Terex Corporation is one of the largest manufacturers of construction equipment in the world. It has a diverse portfolio balanced across different construction product types and geographies. Terex Construction is focused on improving margins through initiatives like supply chain efficiency and pricing discipline. While North American and Western European markets have been soft, developing markets have shown excellent growth. Terex Construction is working to strengthen dealer capabilities and expand in high-growth emerging markets to position itself for leadership when market conditions improve.
This document provides an overview of Terex Corporation from a presentation given by Steve Filipov, President of Developing Markets & Strategic Accounts. The summary includes:
1) Terex is a diversified equipment manufacturer with businesses in aerial work platforms, cranes, material processing and mining, construction, and roadbuilding and utilities.
2) Terex is a leader in many of its product categories and one of the largest construction equipment manufacturers in the world based on sales.
3) Terex has a geographically and segmentally diversified portfolio, with approximately 75% of 2007 sales generated in markets where it has a significant presence.
Terex Corporation President Joseph Krider presented at a UBS Russia investor trip on November 20, 2008. The presentation discussed Terex's diversified portfolio of equipment businesses and leadership positions across categories. It highlighted the company's strategy and goals for growing in developing markets like Russia, where infrastructure investment remains a priority despite economic challenges. The presentation noted major infrastructure projects continuing in Russia and other developing regions that would support ongoing equipment demand.
This document summarizes a study analyzing the carbon footprints of nations using a multiregional input-output model. The study found that a nation's carbon footprint increases with wealth but at a decreasing rate. It also found that the most important consumption categories contributing to carbon footprints vary by a nation's level of wealth. The analysis provides insight into the global patterns of carbon footprints and the underlying factors driving them.
E-Updates_Apr12—Indian & Global Economic IndicatorsEcofin Surge
Monthly statistical e-bulletin comprising about 30 tables and some charts with the latest available economic/financial market indicators, both Indian and Global.
U.S. Postal Service Annual Sustainability Report 2011 -- "Sustainability. Pu...dcasey_usps_com
Postal Service Releases Fourth Annual Sustainability Report. Reduces GHG by Nearly 1 Million Metric Tons --- an amount equal to removing nearly 200,000 passenger vehicles from the road for a year.
Contact: darlene.casey@usps.gov, 202-268-3440
The USPS aims to become more sustainable and efficient by reducing its environmental impact. In 2011, the USPS reduced greenhouse gas emissions by 7.4% compared to 2008 levels, and reduced facility energy use by 25.6% compared to 2003 levels. However, the USPS did not meet its targets for reducing transportation fuel use or increasing the diversion of solid waste from landfills to recycling. The Postmaster General's message emphasizes that becoming leaner, greener, and more efficient benefits both the environment and the USPS's business operations.
Business Forum: Nuclear & Renewable Energy - Yamanisustg
1. Saudi Arabia established the King Abdullah City for Atomic and Renewable Energy (K.A.CARE) to contribute to sustainable development through utilizing science, research, and industries related to atomic and renewable energy.
2. K.A.CARE's vision is to make atomic and renewable energy an integral part of Saudi Arabia's sustainable energy mix by leveraging relevant technologies for social and economic development.
3. Saudi Arabia needs to add more than 80 GW of electricity generation capacity by 2032 to meet projected growth in demand. K.A.CARE proposes a gradual introduction of nuclear and renewable sources like solar, wind and geothermal to replace some fossil fuel based generation.
This document provides an overview of Terex Corporation from a presentation given by Steve Filipov, President of Developing Markets & Strategic Accounts. The summary includes:
1) Terex is a diversified equipment manufacturer with businesses in aerial work platforms, cranes, material processing and mining, construction, and roadbuilding and utilities.
2) Terex is a leader in many of its product categories and one of the largest construction equipment manufacturers in the world based on sales.
3) Terex has a geographically and segmentally diversified portfolio, with approximately 75% of 2007 sales generated in markets where it has a significant presence.
Terex Corporation President Joseph Krider presented at a UBS Russia investor trip on November 20, 2008. The presentation discussed Terex's diversified portfolio of equipment businesses and leadership positions across categories. It highlighted the company's strategy and goals for growing in developing markets like Russia, where infrastructure investment remains a priority despite economic challenges. The presentation noted major infrastructure projects continuing in Russia and other developing regions that would support ongoing equipment demand.
This document summarizes a study analyzing the carbon footprints of nations using a multiregional input-output model. The study found that a nation's carbon footprint increases with wealth but at a decreasing rate. It also found that the most important consumption categories contributing to carbon footprints vary by a nation's level of wealth. The analysis provides insight into the global patterns of carbon footprints and the underlying factors driving them.
E-Updates_Apr12—Indian & Global Economic IndicatorsEcofin Surge
Monthly statistical e-bulletin comprising about 30 tables and some charts with the latest available economic/financial market indicators, both Indian and Global.
U.S. Postal Service Annual Sustainability Report 2011 -- "Sustainability. Pu...dcasey_usps_com
Postal Service Releases Fourth Annual Sustainability Report. Reduces GHG by Nearly 1 Million Metric Tons --- an amount equal to removing nearly 200,000 passenger vehicles from the road for a year.
Contact: darlene.casey@usps.gov, 202-268-3440
The USPS aims to become more sustainable and efficient by reducing its environmental impact. In 2011, the USPS reduced greenhouse gas emissions by 7.4% compared to 2008 levels, and reduced facility energy use by 25.6% compared to 2003 levels. However, the USPS did not meet its targets for reducing transportation fuel use or increasing the diversion of solid waste from landfills to recycling. The Postmaster General's message emphasizes that becoming leaner, greener, and more efficient benefits both the environment and the USPS's business operations.
Business Forum: Nuclear & Renewable Energy - Yamanisustg
1. Saudi Arabia established the King Abdullah City for Atomic and Renewable Energy (K.A.CARE) to contribute to sustainable development through utilizing science, research, and industries related to atomic and renewable energy.
2. K.A.CARE's vision is to make atomic and renewable energy an integral part of Saudi Arabia's sustainable energy mix by leveraging relevant technologies for social and economic development.
3. Saudi Arabia needs to add more than 80 GW of electricity generation capacity by 2032 to meet projected growth in demand. K.A.CARE proposes a gradual introduction of nuclear and renewable sources like solar, wind and geothermal to replace some fossil fuel based generation.
Terex Corporation's 2006 annual report provides an overview of the company and its business segments in that year. The report discusses:
1) Terex achieved record net sales of over $7.6 billion in 2006, driven by strong global economic growth. The company also improved its balance sheet.
2) Terex has five business segments: Aerial Work Platforms, Construction, Cranes, Materials Processing & Mining, and Roadbuilding, Utility Products and Other.
3) The Chairman's message outlines accomplishments in 2006 including sales and profitability growth. It discusses goals to continue this growth and challenges to further improve operations, leadership, and financial performance.
Trevor Fetter, CEO of Tenet Healthcare, discussed the company's strong Q2 2008 results. Same-hospital admissions grew 2.2%, the best result in over 4 years. Excluding recently divested hospitals, core same-hospital admissions grew 2.2% and paying admissions grew 2.2%. Commercial managed care admissions declined 1.7% but grew 1.9% in targeted service lines. Fetter also outlined several hospital divestitures and asset sales that would generate $750-950 million in cash, most of which would be used to retire debt. This would reduce EBITDA but increase pre-tax income and free cash flow.
Stephen Newman, also of Tenet Healthcare, provided
- The document is Pulte Homes' 2002 annual report which summarizes the company's financial and operational performance for 2002 compared to previous years.
- Key metrics like total revenue, earnings per share, and book value per share all increased from 1998-2002.
- In 2002, Pulte Homes constructed approximately 330,000 homes total throughout its history and operated in 44 US markets.
- The company has grown substantially in recent years and aims to continue expanding its market share across customer segments.
Terex provides a presentation containing forward-looking statements about its business and financial performance. It warns that actual results could differ materially from expectations due to risks including economic conditions, competition, regulations, and access to capital. The presentation discusses Terex's diversified portfolio of equipment businesses, positioning in growing markets, leadership position in its industries, and financial performance including return on invested capital. Terex aims to leverage its scale and initiatives to enhance long-term results.
This document is a presentation by Sallie Mae to investors at the Lehman Brothers Global Financial Services Conference on September 10, 2008. The summary provides an overview of Sallie Mae's business, recent funding achievements, asset quality, growth strategy, and earnings outlook. Sallie Mae is the number one originator, servicer, and collector of student loans, with over 10 million student and parent customers. It has demonstrated access to funding markets in 2008 and reduced reliance on short-term funding. Both its federal and private student loan portfolios have strong asset quality and performance. The company plans to continue growing responsibly through various federal and private lending programs.
pulte homes 91DC7C77-0015-45F1-A981-8387FF35D0E1_phm_InvestorPresentation200812finance42
The document provides an investor presentation by Pulte Homes covering the current state of the homebuilding industry and Pulte's strategies. It notes that industry downturn persists with high inventory and low buyer demand. Pulte is focusing on short-term tactics like reducing land and home inventory, lowering costs, and generating cash flow. Its long-term strategies center around financial discipline, product segmentation including active adult communities, and maintaining quality and customer satisfaction. While the current environment remains challenging, Pulte believes long-term drivers like US population and immigration growth remain positive.
The document provides an overview of Terex Corporation and its business. It discusses Terex's vision, mission, and growth strategy. Key points include:
- Terex is the 3rd largest manufacturer of construction equipment globally based on sales.
- Sales have grown at a compounded annual rate of 27% over the past 12 years to over $10 billion currently.
- Terex has a geographically diverse customer base with 70% of sales outside the US.
- Terex aims to be the most customer responsive, profitable, and best place to work in the industry.
This document provides an overview and summary of Sallie Mae's business and operations, including:
- Sallie Mae is a top originator, servicer, and collector of student loans with over 10 million customers and $169 billion in managed loans.
- It discusses strong industry trends in higher education enrollment and costs that are driving increased demand for education financing.
- Recent legislative actions and the company's various sources of funding for its student loan origination and securitization activities are also summarized.
- Key performance metrics are presented showing the historically strong credit quality of Sallie Mae's portfolio as well as the effective use of forbearance as a debt management tool for borrowers.
Trevor Fetter provides an overview of Tenet Healthcare Corporation's strong fourth quarter 2008 operating results despite challenges in the broader economic environment. He highlights progress made in physician recruitment, outpatient business stabilization, targeted growth initiatives, and quality achievements. Fetter also discusses steps taken to strengthen the balance sheet through a debt refinancing and expectations for a challenging 2009 with revenue uncertainties but a guidance range of $735-800 million in adjusted EBITDA. Stephen Newman then reviews volume performance and growth strategies by service line.
This document is Tenet Healthcare Corporation's Form 10-Q quarterly report filed with the SEC for the quarter ended September 30, 2008. It includes condensed consolidated financial statements and notes. The financial statements show that for the quarter, Tenet reported net operating revenues of $2.2 billion, net income of $104 million, and income from continuing operations before taxes of $110 million. As of September 30, 2008, Tenet had total assets of $8.3 billion and total liabilities of $8.2 billion.
- Tenet Healthcare reported positive results for Q4'07, with 0.1% admissions growth compared to Q4'06. Volumes in Florida stabilized with a 0.3% decline.
- Commercial managed care revenue grew 8.9% despite a 1.8% decline in admissions, due to increases in net revenue per admission.
- Adjusted EBITDA was $168 million in Q4'07, benefiting from $12 million in lower year-end compensation accruals and a $19 million favorable bad debt adjustment.
- Momentum is building in volumes, pricing from new contracts, and physician staff expansion through recruitment.
Tenet Healthcare Corporation reported financial results for the second quarter of 2007. They reported a loss from continuing operations of $29 million compared to a loss of $447 million in the second quarter of 2006. Revenues increased 1.5% to $2.228 billion. Admissions declined 2.2% to 139,832 due primarily to declines in Florida and at two hospitals whose leases are expiring. Uninsured admissions increased 7.3% while charity care admissions declined 10.1%. Net patient revenue per admission and per day increased by 3.0% and 3.2% respectively due to pricing increases offsetting volume declines.
This document provides supplemental financial information for SLM Corporation for Q3 2006. It includes their statement of income for Q3 2006, Q2 2006, Q3 2005, and the first nine months of 2006 and 2005. It shows interest income increased from $1.2 billion to $1.7 billion from Q3 2005 to Q3 2006. Net income was $263 million for Q3 2006. The document also provides adjustments to net income figures to exclude special one-time items.
The document provides an overview of Sallie Mae's business fundamentals and financial outlook. It discusses that Sallie Mae has:
1) Strong fundamentals in student lending, competitive scale, and assured FFELP profits through 2010.
2) Adequate liquidity to meet debt obligations and unlimited funding for new FFELP loans through 2009/2010.
3) Expanding deposit funding and $20 billion in expected FFELP originations for 2008/2009.
4) Private loan originations increased despite economic challenges, with improving credit quality in recent vintages.
The document provides an overview of Terex's 2008 European Non-deal Road Show. It includes:
1) Introductions of the Terex NDRS team members including Ron DeFeo, Tom Riordan, and Phil Widman.
2) Forward-looking statements about Terex's business outlook and non-GAAP financial measures.
3) A discussion of Terex's strategy to continue building a better company positioned for attractive growth opportunities by leveraging its diverse portfolio and executing on its initiatives.
Tenet reported third quarter net income of $104 million, including gains of $140 million from investment sales. Same-hospital adjusted EBITDA declined 2.4% to $160 million due to higher bad debt and an unfavorable revenue mix. Tenet achieved its fourth consecutive quarter of admissions growth at 1.7% and first quarter of outpatient visit growth in five years at 1.1%, but commercial admissions declined 3.4% and the outlook for the year was revised to a net income range of breakeven to $75 million.
Tenet Healthcare Corporation reported financial results for the second quarter of 2006 with a net loss of $398 million compared to a net loss of $33 million in the second quarter of 2005. Revenues increased 2.5% to $2.195 billion due to a 6.8% increase in net patient revenue per day. However, admissions and outpatient visits declined slightly. The company exceeded expectations for the quarter due to strong pricing increases and cost controls, but continues to face challenges from declining volumes and increasing uncompensated care costs.
Terex Materials Processing & Mining is a $2.6 billion provider of surface mining and aggregate equipment solutions worldwide. It has a profitable and growing business with strong margins. The mining equipment industry is large at $20 billion annually and focused on surface mining processes. Terex is well positioned in this industry with its mining trucks and hydraulic excavators, which are focused on the largest metal and coal mining customers. Terex sees opportunities to continue growing its business through expansion in key regions and markets.
Terex Materials Processing & Mining is a $2.6 billion provider of surface mining and aggregate equipment solutions worldwide. It has a profitable and growing business with strong margins. The mining equipment industry is large at $20 billion annually and focused on surface mining processes. Terex is well-positioned in this industry with leading products like mining trucks and hydraulic excavators that are used across major mining end markets globally.
Terex Corporation is a diversified manufacturer of equipment. It has leadership positions in aerial work platforms, cranes, material processing and mining equipment, roadbuilding and utilities equipment, and construction equipment. Approximately 75% of its 2007 sales came from markets where it has a significant presence. Terex aims to benefit from long-term trends in its industries and leverage its portfolio of product leaders.
Terex Corporation President Joseph Krider presented at a UBS Russia investor trip on November 20, 2008. The presentation discussed Terex's diversified portfolio of equipment businesses and leadership positions across categories. It highlighted the company's strategy and goals for growing in developing markets like Russia, where infrastructure investment remains a priority despite economic challenges. The presentation noted several major infrastructure projects moving forward in Russia, China, and Panama that would drive continued demand for Terex equipment.
Terex Corporation's 2006 annual report provides an overview of the company and its business segments in that year. The report discusses:
1) Terex achieved record net sales of over $7.6 billion in 2006, driven by strong global economic growth. The company also improved its balance sheet.
2) Terex has five business segments: Aerial Work Platforms, Construction, Cranes, Materials Processing & Mining, and Roadbuilding, Utility Products and Other.
3) The Chairman's message outlines accomplishments in 2006 including sales and profitability growth. It discusses goals to continue this growth and challenges to further improve operations, leadership, and financial performance.
Trevor Fetter, CEO of Tenet Healthcare, discussed the company's strong Q2 2008 results. Same-hospital admissions grew 2.2%, the best result in over 4 years. Excluding recently divested hospitals, core same-hospital admissions grew 2.2% and paying admissions grew 2.2%. Commercial managed care admissions declined 1.7% but grew 1.9% in targeted service lines. Fetter also outlined several hospital divestitures and asset sales that would generate $750-950 million in cash, most of which would be used to retire debt. This would reduce EBITDA but increase pre-tax income and free cash flow.
Stephen Newman, also of Tenet Healthcare, provided
- The document is Pulte Homes' 2002 annual report which summarizes the company's financial and operational performance for 2002 compared to previous years.
- Key metrics like total revenue, earnings per share, and book value per share all increased from 1998-2002.
- In 2002, Pulte Homes constructed approximately 330,000 homes total throughout its history and operated in 44 US markets.
- The company has grown substantially in recent years and aims to continue expanding its market share across customer segments.
Terex provides a presentation containing forward-looking statements about its business and financial performance. It warns that actual results could differ materially from expectations due to risks including economic conditions, competition, regulations, and access to capital. The presentation discusses Terex's diversified portfolio of equipment businesses, positioning in growing markets, leadership position in its industries, and financial performance including return on invested capital. Terex aims to leverage its scale and initiatives to enhance long-term results.
This document is a presentation by Sallie Mae to investors at the Lehman Brothers Global Financial Services Conference on September 10, 2008. The summary provides an overview of Sallie Mae's business, recent funding achievements, asset quality, growth strategy, and earnings outlook. Sallie Mae is the number one originator, servicer, and collector of student loans, with over 10 million student and parent customers. It has demonstrated access to funding markets in 2008 and reduced reliance on short-term funding. Both its federal and private student loan portfolios have strong asset quality and performance. The company plans to continue growing responsibly through various federal and private lending programs.
pulte homes 91DC7C77-0015-45F1-A981-8387FF35D0E1_phm_InvestorPresentation200812finance42
The document provides an investor presentation by Pulte Homes covering the current state of the homebuilding industry and Pulte's strategies. It notes that industry downturn persists with high inventory and low buyer demand. Pulte is focusing on short-term tactics like reducing land and home inventory, lowering costs, and generating cash flow. Its long-term strategies center around financial discipline, product segmentation including active adult communities, and maintaining quality and customer satisfaction. While the current environment remains challenging, Pulte believes long-term drivers like US population and immigration growth remain positive.
The document provides an overview of Terex Corporation and its business. It discusses Terex's vision, mission, and growth strategy. Key points include:
- Terex is the 3rd largest manufacturer of construction equipment globally based on sales.
- Sales have grown at a compounded annual rate of 27% over the past 12 years to over $10 billion currently.
- Terex has a geographically diverse customer base with 70% of sales outside the US.
- Terex aims to be the most customer responsive, profitable, and best place to work in the industry.
This document provides an overview and summary of Sallie Mae's business and operations, including:
- Sallie Mae is a top originator, servicer, and collector of student loans with over 10 million customers and $169 billion in managed loans.
- It discusses strong industry trends in higher education enrollment and costs that are driving increased demand for education financing.
- Recent legislative actions and the company's various sources of funding for its student loan origination and securitization activities are also summarized.
- Key performance metrics are presented showing the historically strong credit quality of Sallie Mae's portfolio as well as the effective use of forbearance as a debt management tool for borrowers.
Trevor Fetter provides an overview of Tenet Healthcare Corporation's strong fourth quarter 2008 operating results despite challenges in the broader economic environment. He highlights progress made in physician recruitment, outpatient business stabilization, targeted growth initiatives, and quality achievements. Fetter also discusses steps taken to strengthen the balance sheet through a debt refinancing and expectations for a challenging 2009 with revenue uncertainties but a guidance range of $735-800 million in adjusted EBITDA. Stephen Newman then reviews volume performance and growth strategies by service line.
This document is Tenet Healthcare Corporation's Form 10-Q quarterly report filed with the SEC for the quarter ended September 30, 2008. It includes condensed consolidated financial statements and notes. The financial statements show that for the quarter, Tenet reported net operating revenues of $2.2 billion, net income of $104 million, and income from continuing operations before taxes of $110 million. As of September 30, 2008, Tenet had total assets of $8.3 billion and total liabilities of $8.2 billion.
- Tenet Healthcare reported positive results for Q4'07, with 0.1% admissions growth compared to Q4'06. Volumes in Florida stabilized with a 0.3% decline.
- Commercial managed care revenue grew 8.9% despite a 1.8% decline in admissions, due to increases in net revenue per admission.
- Adjusted EBITDA was $168 million in Q4'07, benefiting from $12 million in lower year-end compensation accruals and a $19 million favorable bad debt adjustment.
- Momentum is building in volumes, pricing from new contracts, and physician staff expansion through recruitment.
Tenet Healthcare Corporation reported financial results for the second quarter of 2007. They reported a loss from continuing operations of $29 million compared to a loss of $447 million in the second quarter of 2006. Revenues increased 1.5% to $2.228 billion. Admissions declined 2.2% to 139,832 due primarily to declines in Florida and at two hospitals whose leases are expiring. Uninsured admissions increased 7.3% while charity care admissions declined 10.1%. Net patient revenue per admission and per day increased by 3.0% and 3.2% respectively due to pricing increases offsetting volume declines.
This document provides supplemental financial information for SLM Corporation for Q3 2006. It includes their statement of income for Q3 2006, Q2 2006, Q3 2005, and the first nine months of 2006 and 2005. It shows interest income increased from $1.2 billion to $1.7 billion from Q3 2005 to Q3 2006. Net income was $263 million for Q3 2006. The document also provides adjustments to net income figures to exclude special one-time items.
The document provides an overview of Sallie Mae's business fundamentals and financial outlook. It discusses that Sallie Mae has:
1) Strong fundamentals in student lending, competitive scale, and assured FFELP profits through 2010.
2) Adequate liquidity to meet debt obligations and unlimited funding for new FFELP loans through 2009/2010.
3) Expanding deposit funding and $20 billion in expected FFELP originations for 2008/2009.
4) Private loan originations increased despite economic challenges, with improving credit quality in recent vintages.
The document provides an overview of Terex's 2008 European Non-deal Road Show. It includes:
1) Introductions of the Terex NDRS team members including Ron DeFeo, Tom Riordan, and Phil Widman.
2) Forward-looking statements about Terex's business outlook and non-GAAP financial measures.
3) A discussion of Terex's strategy to continue building a better company positioned for attractive growth opportunities by leveraging its diverse portfolio and executing on its initiatives.
Tenet reported third quarter net income of $104 million, including gains of $140 million from investment sales. Same-hospital adjusted EBITDA declined 2.4% to $160 million due to higher bad debt and an unfavorable revenue mix. Tenet achieved its fourth consecutive quarter of admissions growth at 1.7% and first quarter of outpatient visit growth in five years at 1.1%, but commercial admissions declined 3.4% and the outlook for the year was revised to a net income range of breakeven to $75 million.
Tenet Healthcare Corporation reported financial results for the second quarter of 2006 with a net loss of $398 million compared to a net loss of $33 million in the second quarter of 2005. Revenues increased 2.5% to $2.195 billion due to a 6.8% increase in net patient revenue per day. However, admissions and outpatient visits declined slightly. The company exceeded expectations for the quarter due to strong pricing increases and cost controls, but continues to face challenges from declining volumes and increasing uncompensated care costs.
Terex Materials Processing & Mining is a $2.6 billion provider of surface mining and aggregate equipment solutions worldwide. It has a profitable and growing business with strong margins. The mining equipment industry is large at $20 billion annually and focused on surface mining processes. Terex is well positioned in this industry with its mining trucks and hydraulic excavators, which are focused on the largest metal and coal mining customers. Terex sees opportunities to continue growing its business through expansion in key regions and markets.
Terex Materials Processing & Mining is a $2.6 billion provider of surface mining and aggregate equipment solutions worldwide. It has a profitable and growing business with strong margins. The mining equipment industry is large at $20 billion annually and focused on surface mining processes. Terex is well-positioned in this industry with leading products like mining trucks and hydraulic excavators that are used across major mining end markets globally.
Terex Corporation is a diversified manufacturer of equipment. It has leadership positions in aerial work platforms, cranes, material processing and mining equipment, roadbuilding and utilities equipment, and construction equipment. Approximately 75% of its 2007 sales came from markets where it has a significant presence. Terex aims to benefit from long-term trends in its industries and leverage its portfolio of product leaders.
Terex Corporation President Joseph Krider presented at a UBS Russia investor trip on November 20, 2008. The presentation discussed Terex's diversified portfolio of equipment businesses and leadership positions across categories. It highlighted the company's strategy and goals for growing in developing markets like Russia, where infrastructure investment remains a priority despite economic challenges. The presentation noted several major infrastructure projects moving forward in Russia, China, and Panama that would drive continued demand for Terex equipment.
This document contains the presentation from Tim Ford, President of Terex Aerial Work Platforms, at the JPMorgan Basics & Industrials Conference on June 4, 2008. Ford discusses the strong sales growth and global expansion of Terex AWP over the past decade. He outlines the secular growth drivers of the aerial work platform industry and Terex AWP's strategy to further strengthen and globalize its business, maximize revenue and profit from its large installed base, and extend its product offerings beyond aerials. Ford also highlights opportunities to apply lean principles more broadly across the value chain through partnerships with customers and suppliers.
This document contains the presentation from Tim Ford, President of Terex Aerial Work Platforms, at the JPMorgan Basics & Industrials Conference on June 4, 2008. Ford discusses the strong sales growth and global expansion of Terex AWP over the past decade. He outlines the secular growth drivers for the aerial work platform industry and Terex AWP's strategies to further strengthen and globalize its business, maximize revenue and profit from its large installed base, and extend its product offerings beyond aerials. Ford also highlights opportunities to apply lean principles more broadly across the value chain and customer relationships.
1) The annual shareholder meeting presentation discusses Terex Corporation's financial goals for 2010, including achieving $12 billion in sales with a 12% operating margin and 15% working capital to sales ratio.
2) It provides an overview of Terex's business segments and their market positions, with approximately 75% of sales generated in markets where Terex has a leading position.
3) The presentation highlights Terex's sales and backlog figures by business segment for the last twelve months through March 2008, with aerial work platforms sales up 9% and cranes sales up 26% compared to the prior year.
The document provides an overview of Terex Corporation and its business. It discusses Terex's vision, mission, and goals to delight customers. It notes that Terex has a strong and diversified global sales base, with profitability growing faster than net sales. Terex is the 3rd largest manufacturer of construction equipment in the world, with approximately 75% of sales generated in markets where Terex has a major presence or is a significant competitor.
This document provides an overview of Terex Corporation and its business segments. It discusses how Terex is positioned for long-term trends in global construction and energy demand. It also notes that while the current economic environment presents near-term challenges, Terex has leading market positions and is taking actions to manage through the downturn such as reducing production and costs. Key long-term drivers for Terex's business are expected to be growth in developing markets and infrastructure and energy projects.
This document provides an overview of Terex Corporation and its business segments. It discusses how Terex is a diversified equipment company with balanced business and geographic segments. It notes that while the near-term outlook is challenging due to the economic slowdown, Terex is well-positioned for long-term infrastructure and energy trends. The summary outlines responses Terex is taking to address the current market conditions, such as production reductions and focus on operational improvements.
The document provides an overview of Terex Corporation for investors attending a credit suisse conference. It summarizes Terex's strategic goals to achieve $12 billion in sales and 12% operating margin by 2010. It describes Terex's diversified business segments and their growth opportunities. Finally, it shows that Terex has among the highest returns on invested capital in the machinery industry.
The document discusses Terex Corporation, a manufacturer of construction equipment. It notes that Terex has experienced strong growth in sales and profitability in recent years. Terex has a diverse global sales base, with 70% of sales coming from outside the US. The document also outlines Terex's vision and mission statements, and positions Terex as the 3rd largest manufacturer of construction equipment in the world based on sales.
The document provides an overview of Terex Corporation for a May 2008 investor conference. It discusses Terex's purpose, mission, and vision. It summarizes Terex's sales, operating profit, and geographic diversity for 2007. It also outlines goals to achieve $12 billion in sales and 12% operating margin by 2010. Finally, it discusses opportunities to improve margins through pricing actions, supply management, productivity initiatives, and The Terex Way values.
The document provides an overview of Terex Corporation for a Merrill Lynch conference. It discusses Terex's purpose, mission, and vision. It also summarizes Terex's diversified business segments and product lines, with aerial work platforms, construction equipment, cranes, material processing and mining equipment being the largest segments. The document outlines Terex's goals for 2010 of achieving $12 billion in sales and 12% operating margins.
1) Terex is the 3rd largest manufacturer of construction equipment in the world, with sales of $10.1 billion over the last 12 months.
2) Terex aims to achieve $12 billion in sales and 12% operating margin by 2010, describing this goal as "12 by 12 in '10".
3) Terex has opportunities to improve margins through better pricing, supply chain management, and productivity initiatives. Reducing working capital, especially inventory, could free up hundreds of millions of dollars.
1) Terex is the 3rd largest manufacturer of construction equipment in the world, with sales of $10.1 billion over the last 12 months.
2) Terex aims to achieve $12 billion in sales and 12% operating margin by 2010, describing this goal as "12 by 12 in '10".
3) Terex has opportunities to improve margins through better pricing, supply chain management, and productivity initiatives. Reducing working capital, especially inventory, could free up hundreds of millions of dollars.
The document provides an overview of Terex Corporation from its Basics Industrials Conference presentation on May 8, 2008. It discusses Terex's purpose, mission, and vision. It highlights Terex's strong and diversified revenue base, with income from operations increasing 36% in 2007 and 28% in Q1 2008. It outlines Terex's goals for 2010 of $12 billion in sales and 12% operating margin. The document also provides an overview of each of Terex's business segments.
The document provides an overview of Terex Corporation and its business segments for an investor conference. It summarizes that Terex has a diversified portfolio across industries and geographies that provides balance through economic cycles. It also outlines opportunities to improve margins through pricing actions, supply management initiatives, and productivity improvements. The goal is to achieve $12 billion in sales and a 12% operating margin by 2010.
This document provides an overview of an investment analyst meeting held by Terex Corporation. The agenda outlines presentations on Terex's strategic overview, financial update, business operations, developing markets, and individual business segments. Terex positions itself as a diversified equipment manufacturer with businesses in aerial work platforms, construction, cranes, materials processing and mining, and other areas. It aims to benefit from long-term infrastructure growth trends and have a leading market presence in its categories. The meeting will provide analysts with details on Terex's businesses, markets, and financial and operating goals.
This document provides an overview of an investment analyst meeting held by Terex Corporation. The agenda outlines presentations on Terex's strategic overview, financial update, business operations, developing markets, and individual business segments. The document discusses Terex's diversified portfolio across industries and geographies, positioning in long-term trends such as global construction and mining, and leadership in its product categories. Senior management is introduced who will provide details on each business segment and on leveraging the company as a whole. Goals for 2010 include improving financial and operational metrics.
SAIC's employees are dedicated to delivering innovative solutions to support clients worldwide, particularly those on the front lines of homeland security and the war in Iraq. The document discusses several ways SAIC supports homeland security, including through emergency preparedness and response training, securing borders and transportation, and responding to nuclear, biological, and chemical threats. SAIC has extensive experience supporting government agencies and was chosen to integrate the new Department of Homeland Security's data network.
This document provides a 3-page annual report for SAIC, a technology and engineering company, for their 35th anniversary in 2004. It summarizes SAIC's history and accomplishments over 35 years, including helping analyze nuclear weapons, undertaking projects in nuclear energy and healthcare, and solving difficult problems for customers in many fields. It discusses SAIC's continued commitment to employee ownership and customer focus. The message to stockholders outlines SAIC's strategies under new CEO Ken Dahlberg to better serve customers, recommit to traditional values, and drive continued growth, including reorganizing into fewer customer-focused units and setting a goal to double the company's value in 5 years.
SAIC delivered strong financial and technical performance in fiscal year 2005. Revenues increased 23% to $7.2 billion and operating income rose 24%. SAIC won many new contracts and saw record contract awards and backlog. Going forward, SAIC aims to capture larger systems integration contracts while maintaining an entrepreneurial culture and pursuing new opportunities in areas like digital oilfield technology. SAIC also seeks to strengthen workforce diversity and development.
The document is SAIC's annual report for fiscal year 2006. It summarizes SAIC's financial performance for the year, highlighting increased revenues of $7.8 billion, net income of $927 million, and diluted earnings per share of $5.15. It also outlines SAIC's strategic business areas of homeland security, intelligence solutions, defense transformation, logistics and transportation, systems engineering and integration, and research and development. The report discusses SAIC's response to hurricanes Katrina and Rita and its commitment to customers, employees, and shareholders.
SAIC provides technical solutions and operational support to government agencies and commercial customers in key areas such as homeland security, intelligence, defense, logistics, and IT. In fiscal year 2007, SAIC achieved revenue growth of 7% and operating income growth of 19% while making strategic acquisitions to expand capabilities. SAIC is committed to executing strategies to accelerate organic growth, expand operating margins, and make additional strategic acquisitions.
1) SAIC achieved strong financial results in FY2008, with revenues of $8.94 billion, up 11% from FY2007, and operating income of $666 million, up 16% from the previous year.
2) SAIC completed strategic acquisitions to expand in energy, infrastructure, and environment areas and appointed a new COO, Larry Prior, to lead organizational transition efforts.
3) Project Alignment is a major multi-year initiative to improve performance by integrating HR, finance, IT and other functions into a shared services model across the company.
Terex Corporation provides forward-looking statements and non-GAAP measures in their presentation. Their purpose is to improve people's lives around the world through their construction equipment. Their mission is to delight customers with high-quality products and services that exceed expectations. Their vision is to be the most customer-responsive, profitable, and desirable place for employees to work in the industry. Terex has a strong and diversified revenue base globally, with income and sales growing significantly in recent years. They are the 3rd largest construction equipment manufacturer in the world, with over 75% of sales where they have a strong market presence.
The annual shareholder meeting presentation covered the following key points in 3 sentences:
Terex aims to achieve $12 billion in sales and 12% operating margin by 2010 through executing on supply chain management, pricing discipline, and lean initiatives to improve margins. The company has a diverse portfolio of products and geographic presence to balance performance across economic cycles. Opportunities for margin improvement include coordinating supply efforts, optimizing manufacturing footprint, and pricing actions to offset rising costs.
Terex Corporation provides forward-looking statements and non-GAAP measures in their presentation. Their purpose is to improve people's lives around the world through their construction equipment. Their mission is to delight customers with high-quality products and services that exceed expectations. Their vision is to be the most customer-responsive, profitable, and desirable place for employees to work in the industry. Terex has a strong and diversified revenue base globally, with income and sales growing substantially in recent years. They are the third largest construction equipment manufacturer in the world, with over 75% of sales where they have a strong market presence.
Terex is a leading manufacturer of construction and mining equipment with strong market positions. It aims to grow sales to $12 billion by 2010 through executing on initiatives to improve supply chain management, pricing discipline, and productivity. Terex has a diversified business across products and geographies to balance performance through different economic cycles.
Terex is a leading manufacturer of construction and mining equipment with sales of $9.1 billion in 2007. It aims to grow sales to $12 billion by 2010 through organic growth and acquisitions while improving operating margins to 12% and reducing working capital to sales ratio to 15%. Terex has a diversified business across products and geographies that provides balance throughout the economic cycle.
Terex is the 3rd largest manufacturer of construction equipment in the world based on last twelve months of available Construction Equipment Sales. Terex has a strong and diversified revenue base with almost 70% of 2007 sales generated outside of the USA. Approximately 75% of 2007 sales were generated in markets where Terex has a larger market presence than competitors and/or a significant market share.
Sales and backlog for Terex's business segments through March 31, 2008:
- Aerial Work Platform sales increased 9% with backlog up 4% from the previous period.
- Crane segment sales rose 26% and backlog grew 70% over the same period.
- Material Processing & Mining sales were flat while backlog declined slightly.
Overall, Terex is experiencing growth across most segments though some backlogs decreased slightly from the prior period.
Terex will acquire Fantuzzi Industries, a global leader in port equipment, for €215 million. Fantuzzi has 2007 revenues of €447 million and provides a range of port equipment including straddle carriers, rail/rubber tired gantry cranes, reach stackers, and mobile harbor cranes. The acquisition will expand Terex's crane portfolio, provide exposure to new attractive end markets in infrastructure, and is expected to be accretive to EPS by the end of 2009. Fantuzzi has factories and sales offices globally and market leading positions in straddle carriers and reach stackers.
Terex will acquire Fantuzzi Industries, a global leader in port equipment, for €215 million. Fantuzzi has 2007 revenues of €447 million and facilities in Italy, Germany, and China. The acquisition provides growth in the infrastructure sector, diversifies Terex's crane portfolio, and leverages Fantuzzi's market leading positions in straddle carriers and reach stackers. Terex expects the deal to be accretive to EPS by the end of 2009 through sourcing and manufacturing synergies.
13 Jun 24 ILC Retirement Income Summit - slides.pptxILC- UK
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Jo Blanden, Professor in Economics, University of Surrey
Clive Bolton, CEO, Life Insurance M&G Plc
Jim Boyd, CEO, Equity Release Council
Molly Broome, Economist, Resolution Foundation
Nida Broughton, Co-Director of Economic Policy, Behavioural Insights Team
Jonathan Cribb, Associate Director and Head of Retirement, Savings, and Ageing, Institute for Fiscal Studies
Joanna Elson CBE, Chief Executive Officer, Independent Age
Tom Evans, Managing Director of Retirement, Canada Life
Steve Groves, Chair, Key Retirement Group
Tish Hanifan, Founder and Joint Chair of the Society of Later life Advisers
Sue Lewis, ILC Trustee
Siobhan Lough, Senior Consultant, Hymans Robertson
Mick McAteer, Co-Director, The Financial Inclusion Centre
Stuart McDonald MBE, Head of Longevity and Democratic Insights, LCP
Anusha Mittal, Managing Director, Individual Life and Pensions, M&G Life
Shelley Morris, Senior Project Manager, Living Pension, Living Wage Foundation
Sarah O'Grady, Journalist
Will Sherlock, Head of External Relations, M&G Plc
Daniela Silcock, Head of Policy Research, Pensions Policy Institute
David Sinclair, Chief Executive, ILC
Jordi Skilbeck, Senior Policy Advisor, Pensions and Lifetime Savings Association
Rt Hon Sir Stephen Timms, former Chair, Work & Pensions Committee
Nigel Waterson, ILC Trustee
Jackie Wells, Strategy and Policy Consultant, ILC Strategic Advisory Board
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
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Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
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Ponzi schemes, a notorious form of financial fraud, have plagued America’s investment landscape for decades. Named after Charles Ponzi, who orchestrated one of the most infamous schemes in the early 20th century, these fraudulent operations promise high returns with little or no risk, only to collapse and leave investors with significant losses. This article explores the nature of Ponzi schemes, notable cases in American history, their impact on victims, and measures to prevent falling prey to such scams.
Understanding Ponzi Schemes
A Ponzi scheme is an investment scam where returns are paid to earlier investors using the capital from newer investors, rather than from legitimate profit earned. The scheme relies on a constant influx of new investments to continue paying the promised returns. Eventually, when the flow of new money slows down or stops, the scheme collapses, leaving the majority of investors with substantial financial losses.
Historical Context: Charles Ponzi and His Legacy
Charles Ponzi is the namesake of this deceptive practice. In the 1920s, Ponzi promised investors in Boston a 50% return within 45 days or 100% return in 90 days through arbitrage of international reply coupons. Initially, he paid returns as promised, not from profits, but from the investments of new participants. When his scheme unraveled, it resulted in losses exceeding $20 million (equivalent to about $270 million today).
Notable American Ponzi Schemes
1. Bernie Madoff: Perhaps the most notorious Ponzi scheme in recent history, Bernie Madoff’s fraud involved $65 billion. Madoff, a well-respected figure in the financial industry, promised steady, high returns through a secretive investment strategy. His scheme lasted for decades before collapsing in 2008, devastating thousands of investors, including individuals, charities, and institutional clients.
2. Allen Stanford: Through his company, Stanford Financial Group, Allen Stanford orchestrated a $7 billion Ponzi scheme, luring investors with fraudulent certificates of deposit issued by his offshore bank. Stanford promised high returns and lavish lifestyle benefits to his investors, which ultimately led to a 110-year prison sentence for the financier in 2012.
3. Tom Petters: In a scheme that lasted more than a decade, Tom Petters ran a $3.65 billion Ponzi scheme, using his company, Petters Group Worldwide. He claimed to buy and sell consumer electronics, but in reality, he used new investments to pay off old debts and fund his extravagant lifestyle. Petters was convicted in 2009 and sentenced to 50 years in prison.
4. Eric Dalius and Saivian: Eric Dalius, a prominent figure behind Saivian, a cashback program promising high returns, is under scrutiny for allegedly orchestrating a Ponzi scheme. Saivian enticed investors with promises of up to 20% cash back on everyday purchases. However, investigations suggest that the returns were paid using new investments rather than legitimate profits. The collapse of Saivian l
The Rise and Fall of Ponzi Schemes in America.pptx
terex BofA091708
1. Bank of America 38th Annual Investment
Conference
September 17, 2008 Robert Isaman
President, Terex Construction
2. Forward Looking Statements & Non-GAAP Measures
The following presentation contains forward-looking information based on the current expectations of Terex Corporation.
Because forward-looking statements involve risks and uncertainties, actual results could differ materially. Such risks and
uncertainties, many of which are beyond the control of Terex, include among others: our business is highly cyclical and weak
general economic conditions may affect the sales of its products and its financial results; our business is sensitive to
fluctuations in interest rates and government spending; the ability to successfully integrate acquired businesses; the retention
of key management personnel; our businesses are very competitive and may be affected by pricing, product initiatives and
other actions taken by competitors; the effects of changes in laws and regulations; our business is international in nature and
is subject to changes in exchange rates between currencies, as well as international politics; our continued access to capital
and ability to obtain parts and components from suppliers on a timely basis at competitive prices; the financial condition of
suppliers and customers, and their continued access to capital; our ability to timely manufacture and deliver products to
customers; possible work stoppages and other labor matters; our debt outstanding and the need to comply with restrictive
covenants contained in our debt agreements; our ability to maintain adequate disclosure controls and procedures, maintain
adequate internal controls over financial reporting and file its periodic reports with the SEC on a timely basis; the previously
announced investigations by the SEC and the Department of Justice; compliance with applicable environmental laws and
regulations; product liability claims and other liabilities arising out of our business; and other factors, risks, uncertainties more
specifically set forth in our public filings with the SEC. Actual events or the actual future results of Terex may differ materially
from any forward looking statement due to those and other risks, uncertainties and significant factors. The forward-looking
statements speak only as of the date of this presentation. Terex expressly disclaims any obligation or undertaking to release
publicly any updates or revisions to any forward-looking statement included in this presentation to reflect any changes in
expectations with regard thereto or any changes in events, conditions, or circumstances on which any such statement is
based.
Non-GAAP Measures: Terex from time to time refers to various non-GAAP (generally accepted accounting principles)
financial measures in this presentation. Terex believes that this information is useful to understanding its operating results
and the ongoing performance of its underlying businesses without the impact of special items. See the Investors section of
our website www.terex.com for a complete reconciliation.
2
3. Who is Terex?
Terex is one of the Largest Manufacturers of
Construction Equipment in the World
Materials Processing &
Aerial Work Platforms Cranes
Mining
Roadbuilding & Utility
Construction
Products
3
4. Who is Terex?
Our Purpose
To improve the lives of people around the world
Our Mission
To delight construction, infrastructure, mining and
other customers with value added offerings that exceed their current and
future needs
To achieve our mission we must attract the best people by creating a
Terex culture that is safe, exciting, creative, fun and embraces continuous
improvement
Our Vision
Customer – to be the most customer responsive
company in the industry as determined by the customer
Financial – to be the most profitable company in the
industry as measured by ROIC
Team Member – to be the best place to work in the
industry as determined by our team members
4
5. Where We Are Today
• Leader In Our Categories and Our Industry
• Leveraging the Power Of One Company
• Well Positioned for Continuing Long - Term Trends
$30.4
$19.0
$10.1 $9.1 $8.7 $8.1
$5.2 $5.1 $4.9 $4.5 $4.4 $3.7
Caterpillar (1) Hitachi (3) Volvo Liebherr (7) CNH Global (8) Sandvik (10) Deere (5) JCB (7) Doosan (6)
(4) Oshkosh (9)
Komatsu (2) Terex
Based on last twelve months of available Construction Equipment Sales ($’s in Billions)
(6) Represents 2007 Construction equipment sales of $1.5 billion based on exchange
(1) Represents total sales before Power Products, Financing and Insurance Services sales
rate at December 31, 2007 of KRW/USD 936.07 plus estimated 2007 Bobcat sales of
for the 9 months ended March 31, 2008 plus Building Construction Products, EAME
$2.9 billion
Operations, Heavy Construction & Mining and Infrastructure Development sales for the 3
(7) Estimated, as these are privately owned companies:
months ended June 30, 2008.
JCB: 2007 sales of GBP 2.25 billion converted at Dec 31, 2007 GBP/USD rate of
(2) Represents Komatsu’s Construction and Mining Products segment as of March 31,
1.9870
2008.
Liebherr: 2007 Cranes/Mining/Construction sales of EUR 5.5 billion converted at Dec
Exchange rate of 99.691 as of Mar 31, 2008
31, 2007 EUR/USD rate of 1.4598
(3) Exchange rate used as of June 30, 2008 of USD/JPY 106.18
(8) Represents CNH Global’s Construction Equipment Segment as of June 30, 2008
(4) Represents Volvo’s Construction segment as of June 30, 2008. Rate of USD/SEK
(9) Represents Access & Concrete Placement equipment sales for the 9 months ended
6.0241
June 30, 2008 plus Access & Commercial (both concrete & refuse trucks) for the 3
(5) Represents Deere’s Construction and Forestry segment as of April 30, 2008
months ended Sep 30, 2007.
(10) Represents 2007 Mining & Construction sales converted at SEK/USD 6.46
5
6. Goals for 2010
“12 by 12 in ’10”
is our medium - term stretch goal
• $12.0B in Sales
• 12% Operating Margin
• 15% Working Capital to Sales
GOAL June 30, 2008 LTM* What we must accomplish
$12.0B in Sales $10.1B Implies 7.2% CAGR
12% Operating Margin 10.9% Execute on pricing process discipline, supply chain
management, & TBS initiatives
15% Working Capital to Sales 22.1% Optimize supply chain planning and execution
* LTM = Last Twelve Months
6
7. Segment and Geographic Diversity
2007 SALES BY GEOGRAPHY 2007 SALES BY BUSINESS
RBU
7%
Developing
AWP
Markets
25%
22% W. Europe
Construction
37%
21%
Japan / ANZ
7%
USA / Cranes
MP&M
Canada 24%
23%
34%
Terex has Portfolio Diversity…
… Balanced by business; Balanced geographically
7
8. Terex Construction Segment
Material
Compact Heavy Off-Road
Handling
Equipment Equipment Trucks
Robust Filling Global
1 of 4
Portfolio Gaps Growth
8
9. Terex Construction: Segment Update
CONSTRUCTION RESULTS
$B
• Sales up 14% since
30%
$2.0 2004 (CAGR)
25%
• US and W. Europe
$1.5 20%
soft, but global
15%
growth solid
$1.0
10%
• Strengthening/
$0.5
improving
5%
performance in
0%
$0.0
advance of recovery
2004 2005 2006 2007 Q2 '08
(ltm)
Sales Gross Margin Op. Margin
9
10. Terex Construction Segment Mix
PRODUCT MIX ($) GEOGRAPHIC MIX ($)
13%
17% 20%
28% 1%
1%
19%
13%
65%
17% 28% 63%
42% 36%
21% 16%
2004 2008 Q2 YTD 2004 2008 Q2 YTD
Developing Markets
Trucks
Japan / ANZ
Material Handling
W. Europe
Heavy
USA / Canada
Compact
10
11. Terex Construction: Key Focus Area
Supply chain efficiency
Production effectiveness
Margin expansion/
Pricing
productivity
Acquisition integration
Regionally focused product/service innovations
Marketing effectiveness – closer to the customer
Growth
Aftermarket investments
BRIC+ 7 expansion
Asset velocity
Cash generation Working capital
Fixed asset productivity
11
12. Terex Construction:
Process Improvement Focus
North America Western Europe
*Source MAPI 2008
North America & Western • Demand weaker
Europe Geographies Soft • Volume and material costs impacting margin
Developing Market • Excellent growth in Eastern Europe, Africa, Middle East and other
developing geographies
Geographies Strong
• China, India, and South America are continuing opportunities
12
13. Terex Construction:
Process Improvement Focus
MOTHERWELL, SCOTLAND – ARTICULATED AND RIGID TRUCKS
Before After After
• Integration of TA30 and TA40 articulated truck lines into a single, mixed model line
• Cycle times reduced by 38%
• Lead time reduced by 20 – 30%
• Released $750k of work in process inventory
Higher Quality and Shorter Delivery Times through
implementation of Leader Standard Work
13
14. Terex Construction:
Customer Value Progress
Customer Value
Customer Value
Proposition
Proposition
•• We will “never leave aa
We will “never leave
customer with aaproblem”
customer with problem”
•• We will drive down the
We will drive down the
total lifecycle cost of
total lifecycle cost of
ownership
ownership
•• Focusing on building
Focusing on building
products that increase
products that increase
jobsite productivity
jobsite productivity
High local machine population drives both
higher Customer Value and dealer ROIC
14
15. Terex Construction:
Dealer Development and Support Focus
3 Crown: Measuring Dealer Performance/ Implementing
Best/ Improving Capabilities
Dealer Capabilities include…
•Staffing
3 Crown
•Training
•Marketing
•Service Infrastructure
•Parts Infrastructure
2 Crown Performance Metrics include…
•Business Management
•Facility • Market Share
• Customer satisfaction
• Number of Terex lines carried
1 Crown
• Parts sales
• Equipment sales
• Year over year growth
• Utilization of Terex Financial Services
0 Crown
“Qualifying”
• Rental
Investing in Support Systems to Improve our Channels
15
16. Terex Construction: Emerging
Emerging Markets Update
Markets Focus
Russia/
Russia/
South Africa China India Latin America
South Africa China India Latin America
Eastern Europe
Eastern Europe
• Commodities,
• Significant heavy • Strengthening
• Largest • Transition of
energy, and
position in
developing Eastern equipment
infrastructure-
backhoes
country for European market with
driven growth
Terex economies opportunities to
• Opportunity to
Construction penetrate
• Large, multi-
penetrate in
• Affinity for
other categories year projects in
• Promising Western • Emerging
pipeline (e.g.,
as strong
future outlook European opportunities in
Panama)
market growth
products compact
continues
• Excellent growth
to date
Emerging markets helping to sustain business as
developed markets soften
16
17. Terex Construction: Improvement
Roadmap
1 2 3
Build-out long-
Build around the
Optimize the profitability term through
strongest and most attractive
a repeatable
of the current portfolio
businesses
system
Fix the overall costDevelop and expand • Roll-out winning
• •
winning, repeatable models organically
and asset structure
business model for across best markets
• Implement
our strongest
redesigned business • Evaluate and pursue
markets
processes focused M&A targets
• Evaluate a disruptive that leverage and
• Focus investments
business model in enhance our best
and redesign around
attractive market geographic, product,
stronger/attractive
areas where you are and customer
markets and
weaker/not present segments
products
today
Three phase path toward achieving full potential…
17
18. Terex Construction: Improvement
Roadmap
40 % of Total
Manufacturing
Footprint
EMEA
30 % of Total
Manufacturing
Footprint
30 % of Total
Americas
Manufacturing
Asia
Footprint
Sourcing
Manufacturing
Engineering
…future Operations Footprint aligned with Markets
18
19. Terex Construction: Summary
• $1.9 B* provider of construction-related equipment
• On-going operations and market-based transformation
• Near term performance is challenging but long-term potential
has never been higher
Recent addition of acquisitions furthers an already strong growth
platform in compact
High growth in scrap, quarries, and other segments where Terex
products create unique value
Continuing opportunity to change the game in more crowded, heavy
equipment categories
• Positioning Terex for segment and geographic leadership as
conditions improve over the coming 2-3 years
* Last 12 months through June 30, 2008 19