The USG Corporation 2003 Annual Report provides the following information:
1) USG achieved record sales of $3.7 billion in 2003 despite challenges like higher energy costs, supported by strong housing markets.
2) Net earnings were $122 million, with earnings before accounting changes of $138 million in 2003 and $139 million in 2002.
3) The outcome of USG's Chapter 11 bankruptcy due to asbestos litigation remains uncertain and poses risks to shareholders of substantially diluted or wiped out stakes.
4) USG will focus on strengthening operations, reducing costs, and developing new products to prepare for emerging from bankruptcy and sustaining leadership in building materials.
1) USG faced uncertainties from its Chapter 11 bankruptcy filing but achieved strong financial performance with record sales volumes despite challenges like high energy costs.
2) While profits were pressured by rising costs, net earnings were $122 million compared to $43 million the prior year, and earnings before accounting changes were similar year-over-year.
3) USG strengthened its operations through productivity gains, new product launches, and continued progress on its LINX enterprise software system to support future growth despite bankruptcy uncertainties.
The document summarizes USG Corporation's annual report for 2002. It discusses the company's strong financial performance in 2002 despite challenges, including record sales and earnings. However, it notes the company continues to deal with uncertainty from asbestos litigation, which forced it to file for Chapter 11 bankruptcy protection. The company aims to fairly compensate asbestos claimants, repay creditors in full, and allow current shareholders to retain ownership, but acknowledges shareholders' interests may be substantially diluted. It expresses determination to continue growing profitably to resolve the asbestos issues and emerge from bankruptcy.
1. USG Corporation reported record sales and earnings in 2002 despite economic uncertainty. Sales totaled $3.5 billion and net earnings reached $43 million, up from $16 million in 2001.
2. The company continued to innovate, opening new plants and launching products like FIBEROCK brand underlayment. However, USG was undergoing Chapter 11 bankruptcy due to asbestos litigation.
3. The goals of the bankruptcy were to fairly compensate asbestos claimants, repay creditors in full, and potentially allow current shareholders to retain ownership. But the interests of shareholders were likely to face substantial dilution or even be wiped out.
The negotiating committee reached a tentative agreement with ArcelorMittal that tracks the pattern agreement with some differences due to the companies' structures. Key issues addressed include retiree healthcare and maintaining wages, pensions, seniority rights and protections from outsourcing. Management had demanded major concessions but the union solidarity enabled defending members' interests. Details of the agreement and ratification process will be provided soon.
McCarthy & Stone is looking to invest £2 billion over 4 years to acquire 100 new sites and double the size of the business in order to meet growing demand for retirement housing in the UK. The document outlines the economic and social benefits of McCarthy & Stone's developments, including boosting local economies through construction jobs and resident spending, as well as potential health and social care savings when older people can live independently for longer. It also discusses McCarthy & Stone's expertise in achieving planning consents efficiently and working with landowners to maximize returns.
Over the last five years, USG invested over $900 million to improve operations, built its distribution arm into a $2.5 billion business, generated $1.5 billion in cash, and emerged from Chapter 11 bankruptcy with a landmark agreement that preserved shareholder equity. In 2006, USG reported record sales of $5.8 billion despite challenges from a slowing housing market. USG is well positioned for continued success due to investments in production, a diverse product portfolio beyond wallboard, and the trust built with stakeholders during its restructuring.
Work with Leader 1 in voluntary insurance to deliver exceptional value and service to employees. Let the numbers speak for themselves. Aflac pays as much in claims as in administrative costs, ensuring the most value for premiums. Be sure the policies provided deliver the highest claims processing, satisfaction, and ease of use.
USG emerged from Chapter 11 bankruptcy in 2006 with its principles and reputation intact. It repaid creditors in full with interest, funded a $3.95 billion trust for asbestos claimants, and maintained relationships with customers and employees. USG exited with an investment-grade credit rating despite conventional wisdom. It focused on communicating openly, building its enterprise during bankruptcy, and managing operations normally. As a result, USG posted record $5.8 billion in sales in 2006. It is now well positioned for future growth through its investments, product diversity, and status as the industry's low-cost, high-volume producer.
1) USG faced uncertainties from its Chapter 11 bankruptcy filing but achieved strong financial performance with record sales volumes despite challenges like high energy costs.
2) While profits were pressured by rising costs, net earnings were $122 million compared to $43 million the prior year, and earnings before accounting changes were similar year-over-year.
3) USG strengthened its operations through productivity gains, new product launches, and continued progress on its LINX enterprise software system to support future growth despite bankruptcy uncertainties.
The document summarizes USG Corporation's annual report for 2002. It discusses the company's strong financial performance in 2002 despite challenges, including record sales and earnings. However, it notes the company continues to deal with uncertainty from asbestos litigation, which forced it to file for Chapter 11 bankruptcy protection. The company aims to fairly compensate asbestos claimants, repay creditors in full, and allow current shareholders to retain ownership, but acknowledges shareholders' interests may be substantially diluted. It expresses determination to continue growing profitably to resolve the asbestos issues and emerge from bankruptcy.
1. USG Corporation reported record sales and earnings in 2002 despite economic uncertainty. Sales totaled $3.5 billion and net earnings reached $43 million, up from $16 million in 2001.
2. The company continued to innovate, opening new plants and launching products like FIBEROCK brand underlayment. However, USG was undergoing Chapter 11 bankruptcy due to asbestos litigation.
3. The goals of the bankruptcy were to fairly compensate asbestos claimants, repay creditors in full, and potentially allow current shareholders to retain ownership. But the interests of shareholders were likely to face substantial dilution or even be wiped out.
The negotiating committee reached a tentative agreement with ArcelorMittal that tracks the pattern agreement with some differences due to the companies' structures. Key issues addressed include retiree healthcare and maintaining wages, pensions, seniority rights and protections from outsourcing. Management had demanded major concessions but the union solidarity enabled defending members' interests. Details of the agreement and ratification process will be provided soon.
McCarthy & Stone is looking to invest £2 billion over 4 years to acquire 100 new sites and double the size of the business in order to meet growing demand for retirement housing in the UK. The document outlines the economic and social benefits of McCarthy & Stone's developments, including boosting local economies through construction jobs and resident spending, as well as potential health and social care savings when older people can live independently for longer. It also discusses McCarthy & Stone's expertise in achieving planning consents efficiently and working with landowners to maximize returns.
Over the last five years, USG invested over $900 million to improve operations, built its distribution arm into a $2.5 billion business, generated $1.5 billion in cash, and emerged from Chapter 11 bankruptcy with a landmark agreement that preserved shareholder equity. In 2006, USG reported record sales of $5.8 billion despite challenges from a slowing housing market. USG is well positioned for continued success due to investments in production, a diverse product portfolio beyond wallboard, and the trust built with stakeholders during its restructuring.
Work with Leader 1 in voluntary insurance to deliver exceptional value and service to employees. Let the numbers speak for themselves. Aflac pays as much in claims as in administrative costs, ensuring the most value for premiums. Be sure the policies provided deliver the highest claims processing, satisfaction, and ease of use.
USG emerged from Chapter 11 bankruptcy in 2006 with its principles and reputation intact. It repaid creditors in full with interest, funded a $3.95 billion trust for asbestos claimants, and maintained relationships with customers and employees. USG exited with an investment-grade credit rating despite conventional wisdom. It focused on communicating openly, building its enterprise during bankruptcy, and managing operations normally. As a result, USG posted record $5.8 billion in sales in 2006. It is now well positioned for future growth through its investments, product diversity, and status as the industry's low-cost, high-volume producer.
USG Corporation had a record-setting year in 2005. They resolved all asbestos-related personal injury claims through an agreement that will pay $900 million into a trust fund. The agreement is fair, fast, final, and affordable. It allows USG to emerge from bankruptcy as early as July 2006 and put asbestos issues behind them once and for all. Operationally, USG had strong performance in 2005 with record sales of over $5 billion and continued investments to improve production. Looking ahead, USG is well-positioned for continued leadership with strong brands, market shares, and industry-leading operations.
United States Gypsum Company faced challenges in 2001 including excess capacity, slowing demand, and asbestos litigation but remained profitable. Despite a difficult market, the company increased market share, exceeded cost reduction goals, and continued preparations for the future. Looking ahead, the company plans to further optimize operations, strengthen customer relationships, and resolve asbestos issues to continue building long-term value.
The 2003 Annual Report of Ball Corporation had a record year financially and in operations. Key highlights included record sales, earnings, and earnings per share. The integration of Ball Packaging Europe contributed significantly to growth. Ball also had strong performance in its aerospace division with record backlog. The company expects further growth by focusing on its existing businesses, strategic acquisitions, and paying dividends.
The 2003 Annual Report of Ball Corporation had a record year with sales, earnings, and earnings per share reaching all-time highs. The acquisition of Ball Packaging Europe fueled much of the growth in 2003. Ball also integrated other small acquisitions and continued to improve operations in North America, China, and through new projects in Europe and aerospace technologies. Ball aims to continue profitable growth through operational improvements, strategic acquisitions, and new ideas that serve existing and new customers.
Financial Reporting James Hardie Group Assignment (1)Joshua C
The document provides a financial report and analysis of James Hardie Industries Limited (JHX). It includes:
1. An executive summary of JHX's activities in the building materials sector, annual revenue of $1.5B+, and the impact of its 2001 asbestos compensation liability.
2. Sections analyzing JHX's key accounting policies, management flexibility, disclosure and accounting strategies, and potential issues with numbers.
3. The accounting strategy aims to minimize tax through positions in Ireland and the US. The asbestos liability, a unique provision, is partially contingent but made legal through a complex funding agreement, and reduced on the balance sheet through adjustments.
Nationwide is one of the largest insurance and financial services companies in the world, with more than $117 billion in assets. In 2002, Nationwide strengthened its financial foundation by improving statutory net income from a net loss of $295 million in 2001 to a net gain of $252 million in 2002. Nationwide focuses on serving customers, partners, and stakeholders by providing insurance, retirement, and investment products and services while maintaining financial strength and stability.
1) J.H. Stone & Sons was founded in 1926 and later became Stone Container Corporation, a leading producer of containerboard and corrugated containers.
2) Stone grew significantly through acquisitions, which it paid for through cash, borrowing, and an IPO in 1947. However, debt grew substantially through leveraged acquisitions.
3) By the 1990s, Stone had over $4 billion in debt, placing its future in jeopardy.
This document brings together a set
of latest data points and publicly
available information relevant for
Insurance Industry. We are very
excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
This document brings together a set
of latest data points and publicly
available information relevant for
Insurance Industry. We are very
excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
NiSource Inc. delivered strong financial results in 2003, with income from continuing operations of $1.64 per share. It strengthened its balance sheet by selling non-core assets and reducing debt. The company adopted a new organizational structure to focus on its core regulated utility businesses. NiSource aims to continue improving operations, pursuing growth opportunities, and operating responsibly in the communities it serves.
Bey is an insurance company that offers standalone insurance policies for exterior service lines connecting homes to property lines. This fills a gap in typical home insurance policies. Bey was founded by professionals with over 75 years of collective insurance experience. It recognizes that homeowners are responsible for maintaining aging service lines, which can cost thousands to repair. Its mobile app allows customers to directly purchase policies to protect against these costly risks. Bey aims to expand its product offerings and international availability.
The document summarizes the record financial results of USG Corporation in 1999. It discusses how the power of their strategies and brand produced record sales, profits, and stock performance. It also outlines their five strategic initiatives - building for profitable growth, leading in innovation, expanding distribution, serving customers best, and building their brands - and how these strategies will drive continued success.
Published Transcript Shell Shareholder Engagement AGM- 13may20Energy for One World
- The document summarizes a shareholder webcast held by Royal Dutch Shell on May 13th, 2020 to engage with shareholders during the COVID-19 pandemic when the annual general meeting could not be held as usual.
- Chad Holliday, Chair of Royal Dutch Shell, outlined the company's response to COVID-19 which focused on care for employee and community health and safety, continuity of operations, and financial resilience.
- Ben van Beurden, CEO of Royal Dutch Shell, then discussed actions taken to preserve financial strength including reducing capital expenditure and operating costs as well as resetting the dividend to ensure a strong balance sheet during economic uncertainty.
David Ratcliffe will become President of Southern Company in April and Chairman and CEO in July, succeeding Allen Franklin who will retire after 34 years with the company. Ratcliffe praises Franklin's leadership and the consistent success Southern Company has achieved. He expresses confidence in the company's strategy and team to continue delivering solid long-term results and earnings growth of 5% annually. The transition will be seamless as Southern Company's strengths remain its focus on the Southeast region and balanced business portfolio.
2013 Bennett Jones Lake Louise World Cup Business ForumEnbridge Inc.
Al Monaco, President and CEO, Enbridge Inc. addressed an audience of more than 200 business leaders, government officials, and key influencers at Lake Louise, Alta., on Nov. 29, 2013.
This document provides an overview and discussion of Leggett & Platt's financial condition and results of operations in 2006. Some key points:
- Sales increased 4% to a record $5.5 billion primarily due to acquisitions, while internal sales growth was modest at 0.3% amid declines in certain businesses.
- Earnings increased to a record $300 million due to lower restructuring charges, lower workers' compensation costs, and other factors, though price competition remained challenging.
- A restructuring plan launched in 2005 to reduce excess capacity was completed in 2006, realizing half of anticipated $30-35 million in annual pre-tax earnings benefits.
Take a look at the latest edition of ERIKS Know+How the the leading magazine for maintenance engineers, this edition includes a focus on the food and beverage industry
The document summarizes the history and operations of Petersen International Underwriters. It describes how the company was founded by W. Harold Petersen after experiencing financial hardship due to his father's disability. Petersen International Underwriters created the first high limit disability insurance policies and has partnered with Lloyd's of London for over 30 years. The company prides itself on providing high-quality customer service and developing innovative disability insurance products and solutions.
This document provides information about the law firm Lusweti & Nabutola Company Advocates. It introduces the partners and associate lawyers at the firm and outlines their qualifications and experience. It also lists the membership bodies the firm belongs to and describes the firm's vision, mission and philosophy. Finally, it details the practice areas handled by the firm, which include litigation, property law, banking, debt recovery, employment law, family law, intellectual property law, and corporate governance among others.
TEYS Lawyers Brochure Strata Law Resources & Services for Owners Corporations...TEYS Lawyers
The document summarizes the services provided by TEYS Lawyers, a law firm specializing in strata title law in Australia. They provide legal assistance in areas such as by-laws and rules, building defect litigation, and strata community disputes. The firm was founded by Michael Teys, who has experience as a strata manager, developer, and lawyer specializing in strata title law. TEYS Lawyers aims to educate clients and take a collaborative approach to issues like building defects, rather than an adversarial approach typically taken by other firms.
The document discusses Thermo Scientific's leadership in serving science through analytical instruments, equipment, reagents, software and services. It highlights the company's size and scale, unmatched capabilities, portfolio of leading brands, and mission to make the world healthier, cleaner and safer. Key strengths include global industry leadership, ability to continuously invest in growth opportunities through R&D, and an excellent track record of financial performance. New products are presented for applications such as sample preparation, analysis, and data interpretation.
- Thermo Electron Corporation filed a quarterly report with the SEC for Q1 2006.
- In the report, they disclosed revenues of $684 million for Q1 2006 and net income of $46.9 million.
- They also noted that in May 2005, their Life and Laboratory Sciences segment acquired the Kendro Laboratory Products division of SPX Corporation.
USG Corporation had a record-setting year in 2005. They resolved all asbestos-related personal injury claims through an agreement that will pay $900 million into a trust fund. The agreement is fair, fast, final, and affordable. It allows USG to emerge from bankruptcy as early as July 2006 and put asbestos issues behind them once and for all. Operationally, USG had strong performance in 2005 with record sales of over $5 billion and continued investments to improve production. Looking ahead, USG is well-positioned for continued leadership with strong brands, market shares, and industry-leading operations.
United States Gypsum Company faced challenges in 2001 including excess capacity, slowing demand, and asbestos litigation but remained profitable. Despite a difficult market, the company increased market share, exceeded cost reduction goals, and continued preparations for the future. Looking ahead, the company plans to further optimize operations, strengthen customer relationships, and resolve asbestos issues to continue building long-term value.
The 2003 Annual Report of Ball Corporation had a record year financially and in operations. Key highlights included record sales, earnings, and earnings per share. The integration of Ball Packaging Europe contributed significantly to growth. Ball also had strong performance in its aerospace division with record backlog. The company expects further growth by focusing on its existing businesses, strategic acquisitions, and paying dividends.
The 2003 Annual Report of Ball Corporation had a record year with sales, earnings, and earnings per share reaching all-time highs. The acquisition of Ball Packaging Europe fueled much of the growth in 2003. Ball also integrated other small acquisitions and continued to improve operations in North America, China, and through new projects in Europe and aerospace technologies. Ball aims to continue profitable growth through operational improvements, strategic acquisitions, and new ideas that serve existing and new customers.
Financial Reporting James Hardie Group Assignment (1)Joshua C
The document provides a financial report and analysis of James Hardie Industries Limited (JHX). It includes:
1. An executive summary of JHX's activities in the building materials sector, annual revenue of $1.5B+, and the impact of its 2001 asbestos compensation liability.
2. Sections analyzing JHX's key accounting policies, management flexibility, disclosure and accounting strategies, and potential issues with numbers.
3. The accounting strategy aims to minimize tax through positions in Ireland and the US. The asbestos liability, a unique provision, is partially contingent but made legal through a complex funding agreement, and reduced on the balance sheet through adjustments.
Nationwide is one of the largest insurance and financial services companies in the world, with more than $117 billion in assets. In 2002, Nationwide strengthened its financial foundation by improving statutory net income from a net loss of $295 million in 2001 to a net gain of $252 million in 2002. Nationwide focuses on serving customers, partners, and stakeholders by providing insurance, retirement, and investment products and services while maintaining financial strength and stability.
1) J.H. Stone & Sons was founded in 1926 and later became Stone Container Corporation, a leading producer of containerboard and corrugated containers.
2) Stone grew significantly through acquisitions, which it paid for through cash, borrowing, and an IPO in 1947. However, debt grew substantially through leveraged acquisitions.
3) By the 1990s, Stone had over $4 billion in debt, placing its future in jeopardy.
This document brings together a set
of latest data points and publicly
available information relevant for
Insurance Industry. We are very
excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
This document brings together a set
of latest data points and publicly
available information relevant for
Insurance Industry. We are very
excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
NiSource Inc. delivered strong financial results in 2003, with income from continuing operations of $1.64 per share. It strengthened its balance sheet by selling non-core assets and reducing debt. The company adopted a new organizational structure to focus on its core regulated utility businesses. NiSource aims to continue improving operations, pursuing growth opportunities, and operating responsibly in the communities it serves.
Bey is an insurance company that offers standalone insurance policies for exterior service lines connecting homes to property lines. This fills a gap in typical home insurance policies. Bey was founded by professionals with over 75 years of collective insurance experience. It recognizes that homeowners are responsible for maintaining aging service lines, which can cost thousands to repair. Its mobile app allows customers to directly purchase policies to protect against these costly risks. Bey aims to expand its product offerings and international availability.
The document summarizes the record financial results of USG Corporation in 1999. It discusses how the power of their strategies and brand produced record sales, profits, and stock performance. It also outlines their five strategic initiatives - building for profitable growth, leading in innovation, expanding distribution, serving customers best, and building their brands - and how these strategies will drive continued success.
Published Transcript Shell Shareholder Engagement AGM- 13may20Energy for One World
- The document summarizes a shareholder webcast held by Royal Dutch Shell on May 13th, 2020 to engage with shareholders during the COVID-19 pandemic when the annual general meeting could not be held as usual.
- Chad Holliday, Chair of Royal Dutch Shell, outlined the company's response to COVID-19 which focused on care for employee and community health and safety, continuity of operations, and financial resilience.
- Ben van Beurden, CEO of Royal Dutch Shell, then discussed actions taken to preserve financial strength including reducing capital expenditure and operating costs as well as resetting the dividend to ensure a strong balance sheet during economic uncertainty.
David Ratcliffe will become President of Southern Company in April and Chairman and CEO in July, succeeding Allen Franklin who will retire after 34 years with the company. Ratcliffe praises Franklin's leadership and the consistent success Southern Company has achieved. He expresses confidence in the company's strategy and team to continue delivering solid long-term results and earnings growth of 5% annually. The transition will be seamless as Southern Company's strengths remain its focus on the Southeast region and balanced business portfolio.
2013 Bennett Jones Lake Louise World Cup Business ForumEnbridge Inc.
Al Monaco, President and CEO, Enbridge Inc. addressed an audience of more than 200 business leaders, government officials, and key influencers at Lake Louise, Alta., on Nov. 29, 2013.
This document provides an overview and discussion of Leggett & Platt's financial condition and results of operations in 2006. Some key points:
- Sales increased 4% to a record $5.5 billion primarily due to acquisitions, while internal sales growth was modest at 0.3% amid declines in certain businesses.
- Earnings increased to a record $300 million due to lower restructuring charges, lower workers' compensation costs, and other factors, though price competition remained challenging.
- A restructuring plan launched in 2005 to reduce excess capacity was completed in 2006, realizing half of anticipated $30-35 million in annual pre-tax earnings benefits.
Take a look at the latest edition of ERIKS Know+How the the leading magazine for maintenance engineers, this edition includes a focus on the food and beverage industry
The document summarizes the history and operations of Petersen International Underwriters. It describes how the company was founded by W. Harold Petersen after experiencing financial hardship due to his father's disability. Petersen International Underwriters created the first high limit disability insurance policies and has partnered with Lloyd's of London for over 30 years. The company prides itself on providing high-quality customer service and developing innovative disability insurance products and solutions.
This document provides information about the law firm Lusweti & Nabutola Company Advocates. It introduces the partners and associate lawyers at the firm and outlines their qualifications and experience. It also lists the membership bodies the firm belongs to and describes the firm's vision, mission and philosophy. Finally, it details the practice areas handled by the firm, which include litigation, property law, banking, debt recovery, employment law, family law, intellectual property law, and corporate governance among others.
TEYS Lawyers Brochure Strata Law Resources & Services for Owners Corporations...TEYS Lawyers
The document summarizes the services provided by TEYS Lawyers, a law firm specializing in strata title law in Australia. They provide legal assistance in areas such as by-laws and rules, building defect litigation, and strata community disputes. The firm was founded by Michael Teys, who has experience as a strata manager, developer, and lawyer specializing in strata title law. TEYS Lawyers aims to educate clients and take a collaborative approach to issues like building defects, rather than an adversarial approach typically taken by other firms.
The document discusses Thermo Scientific's leadership in serving science through analytical instruments, equipment, reagents, software and services. It highlights the company's size and scale, unmatched capabilities, portfolio of leading brands, and mission to make the world healthier, cleaner and safer. Key strengths include global industry leadership, ability to continuously invest in growth opportunities through R&D, and an excellent track record of financial performance. New products are presented for applications such as sample preparation, analysis, and data interpretation.
- Thermo Electron Corporation filed a quarterly report with the SEC for Q1 2006.
- In the report, they disclosed revenues of $684 million for Q1 2006 and net income of $46.9 million.
- They also noted that in May 2005, their Life and Laboratory Sciences segment acquired the Kendro Laboratory Products division of SPX Corporation.
- Thermo Electron Corporation filed a quarterly report with the SEC for Q1 2006.
- In the report, they disclosed revenues of $684 million for Q1 2006 and net income of $46.9 million.
- They also noted that in May 2005, their Life and Laboratory Sciences segment acquired the Kendro Laboratory Products division of SPX Corporation.
This document is Thermo Electron Corporation's Form 10-Q quarterly report filed with the SEC for the quarter ended July 1, 2006. It includes Thermo's consolidated balance sheet, income statement, and cash flow statement for the quarter, as well as notes to the financial statements. The financial statements show that for the quarter, Thermo's revenues increased 9% to $713 million, net income decreased 20% to $48 million, and earnings per share from continuing operations decreased 14% to $0.30. Thermo also announced a definitive agreement to merge with Fisher Scientific International in an all-stock transaction expected to close in the fourth quarter of 2006.
- Thermo Electron Corporation filed a Form 10-Q with the SEC for the quarter ended July 1, 2006.
- Thermo announced an agreement to merge with Fisher Scientific International in a stock-for-stock exchange to create Thermo Fisher Scientific.
- The merger is subject to shareholder and regulatory approvals and is expected to close in the fourth quarter of 2006.
This document is Thermo Electron Corporation's quarterly report filed with the SEC for the quarter ended September 30, 2006. It provides condensed financial statements and notes for the periods presented. The financial statements show revenues of $724.9 million for the quarter and income from continuing operations of $48.8 million. Notes include details on the planned merger with Fisher Scientific International and recent acquisitions completed during the periods.
This document is Thermo Electron Corporation's quarterly report filed with the SEC for the quarter ended September 30, 2006. It provides condensed financial statements and notes for the periods presented. The financial statements show that revenues increased from the prior year period but net income decreased due to higher costs and expenses. Thermo also announced a definitive agreement in May 2006 to combine with Fisher Scientific International in an all-stock merger transaction subject to regulatory approvals.
The document is Thermo Fisher Scientific's annual report on Form 10-K for the fiscal year ended December 31, 2006. It provides information on the company's business operations and financial performance. Specifically, it discusses Thermo Fisher's merger with Fisher Scientific to create a global leader in serving science. It also describes the company's two business segments - Analytical Technologies and Laboratory Products and Services - and provides an overview of key product lines within the Analytical Technologies segment, including scientific instruments, biosciences products, and diagnostic and environmental instruments.
The document is Thermo Fisher Scientific's annual report on Form 10-K for the fiscal year ended December 31, 2006. It provides information on the company's business operations and financial performance. Specifically, it discusses Thermo Fisher's merger with Fisher Scientific to create a global leader in serving science. It also describes the company's two business segments - Analytical Technologies and Laboratory Products and Services - and provides an overview of key product lines within the Analytical Technologies segment, including scientific instruments, biosciences products, and diagnostic and environmental instruments.
This document is Thermo Fisher Scientific's quarterly report filed with the SEC for the quarter ended March 31, 2007. It includes Thermo Fisher's consolidated balance sheet, statement of income, and notes on significant events from the quarter. The quarter saw revenues of $2.3 billion, operating income of $192 million, and net income of $139 million. Expenses increased along with revenues from the prior year quarter following Thermo Fisher's merger transactions.
This document is Thermo Fisher Scientific's quarterly report filed with the SEC for the quarter ended March 31, 2007. It includes Thermo Fisher's consolidated balance sheet, statement of income, and statement of cash flows for the quarter, as well as notes to the financial statements. The notes disclose that in the first quarter of 2007, Thermo Fisher acquired two businesses in Switzerland for $24 million and a small manufacturer of electrostatic discharge products for $5 million total. Thermo Fisher also paid $5 million for various acquisition-related costs and adjustments.
- Thermo Fisher Scientific Inc. filed a quarterly report with the SEC for the quarter ended June 30, 2007.
- The company reported revenues of $2.385.9 million for the quarter and income from continuing operations of $187.9 million.
- Thermo Fisher has major operations in scientific instrument manufacturing, life sciences, diagnostics, and laboratory products and services.
This document is Thermo Fisher Scientific's Form 10-Q quarterly report filed with the SEC for the quarter ended June 30, 2007. It provides financial statements and notes including the consolidated balance sheet, statement of income, and statement of cash flows for the quarter, as well as information on acquisitions, accounting policies, and segment information. In the quarter, Thermo Fisher reported revenues of $2.4 billion, net income of $164 million, and earnings per share of $0.39. It also acquired Spectronex AG and Flux AG for $24 million in cash to expand its mass spectrometry offerings.
This document is Thermo Fisher Scientific's quarterly report filed with the SEC for the quarter ended September 29, 2007. It provides financial statements including the consolidated balance sheet, statement of income, and statement of cash flows. Key details include total revenues of $2.4 billion for the quarter, net income of $218.5 million, and cash and cash equivalents increasing to $830.8 million. It also summarizes two acquisitions completed in the first nine months of 2007, expanding analytical technologies offerings.
This document is Thermo Fisher Scientific's quarterly report filed with the SEC for the quarter ended September 29, 2007. It provides Thermo Fisher's consolidated balance sheet and income statement for the periods shown. The balance sheet shows the company had total assets of $21.2 billion, including $8.5 billion in goodwill. Total liabilities were $6.7 billion and shareholders' equity was $14.4 billion. The income statement shows revenues of $2.4 billion for the quarter and net income of $218.5 million.
This document is Thermo Fisher Scientific's annual report on Form 10-K for the fiscal year ended December 31, 2007. It provides information on Thermo Fisher's business, including that it was formed through the merger of Thermo Electron and Fisher Scientific in 2006. Thermo Fisher has two principal brands, Thermo Scientific and Fisher Scientific, that serve over 350,000 customers in various industries through analytical instruments, equipment, consumables and services. The report provides an overview of Thermo Fisher's products and services and its strategy to continuously advance its technologies and services to address customers' emerging needs.
The document is Thermo Fisher Scientific's annual report on Form 10-K for the fiscal year ended December 31, 2007. It provides information on the company's business segments and products. Specifically, it discusses the company's two business segments - Analytical Technologies and Laboratory Products and Services. It provides details on the various product groupings within the Analytical Technologies segment, which serves markets like pharmaceutical, biotechnology, academic, and clinical laboratories.
Thermo Fisher Scientific filed a Form 10-Q with the SEC for the quarter ended March 29, 2008. The filing includes financial statements and notes. The financial statements show that Thermo Fisher's revenues increased to $2.55 billion for the quarter, up from $2.34 billion in the same quarter the previous year. Net income was $233 million compared to $139 million in the prior year. Thermo Fisher also acquired the intellectual property of an immunohistochemistry control slide business during the quarter for $3 million in cash plus potential future payments of up to $2 million.
Thermo Fisher Scientific filed a Form 10-Q with the SEC for the quarter ended March 29, 2008. The filing includes financial statements and notes. The financial statements show that Thermo Fisher's revenues increased to $2.55 billion for the quarter, up from $2.34 billion in the same quarter of the prior year. Net income for the quarter was $233 million compared to $139 million in the prior year. Thermo Fisher also acquired the intellectual property of an immunohistochemistry control slide business during the quarter for $3 million in cash plus potential future payments of up to $2 million.
This document is a quarterly report filed with the SEC by Thermo Fisher Scientific Inc. for the quarter ended September 27, 2008. It includes Thermo Fisher's consolidated balance sheet, statement of income, and statement of cash flows for the periods presented. Some key details:
- Thermo Fisher reported revenues of $2.6 billion for the quarter and $7.9 billion for the nine months ended September 27, 2008.
- Net income was $221.5 million for the quarter and $704 million for the nine months.
- In the first nine months of 2008, Thermo Fisher made several acquisitions for aggregate consideration of $142 million in cash, plus $8 million of assumed debt and up to $19
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
办理美国UNCC毕业证书制作北卡大学夏洛特分校假文凭定制Q微168899991做UNCC留信网教留服认证海牙认证改UNCC成绩单GPA做UNCC假学位证假文凭高仿毕业证GRE代考如何申请北卡罗莱纳大学夏洛特分校University of North Carolina at Charlotte degree offer diploma Transcript
South Dakota State University degree offer diploma Transcriptynfqplhm
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"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.
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?
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
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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.
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3. 1
Dear Fellow Shareholders
For the third straight year, we faced the uncertainties of our asbestos-driven Chapter 11
bankruptcy. But our performance was strong. And our vision is clear.
Supported by a strong housing market, we shipped a record 10.4 billion square feet of wallboard,
as well as record volumes of joint compound and cement board products. L&W, our distribution
business, increased its sales to $1.3 billion. Only our ceilings business reported lower sales, due
to weakness in the commercial construction market, but we continued to improve the profitability
of the business.
So we once again achieved solid results.
While excess capacity in the wallboard industry limited price increases to a scant 1%, our sales
rose 6%, to $3.7 billion. At the same time, however, our profit margins were pressured by higher
market prices for natural gas, which rose more than 65% during the year, and increased employee
benefit expenses. We also reported a $16 million charge related to the adoption of a new account-
ing standard.
Net earnings for the year were $122 million, or $2.82 per diluted share, compared to $43 million,
or $1.00 per share in 2002, when there was a $96 million charge related to the adoption of a
new accounting standard. Earnings before accounting changes were $138 million in 2003 and
$139 million in 2002.
Gaining Strength
Our ability to maintain a solid performance, despite high energy costs, reflects our operational
strength. In 2003, we once again had the highest utilization rates in our industry, and we operated
more efficiently than ever before. Our manufacturing operations continue to increase produc-
tion speed and reduce both downtime and waste. We launched new strategic sourcing programs
that helped us make our supply chain more efficient. Increased productivity, combined with
tight spending controls, helped offset some of the increases in energy and benefit costs we
experienced last year.
But we did more than simply cut costs.
USG Corporation 2003 Annual Report
4. 2
We also continued to strengthen our enterprise. The two manufacturing facilities we opened
Thirty-six of our 66 North in late 2002 are up and running and fully able to meet strong market demand for our DUROCK
American facilities completed
brand cement board and our SHEETROCK brand joint compounds. We continued to build our line
2003 without a single lost-time
of FIBEROCK products, which promises to become a major new franchise. L&W continued to grow.
or restricted-duty injury.
We also continued to strengthen our safety performance, achieving a safety record that once again
far surpassed industry norms. Thirty-six of our North American facilities completed 2003 with
no lost-time or restricted-duty injuries.
And, as always, we worked to strengthen relationships with customers by investing in products
In 2003, U.S. Gypsum introduced – and services – that answer their concerns and needs. Our new SHEETROCK brand HUMITEK
two revolutionary moisture-
gypsum panels, for example, offer superior protection against moisture and mold. FIBEROCK
resistant products: SHEETROCK
brand AQUA-TOUGH ™ interior panels combine moisture and mold resistance with the ability to
brand HUMITEK gypsum
stand up to abuse. In addition to launching new products, we also began implementing new
panels and FIBEROCK brand
technology that will enable us to provide our customers with better information and service.
AQUA-TOUGH interior panels.
The Challenge of Chapter 11
With leading positions in our markets, increasingly productive operations and strong relation-
ships with customers, our enterprise remains sound and healthy. Yet for our shareholders,
the future remains uncertain as we continue to face the challenges of our asbestos-related
Chapter 11 restructuring.
At the risk of being redundant, I would remind you once more that USG and its subsidiaries
never mined, made or sold raw asbestos. It was never used in our drywall products. However,
asbestos was a minor ingredient – typically less than 5 percent – in some plasters and joint
compounds that we discontinued by 1978. But even though asbestos was never used in wall-
board, and we stopped using it entirely a generation ago, we are among the 70 companies that
have been forced into bankruptcy by asbestos litigation.
We have worked hard to address this challenge, both in court and in Congress. Our restructur-
ing team, established when we sought bankruptcy protection in June 2001, has performed with
distinction. We have communicated openly with all interested parties, including our customers,
shareholders, employees and creditors. We have continued to attempt to obtain a fair hearing
on our asbestos liability, and we have actively participated in efforts to develop a legislative
solution to the asbestos crisis, which now imperils scores, if not hundreds, of other companies.
5. 3
In Court
Our goals are unchanged:
Our objectives haven’t changed. Our goals are to fairly compensate legitimate asbestos provide fair compensation for
claimants, repay in full our suppliers, bankers, bondholders and other creditors and protect the legitimate asbestos claimants,
interests of our current shareholders. We continue to maintain that people who are not sick should repay our other creditors
and protect the interests of
not receive any payment, that people who are not injured by our asbestos-containing products
current shareholders.
should not receive compensation from USG and that the amount we pay for claims should take
our limited involvement with asbestos into account. No large asbestos-related bankruptcy
has ever been settled on terms similar to those we have proposed, but if the court agrees with
us, we believe that we have the resources to fairly compensate the people who were injured by
our products, pay our other creditors and allow current shareholders to retain some portion of
their ownership.
Unfortunately, despite our efforts to obtain that fair hearing, we are not there yet. We hope that
these issues can be addressed in 2004.
In Congress
Meanwhile, we have also worked hard on legislation that offers a comprehensive, nationwide
solution to the asbestos crisis. We actively supported the Fairness in Asbestos Injury Resolution
(FAIR) Act of 2003 that calls for the creation of a privately funded trust fund that would end
asbestos litigation in courts, pay fair settlements to people injured by asbestos and quantify
defendants’ liabilities.
I am gratified to report that the vast majority of USG’s employees and a large number of our
The U.S. Senate is expected
suppliers, customers, shareholders and friends wrote their legislators in support of the Act, and
to vote on asbestos legislation
in July 2003, it was approved by the Judiciary Committee of the U.S. Senate (S.1125). It’s a major
this year.
step in the right direction. If the FAIR Act takes effect, the single most important issue in our
bankruptcy would likely be resolved. But there is still a long way to go. Senate Majority Leader
Bill Frist has said he will seek a vote by the full Senate in the spring of 2004. There is no cer-
tainty, however, that the FAIR Act will be passed, or what the final terms of the Senate bill will
be. Even then, it must be acted on by the House of Representatives and signed by the President
before it can become law.
So while we are doing everything possible to achieve an equitable resolution, the outcome of
Chapter 11 remains uncertain. We expect that the months ahead will clarify our path through
USG Corporation 2003 Annual Report
6. 4
Chapter 11. But the risks for shareholders remain great. As we have cautioned in the past, your
The outcome of our Chapter 11 stake in USG could be substantially diluted or even wiped out.
case is uncertain. The risks for
investors remain great.
A Clear Vision
While the future is clouded by uncertainty, our vision is clear: to emerge from Chapter 11 free of
the burden of asbestos litigation, ready to sustain and extend our leadership. Our ability to do
so depends on our performance today. Regardless of the outcome on asbestos, we must achieve
profitable growth. It is vital to us, in the most exact sense of the word.
We do not expect an increase in market demand. While the repair and remodeling market is likely
to remain strong, we anticipate a modest decline from the record home sales and housing starts
reported in 2003. Nor do we expect any growth in non-residential construction. Although demand
for wallboard is likely to remain relatively constant, the industry is expected to continue to
experience excess capacity in the near term.
We will focus on what we can control. We must, and will, do everything we can to improve our
operations, reduce costs and build our enterprise.
We’ve made a great deal of progress in improving our ceilings business. We need to make more.
After we reorganized the business in 2002, our international ceilings business was profitable
throughout the past year. In North America, we improved our pricing, consolidated our distribu-
tion channels and took advantage of our integrated drywall and ceilings salesforce. In 2004,
we’ll continue to strengthen our dealer network. Additional improvements in the operating
performance at our plants will help to offset any additional increases in energy costs.
SHEETROCK is one of the best-known brands in the country. Our DUROCK, FIBEROCK, LEVELROCK
USG garnered five prestigious and DONN brands lead their categories. We plan to extend our leadership. Optimizing our manu-
awards from industry trade
facturing facilities, improving efficiencies and sharing our best practices will help us meet the
publications for its 2003 product
challenge of higher energy costs. The new process technologies we are developing today will
innovations.
help reduce energy use – and costs – even more.
L&W has been successful in accelerating its growth, and we expect it to continue to grow. The
opportunities for FIBEROCK are just as significant. We’re exploring other new opportunities as
well. Our business development team is systematically working to identify, research and launch
new businesses to help us gain a larger share of every room.
7. 5
All of our efforts will be supported by a new enterprise-wide software system, called LINX, that
The USG Customer Service
we began to implement in 2002. When it is fully operational in 2006, the new $115 million system
Center handles more
will link every aspect of our operations, reduce costs for USG and our customers and allow us to
than 60,000 orders in an
provide superior transactional and informational services. Despite being in Chapter 11, we are
average month.
investing to raise service standards and cement our leadership.
Leadership is our tradition and our strength. And leadership begins with people. In highly
uncertain, challenging times, the people of this company have stayed focused on our mission
of finding a better way. I am proud of their accomplishments, grateful for their support and com-
mitted to helping them gain the opportunities and skills they need to lead this company in the
future. New programs that are focused on mentoring, manufacturing excellence and advanced
leadership skills, together with our ongoing commitment to diversity, will help us prepare the
next generation of leaders.
Even as we work through Chapter 11, we are looking ahead. We are responding to the challenges
we are facing today, strengthening our operations and building the value of our enterprise. No
matter what the future holds, we’ll be ready. We will keep moving forward.
William C. Foote
Chairman, CEO and President
February 24, 2004
USG Corporation 2003 Annual Report
8. Business Overview 6
Products and Services
Businesses
Gypsum United States Gypsum Company Manufactures and markets gypsum
CGC Inc. wallboard, joint treatments and tex-
USG Mexico S.A. de C.V. tures, cement board, gypsum fiber
panels, plaster, shaft wall systems
and industrial gypsum products
Ceilings USG Interiors, Inc. Manufactures and markets
USG International acoustical ceiling panels, ceiling
CGC Inc. suspension grid, specialty ceilings
and other building products
Distribution L&W Supply Corporation Specializes in delivering construc-
tion materials to job sites
9. 7
Geographical Areas Served Customers
Best-Known Brand Names
SHEETROCK gypsum panels, United States, Canada, Mexico purchasers : specialty drywall
SHEETROCK HUMITEK gypsum pan- centers, distributors, hardware
els, SHEETROCK joint compounds, cooperatives, buying groups,
DUROCK cement board, FIBEROCK home centers, mass merchandis-
gypsum fiber panels, LEVELROCK ers; influencers : architects,
floor underlayment, HYDROCAL specifiers, building owners;
gypsum cement, IMPERIAL end users : contractors, builders,
and DIAMOND building plasters do-it-yourselfers
ASTRO, ECLIPSE and RADAR United States, Canada, Mexico purchasers : specialty acoustical
ceiling panels; DONN DX, FINELINE and more than 125 other countries centers, distributors, hardware
and CENTRICITEE ceiling grid; in all parts of the world: North, cooperatives, home centers, con-
COMPÄSSO suspension trim; Central and South America, the tractors; influencers : architects,
CURVATURA 3-D ceiling system; Caribbean, Europe, the Middle specifiers, interior designers,
GEOMETRIX ceiling panels; East, Asia, the Pacific Rim, Africa building owners, tenants, facility
TOPO 3-Dimensional System managers; end users : contractors,
builders, do-it-yourselfers
United States purchasers and end users :
contractors, builders
USG Corporation 2003 Annual Report
10. 8
Board of Directors Corporate Officers
Robert L. Barnett Valerie B. Jarrett William C. Foote Marcia S. Kaminsky
( 3, 5, 6*) ( 2, 5*, 6 )
Executive Vice President, Managing Director and Chairman, Vice President,
Motorola Corporation Executive Vice President, Chief Executive Officer Communications
The Habitat Company and President
Keith A. Brown Karen L. Leets
(3, 4, 5, 6)
President, Vice President and Treasurer
Marvin E. Lesser Edward M. Bosowski
(3, 4, 5)
Chimera Corporation Managing Partner, Executive Vice President,
Michael C. Lorimer
Sigma Partners, L.P. Marketing and Corporate
Vice President; President
James C. Cotting ( 1, 4*, 5, 6 )
Strategy; President,
Former Chairman and and Chief Operating Officer,
John B. Schwemm ( 1, 2, 3, 5 )
USG International
Chief Executive Officer, Former Chairman and L&W Supply Corporation
Navistar International Chief Executive Officer, Stanley L. Ferguson
D. Rick Lowes
Corporation R.R. Donnelley & Sons Company Executive Vice President
Vice President and Controller
and General Counsel
Lawrence M. Crutcher Judith A. Sprieser
( 3, 4, 5, 6 ) ( 2, 3*, 4, 5 )
Peter K. Maitland
Managing Director, Chief Executive Officer, Richard H. Fleming
Vice President,
Veronis Suhler Stevenson Transora, Inc. Executive Vice President
Compensation, Benefits
and Chief Financial Officer
and Administration
William C. Foote ( 1* )
Committees of the Board of Directors
Chairman, James S. Metcalf
1 Executive Committee Clarence B. Owen
Chief Executive Officer Executive Vice President;
2 Compensation and Organization
Vice President and
and President President,
Committee
Chief Technology Officer
Audit Committee
3
Building Systems
Finance Committee
4
W. Douglas Ford ( 1, 2, 5, 6 )
Governance Committee
5 J. Eric Schaal
Former Chief Executive, Raymond T. Belz
Corporate Affairs Committee
6
Corporate Secretary and
Refining and Marketing, Senior Vice President,
* Denotes Chair
Associate General Counsel
BP Amoco p.l.c. Financial Operations
David W. Fox Brian W. Burrows
(1, 2*, 4, 5)
Former Chairman and Vice President,
Chief Executive Officer, Research and Technology
Northern Trust Corporation and
Brian J. Cook
The Northern Trust Company
Vice President,
Human Resources