Colgate-Palmolive

Total Page:16

File Type:pdf, Size:1020Kb

Colgate-Palmolive Colgate-Palmolive Russell Kerschen Zach Glisson Whitney Martin Brian Ghaemmaghami Darren Schreder 1 | Page Table of Contents Executive Summary 6 Business and Industry Analysis 12 Company Overview 12 Industry Overview 14 Five Forces Model 20 Rivalry Among Existing Firms 21 Concentration and Balance of Competitors 22 Degree of Differentiation 23 Switching Costs 23 Scale to Learning Economies 24 Ratio of Fixed to Variable Costs 24 Excess Capacity & Exit Barriers 25 Threat of New Entrants 26 Economies of Scale 26 First Mover Advantage 28 Access to Channels of Distribution 28 Legal Barriers 29 Threat of Substitute Products 29 Relative Price Performance 30 Willingness to Substitute 30 Bargaining Power of Customers 31 Price Sensitivity 31 Relative Bargaining Power 32 Bargaining Power of Suppliers 33 Key Success Factors for Value Creation 33 Competitive Advantage-Broad Scope 35 Firm Competitive Advantage Analysis 38 2 | Page Accounting Analysis 43 Key Accounting Policies 43 Potential Accounting Flexibility 46 Goodwill & Intangible Assets 46 Employee Benefits 47 Legal & Other Contingencies 47 Actual Accounting Strategy 48 Qualitative Analysis of Disclosure 51 Quantitative Analysis of Disclosure 52 Core Sales Manipulation 53 Expense Manipulation Diagnostics 56 Potential “Red Flags” 62 Undo Accounting Distortions 63 Ratio Analysis, Forecast Financials, and Cost of Capital Estimation 65 Financial Analysis 65 Liquidity Analysis 65 Current Ratio 66 Quick Ratio 67 A/R Turnover 68 Days Sales Outstanding 69 Inventory Turnover 70 Inventory Days 71 Working Capital Turnover 72 Profitability Analysis 74 Gross Margin 74 Net Profit Margin 75 Operating Profit Margin 76 Asset Turnover 77 3 | Page ROA 78 ROE 79 Capital Structure Analysis 80 Times Interest Earned 81 Debt Service Margin 82 Debt to Equity 83 Internal Growth Rate and Sustainable Growth Rate Analysis 84 Financial Statement Forecasting 87 Income Statement 87 Balance Sheet 91 Statement of Cash Flows 93 Cost of Capital Estimation 93 Analysis of Valuations 101 Method of Comparables 101 Dividend Discount Model 107 Discounted Free Cash Flow Models 108 Residual Income Model 110 Long Run ROE Residual Income Model 111 Abnormal Earnings Growth Model 114 Credit Analysis 116 Analyst’s Recommendation 117 Appendix 118 Regressions 118 Income statement 131 Common size income statement 132 Balances sheet 133 Common size balance sheet 134 Cash Flows 135 Z-scores 136 4 | Page Cost of Debt 139 WACC 140 Method of Comparables 141 Residual income 144 AEG Model 145 Discounting Dividends 146 Long Run ROE Residual Model 147 Discounted Free Cash Flows 148 Ratios 149 Restatement Analysis 152 References 153 5 | Page Executive Summary Investment Recommendation: Overvalued, Sell 5/05/2008 Share data Valuation Estimates Observed NYSE: CL Share Multiples valuation Price as of 4/1/2008 $ 73.68 Trailing P/E $23.05 52-week range $63.75-81.98 Forward P/E $17.21 Shares Outstanding 509.8M P/B $17.73 Market Capitalization 37.56B D/P $.022 Percent owned by insiders 1.46% PEG $1.74 Percent owned by institutions 71.9% P/EBIDTA $23.03 EV/EBIDTA $12.75 Book Value per share $4.103 Key 2008 financial data Intrinsic Valuations Revenue 13.79B Discounted Dividends $22.96 Net Earnings 1.78B Discounted FCF $57.12 Return on Equity 94% Residual Income $24.66 LR ROE $49.97 AEG $24.66 Cost of Capital Estimations Altman’s Z-score r^2 Beta Ke 2003 2004 2005 2006 2007 3-month .127 .455 07.4% 7.19 6.57 7.01 6.68 6-month .127 .455 07.4% 2-year .124 .444 06.8% 5-year .128 .455 07.4% 10-year .129 .452 07.4% Published Beta 0.16 K d 6.16% WACC bt 9.6% 6 | Page 7 | Page Industry Analysis Colgate-Palmolive was originally Colgate a small family owned soap and candle company. They have since grown to merge with Palmolive to become the firm they are today. They have widened their variety of products from soap and candles to oral care, personal care, cleaning goods, and pet nutrition. Their initial public offering was in and have since expanded their firm overseas and are recognized as one of the leading suppliers in their industry. They are on almost every distributor’s shelves in the nation and have become a recognized household name to most all consumers. Their main goal is provide consumers with high quality products that will satisfy their everyday needs. In the personal goods industry the main competitors are Proctor & Gamble, Clorox, and Church & Dwight. All of these firms provide relatively the same products that may simply differ in colors or scents. This makes their industry very dependent on brand image and also susceptible to price wars. By having only a few large firms the high concentration in this industry makes it very important for firm to stay up with the competition on research and development practices. Consumers will always need the products of this industry so the firms compete on low costs and advertising improved products. For instance Colgate and many others have been promoting whitening products for oral care. The personal products industry has a high rivalry among existing firms, a very low threat of new entrants, and a high threat of substitute products. In this industry they also have a high bargaining power of suppliers and a low bargaining power of buyers. This is because of the need for firms to have the large suppliers supply their products to the consumers. The personal products industry is highly concentrated and competitive among the existing firms. The key success factors of the personal products industry are brand image, product differentiation, and cost leadership. All of the products are very similar which makes a firms brand image to the consumers. Since the firms have to compete on price, finding ways to lower production costs is a must to make the most profits. If a 8 | Page firm can find ways to increase their appeal to the consumers while bringing costs to a minimum it will allow them to gain market share. Accounting Analysis The best way for a firm to allow investors to understand their firm and make an educated decision on whether or not to invest is to fully disclose their information. Analysis of a firms accounting policies should identify how detailed and how much information they are willing to disclose. Some firms have been known to hide certain “unflattering” data by giving the minimum of what the SEC requires, this can in many cases lead to accounting distortions. Colgate-Palmolive does a fairly good job in disclosing their information whether it has positive or negative effects on the company. Colgate also discloses the risks they face associated with significant international operations and their restructuring programs which implicates that they are willing to disclose data that may be misleading. There are some areas of concern regarding Colgate’s 10-K disclosure of Goodwill and Other liabilities. Goodwill consists of about 23% of our company’s total assets and that number is increasing by about one or two percent each year. Colgate also discloses the risks they face associated with significant international operations. Information regarding our pension benefit plan and property leases seems to be somewhat limited and is a minimal percentage of our company. Also, the 2004 Restructuring Program had a very strong affect on the ROE which also might have led to some accounting distortions. Compared to other firms in the industry our level of disclosure seems to be above-average. Financial Analysis, Forecast Financials, and Cost of Capital Estimation To be able to figure which items on the financial statements need to be forecasted and what the main driver for forecasting is going to be we must first perform an analysis on their statements. Recently, within the past 5 years, Colgate-Palmolive has had a consistent growth rate of 7.4% which is consistent with the rest of its 9 | Page competitors. Because of firms such as Proctor & Gamble who have control of most of the market, it is imperative that Colgate remain consistent and even try to increase their growth rate to keep their market share. Our estimation of future growth rates for years 2008-17 show to be 8%. For Colgate-Palmolive their asset turnover has averaged 1.33 over the past five years; with this we forecasted current assets as 36.8% and non- current assets were 63.2% of total assets. Our CFFO from net sales was the ratio with the most structure so we used the CFFO/sales ratio of 17% to forecast future cash flows. For the cost of capital estimation we first found the historical monthly stock prices of Colgate for the past 5 years from Yahoo Finance and the S & P 500 prices, and risk-free and market risk premium rates. We used this information to determine a Beta of .46. As a result of low cost to equity found by the equation, we had to use a “back- door method” to find cost of equity. These estimations were then put in the Cost of Capital model to determine a before tax WACC of 9.60%, and an after tax WACC of 8.373%. After collecting data and calculating ratios on our firm and their competitors within the industry it is apparent that Colgate-Palmolive has had an increase in profits over the past few years. Colgate has the highest asset turnover out of all of its competitors and has been increasing each year which shows that their sales and market share are also growing. Our debt service margin although has been declining over that past few years which shows that they are having to more outside funds relative to growth.
Recommended publications
  • Alameda I 680 Comprehensive Multimodal Corridor Plan
    Alameda I-680 Comprehensive Multimodal Corridor Plan 1 DocuSign Envelope ID: 68DB90D3-75C6-4545-BEE4-4EF3E608995F 6-1-2020 6/24/2020 DocuSign Envelope ID: 68DB90D3-75C6-4545-BEE4-4EF3E608995F Table of Contents Executive Summary ........................................................................................................................................ i Chapter 1: Introduction ................................................................................................................................ 1 1.1 Caltrans Policy Development .............................................................................................................. 1 1.2 Senate Bill 1 and the Solutions for Congested Corridors Program ..................................................... 1 1.3 Document Structure............................................................................................................................ 2 1.4 Stakeholders ....................................................................................................................................... 2 Chapter 2: Corridor Goals, Objectives and Performance Metrics ................................................................ 3 Chapter 3: Corridor Overview ....................................................................................................................... 6 3.1 Corridor Limits .................................................................................................................................... 6 3.2 Route Significance ..............................................................................................................................
    [Show full text]
  • Gudel V. the Clorox Company
    Case 3:20-cv-05712 Document 1 Filed 08/14/20 Page 1 of 16 1 DANIEL LEVINSON JUSTIN STOCKTON 2 LEVINSON STOCKTON LLP 990 Highland Drive, Suite 206 3 Solana Beach, CA 92075 Telephone: (858) 792-1100 4 Email: [email protected] Email: [email protected] 5 WILLIAM WRIGHT 6 THE WRIGHT LAW OFFICE, LLP 301 Clematis Street, Suite 3000 7 West Palm Beach, Florida 33401 Telephone: (561) 514-0904 8 Email: [email protected] (pro hac vice application forthcoming) 9 DANIEL FAHERTY 10 TELFER, FAHERTY, & ANDERSON, PL 815 S. Washington Avenue, Suite 201 11 Titusville, Florida 32780 Telephone: (321) 269-6833 12 Facsimile: (321) 383-9970 Email: [email protected] 13 (pro hac vice application forthcoming) 14 Attorneys for Plaintiffs and the Proposed Class 15 SHANA GUDGEL, on behalf of herself and Case No. 16 all others similarly situated, CLASS ACTION COMPLAINT 17 Plaintiff, DEMAND FOR JURY TRIAL 18 v. 19 THE CLOROX COMPANY; and DOES 1-10, inclusive, 20 Defendants. 21 22 23 24 25 26 27 28 1 CLASS ACTION COMPLAINT AND JURY DEMAND Case 3:20-cv-05712 Document 1 Filed 08/14/20 Page 2 of 16 1 INTRODUCTION 2 1. Plaintiff Shana Gudgel (“Plaintiff”), by and through her undersigned counsel, files this 3 Class Action Complaint against Defendant The Clorox Company and DOES 1 to 10 (collectively, “Clorox” or “Defendant”), individually and on behalf of a class of similarly situated individuals, 4 and alleges, upon personal knowledge as to her own actions, and upon investigation of counsel as 5 to all other matters, as follows: 6 SUMMARY OF DEFENDANT’S UNLAWFUL CONDUCT 7 2.
    [Show full text]
  • Easybayexperiance00shetrich.Pdf
    u University of California Berkeley REGIONAL ORAL HISTORY OFFICE Regional Oral History Office University of California The Bancroft Library Berkeley, California History of Bay Area Philanthropy Series Robert B. Shetterly EAST BAY EXPERIENCES IN CORPORATE SOCIAL RESPONSIBILITY With an Introduction by Eugene E. Trefethen, Jr. Interviews Conducted by Gabrielle Morris in 1990 Copyright fc\ 1991 by The Regents of the University of California Since 1954 the Regional Oral History Office has been interviewing leading participants in or well-placed witnesses to major events in the development of Northern California, the West, and the Nation. Oral history is a modern research technique involving an interviewee and an informed interviewer in spontaneous conversation. The taped record is transcribed, lightly edited for continuity and clarity, and reviewed by the interviewee. The resulting manuscript is typed in final form, indexed, bound with photographs and illustrative materials, and placed in The Bancroft Library at the University of California, Berkeley, and other research collections for scholarly use. Because it is primary material, oral history is not intended to present the final, verified, or complete narrative of events. It is a spoken account, offered by the interviewee in response to questioning, and as such it is reflective, partisan, deeply involved, and irreplaceable. ************************************ All uses of this manuscript are covered by a legal agreement between The Regents of the University of California and Robert B. Shetterly dated 8 February 1990. The manuscript is thereby made available for research purposes. All literary rights in the manuscript, including the right to publish, are reserved to The Bancroft Library of the University of California, Berkeley.
    [Show full text]
  • Making Life Easier, Healthier and Better 13510Clod1r2.Qxd 9/20/05 8:17 PM Page Ifc
    13510cloD1R1.qxd 09/10/2005 6:56 PM Page 1 The Clorox Company 2005 Annual Report to Shareholders and Employees Making Life Easier, Healthier and Better 13510cloD1R2.qxd 9/20/05 8:17 PM Page ifc Net Sales Operating Profit 1 Net Cash Provided by Operations (in millions) (as percent of net sales, on a rounded basis) (in millions) $4,388 $4,162 $876 $899 $3,986 19% 19% 19% $803 $3,859 18% $747 $765 $3,697 16% 01 02 03 04 05 01 02 03 04 05 01 02 03 04 05 $6.11 2 3 Net Earnings $1,096 Diluted Net Earnings Return on Invested Capital (in millions) Per Share2 13.9% 13.9% 13.5% 12.5% 10.3% $2.56 $549 $2.23 $2.88 $493 $2.28 $490 $517 $2.08 $323 $322 $461 $1.35 $1.37 $304 $1.29 $277 $1.16 01 02 03 04 05 01 02 03 04 05 01 02 03 04 05 1. Operating Profit — Gross profit less selling and administrative expenses, advertising costs, and research and development costs. 2. The shaded area represents continuing operations. 3. Return on invested capital is a non-GAAP measure based on after-tax operating profit (excluding restructuring and intangible amortization in cost of goods sold) divided by aver- age total invested capital. See reconciliation of the earnings used in this calculation as set forth in Exhibit 99-3 to the company's annual report on Form 10-K for the fiscal year ended June 30, 2005. 13510cloD1R2.qxd 9/23/05 1:48 PM Page 1 Fellow Shareholders and Employees Our company had another good year in fiscal 2005.
    [Show full text]
  • Appendix E Importance of Goods Movement
    Appendix E Importance of Goods Movement www.camsys.com THE IMPORTANCE AND BENEFITS OF GOODS MOVEMENT FOR ALAMEDA COUNTY, THE BAY AREA, AND THE NORTHERN CALIFORNIA MEGAREGION Final White Paper prepared for Alameda County Transportation Commission and Metropolitan Transportation Commission prepared by Cambridge Systematics, Inc. www.camsys.com 1.0 WHAT IS GOODS MOVEMENT? Alameda County at a Glance Goods movement refers to the transportation and A major producer and consumer of logistics processes that are involved in moving goods, Alameda County has: products from raw materials producers to industry to − 21 percent of the region’s consumers – and all the steps in-between. This population; and includes everything from supplies moving to a − 25 percent of the region’s manufacturing facility for processing, to consumer manufacturing employment. goods being delivered to retail outlets. As such, goods movement and the industries that rely on it As a provider of transportation services, Alameda County has: form the backbone of the national, regional, and local economies. Goods movement is worth $626 billion in − 39 percent of the region’s domestic and international trade for the San employment in freight Francisco Bay Area, and provides employment to transportation and warehousing millions in the region in those businesses that rely on industries. or provide goods movement services. The County is home to transportation infrastructure vital to the local, Alameda County enjoys one of the most strategic regional, and national economy, trade locations in the world; and with its connections including: to national and international markets, the County serves as a natural hub for goods movement − The Port of Oakland and Oakland International Airport; throughout the Bay Area and the surrounding Northern California megaregion.
    [Show full text]
  • Clorox Professional Products Mainland
    CLOROX PROFESSIONAL PRODUCTS COMPANY MAINLAND PRICE LIST EFFECTIVE: October 1, 2017 DISINFECTING SPRAY & WIPES GROSS EAN/ CASE CASE CASE STAT CASES/ CASES/ PALLET PRICE UPC UPC PK/SIZE DESCRIPTION WEIGHT CUBE VALUE LAYER PALLET WEIGHT QUAT ALCOHOL CLEANER DISINFECTANT WIPES 10044600313358 31335 12/100ct Clorox Healthcare Quat Alcohol Cleaner Disinfectant Wipes 12/100ct 21.000 1.480 2.67 10 40 840 $76.68 CLOROX 4 IN ONE DISINFECTANT AND SANITIZER 10044600310432 31043 12/14fo Clorox Commercial Solutions Clorox 4 in One Disinfectant & Sanitizer 12/14oz 15.000 0.470 4.00 19 133 1995 $54.72 10044600311323 31132 6/14oz Clorox 4 in One Disinfecting Spray Citrus Scent 6/14oz 6.300 0.230 1.09 39 195 1228.5 $27.36 DISINFECTING SPRAY 10044600385041 38504 12/19oz Clorox Disinfecting Spray Commercial Solutions Fresh Scent 12/19oz 19.900 0.610 4.56 18 72 1432.8 $67.68 DISINFECTING WIPES 10044600159499 15949 6/75ct Clorox Disinfecting Wipes Commercial Solutions Fresh Scent 6/75ct 10.400 0.570 2.25 16 80 832 $37.98 10044600159482 15948 6/75ct Clorox Disinfecting Wipes Commercial Solutions Lemon Fresh 6/75ct 10.400 0.570 2.25 16 80 832 $37.98 10044600315475 31547 1/700ct Clorox Disinfecting Wipes Commercial Solutions Fresh Scent 1/700ct 14.560 0.870 3.50 12 48 698.88 $45.99 10044600314287 31428 2/700ct Clorox Disinfecting Wipes Commercial Solutions Refill Fresh Scent 2/700ct 25.400 0.830 7.00 12 60 1524 $73.92 10044600015948 01594 12/35ct Clorox Disinfecting Wipes Citrus Blend 12/35ct 10.060 0.640 2.10 14 70 704.2 $40.50 10044600016280 01628 6/75ct Clorox
    [Show full text]
  • I-80 East Comprehensive Multimodal Corridor Plan
    I-80 East Comprehensive Multimodal Corridor Plan Caltrans District 4 June 2020 I -8 0 E a s t C omp r e h e n s i v e Mu l t i mo d a l C o r r i d o r P l a n APPROVED BY: I accept this Comprehensive Multimodal Corridor Plan for the I-80 East Corridor as a document informing the regional transportation planning process. ACCEPTED BY: I -8 0 E a s t C omp r e h e n s i v e Mu l t i mo d a l C o r r i d o r P l a n Approval Recommended by: Acknowledgments: Caltrans John McKenzie, Associate Transportation Planner Kyle Pratt, Transportation Planner Brian Johnson, Associate Transportation Planner Solano Transportation Authority Janet Adams, Deputy Executive Director/Director of Projects Robert Guerrero, Director of Planning Brent Rosenwald, Assistant Planner Metropolitan Transportation Commission Lisa Klein, Director, Field Operations and Asset Management Therese Trivedi, Assistant Planning Director Adam Noelting, Principal Planner/Analyst Cover photo by Bill Hall, Caltrans District 4 Photography Table of Contents Executive Summary ........................................................................................................................................ i Chapter 1: Introduction ................................................................................................................................ 1 1.1 Caltrans Policy Development .............................................................................................................. 1 1.2 Senate Bill 1 and the Solutions for Congested Corridors Program ....................................................
    [Show full text]
  • Quality from Henkel Annual Report 2003
    Annual Report 2003 Quality from Henkel Financial Highlights – Henkel Group in million euros 2002 2003 Change Sales 9,656 9,436 – 2.3 % Operating profit (EBIT) 666 706 6.0 % Laundry & Home Care 268 287 7.3 % Cosmetics/Toiletries 184 194 5.4 % Consumer and Craftsmen Adhesives 123 141 14.6 % Henkel Technologies 185 194 4.9 % EBIT margin % 6.9 7.5 0.6 pp Earnings before tax 664 768 15.7 % Net earnings 431 530 23.0 % Earnings after minority interests 435 519 19.3 % Earnings per preferred share in euros 3.06 3.65 19.3 % Earnings per preferred share excl. income from Clorox share buy-back in euros 3.06 3.44 12.4 % Return on capital employed (ROCE) % 15.7 16.2 0.5 pp Capital expenditures (incl. financial assets) 494 5801) 17.4 % Research and development costs 259 257 – 0.8 % Number of employees (annual average) 47,203 48,328 2.4 % 1) not included: Wella (280 million euros) pp = percentage points Dividend – Henkel KGaA in euros 2002 2003 Change Per ordinary share 1.06 1.14 1) 7.5 % Per non-voting preferred share 1.12 1.20 1) 7.1 % 1) proposed Contents 01 The Company 33 Sustainability 55 Notes to the statement of income 02 Preface 34 Laundry & Home Care 60 Notes to the balance sheet 04 Management Board 36 Cosmetics/Toiletries 84 Events after the balance sheet date 06 Henkel at a glance 38 Consumer and 84 Appropriation of the profit of 09 Strategy Craftsmen Adhesives Henkel KGaA 13 Shares 40 Henkel Technologies 85 Financial statements of 17 Value-based management/ 42 Risk report Henkel KGaA Corporate governance 44 Outlook for the Henkel Group 86
    [Show full text]
  • United States Securities and Exchange Commission Form
    UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 _________________ FORM 8-K CURRENT REPORT Pursuant to Section 13 OR 15(d) of the Securities Exchange Act of 1934 Date of Report (Date of earliest event reported): January 24, 2017 THE CLOROX COMPANY (Exact name of registrant as specified in its charter) _________________ Delaware 1-07151 31-0595760 (State or other jurisdiction of (Commission File Number) (I.R.S. Employer incorporation) Identification No.) 1221 Broadway, Oakland, California 94612-1888 (Address of principal executive offices) (Zip code) (510) 271-7000 (Registrant's telephone number, including area code) Not applicable (Former name or former address, if changed since last report) Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions: [ ] Written communications pursuant to Rule 425 Under the Securities Act (17 CFR 230.425) [ ] Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12) [ ] Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b)) [ ] Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c)) Item 5.02 Departure of Directors or Certain Officers; Election of Directors; Appointment of Certain Officers; Compensatory Arrangements of Certain Officers. On January 24, 2017, the Board of Directors (the “Board”) of The Clorox Company (the “Company”) elected Russell Weiner to the Board, effective February 6, 2017. The committees of the Board on which Mr.
    [Show full text]
  • Think Outside the Bottle
    THE CL THE O R O X C X O MP A NY 2011 A NN UA L R EP O R T : O U R FIN A N C I A L, E NVIR O NMEN ta L, S oc I A L The Clorox Company A ND G 1221 Broadway O Oakland, CA 94612 VERN A N 510-271-7000 C E P www.TheCloroxCompany.com ER fo RM A N C E Printing this book on paper made with post-consumer recycled fiber saves* Trees Water Energy Greenhouse Gases Solid Waste 1,404 trees 442,614 gallons 738 million BTUs 195,374 pounds 48,972 pounds Think Outside the Bottle Produced with the highest regard for the planet and its ecosystems, this report is the result of an extensive, collaborative effort of Clorox and its supply chain partners. 2011 ANNUAL REPORT: Exceptional care was taken to utilize environmentally sustainable materials and responsible manufacturing processes to ensure a minimized environmental impact. This report was printed at EarthColor using 100% renewable wind power (RECs) and low-impact manufacturing principles, including: lean manufacturing, green OUR FINANCIAL, ENVIRONMENTAL, chemistry principles, the recycling of residual materials, as well as the use of reduced VOC inks and coatings. Carbon offsets matching the carbon signature of the SOCIAL AND GOVERNANCE PErfORMANCE paper, as well as the printing process, were purchased rendering this report carbon-balanced. * Environmental impact savings results were derived from the Mohawk Environmental Calculator and are based on information from the Environmental Paper Network, as well as research done by the Paper Task Force.
    [Show full text]
  • A Downtown for Everyone Robert A
    REPORT SEPTEMBER 2015 A DOWNTOWN Shaping the future of FOR downtown Oakland EVERYONE Contents Acknowledgements 4 Executive Summary SPUR staff Egon Terplan, Project lead 6 Introduction Mohit Shewaramani, Oakland Fellow 9 How We Got Here Sarah Jo Szambelan, Research Manager Robert Ogilvie, Oakland Director 12 Today’s Opportunities and Challenges SPUR Oakland City Board 20 Our Vision: A Downtown for Everyone Robert A. Wilkins (project co-chair) Bill Stotler (project co-chair) 24 BIG IDEA 1 Tomiquia Moss (board chair) Grow 50,000 more jobs in downtown and create pathways to get Fred Blackwell people into them. Deborah Boyer 33 BIG IDEA 2 Anagha Dandekar Clifford Jose Corona Bring 25,000 more residents to downtown at a range of incomes, and Charmaine Curtis enable existing residents to remain. Paul Figueroa 37 BIG IDEA 3 Mike Ghielmetti Set clear and consistent rules for growth to make downtown a better Spencer Gillette place for everyone. Chris Iglesias Robert Joseph 44 BIG IDEA 4 Ken Lowney Create inviting public spaces and streets as part of an active public Christopher Lytle realm. Olis Simmons Joshua Simon 54 BIG IDEA 5 Resources and reviewers Make it easy to get to and around downtown through an expanded Anyka Barber, Alex Boyd, Anthony Bruzzone, Clarissa transportation network. Cabansagan, Dave Campbell, Jim Cunradi, John Dolby, 63 Big Ideas for the Future Margo Dunlap, Karen Engel, Sarah Filley, Rachel Flynn, Erin Ferguson, Sarah Fine, Aliza Gallo, Jennie Gerard, June 66 Plan of Action Grant, Savlan Hauser, Linda Hausrath, Zakiya Harris,
    [Show full text]
  • Chemical Resistance of Solarkote a Acrylic Capstock Resins
    Chemical Resistance of Solarkote A Acrylic Capstock Resins Solarkote® acrylic capstock resins have good resistance to a variety of common cleaners and application environments. The chemical resistance of Solarkote acrylic capstock resins will vary with the stress level, temperature, reagent, duration of exposure and resin grade. Altuglas International recommends that parts made from Solarkote resins be tested with all reagents under appropriate conditions for the end-use application. In general the following chemicals may be safely used with parts made from Solarkote acrylic capstock resins under moderate stress at ambient temperature conditions: Calgon® Bath Oil Glass Plus® Cleaner Sodium Hydroxide Clorox® Bleach Liquid Comet® Cleaner Sodium Hypochlorite Fantastic® Cleaner Mineral Oil Soft Scrub® Cleanser Formula 409® Cleaner Mr. Clean® Cleaner Spic & Span® Powder Freon TF Cleaner Propylene Glycol Soap and Water The following chemicals may be used with caution in low-stress and/or short-duration exposure at ambient conditions: Ammonia Ethyl Alcohol (≤40%) Lestoil® Cleaner Brake Fluid Gasoline Lysol® Basin, Tub Chlorine (10%) Isopropyl Alcohol (≤50%) Pinesol® Cleaner Dow Disinfectant Kerosene VM&P Naphtha Bathroom & Tile Cleaner The following chemicals may cause crazing, cracking, discoloration, or dissolving of acrylic articles and are generally not recommended: Acetic Acid Chlorinated Solvents Toluene Acetone Lacquer Thinner Turpentine Aromatic Solvents Lysol® Spray Disinfectant White Cap® Cleaner Benzene Sulfuric Acid Xylene Butyl Alcohol
    [Show full text]