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 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.
We manage Asia packaging to reduce costs and improve sales (1). Working with us makes Asia packaging a transparent and controllable spend (2). We have the lowest costs in our industry and provide the most cost efficient system to manage Asia packaging (3).
Energia Solutions Limited is an operations support and equipment supply company in Nigeria that provides products, services, and solutions for the oil and gas industry. The company's vision is to be customer-centric and deliver the highest quality products, people, and ideas to guarantee long-term growth. Energia Solutions stocks a wide range of oilfield equipment at competitive prices and provides quality assurance inspection services, customs clearing, freight forwarding, and land logistics support. The company aims to minimize customer downtime and keep production running at full capacity.
Jeremy Haycock from Damco; ‘Globalize the Supply Chain: Establish a truly glo...eyefortransport
The document discusses how third-party logistics providers (3PLs) like Damco can help control logistics costs as supply chains extend globally. It provides examples of how Damco has worked with customers to [1] reduce working capital and inventory levels through benchmarking and analysis, [2] accelerate supply chains through direct-to-store solutions to bypass distribution centers, and [3] improve container utilization. The presentation emphasizes that 3PLs can provide supply chain visibility, innovation, and tailored solutions to help companies optimize operations, finances, structures, and strategies as their supply chains increase in length and complexity.
This document discusses cost control proposals for construction projects. It proposes using either a separation order or cost-on-order approach. With separation orders, costs are more transparent as different contractors are responsible for different parts of the project. However, aftercare is an issue. Cost-on-orders make costs and maintenance fees clear upfront but the general contractor handles all aspects. The company assists with cost analysis, verification, and control through the different phases of a project to keep it within budget and deliver quality.
Este documento resume la definición, epidemiología, etiología, fisiopatología, presentación clínica y manejo de la discinesia tardía (DT), un trastorno del movimiento causado por la exposición crónica a bloqueadores de receptores de dopamina. Describe las diferentes formas clínicas de DT, incluida la discinesia oro-buco-lingual clásica, acatisia tardía, distonía tardía, corea tardía, temblor tardío y otros. El diagnóstico se basa en la historia de ex
Tardive dyskinesia (TD) is a neurological syndrome caused by long-term use of drugs to treat psychiatric disorders, presenting as repetitive, involuntary movements. Symptoms include grimacing, tongue protrusion, lip smacking. TD can be confused with Parkinson's disease which presents as tremors, rigidity, and bradykinesia. Antipsychotic medications like haloperidol, risperidone, and olanzapine can cause TD by reducing dopamine levels in the brain. Treatment involves discontinuing the causative medication, using anti-Parkinson's drugs, or vitamin E to relieve symptoms.
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.
We manage Asia packaging to reduce costs and improve sales (1). Working with us makes Asia packaging a transparent and controllable spend (2). We have the lowest costs in our industry and provide the most cost efficient system to manage Asia packaging (3).
Energia Solutions Limited is an operations support and equipment supply company in Nigeria that provides products, services, and solutions for the oil and gas industry. The company's vision is to be customer-centric and deliver the highest quality products, people, and ideas to guarantee long-term growth. Energia Solutions stocks a wide range of oilfield equipment at competitive prices and provides quality assurance inspection services, customs clearing, freight forwarding, and land logistics support. The company aims to minimize customer downtime and keep production running at full capacity.
Jeremy Haycock from Damco; ‘Globalize the Supply Chain: Establish a truly glo...eyefortransport
The document discusses how third-party logistics providers (3PLs) like Damco can help control logistics costs as supply chains extend globally. It provides examples of how Damco has worked with customers to [1] reduce working capital and inventory levels through benchmarking and analysis, [2] accelerate supply chains through direct-to-store solutions to bypass distribution centers, and [3] improve container utilization. The presentation emphasizes that 3PLs can provide supply chain visibility, innovation, and tailored solutions to help companies optimize operations, finances, structures, and strategies as their supply chains increase in length and complexity.
This document discusses cost control proposals for construction projects. It proposes using either a separation order or cost-on-order approach. With separation orders, costs are more transparent as different contractors are responsible for different parts of the project. However, aftercare is an issue. Cost-on-orders make costs and maintenance fees clear upfront but the general contractor handles all aspects. The company assists with cost analysis, verification, and control through the different phases of a project to keep it within budget and deliver quality.
Este documento resume la definición, epidemiología, etiología, fisiopatología, presentación clínica y manejo de la discinesia tardía (DT), un trastorno del movimiento causado por la exposición crónica a bloqueadores de receptores de dopamina. Describe las diferentes formas clínicas de DT, incluida la discinesia oro-buco-lingual clásica, acatisia tardía, distonía tardía, corea tardía, temblor tardío y otros. El diagnóstico se basa en la historia de ex
Tardive dyskinesia (TD) is a neurological syndrome caused by long-term use of drugs to treat psychiatric disorders, presenting as repetitive, involuntary movements. Symptoms include grimacing, tongue protrusion, lip smacking. TD can be confused with Parkinson's disease which presents as tremors, rigidity, and bradykinesia. Antipsychotic medications like haloperidol, risperidone, and olanzapine can cause TD by reducing dopamine levels in the brain. Treatment involves discontinuing the causative medication, using anti-Parkinson's drugs, or vitamin E to relieve symptoms.
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 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.
The document is Corning's 2006 Annual Report and 2007 Proxy Statement. It provides an overview of Corning's financial performance and highlights in 2006, including record net income and earnings per share. It discusses Corning's strategies of protecting financial health, improving profitability, and investing in the future. It also outlines Corning's leadership transition with Wendell Weeks becoming Chairman and CEO and Peter Volanakis becoming President. Key financial figures for 2006 show net sales of $5.17 billion and net income of $1.85 billion, up significantly from 2005.
This case study was developed and published in 2002 after our successful SAP implementation. Cavalier was a public company at the time falling under all SEC disclosure rules associated with publication of financial and performance data.
Corning Inc. reported strong financial performance in its 2007 Annual Report. Net income reached an all-time high of $2.15 billion, up 16% from 2006. Sales increased 13% to $5.86 billion, driven by high demand for LCD glass and new diesel filtration products. Corning also achieved records for earnings per share at $1.34 and operating cash flow at $2.1 billion. The report discusses Corning's strategy of focusing on innovation to drive growth, maintaining financial stability, and improving business portfolio balance. Key accomplishments in 2007 included expanding LCD glass capacity and developing innovations in optical fiber and life sciences technologies.
Corning posted record performance in the first half of 2008 but experienced weak performance in the second half due to the global recession. While sales were up 21% in the first half, they declined 30% in the fourth quarter compared to the third quarter and previous year. Corning implemented cost-cutting measures like job cuts and spending reductions to prepare for a weak 2009. However, Corning remains confident in its long-term strategies and innovative products to drive future growth once the economy recovers.
The 2003 annual report summarizes Jarden Corporation's financial and operating results for the year. It discusses record financial performance with revenues surpassing $500 million and cash flow from operations exceeding $70 million. It also highlights the acquisitions of Diamond Brands and Lehigh Consumer Products, which added over $250 million in annual revenue. The Chairman expresses optimism that 2004 will be another record year as the company continues executing its strategy of building a portfolio of market-leading consumer brands.
The 2003 annual report summarizes Jarden Corporation's financial and operating results for the year. It discusses record financial performance with revenues surpassing $500 million and cash flow from operations exceeding $70 million. It also highlights the acquisitions of Diamond Brands and Lehigh Consumer Products, which added over $250 million in annual revenue. The Chairman expresses optimism that this is just the beginning and that Jarden will continue executing its strategy to deliver strong growth.
The 2002 Annual Report of Ball Corporation summarizes the company's performance and strategic initiatives that year. Key points include:
1) Ball completed its largest international expansion by acquiring Schmalbach-Lubeca AG, the second largest beverage can manufacturer in Europe, for $925 million.
2) Other growth initiatives included expanding plastic container and food can production in North America. The aerospace segment was awarded its largest contract ever of over $200 million for the James Webb Space Telescope.
3) Financially, Ball generated over $290 million in free cash flow and its stock returned 46% to shareholders in price appreciation and dividends, growing its market capitalization to over $2.9
The 2002 Annual Report of Ball Corporation summarizes the company's performance and strategic initiatives that year. Key points include:
1) Ball completed its largest international expansion by acquiring Schmalbach-Lubeca AG, the second largest beverage can manufacturer in Europe, for $925 million.
2) Other growth initiatives included expanding plastic container and food can production in North America. The aerospace segment was awarded its largest contract ever of over $200 million for the James Webb Space Telescope.
3) Financially, Ball generated over $290 million in free cash flow and its stock returned 46% to shareholders in price appreciation and dividends, growing its market capitalization to over $2.9
This document provides an overview and financial highlights of Owens Corning for 2007. It discusses Owens Corning's core business groups including composite solutions, insulating systems, roofing and asphalt, and other building materials and services. It summarizes Owens Corning's financial performance in 2007, growth objectives for 2008, and how recent acquisitions and divestitures have positioned the company for future performance through a weak US housing market.
This document provides an overview and financial highlights of Owens Corning for 2007. It discusses Owens Corning's core business groups including composite solutions, insulating systems, roofing and asphalt, and other building materials and services. It summarizes Owens Corning's financial performance in 2007, growth objectives for 2008, and how recent acquisitions and divestitures have positioned the company for future performance. The document also provides brief descriptions and statistics for each business group.
This document provides an overview and financial highlights of Owens Corning for 2007. It discusses Owens Corning's core business groups including composite solutions, insulating systems, roofing and asphalt, and other building materials and services. It summarizes Owens Corning's financial performance in 2007, growth objectives for 2008, and how recent acquisitions and divestitures have positioned the company for future performance through a weak US housing market.
This document provides an overview and financial highlights of Owens Corning for 2007. It discusses Owens Corning's core business groups including composite solutions, insulating systems, roofing and asphalt, and other building materials and services. It summarizes Owens Corning's financial performance in 2007, growth objectives for 2008, and how recent acquisitions and divestitures have positioned the company for future performance through a weak US housing market.
Western Digital is a leading manufacturer of hard drives that reported strong financial results for fiscal year 2004, despite challenging market conditions. Key points:
- Revenue increased 12% to $3 billion due to a 22% rise in unit shipments of hard drives. Operating income was $155 million.
- The acquisition of Read-Rite assets early in the fiscal year helped boost head production capacity. This contributed to earnings starting in the second quarter.
- Western Digital captured market share in desktop hard drives and saw growth in drives for enterprise applications, consumer electronics, and emerging international markets like Asia.
- The company had a strong balance sheet at fiscal year-end with $378 million in cash and $488
The document is Caterpillar's 2004 annual report. It highlights that 2004 was a very successful year where Caterpillar set sales, revenue, and profit per share records. The company's sales increased over $7 billion and it surpassed its $30 billion sales goal two years ahead of schedule. The report discusses Caterpillar's strong position for future success due to its technology leadership, global footprint, focus on key industries, and emphasis on people. It celebrates the accomplishments of Caterpillar's employees around the world.
Ball Corporation is a leading provider of metal and plastic packaging for beverages and foods. In 2001, Ball reported a net loss of $1.85 per share due to business consolidation charges, but excluding these charges earnings were $1.78 per share. Ball took actions to improve its packaging operations in China and North America to better position them for the future. Ball also expects solid performance in 2002 and beyond as it builds on its strengths of quality, customer relationships, and creative employees.
This document is Ball Corporation's 2001 annual report. It provides an overview of Ball Corporation, including that it is a leading provider of metal and plastic packaging for beverages and foods, as well as aerospace technologies. It discusses Ball's vision, mission, and strategy. The report notes challenges in 2001 from rising costs but performance was still slightly below 2000 levels when excluding charges. It describes actions taken to improve Ball's packaging and aerospace operations and position them for future growth.
The document is Manpower Inc.'s 2001 annual report. It summarizes that in 2001:
- Systemwide sales decreased 5.3% to $11.8 billion due to a weaker global economy and strengthening US dollar.
- Revenues decreased 3.3% and operating profit declined 23.6% as revenue growth slowed but investments continued.
- Earnings per share decreased 27% to $1.62 primarily due to currency exchange impacts. The company remained focused on providing skilled employees and workforce solutions to customers during economic uncertainty.
The document discusses Shaw's work on recovering from Hurricane Katrina in 2005. Some key points:
1) Shaw mobilized quickly after Katrina to help remove floodwaters from New Orleans, which they accomplished in 17 days instead of the predicted 80 days.
2) Shaw also provided temporary housing, repaired infrastructure and power restoration, and other relief efforts.
3) The document discusses how Shaw has experience responding to natural disasters and was able to mobilize effectively for Katrina relief due to their past work responding to hurricanes.
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.
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 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.
The document is Corning's 2006 Annual Report and 2007 Proxy Statement. It provides an overview of Corning's financial performance and highlights in 2006, including record net income and earnings per share. It discusses Corning's strategies of protecting financial health, improving profitability, and investing in the future. It also outlines Corning's leadership transition with Wendell Weeks becoming Chairman and CEO and Peter Volanakis becoming President. Key financial figures for 2006 show net sales of $5.17 billion and net income of $1.85 billion, up significantly from 2005.
This case study was developed and published in 2002 after our successful SAP implementation. Cavalier was a public company at the time falling under all SEC disclosure rules associated with publication of financial and performance data.
Corning Inc. reported strong financial performance in its 2007 Annual Report. Net income reached an all-time high of $2.15 billion, up 16% from 2006. Sales increased 13% to $5.86 billion, driven by high demand for LCD glass and new diesel filtration products. Corning also achieved records for earnings per share at $1.34 and operating cash flow at $2.1 billion. The report discusses Corning's strategy of focusing on innovation to drive growth, maintaining financial stability, and improving business portfolio balance. Key accomplishments in 2007 included expanding LCD glass capacity and developing innovations in optical fiber and life sciences technologies.
Corning posted record performance in the first half of 2008 but experienced weak performance in the second half due to the global recession. While sales were up 21% in the first half, they declined 30% in the fourth quarter compared to the third quarter and previous year. Corning implemented cost-cutting measures like job cuts and spending reductions to prepare for a weak 2009. However, Corning remains confident in its long-term strategies and innovative products to drive future growth once the economy recovers.
The 2003 annual report summarizes Jarden Corporation's financial and operating results for the year. It discusses record financial performance with revenues surpassing $500 million and cash flow from operations exceeding $70 million. It also highlights the acquisitions of Diamond Brands and Lehigh Consumer Products, which added over $250 million in annual revenue. The Chairman expresses optimism that 2004 will be another record year as the company continues executing its strategy of building a portfolio of market-leading consumer brands.
The 2003 annual report summarizes Jarden Corporation's financial and operating results for the year. It discusses record financial performance with revenues surpassing $500 million and cash flow from operations exceeding $70 million. It also highlights the acquisitions of Diamond Brands and Lehigh Consumer Products, which added over $250 million in annual revenue. The Chairman expresses optimism that this is just the beginning and that Jarden will continue executing its strategy to deliver strong growth.
The 2002 Annual Report of Ball Corporation summarizes the company's performance and strategic initiatives that year. Key points include:
1) Ball completed its largest international expansion by acquiring Schmalbach-Lubeca AG, the second largest beverage can manufacturer in Europe, for $925 million.
2) Other growth initiatives included expanding plastic container and food can production in North America. The aerospace segment was awarded its largest contract ever of over $200 million for the James Webb Space Telescope.
3) Financially, Ball generated over $290 million in free cash flow and its stock returned 46% to shareholders in price appreciation and dividends, growing its market capitalization to over $2.9
The 2002 Annual Report of Ball Corporation summarizes the company's performance and strategic initiatives that year. Key points include:
1) Ball completed its largest international expansion by acquiring Schmalbach-Lubeca AG, the second largest beverage can manufacturer in Europe, for $925 million.
2) Other growth initiatives included expanding plastic container and food can production in North America. The aerospace segment was awarded its largest contract ever of over $200 million for the James Webb Space Telescope.
3) Financially, Ball generated over $290 million in free cash flow and its stock returned 46% to shareholders in price appreciation and dividends, growing its market capitalization to over $2.9
This document provides an overview and financial highlights of Owens Corning for 2007. It discusses Owens Corning's core business groups including composite solutions, insulating systems, roofing and asphalt, and other building materials and services. It summarizes Owens Corning's financial performance in 2007, growth objectives for 2008, and how recent acquisitions and divestitures have positioned the company for future performance through a weak US housing market.
This document provides an overview and financial highlights of Owens Corning for 2007. It discusses Owens Corning's core business groups including composite solutions, insulating systems, roofing and asphalt, and other building materials and services. It summarizes Owens Corning's financial performance in 2007, growth objectives for 2008, and how recent acquisitions and divestitures have positioned the company for future performance. The document also provides brief descriptions and statistics for each business group.
This document provides an overview and financial highlights of Owens Corning for 2007. It discusses Owens Corning's core business groups including composite solutions, insulating systems, roofing and asphalt, and other building materials and services. It summarizes Owens Corning's financial performance in 2007, growth objectives for 2008, and how recent acquisitions and divestitures have positioned the company for future performance through a weak US housing market.
This document provides an overview and financial highlights of Owens Corning for 2007. It discusses Owens Corning's core business groups including composite solutions, insulating systems, roofing and asphalt, and other building materials and services. It summarizes Owens Corning's financial performance in 2007, growth objectives for 2008, and how recent acquisitions and divestitures have positioned the company for future performance through a weak US housing market.
Western Digital is a leading manufacturer of hard drives that reported strong financial results for fiscal year 2004, despite challenging market conditions. Key points:
- Revenue increased 12% to $3 billion due to a 22% rise in unit shipments of hard drives. Operating income was $155 million.
- The acquisition of Read-Rite assets early in the fiscal year helped boost head production capacity. This contributed to earnings starting in the second quarter.
- Western Digital captured market share in desktop hard drives and saw growth in drives for enterprise applications, consumer electronics, and emerging international markets like Asia.
- The company had a strong balance sheet at fiscal year-end with $378 million in cash and $488
The document is Caterpillar's 2004 annual report. It highlights that 2004 was a very successful year where Caterpillar set sales, revenue, and profit per share records. The company's sales increased over $7 billion and it surpassed its $30 billion sales goal two years ahead of schedule. The report discusses Caterpillar's strong position for future success due to its technology leadership, global footprint, focus on key industries, and emphasis on people. It celebrates the accomplishments of Caterpillar's employees around the world.
Ball Corporation is a leading provider of metal and plastic packaging for beverages and foods. In 2001, Ball reported a net loss of $1.85 per share due to business consolidation charges, but excluding these charges earnings were $1.78 per share. Ball took actions to improve its packaging operations in China and North America to better position them for the future. Ball also expects solid performance in 2002 and beyond as it builds on its strengths of quality, customer relationships, and creative employees.
This document is Ball Corporation's 2001 annual report. It provides an overview of Ball Corporation, including that it is a leading provider of metal and plastic packaging for beverages and foods, as well as aerospace technologies. It discusses Ball's vision, mission, and strategy. The report notes challenges in 2001 from rising costs but performance was still slightly below 2000 levels when excluding charges. It describes actions taken to improve Ball's packaging and aerospace operations and position them for future growth.
The document is Manpower Inc.'s 2001 annual report. It summarizes that in 2001:
- Systemwide sales decreased 5.3% to $11.8 billion due to a weaker global economy and strengthening US dollar.
- Revenues decreased 3.3% and operating profit declined 23.6% as revenue growth slowed but investments continued.
- Earnings per share decreased 27% to $1.62 primarily due to currency exchange impacts. The company remained focused on providing skilled employees and workforce solutions to customers during economic uncertainty.
The document discusses Shaw's work on recovering from Hurricane Katrina in 2005. Some key points:
1) Shaw mobilized quickly after Katrina to help remove floodwaters from New Orleans, which they accomplished in 17 days instead of the predicted 80 days.
2) Shaw also provided temporary housing, repaired infrastructure and power restoration, and other relief efforts.
3) The document discusses how Shaw has experience responding to natural disasters and was able to mobilize effectively for Katrina relief due to their past work responding to hurricanes.
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
How to Invest in Cryptocurrency for Beginners: A Complete GuideDaniel
Cryptocurrency is digital money that operates independently of a central authority, utilizing cryptography for security. Unlike traditional currencies issued by governments (fiat currencies), cryptocurrencies are decentralized and typically operate on a technology called blockchain. Each cryptocurrency transaction is recorded on a public ledger, ensuring transparency and security.
Cryptocurrencies can be used for various purposes, including online purchases, investment opportunities, and as a means of transferring value globally without the need for intermediaries like banks.
Budgeting as a Control Tool in Government Accounting in Nigeria
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For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
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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
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usg LS_2001
1. Dear Fellow Shareholders We didn’t miss a beat. For both our So even though the course was rocky,
customers and the vast majority of our we continued to outdistance our
Few business enterprises endure 100
employees, it has been business as competitors. At 90%, our capacity
years. Fewer still lead their industries
usual, just as we promised it would be. utilization rate, a major determinant
for such an extended time. I am proud
Open, forthright communications with of profitability, was an estimated 12
to say that United States Gypsum
our customers, employees, investors points higher than our competitors’
Company soon will be joining that
and suppliers helped us keep their rates. We remained profitable, unlike
distinguished group, even if our 99th
trust and confidence, a key factor in many companies in this industry.
year was one of the most challenging
our ability to move forward. We reported net earnings of $16 mil-
in our long history.
lion, even after bankruptcy-related
We were equally successful in
expenses and other special charges.
In 2001, we faced excess capacity in
addressing the challenges of a tough
In an inherently cyclical business, we
the gypsum industry, experienced a
market. For more than a year, excess
are leading at every point of the cycle
slowdown in demand for ceiling prod-
capacity in the industry has put
– both the troughs and the peaks.
ucts and began working through a
intense pressure on wallboard prices,
Chapter 11 restructuring. Yet despite
reducing them to an average of $85.67 Our ability to lead the way through a
these challenges, we continued to build
per thousand square feet in 2001, downturn rests on the strategies we
enterprise value. We shipped record
compared to an average of $130.61 have followed since the mid-1990s.
amounts of SHEETROCK brand drywall
per thousand square feet in 2000. The five new plants we have opened
and joint compound products. We
Then, a weakening economy and the in the U.S. since 1999 equip us to suc-
increased our share of the drywall
terrorist attacks of September 11th ceed in good times and bad. We have
market. We surpassed our ambitious
reduced consumer confidence to 3.4 billion square feet of new, low-cost
overhead reduction goals. And we
a seven-year low and drove down wallboard capacity, which is crucial
continued to prepare for the future.
demand for construction products. to maintaining our profitability in a
buyers’ market. The “Next Generation”
We expect it to be a future that is free
SHEETROCK panels we introduced in
of asbestos litigation. Our June 25th Leading the Way
2000 offer measurably greater value.
filing for Chapter 11 protection had
But we have seen tough times before,
A single gypsum and ceilings value
nothing to do with our performance.
and we know how to handle them. We
offering and an integrated salesforce
We did it only to protect our assets,
intensified our efforts to cut overhead,
brings all of our products to more of
to stop paying the asbestos costs of
reducing expenses to $279 million in
our customers. New FIBEROCK under-
other companies and to begin to put
2001, a 10% reduction. We cut capital
layment and sheathing products will
the issue behind us, once and for
expenditures to their lowest level in
help us win a larger share of construc-
all. Thanks to the hard work of our
seven years and pursued the sales of
tion budgets. L&W Supply has grown
employees, we achieved those goals –
assets that are not vital to our busi-
to become the leader in its market.
and made a soft landing. Our plants
ness. We continued to shut down
kept running, often at full capacity, and
excess capacity by closing approxi-
we continued to serve our customers.
mately 2 billion square feet of older,
higher-cost production since 1999.
We also optimized our new production
capacity, consolidating our position
as the low-cost producer.
1
2. Now we will reap the benefits of these The drop in new commercial and We also are looking at new ways to
investments. Our goal, as always, office construction hit our ceilings improve the productivity of our delivery
is profitable growth. But today it is business especially hard. But we are vehicles and other assets.
vital. To build our business, fairly not waiting for an economic recovery
compensate our creditors, reward to improve our performance. We plan Building Value
the loyalty of our current shareholders to strengthen our dealer network,
Profitable growth – building value –
and resolve the issue of asbestos, concentrating on the most productive
is of paramount importance, and we’ll
we must increase our enterprise value. relationships. We also plan to optimize
leave no stone unturned. But we will
We did it in 2001. We must continue the single, integrated drywall and ceil-
not do it at the expense of our cus-
to do it, year after year. ings salesforce we created at the end
tomers. While we have historically
of 2000. Uniting our U.S. sales teams
enjoyed strong relationships with our
hasn’t been easy – it took more than
Keeping Our Promises
customers, we will never take them
a year for us to complete a similar
Keeping that promise means keeping for granted. We believe that there is
move in Canada – but as our Canadian
our focus. We cannot control the tort always room to improve our service,
experience shows, any short-term
litigation system, the demand for our and the extensive survey we con-
pains are far outweighed by the gains.
products or the prices paid for them. ducted in 2001 tells us how. A new
Our service is now more comprehen-
So we are focusing on what we can enterprise resource planning system,
sive, cost effective and convenient
control: our customer relationships, which we are now beginning to imple-
than ever. After months of training
our costs, our continued growth. ment, will link our operations and
and preparation, we are beginning to
improve the way we process transac-
see the results of this effort, and we
Our operating plans accentuate the
tions. New services, including job
expect to see more.
profit in profitable growth.
training, safety training and recycling
Our international ceiling operations services, will add to our value and
All of our businesses will intensify their
are being rationalized. We scaled back deepen our relationships with dealer
focus on customer satisfaction. At the
a production facility in Europe and partners and contractors.
same time, our gypsum business will
closed our construction metal and ceil-
not let up its cost-reduction efforts.
Neither will we overlook the future.
ing grid plants in the Czech Republic
While we have made a great deal of
Even in tough times, we are planting
and Taiwan. Whether it means fixing,
progress, we think we can wring even
the seeds for tomorrow’s growth. We
merging or closing our international
better performance from our new pro-
are building a new DUROCK cement
facilities, we will do what is necessary
duction capacity. Lowering our costs
board plant in Baltimore. A new joint
to improve our results.
even more makes us an even stronger
venture with Knauf – Knauf / USG –
competitor. Although the gains will be
With 180 centers, L&W Supply has creates Europe’s largest supplier and
harder to achieve, we’ll continue to
become a preferred source for high- distributor of cement board systems
build our market share – but not at any
quality construction products and for interior and exterior construction.
price. Our long-term strategies call
reliable “last mile” logistics services. We gain new technology that conforms
for us to continue to prune operations
We continue to improve the portfolio to European building standards and,
at older facilities and profitably scale
of operating locations, opening new potentially, much stronger ties to the
production to the level of demand.
centers in attractive locations and European market. In the U.S., we will
closing those that fail to meet their continue to roll out new FIBEROCK
objectives. We will continue that gypsum fiber products. Although our
strategy. Highly selective acquisitions FIBEROCK sales have not grown as
will focus on the best opportunities.
2
3. fast as expected, we are confident What’s more, we are entering a new, To continue to build our value, we
that these products will help us build more challenging phase of the Chapter must be prepared to adapt and
a profitable new franchise in our mar- 11 process. We and the creditors’ change – everything, except our basic
ket. We also are looking ahead to the committees now will attempt to deter- beliefs. In honor of U.S. Gypsum
next generation of process technology, mine how much each of the stakehold- Company’s 100th birthday, which we
which promises dramatic increases ers should receive. It is a difficult will celebrate in May 2002, we have
in productivity. process that may well stretch beyond collected comments about the com-
2002, but we intend to keep working pany from employees, as well as from
Long term, our prospects are promis-
toward the same goals we have had customers, suppliers, neighbors and
ing. Our products are of the highest
from the start. We want to fairly com- friends. Each comment offers a
quality and help fulfill the basic need
pensate legitimate asbestos claimants, uniquely personal perspective on the
of shelter. SHEETROCK is one of the
repay our suppliers, bankers and other evolution, culture and strengths of
best known and most highly respected
creditors, and protect the interests the enterprise. Together, they portray
brands in the business. Our production
of our current shareholders. We will a values-based organization that has
capacity – our entire infrastructure –
extend our leadership by serving cus- long been committed to safety, quality
is the most productive and profitable
tomers and maintaining operational and integrity – and to finding the
in the industry. We enjoy all of the ben-
excellence. We will work to retain better way.
efits of market leadership. The long-
the people who are the strength of
term fundamentals for construction We will maintain and nurture those
our organization. We intend to put
markets are solid. Housing remains values because they have helped us
asbestos behind us once and for all.
strong, and more than half of the office navigate one of the most tumultuous
space in the U.S. is more than 20 years At the same time, we will continue centuries in human history. Because
old, which should strengthen sales in to take part in efforts to work for a they have helped us build enduring
the repair and renovation market. legislative solution to the asbestos relationships, with one another and the
litigation crisis, which has now driven people we do business with. Because
close to 40 companies into bank- they make us what we are: the leader.
The Challenges Ahead
ruptcy and threatens scores of others.
We are focused on building value.
The challenge is to get from here
We also will continue to practice the
We have strong values. Most of all, at
to there. The months ahead will test
credible, honest communications that
every level, we have outstanding peo-
our leadership.
have sustained strong relationships
ple. I am proud and grateful to report
with customers, suppliers, investors
We expect little, if any, improvement
that tough times have brought out their
and employees.
in our markets. The commercial
best. And with their continued loyalty,
construction market will remain weak.
Frankly, in a situation like ours, little perseverance and determination, I am
Housing starts and the demand for
is certain. We are confident that we confident that we will move forward
drywall are likely to decline. Excess
can manage our way through the slow- into a second century of growth.
capacity will continue to be a chal-
down in our markets – that is not in
lenge until there is a better balance
doubt. But it is impossible to predict
between supply and demand.
when, or how, we will emerge from
Chapter 11, or what the recoveries for
our many stakeholders will be. In such William C. Foote
circumstances, the only thing that’s Chairman, CEO and President
certain is that our profitability – our February 14, 2002
bottom line performance – counts
more than ever.
3