The company had a successful year despite challenges from increased competition and events of 9/11. Revenues grew 29% to $4.01 billion and EBITDA increased 14% to $1.13 billion due to integrating acquired companies. The company introduced new attractions, expanded existing popular performances, renovated hotel rooms, and reduced debt. Employees displayed strength and resilience during difficult times, which helped the company rebound faster than competitors.
MGM MIRAGE focused on solidifying its reputation for quality in 2003. It added new amenities and attractions across its properties, producing record revenues of $3.9 billion, up 3% from 2002, while net income was $244 million. MGM MIRAGE also looked to expand internationally, pursuing opportunities in the UK and Asia in anticipation of gaming reforms, and continued to enhance communities through employee programs and philanthropic efforts.
This document is Valero Energy Corporation's 2005 Summary Annual Report. It discusses Valero's 25-year history of growth and success, including becoming the largest refiner in North America through strategic acquisitions. In 2005, Valero achieved record earnings of $3.6 billion and strong total shareholder returns. The report attributes Valero's success to its strategy of investing in refineries capable of processing heavy sour crude oil, and to its caring corporate culture that prioritizes employees and communities.
Lennar Corporation's 2000 annual report summarizes their strong financial and operational performance for the year. Key points include record revenues of $4.7 billion, net earnings of $229 million, and continued focus on increasing shareholder value. Lennar completed a major acquisition of U.S. Home that expanded their geographic reach and product offerings. The report emphasizes Lennar's culture of caring for customers, associates, communities and shareholders.
Gateway Casinos & Entertainment Limited operates 18 casinos, resorts, conference centers, and gaming and dining locations across British Columbia and Alberta. Led by President and CEO Tony Santo, who has over 30 years of experience in the gaming industry, Gateway employs over 3,800 people and strives to provide memorable entertainment experiences while also generating revenue for local communities and governments. Gateway's recent expansion includes the relocation of Cascades Casino in Kamloops, British Columbia, which added 200 new jobs and millions in local revenue, and the December 2015 acquisition of Playtime Gaming, adding six new properties.
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.
The document provides information about Crowell & Moring's London office. It summarizes that Crowell & Moring is an international law firm with offices in multiple locations, including London. The London office focuses on providing corporate services, financial services regulation advice, privacy law expertise, employment law counsel, and dispute resolution for international clients. It also has lawyers with experience in U.S. regulatory issues affecting multinational companies.
Holly Corporation operates three petroleum refineries in the western United States with a total refining capacity of 107,500 barrels per day. In 2003, Holly acquired the Woods Cross Refinery from ConocoPhillips and increased its overall refining capacity. Holly also purchased an additional interest in the Rio Grande pipeline joint venture and sold its Iatan crude oil gathering system. Holly reported significant increases in sales, income, earnings per share and other financial metrics in 2003 compared to 2002, demonstrating strong financial performance.
Treadwell Enterprises is a restaurant management company that operates 153 KFC, Taco Bell, Long John Silver's, and A&W franchises across eight states. It began with one KFC in 1991 and has since grown through acquisitions and new construction. The company focuses on excellence in food quality, service, cleanliness and value. It has several subsidiaries that operate restaurants in specific markets, employing over 2,000 people total. The company aims to exceed customer expectations and lead the industry profitably.
MGM MIRAGE focused on solidifying its reputation for quality in 2003. It added new amenities and attractions across its properties, producing record revenues of $3.9 billion, up 3% from 2002, while net income was $244 million. MGM MIRAGE also looked to expand internationally, pursuing opportunities in the UK and Asia in anticipation of gaming reforms, and continued to enhance communities through employee programs and philanthropic efforts.
This document is Valero Energy Corporation's 2005 Summary Annual Report. It discusses Valero's 25-year history of growth and success, including becoming the largest refiner in North America through strategic acquisitions. In 2005, Valero achieved record earnings of $3.6 billion and strong total shareholder returns. The report attributes Valero's success to its strategy of investing in refineries capable of processing heavy sour crude oil, and to its caring corporate culture that prioritizes employees and communities.
Lennar Corporation's 2000 annual report summarizes their strong financial and operational performance for the year. Key points include record revenues of $4.7 billion, net earnings of $229 million, and continued focus on increasing shareholder value. Lennar completed a major acquisition of U.S. Home that expanded their geographic reach and product offerings. The report emphasizes Lennar's culture of caring for customers, associates, communities and shareholders.
Gateway Casinos & Entertainment Limited operates 18 casinos, resorts, conference centers, and gaming and dining locations across British Columbia and Alberta. Led by President and CEO Tony Santo, who has over 30 years of experience in the gaming industry, Gateway employs over 3,800 people and strives to provide memorable entertainment experiences while also generating revenue for local communities and governments. Gateway's recent expansion includes the relocation of Cascades Casino in Kamloops, British Columbia, which added 200 new jobs and millions in local revenue, and the December 2015 acquisition of Playtime Gaming, adding six new properties.
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.
The document provides information about Crowell & Moring's London office. It summarizes that Crowell & Moring is an international law firm with offices in multiple locations, including London. The London office focuses on providing corporate services, financial services regulation advice, privacy law expertise, employment law counsel, and dispute resolution for international clients. It also has lawyers with experience in U.S. regulatory issues affecting multinational companies.
Holly Corporation operates three petroleum refineries in the western United States with a total refining capacity of 107,500 barrels per day. In 2003, Holly acquired the Woods Cross Refinery from ConocoPhillips and increased its overall refining capacity. Holly also purchased an additional interest in the Rio Grande pipeline joint venture and sold its Iatan crude oil gathering system. Holly reported significant increases in sales, income, earnings per share and other financial metrics in 2003 compared to 2002, demonstrating strong financial performance.
Treadwell Enterprises is a restaurant management company that operates 153 KFC, Taco Bell, Long John Silver's, and A&W franchises across eight states. It began with one KFC in 1991 and has since grown through acquisitions and new construction. The company focuses on excellence in food quality, service, cleanliness and value. It has several subsidiaries that operate restaurants in specific markets, employing over 2,000 people total. The company aims to exceed customer expectations and lead the industry profitably.
This document provides supplemental data on net revenues and EBITDA by resort for MGM MIRAGE and its subsidiaries. It shows that for the second quarter of 2005, net revenues increased over 60% and EBITDA increased over 47% compared to the same period in 2004. The largest contributors to net revenues and EBITDA were the Bellagio, MGM Grand Las Vegas, and other Las Vegas Strip properties. EBITDA margins expanded as several new acquisitions were integrated into operations.
energy future holindings TCEH10QMar2008_Finalfinance29
Texas Competitive Electric Holdings Company LLC (TCEH) reported a net loss of $1.2 billion for the first quarter of 2008, compared to net income of $9 million for the first quarter of 2007. Key drivers of the loss included higher fuel and purchased power costs, as well as significantly higher interest expenses resulting from the debt incurred in the 2007 merger. TCEH also reported comprehensive losses of $1.61 billion for the first quarter of 2008 due to decreases in the fair value of cash flow hedges held.
This document provides quarterly financial data for MGM Resorts International's Las Vegas Strip properties for Q1 2008 compared to Q1 2007. It shows revenues, occupancy rates, average daily rates and revenue per available room for each property. Total revenue for the Strip properties was $1.55 billion in Q1 2008, down from $1.63 billion in Q1 2007. Property EBITDA for all Strip casinos was $479 million in Q1 2008, lower than $549 million in Q1 2007.
energy future holindings C5FAEDA1-AFD1-4F8B-8760-B53021EDDA04_Q408_Investor_C...finance29
The document provides an overview of EFH Corp.'s Q4 2008 investor call. It includes a safe harbor statement noting forward-looking statements are subject to risks and uncertainties. The agenda covers financial and operational overviews, a review of 2008, and Q&A. Charts show EFH Corp. and TCEH adjusted EBITDA was near plan and key drivers of changes in adjusted operating results from Q4 2007 to Q4 2008 and 2007 to 2008. Oncor, Luminant, and TXU Energy operational results for Q4 2008 and 2008 are also presented. The document discusses EFH Corp. liquidity and 2008 accomplishments and challenges.
This document provides an analysis of the company's financial results for 2000 compared to 1999 and 1999 compared to 1998. Some key points:
- Revenues increased substantially in both 2000 and 1999 due primarily to major acquisitions that added new properties.
- Operating expenses also increased significantly due to the added properties from acquisitions. Operating margins were generally consistent.
- Net income was impacted by one-time restructuring and impairment charges taken to reduce costs and improve efficiencies following the large acquisitions.
- Cash flow from operations increased substantially in 2000 to help fund the large acquisition completed that year through new debt issuances.
The document summarizes an 8-K filing by Texas Competitive Electric Holdings Co LLC regarding an expected change in ownership and corporate structure. TXU Corp. expects to complete a merger with Texas Energy Future Holdings on October 10, 2007. As part of the transaction, several debt financing facilities totaling over $30 billion will be obtained, including senior secured credit facilities for TCEH of $24.5 billion. The filing includes an organizational chart depicting the anticipated post-closing structure.
The document is the annual report from MGM Mirage for 2002. It summarizes the company's record financial performance in 2002 with record revenues and earnings. It highlights new projects, partnerships, and initiatives including expanding existing properties, developing new shows with Cirque du Soleil, and continuing efforts to promote diversity within the company's workforce. The company is positioned for continued strong performance with new attractions and a focus on attracting top talent.
This document is Starwood Hotels & Resorts' 2003 annual report. It discusses Starwood's financial performance in 2003, noting it was a recovery year for the hotel industry following challenges after 9/11. The report summarizes new hotel additions in 2003 and optimism for continued growth in 2004, with over 115 new projects in the development pipeline. It also highlights innovations in brands and products helping drive market share gains and new strategic investments strengthening Starwood's portfolio and global presence.
Last year was MGM MIRAGE's most financially successful year in history. Earnings and margins increased significantly due to strong performance across its resort portfolio. A major acquisition of Mirage Resorts was also successfully integrated. Looking ahead, while some are concerned about slowing growth without new construction, MGM MIRAGE is well positioned with high quality assets and properties that continue to outperform competitors. The merger of MGM Grand and Mirage Resorts created significant value and synergies for shareholders.
This document provides a financial overview and outlook for MGM MIRAGE. It summarizes the company's strong financial performance in 2001 despite economic challenges. Strategies implemented have increased revenues and earnings. The gaming industry has shown resilience during recessions due to the customer demographic. MGM MIRAGE is well positioned in Las Vegas and plans new developments in Atlantic City. The company will continue reducing debt and investing strategically to maximize shareholder value.
The document summarizes the company's financial performance and strategy in 2002. It discusses maximizing shareholder value through growing revenue, improving marketing, investing in new attractions, and focusing on expense control. Key accomplishments included record earnings of $1.83 per share and industry-leading operating margins. The company also reduced debt by $314 million and repurchased $208 million of its own stock. Looking ahead, it plans additional investments in existing properties and evaluating new development opportunities to continue delivering strong returns.
MGM MIRAGE focused on solidifying its reputation for quality in 2003. It added new amenities and attractions across its properties, producing record revenues of $3.9 billion, up 3% from 2002, while net income was $244 million. MGM MIRAGE also looked to expand internationally, pursuing opportunities in the UK and Asia in anticipation of gaming reforms, and continued to enhance communities through employee programs and philanthropic efforts.
This document is Starwood Hotels & Resorts Worldwide's 2008 proxy statement and 2007 annual report. It contains the CEO's letter to shareholders, highlighting several accomplishments in 2007 including 10.3% worldwide RevPAR growth and opening 67 new hotels. The CEO outlines Starwood's strategy going forward, which focuses on five pillars: world-class brands, operational excellence, growth, smart growth, and expense control. Starwood aims to strengthen its brands, deliver excellent guest experiences, expand its global footprint especially in luxury and upper-upscale segments, invest wisely in growth, and reduce costs. The CEO expresses confidence in Starwood's pipeline of over 120,000 rooms to drive substantial growth in the coming years.
Coors had a record year in 2000, selling more beer than ever before and posting strong financial results. However, meeting the high demand was challenging and required hard work from employees. Looking ahead, Coors is well positioned for continued growth through focused brand building and strategic partnerships that increase capacity.
Coors had a record year in 2000, selling more beer than ever before and posting strong financial results. However, meeting the high demand was challenging and required hard work from employees. Looking ahead, Coors is well positioned for continued growth through focused brand building and strategic partnerships that increase capacity.
- Starwood Hotels & Resorts had an exceptional year in 2006, with worldwide system-wide RevPAR growth of 9.9% and other strong financial results.
- The CEO, Steven Heyer, resigned in March 2007 and Bruce Duncan was appointed interim CEO due to issues with Heyer's management style.
- Starwood is well positioned for future growth with a strong market position, exceptional partner relationships, and clear strategy for continuing to build shareholder value through growing fee revenues, strengthening its industry-leading pipeline and brand initiatives.
Lennar Corporation's 2000 annual report summarizes their strong financial and operational performance for the year. Key points include:
- Revenues grew 51% to $4.7 billion and net earnings grew 33% to $229 million, demonstrating strong growth.
- They completed a major acquisition of U.S. Home, diversifying their operations across the country.
- Returning value to shareholders through a 39% increase in shareholder's equity to $1.2 billion and a 33% growth in earnings per share.
- Lennar attributes their success to caring about their customers, associates, communities and managing for strong returns.
MGM MIRAGE reported on its vision and accomplishments in 2007. Key points include:
- The company expanded internationally with the openings of MGM Grand Detroit, MGM Grand Macau, and plans for projects in Abu Dhabi and China.
- Domestically, MGM MIRAGE announced plans for MGM Grand Atlantic City and formed a joint venture with Kerzner International to develop a new Las Vegas resort.
- Financially, the company strengthened its position by closing a joint venture with Dubai World and raising $1.2 billion through the sale of shares to a Dubai World subsidiary.
- Looking ahead, MGM MIRAGE's vision is to continue
MGM MIRAGE reported on its vision and accomplishments in 2007. Key points include:
- The company expanded internationally with the openings of MGM Grand Detroit, MGM Grand Macau, and plans for projects in Abu Dhabi and China.
- Domestically, MGM MIRAGE announced plans for MGM Grand Atlantic City and formed a joint venture with Kerzner International to develop a new Las Vegas resort.
- Financially, the company strengthened its position by closing a joint venture with Dubai World and raising $1.2 billion through the sale of shares to a Dubai World subsidiary.
- Looking ahead, MGM MIRAGE's vision is to continue
The document is Mattel's 2007 annual report. It discusses Mattel's commitment to addressing issues from 2007 product recalls and improving performance. While revenues grew 6% globally in 2007, costs increased from recalls and quality testing. The report expresses commitment to shareholders, employees, communities, and the toy industry. It aims to strengthen the business through strategic acquisitions, dividends, share repurchases, international growth, and leadership in quality standards.
Regulating Credit Default Swaps Preview For Presscatelong
Presentation of Mr. Gary Kopff for the PRMIA Conference on Reforming Markets for Credit Default Swaps & Collateralized Debt Obligations held in Washington, DC. June 10th, 2009.
The document describes HedgeCo's Diamond Level Membership marketing program which provides three key advantages for hedge funds: [1] Presenting at HedgeCo's quarterly investor summits which attract high-net-worth individuals and large institutions, [2] An electronic marketing campaign including fund interviews in HedgeCo's weekly newsletter and premium online profile placement, [3] An enhanced online profile on HedgeCo.net's fund database with custom content and extras like manager interviews and marketing materials. The Diamond Level Membership is designed to maximize a fund's exposure to investors.
This document provides supplemental data on net revenues and EBITDA by resort for MGM MIRAGE and its subsidiaries. It shows that for the second quarter of 2005, net revenues increased over 60% and EBITDA increased over 47% compared to the same period in 2004. The largest contributors to net revenues and EBITDA were the Bellagio, MGM Grand Las Vegas, and other Las Vegas Strip properties. EBITDA margins expanded as several new acquisitions were integrated into operations.
energy future holindings TCEH10QMar2008_Finalfinance29
Texas Competitive Electric Holdings Company LLC (TCEH) reported a net loss of $1.2 billion for the first quarter of 2008, compared to net income of $9 million for the first quarter of 2007. Key drivers of the loss included higher fuel and purchased power costs, as well as significantly higher interest expenses resulting from the debt incurred in the 2007 merger. TCEH also reported comprehensive losses of $1.61 billion for the first quarter of 2008 due to decreases in the fair value of cash flow hedges held.
This document provides quarterly financial data for MGM Resorts International's Las Vegas Strip properties for Q1 2008 compared to Q1 2007. It shows revenues, occupancy rates, average daily rates and revenue per available room for each property. Total revenue for the Strip properties was $1.55 billion in Q1 2008, down from $1.63 billion in Q1 2007. Property EBITDA for all Strip casinos was $479 million in Q1 2008, lower than $549 million in Q1 2007.
energy future holindings C5FAEDA1-AFD1-4F8B-8760-B53021EDDA04_Q408_Investor_C...finance29
The document provides an overview of EFH Corp.'s Q4 2008 investor call. It includes a safe harbor statement noting forward-looking statements are subject to risks and uncertainties. The agenda covers financial and operational overviews, a review of 2008, and Q&A. Charts show EFH Corp. and TCEH adjusted EBITDA was near plan and key drivers of changes in adjusted operating results from Q4 2007 to Q4 2008 and 2007 to 2008. Oncor, Luminant, and TXU Energy operational results for Q4 2008 and 2008 are also presented. The document discusses EFH Corp. liquidity and 2008 accomplishments and challenges.
This document provides an analysis of the company's financial results for 2000 compared to 1999 and 1999 compared to 1998. Some key points:
- Revenues increased substantially in both 2000 and 1999 due primarily to major acquisitions that added new properties.
- Operating expenses also increased significantly due to the added properties from acquisitions. Operating margins were generally consistent.
- Net income was impacted by one-time restructuring and impairment charges taken to reduce costs and improve efficiencies following the large acquisitions.
- Cash flow from operations increased substantially in 2000 to help fund the large acquisition completed that year through new debt issuances.
The document summarizes an 8-K filing by Texas Competitive Electric Holdings Co LLC regarding an expected change in ownership and corporate structure. TXU Corp. expects to complete a merger with Texas Energy Future Holdings on October 10, 2007. As part of the transaction, several debt financing facilities totaling over $30 billion will be obtained, including senior secured credit facilities for TCEH of $24.5 billion. The filing includes an organizational chart depicting the anticipated post-closing structure.
The document is the annual report from MGM Mirage for 2002. It summarizes the company's record financial performance in 2002 with record revenues and earnings. It highlights new projects, partnerships, and initiatives including expanding existing properties, developing new shows with Cirque du Soleil, and continuing efforts to promote diversity within the company's workforce. The company is positioned for continued strong performance with new attractions and a focus on attracting top talent.
This document is Starwood Hotels & Resorts' 2003 annual report. It discusses Starwood's financial performance in 2003, noting it was a recovery year for the hotel industry following challenges after 9/11. The report summarizes new hotel additions in 2003 and optimism for continued growth in 2004, with over 115 new projects in the development pipeline. It also highlights innovations in brands and products helping drive market share gains and new strategic investments strengthening Starwood's portfolio and global presence.
Last year was MGM MIRAGE's most financially successful year in history. Earnings and margins increased significantly due to strong performance across its resort portfolio. A major acquisition of Mirage Resorts was also successfully integrated. Looking ahead, while some are concerned about slowing growth without new construction, MGM MIRAGE is well positioned with high quality assets and properties that continue to outperform competitors. The merger of MGM Grand and Mirage Resorts created significant value and synergies for shareholders.
This document provides a financial overview and outlook for MGM MIRAGE. It summarizes the company's strong financial performance in 2001 despite economic challenges. Strategies implemented have increased revenues and earnings. The gaming industry has shown resilience during recessions due to the customer demographic. MGM MIRAGE is well positioned in Las Vegas and plans new developments in Atlantic City. The company will continue reducing debt and investing strategically to maximize shareholder value.
The document summarizes the company's financial performance and strategy in 2002. It discusses maximizing shareholder value through growing revenue, improving marketing, investing in new attractions, and focusing on expense control. Key accomplishments included record earnings of $1.83 per share and industry-leading operating margins. The company also reduced debt by $314 million and repurchased $208 million of its own stock. Looking ahead, it plans additional investments in existing properties and evaluating new development opportunities to continue delivering strong returns.
MGM MIRAGE focused on solidifying its reputation for quality in 2003. It added new amenities and attractions across its properties, producing record revenues of $3.9 billion, up 3% from 2002, while net income was $244 million. MGM MIRAGE also looked to expand internationally, pursuing opportunities in the UK and Asia in anticipation of gaming reforms, and continued to enhance communities through employee programs and philanthropic efforts.
This document is Starwood Hotels & Resorts Worldwide's 2008 proxy statement and 2007 annual report. It contains the CEO's letter to shareholders, highlighting several accomplishments in 2007 including 10.3% worldwide RevPAR growth and opening 67 new hotels. The CEO outlines Starwood's strategy going forward, which focuses on five pillars: world-class brands, operational excellence, growth, smart growth, and expense control. Starwood aims to strengthen its brands, deliver excellent guest experiences, expand its global footprint especially in luxury and upper-upscale segments, invest wisely in growth, and reduce costs. The CEO expresses confidence in Starwood's pipeline of over 120,000 rooms to drive substantial growth in the coming years.
Coors had a record year in 2000, selling more beer than ever before and posting strong financial results. However, meeting the high demand was challenging and required hard work from employees. Looking ahead, Coors is well positioned for continued growth through focused brand building and strategic partnerships that increase capacity.
Coors had a record year in 2000, selling more beer than ever before and posting strong financial results. However, meeting the high demand was challenging and required hard work from employees. Looking ahead, Coors is well positioned for continued growth through focused brand building and strategic partnerships that increase capacity.
- Starwood Hotels & Resorts had an exceptional year in 2006, with worldwide system-wide RevPAR growth of 9.9% and other strong financial results.
- The CEO, Steven Heyer, resigned in March 2007 and Bruce Duncan was appointed interim CEO due to issues with Heyer's management style.
- Starwood is well positioned for future growth with a strong market position, exceptional partner relationships, and clear strategy for continuing to build shareholder value through growing fee revenues, strengthening its industry-leading pipeline and brand initiatives.
Lennar Corporation's 2000 annual report summarizes their strong financial and operational performance for the year. Key points include:
- Revenues grew 51% to $4.7 billion and net earnings grew 33% to $229 million, demonstrating strong growth.
- They completed a major acquisition of U.S. Home, diversifying their operations across the country.
- Returning value to shareholders through a 39% increase in shareholder's equity to $1.2 billion and a 33% growth in earnings per share.
- Lennar attributes their success to caring about their customers, associates, communities and managing for strong returns.
MGM MIRAGE reported on its vision and accomplishments in 2007. Key points include:
- The company expanded internationally with the openings of MGM Grand Detroit, MGM Grand Macau, and plans for projects in Abu Dhabi and China.
- Domestically, MGM MIRAGE announced plans for MGM Grand Atlantic City and formed a joint venture with Kerzner International to develop a new Las Vegas resort.
- Financially, the company strengthened its position by closing a joint venture with Dubai World and raising $1.2 billion through the sale of shares to a Dubai World subsidiary.
- Looking ahead, MGM MIRAGE's vision is to continue
MGM MIRAGE reported on its vision and accomplishments in 2007. Key points include:
- The company expanded internationally with the openings of MGM Grand Detroit, MGM Grand Macau, and plans for projects in Abu Dhabi and China.
- Domestically, MGM MIRAGE announced plans for MGM Grand Atlantic City and formed a joint venture with Kerzner International to develop a new Las Vegas resort.
- Financially, the company strengthened its position by closing a joint venture with Dubai World and raising $1.2 billion through the sale of shares to a Dubai World subsidiary.
- Looking ahead, MGM MIRAGE's vision is to continue
The document is Mattel's 2007 annual report. It discusses Mattel's commitment to addressing issues from 2007 product recalls and improving performance. While revenues grew 6% globally in 2007, costs increased from recalls and quality testing. The report expresses commitment to shareholders, employees, communities, and the toy industry. It aims to strengthen the business through strategic acquisitions, dividends, share repurchases, international growth, and leadership in quality standards.
Regulating Credit Default Swaps Preview For Presscatelong
Presentation of Mr. Gary Kopff for the PRMIA Conference on Reforming Markets for Credit Default Swaps & Collateralized Debt Obligations held in Washington, DC. June 10th, 2009.
The document describes HedgeCo's Diamond Level Membership marketing program which provides three key advantages for hedge funds: [1] Presenting at HedgeCo's quarterly investor summits which attract high-net-worth individuals and large institutions, [2] An electronic marketing campaign including fund interviews in HedgeCo's weekly newsletter and premium online profile placement, [3] An enhanced online profile on HedgeCo.net's fund database with custom content and extras like manager interviews and marketing materials. The Diamond Level Membership is designed to maximize a fund's exposure to investors.
Valero Energy Corporation reported record financial results for 2003 compared to 2002. Operating revenues in 2003 were $37.9 billion compared to $29 billion in 2002. Net income in 2003 was $622 million compared to $92 million in 2002. Earnings per share in 2003 were $5.09 compared to $0.83 in 2002. The chairman attributed the record results to strong refining margins and discounts on sour crude oil, as well as contributions from acquisitions and expansion projects. The chairman expects even stronger performance in 2004 due to projections of higher refining margins, wider discounts on sour crude, and increased throughput from assets acquired in 2003.
YRC Worldwide Inc. reported record revenue and operating profit in 2006. The company achieved its fourth consecutive year of returns exceeding its weighted average cost of capital. In 2006, YRC formed new organizational structures including YRC National Transportation and the Enterprise Solutions Group to improve efficiency and enable faster growth. The company will continue pursuing its strategic goal of becoming a global leader in transportation and supply chain solutions.
YRC Worldwide Inc. reported record revenue and operating profit in 2006. The company achieved its fourth consecutive year of returns exceeding its weighted average cost of capital. In 2006, YRC formed new organizational structures including YRC National Transportation and the Enterprise Solutions Group to improve efficiency and enable faster growth. The company expects these changes to bring together capabilities and accelerate performance in 2007.
Ball Corporation is a leading provider of metal and plastic packaging for beverages and foods. In 2001, Ball reported a net loss of $1.85 per share due to business consolidation charges, but excluding these charges earnings were $1.78 per share. Ball took actions to improve its packaging operations in China and North America to better position them for the future. Ball also expects solid performance in 2002 and beyond as it builds on its strengths of quality, customer relationships, and creative employees.
This document provides an overview of Chesapeake Energy Corporation (CHK) from a March 2009 investor presentation. It summarizes that CHK is a leading producer of natural gas in the US, with production of over 2 billion cubic feet per day. It has top-quality assets in major shale plays like the Haynesville, Marcellus, Barnett, and Fayetteville, giving it low finding and development costs. Joint venture deals have also provided significant value for the company while improving its balance sheet. Looking ahead, CHK expects to continue increasing production and reserves at a low cost despite the economic downturn.
The document contains a single number - 5.5% - which appears to indicate a percentage or rate of some kind. No other context or details are provided that would help explain what the given percentage refers to.
The document contains a single number - 5.5% - which appears to indicate a percentage or rate of some kind. No other context or details are provided that would help explain the meaning or significance of this number.
This document provides an overview of Chesapeake Energy Corporation (CHK) from a March 2009 investor presentation. It summarizes that CHK is a leading producer of natural gas in the US, with production of over 2 billion cubic feet per day. It has top-quality assets in major shale plays like the Haynesville, Marcellus, Barnett, and Fayetteville shales. CHK has captured value through joint venture deals in these plays while maintaining high production growth rates and low finding costs. The document outlines CHK's competitive advantages that position it well during an economic downturn.
This document provides an overview of Chesapeake Energy Corporation (CHK) from a March 2009 investor presentation. It summarizes that CHK is a leading producer of natural gas in the US, with production of over 2 billion cubic feet per day. It has top-quality assets in major shale plays like the Haynesville, Marcellus, Barnett, and Fayetteville shales. CHK has captured value through joint venture deals in these plays while maintaining high production growth rates and low finding costs. The document outlines CHK's competitive advantages that position it well during an economic downturn.
The document contains a single number - 5.5% - which appears to indicate a percentage or rate of some kind. No other context or details are provided, so a concise 3 sentence summary cannot capture much meaningful information from this very brief document.
The document contains a single number - 5.5% - which appears to indicate a percentage or rate of some kind. No other context or details are provided that would help explain what the given percentage refers to.
This document provides an overview of Chesapeake Energy Corporation (CHK) from a March 2009 investor presentation. It summarizes that CHK is a leading producer of natural gas in the US, with production of over 2 billion cubic feet per day. It has top-quality assets in major shale plays like the Haynesville, Marcellus, Barnett, and Fayetteville, giving it low finding and development costs. Joint venture deals have also provided significant value for the company while improving its balance sheet. Looking ahead, CHK expects to continue increasing production and reserves at a low cost despite the economic downturn.
This document contains selected historical net revenue and EBITDA data by resort for MGM MIRAGE and its subsidiaries. It shows that for the quarter ending September 30, 2004, Mandalay Bay had the highest net revenue of $194,864,000 and EBITDA of $47,807,000. Overall for 2004, Mandalay Bay had the highest annual net revenue of $823,464,000 and EBITDA of $241,512,000 among all the listed resorts. The data is broken out by quarter and resort, with notes on what properties are included in certain categories.
This document provides pro forma net revenues and EBITDA by resort for MGM MIRAGE and subsidiaries for the second quarter and first half of 2005 and 2004. It shows that the Bellagio and MGM Grand Las Vegas resorts generated the highest net revenues and EBITDA amounts both quarterly and year-to-date. Additional data includes pro forma results for other Nevada properties, MGM Grand Detroit, and Mississippi properties including Beau Rivage and Gold Strike Tunica. Schedules also reconcile operating income to EBITDA for the periods presented.
This document provides supplemental financial data for MGM MIRAGE, including net revenues and property EBITDA by resort on the Las Vegas Strip for Q1 2007 and Q1 2006. It also includes hotel operating statistics like occupancy rates and average daily rates for their Strip properties. Revenues increased for most properties in 2007 compared to 2006. CityCenter had a loss of $14 million in property EBITDA in Q1 2007 due to ongoing preopening and start-up expenses.
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
BONKMILLON Unleashes Its Bonkers Potential on Solana.pdfcoingabbar
Introducing BONKMILLON - The Most Bonkers Meme Coin Yet
Let's be real for a second – the world of meme coins can feel like a bit of a circus at times. Every other day, there's a new token promising to take you "to the moon" or offering some groundbreaking utility that'll change the game forever. But how many of them actually deliver on that hype?
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
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The Rise of Generative AI in Finance: Reshaping the Industry with Synthetic DataChampak Jhagmag
In this presentation, we will explore the rise of generative AI in finance and its potential to reshape the industry. We will discuss how generative AI can be used to develop new products, combat fraud, and revolutionize risk management. Finally, we will address some of the ethical considerations and challenges associated with this powerful technology.
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
1. At the height of this competition billions of dollars were invested. Our
To Our company, as well as our competitors, created exciting new resorts and
opened new markets. As the stakes were raised and re-raised, our formula
continued to prove true, and we were able to create enduring investments
Shareholders for our shareholders by producing industry-leading results.
In my role as Chairman of your company, it is my responsibility in this
report to share with you the highlights of our business. This year, these
highlights pale in comparison to the display of united purpose by your
company’s employees to keep our business healthy and make our guests
We have always operated our company based upon a few simple beliefs: feel welcome.
create resorts of memorable character, treat our employees well and
provide superior service for our guests.
“We have always operated our company based upon a few simple beliefs.” > > >
> J. Terrence Lanni > Chairman and Chief Executive Officer
In turn, we have enjoyed customer loyalty unmatched in our industry, No one could have imagined what happened on September 11. At a
which has translated into enhanced profitability and confidence in the time of unprecedented slowdowns in business, your company rebounded
eyes of our shareholders and lending institutions. faster and stronger than virtually every other company in our industry.
This was a direct result of our ability to react in times of uncertainty.
These relationships – with guests, employees and Wall Street – allow
your company to seek out new opportunities, support them with an September 11 marked a moment in history when we learned anew of the
appropriate level of investment and strive to raise the bar and create importance of leadership and teamwork and the meaning of heroism.
new levels of service and excitement. We learned that heroism can come from the simple act of doing your job
well under extraordinary circumstances. We learned that leaders come from
These beliefs have proven true in a time of intense competition and every walk of life, ethnicity, gender and race. And we learned that teamwork
unprecedented growth. I’ve often heard the expression quot;tried and true,quot; is far more than a mechanism for getting a job done. It is an inspirational
but I’m not sure I came to a full appreciation of its significance until vehicle for carrying people through difficult and challenging times.
this year.
2. I believe that what turned out to be the most remarkable part of 2001 was not as > We reduced your company’s debt by $422 million, bringing the total debt
much the performance of your company, but the incredible strength and resolve reduction to $949 million since the creation of MGM MIRAGE;
of our employees in facing these unprecedented challenges. I have been in the
gaming and entertainment business for almost 25 years and I have never been Siegfried and Roy > The Mirage
more proud of my association with any company or group of people.
Pearl > MGM Grand
Coyote Ugly > New York-New York
Mystère > Treasure Island
NOBHILL > MGM Grand
Last year, your management committee had the unique privilege of witnessing
the men and women of MGM MIRAGE unite in the common objective of > Bellagio became the first Las Vegas casino-hotel and the largest hotel ever
maintaining the highest standards of professionalism and leading us through this awarded the prestigious AAA Five Diamond Award. This honor is bestowed on
most difficult period. only those hotels that exemplify unsurpassed excellence and superior customer
service. Bellagio is one of only 70 such hotels in North America to receive
It is a testament to their efforts that we can report the following commendable this honor;
results from 2001:
> Picasso at Bellagio and Renoir at The Mirage each received the AAA Five
> Revenues for your company grew in 2001 to $4.01 billion, up 29% from 2000 Diamond Award and the coveted Mobil Five-Star Award for 2002 making
and EBITDA increased 14% to $1.13 billion. These increases largely reflect them two of ten restaurants in the nation to have been so honored;
the first full year impact of the combination of MGM Grand, Inc. and Mirage
Resorts on May 31, 2000;
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3. > Our superstar entertainment and attractions continued to lead the way > New York–New York saw the opening of the nation’s seventh ESPN Zone, a
industry-wide in terms of attendance and revenues. During 2001, we signed sports dining and entertainment complex, and the premiere of the bar and
a historic, lifetime contract with quot;Magicians of the Centuryquot; Siegfried & Roy. dance saloon, Coyote Ugly, named after the popular movie;
We also expanded our support of Siegfried & Roy’s conservation and education > The Golden Nugget unveiled newly renovated guest rooms in this historic
efforts with the re-dedication of the Siegfried & Roy Secret Garden and hotel’s North Tower, redecorated its 29,000 square feet of meeting space and
Dolphin Habitat. opened a new Starbucks;
Danny Gans > The Mirage “ O” > Bellagio
La Femme > MGM Grand
Nectar > Bellagio
EFX Starring Rick Springfield > MGM Grand
> MGM MIRAGE was awarded an Internet Gaming license from the Isle of > Treasure Island opened Kahunaville, a new South Seas-themed restaurant
Man, a British protectorate. While we will move forward with great care, we and bar that features award-winning bartenders;
believe this new dimension of the development of the gaming industry holds > At the MGM Grand, we saw the debut of quot;La Femme,quot; an artistic triumph
great promise; that brings Paris’ treasured Crazy Horse production to America for the first
time for a permanent engagement. Two magnificent restaurants were developed
> Our properties introduced several new exciting features: -- NOBHILL, a collaboration with San Francisco’s acclaimed chef Michael
Mina -- and Pearl, a modern Chinese restaurant with Western flair designed
> The Mirage commenced a $32 million luxurious room redesign on 2,767 by the internationally-renowned Tony Chi;
guest rooms and debuted the 90,000-square-foot Mirage Events Center, > At Bellagio, we opened Nectar, a restaurant and bar along with Light, a
already a substantial success among convention and meeting planners; sophisticated and trendy new nightclub and lounge that attracts an
elegant and exciting late-night crowd;
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4. > Primm Valley Resorts at the California-Nevada state line opened the Primm > And, in Atlantic City, construction of the Borgata, our 50 percent joint venture
Center offering a one-stop, 24-hour-a-day reservation kiosk for travelers en with the Boyd Gaming Corporation, continues to be on budget and on time for
route to Las Vegas allowing them to book real-time accommodations, enter- its scheduled opening next year. We are confident that Borgata will bring new energy
tainment and restaurants at all Las Vegas-based MGM MIRAGE resorts. and excitement to Atlantic City setting the stage for a tourism renaissance.
> We made significant progress in the design and implementation of our Diversity While we look ahead in 2002, we’ve gained important insights from 2001.
Initiative. We have developed a top-to-bottom organizational structure to support
our diversity efforts. We have developed an extensive strategic plan with specific We’ve been reminded of the value of our business model based upon simple beliefs.
programs and objectives for each department within our company, and we have
Alexis Herman > Director
“ We are delighted to announce Alexis Herman, the former United States Secretary of Labor, to our Board of Directors. She brings
great strength, commitment and her proven experience to our company. Ms. Herman served as the 23rd United States Secretary of
Labor in the Clinton Administration beginning in 1997. Prior to that, she served for four years as Assistant to the President and
Director of the White House Public Liaison Office. Ms. Herman was also the Chief Executive Officer of the 1992 Democratic
National Convention Committee. We are honored to welcome Alexis Herman to the MGM MIRAGE Board of Directors.quot;
We’ve been amazed to see the impact of realizing that, in trying times like these,
ESPN Zone > New York-New York
our people and our operating principles have proven quot;tried and true.quot;
developed a reliable tracking system to provide meaningful data on these efforts.
Our resolve as a company has only strengthened and our focus sharpened by We believe that as a team we will lead the way into a new year of continued
all that we have learned during the past year; growth and prosperity for your company.
> We have expanded our Board of Directors to include former Secretary of Labor Sincerely,
Alexis Herman. Ms. Herman brings great strength, commitment and proven
experience to our company;
> We continued the development of our player affinity program, Players Club,
that provides a new level of customer service and benefits. Players Club
will debut in April 2002;
J. Terrence Lanni > Chairman and Chief Executive Officer > MGM MIRAGE > 3/11/2002
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