 Search Engine Strategies (SES) Conference in San Francisco. About this session: As knowledge of SEO and social media practices move from the offices of the optimizers to the board room, the standard metrics are straining under the weight of the all-powerful bottom line. The days when upper management was impressed by subtle changes in Page Rank and increases in fan count have been replaced by questions of LTV and ROI. As more resources are being dedicated to creating the perfectly optimized and keyword-rich landing pages, tweets and posts, C-level executives are demanding proof of the return they are receiving from these resources.
This document is the annual report for Omnicom from 2001. It summarizes the company's financial performance for 2001 and compares it to previous years. Some key points:
- Revenue reached $6.89 billion in 2001, a record high, though growth slowed due to economic challenges including the recession and 9/11 attacks.
- Operating income was $968 million and net income was $503 million in 2001. Earnings per share were $2.75 excluding a one-time gain.
- The company achieved all of its financial goals for 2001 except improving operating margins, due to a slowdown in client spending in many industries.
- Omnicom won a record $4.
This document is the annual report for Omnicom from 2001. It provides an overview of the company's financial performance for 2001 compared to previous years, as well as highlights from each of its major advertising agency networks - BBDO Worldwide, DDB Worldwide, and TBWA Worldwide. The report discusses how each agency network expanded its client roster and won various industry awards in 2001 despite challenges from economic slowdown. It also notes some leadership changes that occurred within the company.
Basic Computer & Internet Programs for Transitional Living facilitiesMickey Bryant
The goal of the programs is to provide a redirecting option to under privileged youth to get them off the street. And to provide the necessary techno-tools to individuals in treatment programs and shelters prior to them re-entering into society.
SXSWi Highlights document summarizes several presentations from the 2009 SXSWi conference:
1) A presentation by Alex Bogusky discussed his dislike of advertising and timesheets in the industry. He answered "no" to whether an ad executive could bring bike sharing to America.
2) Scott Belsky of Behance advocated for focusing on organization over ideas to achieve impact. He recommended practices like separating action items from meetings.
3) A session on developing a more social web discussed the Facebook Connect API and new apps integrating with social networks on phones.
4) A panel discussed interface lessons from games, citing research that fun comes from eliciting emotions through challenge, fantasy, curiosity and
The document discusses negotiations to amend the Great Lakes Water Quality Agreement (GLWQA). Key points include:
1) Negotiations are taking place to update the GLWQA through a phased public engagement process.
2) The amendments aim to streamline processes, improve governance, enhance protection of nearshore areas, and clarify roles of stakeholders and the International Joint Commission.
3) The renewed agreement will retain the goal of restoring ecosystem health, and strengthen commitments to remediating contaminated sites and managing issues across entire lakes.
Chris Kerins is a graphic designer with experience in architecture, set design, concept/themeing, website design, and architectural illustration. His design background includes graphic design, architecture, set design, concept/themeing, website design, and architectural illustration. He has created work for Atomic Blue and My First Mac focusing on real color, sketching, concept design, and illustration.
The passage discusses how things have changed from the past to the present. In the past, people wrote letters and mailed them through the post office, but now most communication is done through email and text messages. Entertainment and news were once found through newspapers, radio, and television, but the internet now provides endless information and entertainment options online. While technology has advanced communication and media, some things remain the same as families still find ways to bond through quality time together.
This document discusses inquiry-based learning and the skills needed for participatory culture. Inquiry-based learning involves students formulating their own questions and investigating to build new understandings. A culture of inquiry values problem solving and collaboration. Participatory culture requires skills like play, performance, appropriation, and collective intelligence. Students need to evaluate information sources and navigate stories across modalities.
Kevin Griffin gave a presentation on building node.js modules at DevLink 2014. He discussed the different types of modules that can be required in Node.js like files, folders, and packages from npm. He also explained the steps to publish a module to npm which includes creating an npm user, initializing a package.json file, and publishing the package.
This document discusses how Google+ can benefit marketers by enhancing the relationship between search and social media. It explains that Google+ is focused on creating a social layer across Google products to provide a more customized user experience. This allows content and social signals to impact search results and drive greater synergy between paid, earned, and owned media. The document provides best practices for marketers to engage on Google+ through high-quality, frequently published content and community building to improve search performance.
Presentatie Social Media en Onderwijs, NHTV Breda 25 Augustus 2011Kees Romkes
Presentatie Social Media en Onderwijs, NHTV Breda 25 Augustus 2011. Onderwijs is een "heet hangijzer" als het gaat om verandering in de wereld. De NHTV is bezig daar in te veranderen. Ik draag mijn steentje bij.
This document is International Paper Company's Form 10-Q quarterly report filed with the SEC for the quarter ended September 30, 2003. It includes International Paper's consolidated financial statements for the third quarter and first nine months of 2003, including statements of earnings, balance sheets, cash flows, and shareholders' equity. It also includes notes to the financial statements and sections for management's discussion of financial results, segment information, market risk disclosures, and controls and procedures.
The document summarizes the findings and recommendations of the Ohio Lake Erie Phosphorus Task Force. The Task Force found that while point sources have remained consistent, soil nutrient interactions and weather trends are key to understanding phosphorus movement. Agriculture is a major contributor. The Task Force recommended nutrient management field practices, tools to guide application and quantify runoff, and further research. Current efforts include projects funded by Ohio Lake Erie Commission and USEPA to evaluate practices like variable rate technology.
This document discusses asynchronous requests in jQuery. It introduces AJAX and its benefits, describes how to make basic AJAX calls with jQuery's $.ajax() method, outlines shortcuts like $.get() and $.post(), explains how to use global event handlers, and provides tips for AJAX application design considerations. The document also lists tools for AJAX development and provides examples of making AJAX calls with jQuery.
Help Pakistan is a poverty-focused project of AL-Rehman Welfare Trust, a locally registered, non-government, not-for-profit welfare trust that provides financial assistance for food and critical medical treatment to impoverished families in Pakistan. We also provide support to find employment and finance education, vocational training and wedding arrangements for the underprivileged.
for more details, please visit www.helppakistan.org
Key Metrics for SEO - Nick Roshon - iCrossing - SES San Francisco 2012iCrossing
Presented by Nick Roshon, Sr. SEO Strategist, iCrossing, at the 2012 Search Engine Strategies (SES) Conference in San Francisco. About this session: As knowledge of SEO and social media practices move from the offices of the optimizers to the board room, the standard metrics are straining under the weight of the all-powerful bottom line. The days when upper management was impressed by subtle changes in Page Rank and increases in fan count have been replaced by questions of LTV and ROI. As more resources are being dedicated to creating the perfectly optimized and keyword-rich landing pages, tweets and posts, C-level executives are demanding proof of the return they are receiving from these resources.
This document is the annual report for Omnicom from 2001. It summarizes the company's financial performance for 2001 and compares it to previous years. Some key points:
- Revenue reached $6.89 billion in 2001, a record high, though growth slowed due to economic challenges including the recession and 9/11 attacks.
- Operating income was $968 million and net income was $503 million in 2001. Earnings per share were $2.75 excluding a one-time gain.
- The company achieved all of its financial goals for 2001 except improving operating margins, due to a slowdown in client spending in many industries.
- Omnicom won a record $4.
This document is the annual report for Omnicom from 2001. It provides an overview of the company's financial performance for 2001 compared to previous years, as well as highlights from each of its major advertising agency networks - BBDO Worldwide, DDB Worldwide, and TBWA Worldwide. The report discusses how each agency network expanded its client roster and won various industry awards in 2001 despite challenges from economic slowdown. It also notes some leadership changes that occurred within the company.
The document discusses Ingram Micro, the world's largest technology distributor. It provides an overview of Ingram Micro's financial performance in 1999, including revenue of $28.1 billion, a 27% increase from 1998. It discusses challenges faced in 1999 from intense pricing competition and rising costs. The CEO discusses strategies to leverage Ingram Micro's global scale and infrastructure to expand outsourcing partnerships and e-commerce operations.
Caterpillar's 2003 annual report outlines steps to building a great company. It discusses (1) inventing revolutionary products like tracked machines that became Caterpillar tractors; (2) choosing distribution partners wisely, like the network of over 200 independent and family-owned dealers worldwide; and (3) continually innovating and anticipating customer needs through new technologies like ACERT engines and e-business solutions for dealers.
Economic conditions have shifted significantly since the last Wisdom Exchange. The program held in February 2009 aimed to give the presidents and CEOs of Ontario's most successful Small and Medium Enterprises the tools to both face these challenges and develop new opportunities.
Idris Mootee, CEO of Idea Couture Inc., gave a lecture at the Ivey School of Business on global strategy and innovation. He discussed how the world is becoming increasingly hyper-connected and how industries are converging. He argued that companies must think globally to find growth opportunities, noting that emerging markets like China and India present enormous potential customers and talent. However, companies must understand local needs and adapt locally to succeed globally. Mootee suggested companies pursue a balanced approach of global integration and local responsiveness in their strategies.
Goodrich's aerospace division had a successful 2000, with operating income increasing 6% to a record $592 million. The division completed seven acquisitions that are expected to add $330 million in sales in 2001. Goodrich launched innovative new aerospace products and announced new contracts worth $2 billion. The division remains focused on strategic growth through acquisition and internal innovation.
This document provides an overview and summary of KPMG's 2010 Global Auto Executive Survey. The survey polled 200 auto industry executives from 24 countries between September and November 2009. It gathered perspectives on industry concerns, expectations, and challenges through 2014. Key findings included that overcapacity remains a major issue, innovation and emerging markets will be high priorities, and consolidation in the industry is expected to continue through mergers and acquisitions.
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.
The document is BFGoodrich's 2000 Annual Report. It provides an overview of the company's performance in 2000 including:
- Sales increased 1% to $4.36 billion while net income rose 3.8% to $317.5 million.
- The company acquired 7 businesses and launched new products that could generate $2 billion in future revenues.
- Plans were announced to divest the Performance Materials business and focus resources on Aerospace and Engineered Industrial Products. $1 billion in after-tax cash proceeds are anticipated from the sale.
- The company achieved record operating margins in Aerospace while new strategic partnerships and innovative new products were launched.
ONEOK is an energy company that has diversified beyond its traditional natural gas distribution business. In 2000, ONEOK acquired midstream gas assets that expanded its operations in gas gathering and processing. As a result of these acquisitions and growth across its various business segments, ONEOK's revenues increased over 222% compared to 1999. ONEOK expects continued growth in 2001 from contributions of its new midstream assets, completion of a new power plant, and improved prices. The company remains focused on creating value for shareholders through strategic acquisitions and growth across its diversified portfolio of energy businesses.
This document contains an analysis of innovation as a strategy for growth. Section II examines examples of global companies that have achieved success through innovation strategies based on a study. Section III provides a critical review of managing innovation, including creating the right culture, nurturing innovation processes, and the impacts of innovation. Section VI concludes that innovation is key to sustainability and competitive advantage, but requires significant investment and commitment from management.
The annual report summarizes Corning's financial performance in 2002, a challenging year due to the downturn in the telecommunications industry. Corning reported a net loss of $1.3 billion on sales of $3.2 billion, down significantly from 2001. In response, Corning restructured operations, cutting costs and jobs to preserve its financial position. It aims to return to profitability in 2003 by focusing on growing its display glass, environmental, and semiconductor businesses within Corning Technologies. While telecommunications remains weak, Corning maintains its leadership in optical fiber and intends to benefit when the market rebounds.
The 2002 annual report summarizes Goodrich Corporation's transformation into a global aerospace company through acquisitions and divestitures. It highlights key products and services across commercial and military aircraft. The report discusses Goodrich's focus on operational excellence, customer relationships, and enhancing shareholder value going forward under new CEO Marshall Larsen.
Goodrich Corporation's 2002 annual report highlights the company's transformation over the past two decades from a commodity products business into a focused global aerospace systems supplier through strategic acquisitions and divestitures. The report introduces Marshall Larsen, who will succeed David Burner as CEO, and emphasizes the company's leadership positions, balanced business mix, value-creating processes, and commitment to high ethical standards that position it well for future success despite current challenges in the commercial aviation market.
General Electric was formed in 1892 through the merger of Edison General Electric and Thomson-Houston Electric. It is now a large multinational conglomerate comprised of various business units including energy, technology, aviation, healthcare and capital. Headquartered in Boston, GE employs over 300,000 people globally and had revenues of over $100 billion in 1998. The company has a long history of acquisitions and innovation in industries like lighting, media, aircraft engines and financial services.
The document is Caterpillar's 2004 annual report. It highlights that 2004 was a very successful year where Caterpillar set sales, revenue, and profit per share records. The company's sales increased over $7 billion and it surpassed its $30 billion sales goal two years ahead of schedule. The report discusses Caterpillar's strong position for future success due to its technology leadership, global footprint, focus on key industries, and emphasis on people. It celebrates the accomplishments of Caterpillar's employees around the world.
P&G's annual report discusses embracing the future through increased innovation and organization vitality. It summarizes the company's fiscal year results, noting earnings growth despite economic challenges. It outlines changes through the Organization 2005 initiative to accelerate growth by restructuring and improving innovation processes. The report emphasizes connecting technologies across business units and unleashing innovation to capitalize on a faster-paced global marketplace.
The document discusses Michelin, a tire and mobility company. It provides details on Michelin's history, leadership, organizational structure, strategic business units which include tires, tourism and navigation products. There is an analysis of Michelin's tire production rates, manufacturing process, internal financial situation, and external competitive environment. Key competitors in the tire industry like Bridgestone and Goodyear are also discussed. Government regulations and the potential for new competitors entering the Asian market are noted as influences in Michelin's industry environment.
Caterpillar's Chief Financial Officer Dave Burritt gave a presentation on the company's performance and outlook. He discussed Caterpillar's strong growth from 2002-2007, with sales and earnings per share increasing significantly. While the weak US economy poses a challenge in the short-term, Burritt remains optimistic about opportunities in mining, energy, and infrastructure globally. Caterpillar expects sales to be up 5-10% in 2008 despite a downturn in North America, driven by growth outside of North America. Looking longer-term, factors like increasing infrastructure spending, commodity price growth, and aging mining fleets position Caterpillar for continued success through 2010 and beyond.
View Summary Manpower Inc. Withdraws Fourth Quarter 2008 Guidance 12/22/2008finance12
Manpower Inc. withdrew its fourth quarter 2008 guidance due to continued declines in the global labor markets and changes in foreign currencies. The company experienced a 20% revenue decline in the two months ended November 30, 2008 compared to the prior year. As a result of the weaker operating environment, Manpower Inc. will take restructuring charges related to employee severance and office closures in the fourth quarter. Despite the economic challenges, the company's liquidity and financial strength remains strong with $675 million in cash and $182 million in net debt as of the end of November.
The document is the 1999 annual report of Manpower Inc. It discusses the company's financial highlights for 1999, including increased systemwide sales, revenues, and operating margin compared to previous years. It summarizes the company's strategies to focus on providing workforce solutions, investing in technology, improving efficiency, and expanding in professional and specialty staffing. The report discusses how these strategies helped drive growth while improving profitability in 1999.
Manpower provided staffing solutions for a variety of clients around the world in 2000. Some key examples include:
1) Manpower Venezuela used a performance-based compensation model to win staffing contracts for three call centers in Venezuela.
2) In Australia, the Defense Force outsourced its military recruitment to Manpower due to their ability to provide a full-service solution.
3) In North Carolina, Manpower's workforce program helped IBM achieve significant contractor staffing cost savings.
This document highlights Manpower's global reach and ability to customize staffing solutions to meet the diverse needs of clients around the world.
The document is Manpower Inc.'s 2001 annual report. It summarizes that in 2001:
- Systemwide sales decreased 5.3% to $11.8 billion due to a weaker global economy and strengthening US dollar.
- Revenues decreased 3.3% and operating profit declined 23.6% as revenue growth slowed but investments continued.
- Earnings per share decreased 27% to $1.62 primarily due to currency exchange impacts. The company remained focused on providing skilled employees and workforce solutions to customers during economic uncertainty.
The document discusses Manpower's performance and strategies during a period of economic uncertainty in 2002. It summarizes that Manpower strengthened its financial position, improved efficiency, expanded services, and increased customer relationships despite challenging market conditions. Manpower emerged stronger and confident in its leadership position. The speed of work increased pressure on companies, but Manpower provided flexibility and quality service to help customers.
This document contains a long list of place names from around the world arranged in no clear order. The places span multiple continents and countries, including locations in France, Italy, Germany, Japan, Canada, Mexico, Argentina and many others.
The document is Manpower Inc.'s 2004 annual report. It discusses Manpower's 57-year history of providing temporary staffing solutions and how it has expanded its services over time. It also discusses how the world of work is constantly changing and how Manpower continues to adapt its solutions to help clients with their HR strategies and market competition. The report features perspectives from clients, including IBM's vice president of global talent discussing how IBM partners with Manpower for just-in-time talent management to source skills globally on demand.
This document is Manpower Inc.'s 2005 annual report. It summarizes the company's financial performance for 2005, noting revenues exceeded $16 billion, a 7.7% increase over 2004. Net income increased 8% to $260 million. It also discusses strategic moves taken in 2005 to expand operations in emerging markets like China and India. Finally, it describes the company's rebranding effort, launching a new logo and tagline - "What do you do?" - to reflect its expanded services beyond temporary staffing.
Manpower Inc. reported record financial results in 2006. Revenues increased 10.8% to $17.6 billion and net earnings increased 53% to $398 million. The company's stock price rose 61% in 2006, outperforming the broader market. Operating profit increased 24% to $532 million due to growth in business and effective cost management across regions. The company has transitioned to focus on providing a wider range of employment services beyond temporary staffing alone. The rebranding launched in 2006 aligned the company's image with this strategic transition and positioned Manpower for continued strong performance.
Manpower Inc. had record revenues and earnings in 2007. Revenues increased 17% to $20.5 billion while net earnings grew 22% to $484.7 million. The company has diversified its services over the past decade to include specialty services beyond temporary staffing, such as permanent recruitment and leadership development. This has improved profit margins and reduced sensitivity to economic cycles. Investments in new services like recruitment process outsourcing have positioned Manpower for continued growth.
The document is a Form 8-K filed by The Goodyear Tire & Rubber Company with the SEC on May 22, 2007. It announces that the company entered into an underwriting agreement to sell over 22 million shares of its common stock in a public offering at $33 per share, for total proceeds of over $750 million. The underwriters exercised their option to purchase additional shares. The company's general counsel issued a legality opinion on the shares offering. The proceeds will be used for general corporate purposes.
The Goodyear Tire & Rubber Company issued notices to partially redeem outstanding notes. It will redeem $140 million of its 9% Senior Notes due 2015 at 109% of par value, and $175 million of its 8.625% Senior Notes due 2011 at 108.625% of par value. Both redemptions will occur on June 29, 2007. Goodyear is using proceeds from a recent equity offering of common stock to fund the redemptions, as allowed under provisions permitting redemption of up to 35% of notes with equity offering proceeds.
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
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2. 1998 FINANCIAL HIGHLIGHTS
Dollars in millions, except per share
1998 1997
Year Ended December 31,
$12,626.3 $13,065.3
NET SALES
717.0 522.4
INCOME FROM CONTINUING OPERATIONS
4.53 3.30
– PER DILUTED SHARE
682.3 558.7
NET INCOME
4.31 3.53
– PER DILUTED SHARE
$10,589.3 $ 9,917.4
ASSETS
1,975.8 1,351.2
DEBT
3,745.8 3,395.5
EQUITY
34.5 % 28.5 %
DEBT TO DEBT AND EQUITY
$ 1.20 $ 1.14
CASH DIVIDENDS PER SHARE
155,943,535 156,588,783
COMMON SHARES OUTSTANDING
28,348 29,198
SHAREHOLDERS OF RECORD
96,950 95,472
AVERAGE NUMBER OF ASSOCIATES
THE NEXT GENERATION 1 The models in this report are children
ONE REVOLUTION AHEAD 4 of Goodyear associates. They are
TO OUR SHAREHOLDERS 14 listed in order of appearance: Lindsey
FINANCIAL CONTENTS 21 Domokur, Marlia Fontaine, Troy John
MANAGEMENT’S DISCUSSION AND ANALYSIS 22 Geer, Michelle Lea Queer, Edward
BOARD OF DIRECTORS AND OFFICERS 59 Nguyen, Heather Appleby and
GOODYEAR WORLDWIDE 60 Matthew Appleby.
SHAREHOLDER INFORMATION INSIDE BACK COVER
Cover Tire: Goodyear Extended
Mobility Technology (EMT) run-flat
concept tire
Cover Concept vehicle: Ford GT 90
3. WHAT WILL THE NEXT GENERATION OF DRIVERS
LOOK FOR IN THE NEXT GENERATION OF GOODYEAR?
How will we satisfy the demands of the most technologically savvy, mobile bunch of
people ever to own wheels? By jumping in the fast lane to reinvent our products, our
marketing, our presence, our company. With intelligent tires that think for themselves.
Computer imaging, virtual reality and myriad other technologies that assist in developing
and testing designs and materials, raising tire I.Q. and streamlining the development and
manufacturing processes. By providing a diverse, flexible workplace to attract and retain
top-quality associates. By continuing to build our global presence — moving in the fast lane
to keep Goodyear One Revolution Ahead.
100TH ANNUAL REPORT HOME OFFICE: AKRON, OHIO 44316-0001 GOODYEAR
4. TO OUR SHAREHOLDERS: Tire unit sales worldwide surpassed 1997 levels
as higher replacement sales in Europe and North
America more than offset lower original equipment sales
in Asia and Latin America, although dollar sales were
disappointing in part due to currency translation and
G
competitive pricing.
oodyear’s 100th year defined our ability to deal
However, we continued to reposition the company for
swiftly with unanticipated economic adversity
future profitable growth in this more challenging, volatile
while aggressively positioning the company
and competitive global economy. We sold the All American
for profitable growth and industry leadership.
Pipeline and related Celeron companies, as well as other
We are a century old and 100 years young, and around
non-core Engineered Products businesses and extraneous
us, one millennium gives way to the next. Our history
real estate.
gives way to our future.
Other measures also were taken to implement our
As Fortune Magazine’s Most Admired Company in
strategic plan — all dedicated to honing our leadership in
the rubber and plastics industry and one of the most
areas that will yield a sustainable competitive advantage
admired in the “engineering” sector of the Financial
today and into the next millennium. Clearly, we must be
Times/PricewaterhouseCoopers “World’s Most Respected
One Revolution Ahead in the eyes of all our constituencies
Companies” survey, we intend to lead the tire and rubber
and in our industry if we are to meet our ambitious goals
industry into the next millennium.
to be the industry’s best and biggest.
To that end, 1998 brought mixed results.
To be One Revolution Ahead signifies an uncompro-
While we managed well many aspects of an undeniably
mising commitment to technology, cost and quality that
difficult year, we were disappointed that some of our
brings products to the market for a new generation of
results were not as strong as we had anticipated. Several
technically sophisticated drivers…adapting rapidly to
factors contributed, including macroeconomic turmoil,
economic conditions to deliver financial results and
competitive pricing pressures in several regions and
reward our shareholders…making strategic investments
currency translation.
in growth…and developing and empowering a diverse
Nonetheless, we delivered respectable financial results
workforce capable of leading the industry.
when almost one-third of our earnings historically have
come from regions of the world now battling recession.
INDUSTRY LEADERSHIP AND CONSOLIDATION
Income from continuing operations surpassed 1997’s
A major global alliance with Sumitomo Rubber Industries/
level, and comparable diluted earnings per share of
Dunlop was announced in February, which will restore
$4.53 compared favorably with 1997’s $3.30.
Goodyear as the world’s largest tire company and
recapture the top position in the tire industry. Foundations
2 GOODYEAR
5. w
> Last but not least, this transaction, which is accretive
for this partnership were established in the offtake and
from the day it goes into effect, has been designed
test-marketing programs reached in 1997 and 1998.
to preserve the strength of our balance sheet and
The alliance provides a unique opportunity for Goodyear
Goodyear’s financial flexibility for future growth:
and SRI/Dunlop to build on our individual and collective
Earnings per share will increase the day the venture
strengths to provide customers worldwide with a deeper,
goes into effect, and our debt to debt plus equity will
broader level of high quality, cost effective tire products
remain around the 40 percent level by the end of 1999
grounded in world-class technology and a range of
and is expected to return to just more than 30 percent
services, only available through our combined strengths.
by the end of 2000.
The benefits of this landmark agreement are substantial:
The agreement establishes four business and two
w
> Goodyear’s annual top-line sales will grow by approx-
functional joint ventures. Goodyear will own 75 percent
imately $2.5 billion, about 20 percent;
of SRI/Dunlop’s North American tire operations, which
w
> In global market share, sales of approximately
will remain separate from our existing North American
22 percent will make Goodyear the tire industry leader;
Tire business unit. A European joint venture, in which
w
> In the U.S. replacement market, we will extend our
we also hold a 75 percent interest, will include tire assets
North American leadership, adding $800 million in
and operations owned by both companies but will not
annual sales;
include our European chemical division, mold, steel and
> Our total annual sales in Europe will approach $5 billion,
w
fabric facilities or tire operations in Poland, Slovenia,
putting Goodyear in a strong number two position in
Turkey, Morocco and South Africa.
that market;
In Japan, Goodyear will establish a stronger foothold
w
> Through a much closer relationship with the major
through two sales joint ventures, one for OE and one
Japanese original equipment accounts, our goal is to
for replacement tires, which will be 25 percent owned
significantly increase our OE share and our replace-
by Goodyear.
ment share in Japan by the year 2005;
The difference between the value of the respective
w
> Rights to the Dunlop brand in the United States,
businesses being consolidated will be settled through
Canada, Mexico and Europe will enrich our marketing
a balancing cash payment of approximately $936 million
position by providing a highly regarded second brand
paid by Goodyear to SRI. And, separately, Goodyear will
to effectively compete with our competitors’ entries;
acquire a 10 percent interest in SRI and SRI will acquire
w
> Over the next three years, Goodyear expects to realize
an equivalent dollar value of Goodyear shares.
substantial synergies, yielding cost savings of $300
In addition, two support service joint ventures will
million to $360 million; and
be formed, involving technology sharing, which will be
51 percent Goodyear-owned, and global purchasing,
where Goodyear will own an 80 percent stake.
Concept vehicle: Pontiac GTO
GOODYEAR 3
6. GLOBALIZATION AND GROWTH
”We intend to lead the tire The close of 1998 found the tire industry challenged by
and rubber industry into the world’s economic environment, and we succeeded
in gaining greater flexibility in offsetting unanticipated
the next millennium.“ negative events.
We’ve strengthened our distribution in the U.S. with
Our ascent to the top is resulting from a total team investments in several major tire and service dealerships
effort — a world-class performance by a dedicated, and extended our retread capabilities.
focused, global team. Its achievement will mark a crucial In Luxembourg, a major expansion of our Technical
step in our Mission Into the 21st Century, a strategy Center is underway. Rationalization, modernization and
focused on leadership aimed at: expansion is completed, progressing or planned for all
> Becoming the industry leader as the best tire and rubber
w
major units in Luxembourg.
company in the world; An Engineered Products Conveyor Belting Technical
w
> Achieving a leadership position in all markets; Center was completed to support development of new
w
> Fast, profitable growth in our core businesses; and products, a calender was added in Uitenhage, South
> Becoming the low-cost producer of the world’s
w
Africa, to increase capacity, and a new power transmis-
top-tier rubber companies. sion automotive and industrial belt plant in Chihuahua,
Simultaneous with our landmark SRI/Dunlop alliance, Mexico, will begin production by mid-1999.
we added depth, flexibility, new markets and shareholder Final-finish and component preparation equipment
value through equity increases in all regions. During 1998, was added at Union City, Tennessee, as the first step
more than $300 million was invested to establish a control- in a $60 million investment, and $40 million is allocated
ling interest in Slovenia and increase our equity position to modernize and increase medium radial truck tire
in The Philippines, Poland, Turkey, Guatemala, Sumatra production in Topeka, Kansas, and Danville, Virginia.
and Thailand, and we assumed full ownership of Contred A $35 million polymer expansion in Beaumont, Texas,
in South Africa, and Brad Ragan in the United States. has added capacity for Natsyn, a synthetic natural
An agreement also was reached to purchase the rubber replacement.
remaining half of South Asia Tyres Ltd., a joint venture In Latin America and the Caribbean, we increased
with RPG’s Ceat Tyre subsidiary in India. our OE sales support in Uruguay, Paraguay, Bolivia
Concurrent with an investment to strengthen Nippon and Ecuador.
Giant Tire in the global earthmover and over-the-road Final approval was given to link Goodyear and T&WA
markets, we gained a controlling interest in that joint of Louisville, Kentucky, a minority-owned OE component
venture with Toyo Tire & Rubber Company by acquiring supplier in which Goodyear becomes a partner. T&WA
15 percent formerly held by Mitsubishi. produces mounted/balanced tire and wheel units,
4 GOODYEAR
7. sequences completed assemblies and delivers just
”Staying One Revolution
in time to automotive customers.
Ahead means massive
Expansion of North American Tire’s distribution base
continues with more outlets, increased market share
commitments to product
in new distribution channels and product line offerings.
and process technology.“
Wal-Mart expanded Goodyear sales through 439 Sam’s
Club locations, and Penske Auto Centers signed a long-
supply chain. Kelly’s Technical Center operations also
term agreement for 800 outlets through 2005.
will be transferred to Akron on a different schedule.
In Germany, the Premio automotive retail network
In aviation tires, we are outfitting the Federal Express
now offers Goodyear products.
jet aircraft fleet, strengthening a supply relationship for
New, efficient warehouse and distribution facilities
FedEx’s truck fleet with OE, replacement and retreaded
were completed or under construction in Luxembourg,
tires; supplying Emery Worldwide’s jet fleet with new and
Germany and Turkey.
retreaded tires; and extending the contract to outfit
In North America, Logistics and Product Supply will
Southwest Airline’s aircraft with OE, replacement and
integrate 33 logistics centers into 18 future locations and
retreaded tires.
improve customer service. The new Obetz, Ohio, location
opened in 1998, and construction continues on three
PRODUCT TECHNOLOGY AND QUALITY
other facilities.
EMT (Extended Mobility Technology) run-flat tires have
The integration of Kelly-Springfield into North American
captured the attention of OE customers worldwide with
Tire continues with Kelly’s Cumberland, Maryland, offices
approvals by General Motors, DiamlerChrysler and most
closing by mid-1999. Efficiencies and product rational-
recently BMW, and testing is underway by Alpha Romeo,
ization will eliminate expensive duplication across the
Lexus and Toyota.
Run-flat technology also is garnering awards worldwide,
including the prestigious 1998 Automobile Association
Award for road safety features in the United Kingdom.
Investments continue in Ultra-Tensile Steel, the strong-
est tire reinforcement material. This strong micro alloy
meets demanding high-performance tire requirements
and led to run-flat technology for OE and replacement
tires, which eventually will eliminate the spare in
75 percent of all vehicles.
Innovative new products remain a competitive
advantage.
GOODYEAR 5
8. In Poland, a new truck tire plant at T.C. Debica, where During the year, many upgrades to major manufacturing
Goodyear owns a 60 percent share, started production facilities are incorporating aspects of our IMPACT process
of radial steel/steel truck tires, increasing the plant’s technology, Goodyear’s flexible, cellular manufacturing
competitiveness. process that takes tire-manufacturing technology into the
Development and manufacturing will accelerate next millennium. New quality, cost and flexibility standards
product introductions in the next three years, when more have been set while exceeding the quality of tires made
than 20 new passenger and light truck tire lines will be with any other process.
introduced to grow business and increase profitability. IMPACT, the Integrated Manufacturing Precision
By the end of 2000, 80 percent of our lines will be less Assembled Cellular Technology, is faster and more precise
than three years old. than today’s production process and cuts in-process
A four-tire North American new product launch inventory and related equipment in half, compared to
kicked off 1998; European consumers were introduced traditional tire manufacturing.
to a new winter EMT tire; and the largest simultaneous We took advantage of economies of scale, resulting
tire introduction in Europe took place, featuring nine in cost and quality improvements in our products.
lines of commercial tires. Rationalization enabled us to exploit the strengths of each
New products were rolled out globally for agricultural region and manufacturing facility, narrowing the range of
and commercial trucking applications, and in Latin their production and satisfying demand for high-quality
America a regional launch introduced the new Quantum products in the competitive world marketplace.
truck tire line. Four North American Tire plants began seven-day,
Customer-driven engineered products and services continuous operations to improve efficiencies and increase
also are speeding from development to the marketplace. production through low cost, incremental capacity to meet
To reduce development and test time by 60 percent for OE and replacement tire demand.
heavy-duty conveyor belts, we acquired the industry’s We were successful in providing high-quality, low-
largest splice-fatigue tester. Work also continues on cost products from Latin America and Asia to the North
“intelligent” products that self-monitor and communicate American market, and we have converted our modern
performance levels. U.S. plants to continuous seven-day operations. As com-
petitive pressures in the global marketplace continued
PROCESS TECHNOLOGY AND PRODUCTIVITY emphasizing the need to rationalize manufacturing to our
Staying One Revolution Ahead means massive commit- most efficient locations, we announced plans to cease
ments to product and process technology. Since 1993, tire manufacturing at our Gadsden, Alabama, plant. Tire
scientists at Goodyear and the U.S. Department of Energy’s production in the facility will be permanently discontinued
Sandia National Laboratories have collaborated on com- by the end of 1999.
putational analysis tools in tire mechanics, materials and
manufacturing to shorten product development time.
Concept vehicle: Acura TL-X
6 GOODYEAR
9. individual initiative in pursuit of process improvement,
With Sava, Engineered Products gained its first manu-
exceeding customers’ expectations and utilizing data to
facturing site on the European continent and can more
make quality decisions. The Associate Planning Process
readily participate in the $4 billion global engineered-
recognizes that we need to simultaneously meet the
products market.
business needs identified in our strategic business plans
Sava strengthens our overall position in Central
and the growth needs of our associates. The process
Europe and provides a low-cost supply base to provide
ensures alignment and consistency between the com-
broad-market tires in Western Europe.
pany’s long-range objectives and each individual’s daily
Half of our product costs are raw materials, and we
activities by articulating a clear vision of the future that
started a Preferred Supplier Quality award program,
can be readily achieved by all associates.
recognizing suppliers for measured, consistent quality.
Concurrent with the introduction of the Associate
Purchasing also inaugurated a cost/quality program
Planning Process, our global Business Conduct Manual
called Value Quest, involving 50 raw material suppliers
was prepared and distributed. The manual supports our
providing $3 billion in materials annually.
core values, philosophy and policies because we believe
Quality offers a powerful competitive advantage,
that company policy should impose obligations that often
and facilities in all regions continued earning QS and
go beyond the requirements of local law.
ISO quality certifications.
We now are positioned to deliver results as the number
PEOPLE DEVELOPMENT AND EDUCATION one or two player in each of our major markets.
Last year I reaffirmed our values — protecting our good We are currently engaged in an extremely intense
name, focusing on customers, respecting and developing battle for market leadership around the world. We intend
our people, and rewarding investors. These values are to take our newly restored industry leadership position
the core of our strengths and strategies and address all and extend that win:
of our relationships with customers, associates and
> To do it profitably, responsibly and quickly.
w
shareholders.
w
> To do it in collaboration with our partners, our
To prevail in the future requires harnessing every
associates, our shareholders and our customers.
associate’s imagination and energy and a mind-set that
> To do it in every one of our businesses.
w
invites, encourages and requires participation in iden-
It is how we have become — and how we intend to
tifying and solving challenges to improve our products,
stay — One Revolution Ahead.
processes and technologies. We are designing and
Respectfully submitted,
implementing processes that create and maintain an
environment to naturally enable all associates to reach
their full potential.
Samir G. Gibara
To this end, our Associate Planning Process is a global
Chairman, Chief Executive Officer and President
catalyst extending our competitive advantage, promoting
GOODYEAR 7
10. WHAT WILL THE NEXT GENERATION OF
DRIVERS LOOK FOR IN THE NEXT GENERATION
OF GOODYEAR?
”Smart tires that never go flat and self-adjust
to road conditions...that tell you when you’re
pushing your luck in a curve and when they
need to be changed.“
”A company that leads the industry worldwide
through strategic acquisition and growth.“
”A progressive employer that appreciates
workforce diversity.“
”A good, solid investment.“
”A company that cares about the environment
as much as I do.“
8 GOODYEAR
11. Goodyear’s vision and the company’s
indomitable spirit are focused on the
challenges and opportunities of the next
generation of customers, shareholders
and associates. We are anticipating
their needs and honing the technical
and marketing expertise to exceed their
expectations…A global leader with
innovative products and services that
deliver…A progressive, learning work-
place that sharpens our competitive
advantage…Sound financial practices
and a strategy to enhance shareholder
value…Socially and environmentally
responsible. Not just for today, but
for the next generation, their children,
their grandchildren, their great-
grandchildren, and so on. Building
momentum for continued success
to remain One Revolution Ahead.
GOODYEAR 9
12. w
Pulse and continuous lasers
are applied to a rolling tire in the
analyses of structural vibrations
and structure-borne noise radiation.
These techniques also are used to
perform shock wave analysis and
aid structural optimization of tire
composite materials.
w
Original equipment Wrangler
RT/S tires destined for sport utility
vehicles spiral down the conveyor
at the Napanee tire plant in Ontario,
Canada.
Concept vehicle: Ford GT 90
10 GOODYEAR
13. GOODYEAR: It is a powerful competitive advantage accented by
Goodyear’s technological edge, its market research,
ONE REVOLUTION AHEAD... and the ability to develop and test designs and materials,
products and processes. Technical excellence developed
in-house, at our worldwide tire and Engineered Product
Technical Centers and in cooperation with Sandia
t takes vision, commitment and performance to
I National Laboratories.
achieve Goodyear’s ambitious Mission Into the
It is an infusion of energy, enthusiasm and creative
21st Century. Identifying and leveraging sustainable
genius brought by 200 new scientists and engineers in
competitive advantage. Delivering results. Staying
a 12-month period.
ahead of the competition. Keeping focused. Ahead of
Maybe that’s why Goodyear has earned more original
our competitors to anticipate, meet and exceed the
equipment approvals over the years than any other
expectations of our customers, shareholders and the
brand, including 49 car and light truck tire approvals in
people who make Goodyear successful — our associates.
1998 alone. And why Goodyear concept tires appear on
It’s all about staying One Revolution Ahead.
leading-edge design concept cars crafted by the world’s
Physical, financial and human resources are chan-
prestigious auto companies at all of the industry’s leading
neled toward that goal. Massive commitments to product
auto shows.
and process technology have positioned the company
Innovative transportation to meet the imaginations
for unprecedented growth over the next five years.
of the next Goodyear generation.
It is setting new standards — for quality, technology,
performance and innovation — and anticipating
customers’ desires before they know what they are.
Applying Goodyear’s technological edge: IMPACT…
EMT…Ultra-Tensile Steel…Experimenting with break-
through designs and materials.
”...with tires that perform,
going from 0 to 60 or 60
to 0 without a squeal and
without ever going flat.“
GOODYEAR 11
14. A GLOBAL PLAYER...
W
hen Goodyear and SRI/Dunlop announced
in February their intent to join forces, the
die was cast for Goodyear to regain its
leadership as the largest tire company
With 80 plants in 33 countries. With products
in the global competitive arena. And both partners win.
distributed virtually around the world. With marketing
Gaining a foothold in the formerly impenetrable Japanese
operations in 185 countries, and overhead, the world’s
market for Goodyear — capitalizing on the Dunlop brand
largest blimp fleet, now in Europe, North and South
in Europe, North America and Mexico — building a port-
America and soon, Asia…all to help build preference
folio of brand strength for Goodyear’s distribution network.
for the Goodyear brand. On the World Wide Web .
Opening new doors to growth in its most mature markets
So wherever their wandering feet may take them,
with less reliance on growth in more unpredictable
Goodyear is there. In the sky, on the race track and
emerging markets and seizing opportunities to change
highways, in coal shafts and copper mines.
its overall cost structure.
Ready to meet the demands of the next generation
Staying ahead of the pack worldwide, and being where
of customers with tires, engineered products and
and when customers want the company to be with a pro-
chemicals — the most technically savvy group to ever
duct assortment for today and tomorrow.
navigate the world — on-road or off, electronically
From the upscale hypermarkets, Premio and Hi-Q
or behind the wheel. Just like Goodyear.
marketing formats in Europe to Serviteca and Solo Llantas
in Latin America to Asia’s Sertaservis, Max Pro and
”...with operations every-
Tyre Pro to Goodyear Auto Service Centers, JustTires
and the strongest dealer network in the
place in the world where
business throughout North America —
I might eventually go.“
more than 70,000 locations spanning
the globe to serve customers.
A growing family, soon to be
joined by SRI/Dunlop
retailers.
12 GOODYEAR
15. w
Sumitomo Rubber Industries
President Naoto Saito (left) joined
Goodyear Chairman Sam Gibara
in New York to sign an agreement
globally linking the companies for
leadership into the next millennium.
w
Goodyear’s distinctive Eagle
performance tire logo touts the
availability of Goodyear products
at a retail store in Hong Kong.
w
Technicians at the materials test
laboratory of the Sava tire plant in
Kranj, Slovenia, study the physical
properties of compounds. Sava
provides a low-cost supply base
to provide broad-market tires in
Western Europe.
Concept vehicle: VW Beetle RSI
GOODYEAR 13
16. w
The most technically advanced
engineering design and analysis
software enables engineers to
streamline the design process
from a trial-and-error approach to
a simulation method for perfecting
designs, potentially doubling their
productivity. Training and use of
this tool provides a differentiating
competitive advantage in manu-
facturing process technology.
w
A brightly redesigned tire wall
and knowledgeable professional
sales staff greet customers in
Goodyear’s North American retail
stores.
Concept vehicle: Oldsmobile Recon
14 GOODYEAR
17. A SUCCESS CATALYST...
G
oodyear is thriving…growing…and offering
its associates unprecedented opportunities
to succeed and contribute behaviors, attitudes
and values.
Goodyear people. Leading, empowering, assisting and
By understanding, respecting and learning from the
motivating from diverse backgrounds to maximize
cultural differences, social attitudes, customs and values
individual and collective productivity.
for a hundred years. By contributing to an environment
Sharing in the company’s success…learning from its
in which all associates work together toward common
failures…realizing their full potential.
goals and objectives.
Opportunities for technical and personal development
Behind the company’s growth and performance are
abound — joint development and exchange opportunities
its people — recruited from every continent and afforded
with cross functional and international assignments and
every opportunity to grow. Supported through family-
projects with external partners, enabling full utilization
friendly policies and expanded telecommuting and
of existing facilities and personnel. Five years and count-
work-at-home processes. Liberal tuition reimbursement
ing with the U.S. Department of Energy’s Sandia National
and global training programs. Emphasis on organizational
Laboratories on computational analysis tools in tire
and cultural change, process improvement,
mechanics, materials and manufacturing, fine-tuning
work redesign and diversity. Training,
the manufacturing process…computer hardware and
succession and strategic direction.
software, including mainframes and microprocessors
”...offering …finite element modeling, engineering trend
analysis, holography, race-car leveling.
employment All building on the core values that have served
opportunities the company so well in its first century, and
providing a catalyst to thrive in the next millennium.
that enable me To melding the technological opportunities with the
human side.
to reach my All geared to stimulating inquisitiveness and embracing
full potential.“ new ideas and ways of doing things to keep Goodyear
adapting to the needs, desires and expectations of the
consumers, today and for generations to come.
GOODYEAR 15
18. A GROWTH ADVOCATE...
G
oodyear is on target…despite economic
difficulties in Asia and Latin America, currency
translation or pricing pressures…with a strong
balance sheet…a high degree of flexibility…
global resources to compete throughout the world.
a viable strategic plan.
Fluid and flexible.
With a proven strategic plan built on sound business
Moving high-quality products from low-cost plants
practices.
to satisfy demand in other regions to keep its plants
Taking immediate measures for future improvements.
humming…Identifying and eliminating uncompetitive
Addressing short-term challenges and meeting share-
facilities and excess capacity…Capitalizing on trade
holders’ expectations. Developing, implementing,
agreements…Concentrating on core businesses.
measuring and communicating strategic programs for
Globally savvy and uniformly aggressive.
long-term sales and earnings growth.
Working alone or in partnership — doing what
A global entity well positioned to face regional
makes sense.
uncertainties with a proven production rationalization
With stock traded on four major exchanges worldwide.
strategy enabling the company to take advantage of
With the potential to increase shareholder value to
”...providing shareholder meet the expectations of our investors, as well as the
next generation of shareholders.
value that lets me
retire before
I’m 50.“
16 GOODYEAR
19. w
Within the controlled environment
of the McKinley Climatic Laboratory
at Eglin Air Force Base in Florida,
Goodyear engineers re-create winter
driving conditions to test its winter
and all-season tires, as well as
competitors’ offerings.
w
One customer service Engineered
Products sales representatives per-
form is conducting conveyor belt field
tests to calculate belt cover hardness.
w
Exhaust stacks are protected by
paint, formulated with Goodyear
Chemical’s Pliotec LS resin (shown
here in beakers) for improved water-
and chemical-resistance.
Concept vehicle: Chrysler PT Cruiser
GOODYEAR 17
20. w
Five trucks navigate a steep
descent near Larochette in
Luxembourg on tires introduced
this spring at the largest simulta-
neous new product roll-out ever
held in Europe, when nine full
truck tire lines were launched.
w
Clean, energy-efficient co-
generation facilities, such as this
one in Luxembourg, are trimming
Goodyear’s energy costs through
the simultaneous production of
electricity or mechanical power
and usable energy, such as steam
or hot air.
Concept vehicle: Pininfarina Eta Beta
18 GOODYEAR
21. A SOLID CITIZEN...
G
oodyear is dedicated to being a socially
responsible corporate citizen committed to
environmental and civic improvements. Protect-
ing and preserving the ecological balance and
Socially, sponsoring Conservation Awards Programs for
adhering to the highest standards of ethics and integrity.
more than half a century, honoring truck-driving Highway
Looking for environmentally sound new ways to
Heroes for their altruism and professionalism, supporting
operate…like developing a means of using modified corn
local United Ways with nearly $5 million annually, building
and potato starch as a cost-effective renewable alterna-
Habitat for Humanity houses and the company and its
tive to carbon black and/or silica in rubber compounds,
associates helping the American Red Cross cope with
and in the process, lowered rolling resistance, improving
an unusual year of natural disasters globally.
wet traction and maintaining treadwear.
Because Goodyear can exist, thrive and grow, and it
Or using energy-efficient, clean cogeneration facilities
wants the environment to do the same.
to help supply energy at manufacturing facilities in
Izmit and Adapazari, Turkey; Wolverhampton, England;
”...in social responsibility
Colmar-Berg, Luxembourg; and Freeport, Illinois.
and taking care of the
Making significant progress on air and water purifica-
tion efforts, waste reduction at all facilities worldwide,
environment.“
tire recycling advances and overall energy-use reduction.
Finding ways to make its products last longer —
improving the retreadability of truck tire casings, keeping
them on the road and out of the waste stream; developing
products that last longer and perform better; reducing
rolling resistance to improve the fuel economy of the
transport vehicles customers use.
Taking the lead on scrap-tire disposal…championing
tire-derived fuels and advocating immediate recycling/
recovery through viable, non-subsidized markets.
At Goodyear Auto Service Centers, recycling
the motor oil, coolant and freon — keeping
them in use and out of the environment.
Even recycling the fluorescent lights, copier
toner cartridges and paper used at its office and
manufacturing sites.
GOODYEAR 19
22. THE FUTURE TODAY...
G
oodyear — positioned for
today, tomorrow and the
next millennium.
An evolving enterprise
poised to lead the industry — setting
new standards, growing, thriving and
fighting to be the most competitive in
the industry.
Preparing to recapture global lead-
ership. Committed to being the best.
With attainable five-year objectives:
Gaining market share and growing
sales…Becoming a $20 billion com-
pany in revenues…Reducing SAG
expense…Increasing return on
sales…Maintaining the ratio of debt
to debt plus equity…Maintaining
Scientists set up a rocket-
w
propelled tire test at the U.S.
capital expenditures…Adhering to
Department of Energy’s Sandia
a dividend payout policy.
National Laboratories where
Committed to quality as the engine
high-speed performance data is
recorded through a glass plate that powers its drive to beat the
on the sled track.
competition.
w
An Extended Mobility Technology
But most of all, staying One
(EMT) tire mold is thoroughly
Revolution Ahead.
inspected before being released to
Lawton, Oklahoma, for production.
w
New Goodyear Ventura passenger
tires provide a quiet, comfortable
ride even on the most challenging
pavement, such as the cobblestone
road to the castle at Bourglinster.
Concept vehicle: Jeep Dakar
20 GOODYEAR
23. SHAREHOLDER INFORMATION
Transfer Agent and Registrar Stock Exchange Information
First Chicago Trust Company of New York, The principal market for The Goodyear Tire & Rubber
a division of EquiServe Company common stock is the New York Stock Exchange
P.O. Box 2500 (symbol GT). The stock is also listed on the Chicago Stock
Jersey City, NJ 07303-2500 Exchange and The Pacific Exchange.
(800) 317-4445
Goodyear Common Stock
Inquiries concerning the issuance or transfer of stock
On February 16, 1999 there were 28,377 shareholders of
certificates, the status of dividend checks or share
record of Goodyear common stock. The closing price
account information should be directed to the transfer
of Goodyear common stock on the NYSE composite
agent at the above address or toll free number. Provide
transactions tape on February 16, 1999 was $47.50.
Social Security number, account number and Goodyear’s
ID number, 5721. Annual Report on Form 10-K
The Company’s Annual Report to the Securities and
Principal Office
Exchange Commission for 1998 on Form 10-K will be
The Goodyear Tire & Rubber Company
available in March 1999. A copy, including all financial
1144 East Market Street
statements, schedules and exhibits, may be obtained
Akron, Ohio 44316-0001
without charge by contacting:
(330) 796-2121
Investor Relations
www.goodyear.com
The Goodyear Tire & Rubber Company
1144 East Market Street
Special Accommodation
Call (201) 222-4955 to reach First Chicago Trust Company Akron, Ohio 44316-0001
of New York if you have a Telecommunications Device for or calling our Financial Report Distribution Center at:
the Deaf (TDD) screen. (515) 263-6408
An Annual Report audio cassette tape for visually impaired The DirectSERVICETM Investment Program
shareholders is available by contacting Goodyear Investor First Chicago Trust Company of New York sponsors and
Relations, (330) 796-8576. administers a DirectSERVICE Investment Program for
current shareholders and new investors in The Goodyear
Tire & Rubber Company Common Stock. The program
offers automatic dividend reinvestment and a variety
of other services. A shareholder information brochure
explaining the program may be obtained by contacting:
The DirectSERVICE Investment Program –
For Goodyear Shareholders
c/o The First Chicago Trust Company of New York,
Printing: Avanti Case-Hoyt, Rochester
a division of EquiServe
P. O. Box 2598
Jersey City, NJ 07303-2598
(800) 317-4445
Environmental Report
A report pertaining to Goodyear’s environmental policies
and activities may be obtained by contacting Corporate
Environmental Engineering, (330) 796-7377.
Design: BD&E Inc., Pittsburgh
This report is printed on recycled paper.
24. AERIAL AMBASSADORS
After doubling the fleet and complet-
ing the largest expansion in the history
of Goodyear’s airship program, the
company’s distinctive blue, gold and
silver blimps are gracing the skies
of North America, Latin America
and Europe.
Above, Chairman Sam Gibara joins
his wife, Salma, as she christens the
new Stars & Stripes ship. Middle,
the Spirit of Europe I & II pass over
Tower Bridge in London and at left,
the Spirit of the Americas floats
above Corcovado Mountain in Brazil.
The value resulting from blimp
coverage of television sports and
public events totaled $23 million in
1998; nearly 15,000 customers were
treated to rides; and the world’s
Goodyear, together with its U.S. and international subsidiaries, manufactures and
most recognized corporate icons
markets tires for most applications. Goodyear also manufactures and sells several
appeared on the cover of Smithsonian,
lines of belts, hose and other rubber products for the transportation industry and
the prestigious magazine of the
various industrial and consumer markets and rubber-related chemicals for various
applications and provides auto repair and other services at retail and commercial Smithsonian Institution.
outlets. Goodyear operates 80 plants in the United States and 32 other countries.
CORPORATE HEADQUARTERS
THE GOODYEAR TIRE & RUBBER COMPANY
1144 EAST MARKET STREET
AKRON, OHIO 44316-0001
WWW.GOODYEAR.COM
700-862-928-662