Gudel V. the Clorox Company
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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 .............................................................................................................................. -
Strategic Report
Strategic Report Prepared for Lead Consultant: Andrew Barnette Associate Consultants: Elizabeth Davis Travis Evans 19 April 2004 Clorox Report / 2 Report Contents Company Background 3 Financial Analysis 7 Porter’s Five-Forces Analysis 13 Evaluation of Key Issues 18 Conclusions 21 PAC Consulting, LLP Clorox Report / 3 Background History On May 3, 1913, five Oakland, California entrepreneurs invested $100 apiece to set up America's first commercial-scale liquid bleach factory on the east side of San Francisco Bay. Their ambitious plan was to convert the brine available in abundance from the nearby salt ponds of San Francisco Bay into sodium hypochlorite bleach, using a sophisticated and technologically demanding process of electrolysis. They called their new undertaking the Electro-Alkaline Company. During its outfitting, an engineer for an equipment supplier, Abel M. Hamblet, suggested a name for the new product. From the words "chlorine" and "sodium hydroxide," which in combination form the bleach's active ingredient, he proposed the amalgam “Clorox”. By 1916, Clorox bleach was in distribution throughout the San Francisco Bay Area. Sales were $14,237 for the year. In 1918, the company went public for the first time. Registered as the Clorox Chemical Company in the state of Delaware, its stock began trading on the San Francisco Exchange. By 1957 annual sales had multiplied more than tenfold, to over $40 million. Through effective advertising (the first television commercials aired in 1953) and the construction of a dozen new plants between 1938 and 1956, the Clorox Chemical Company had garnered the largest share of the US Household Bleach products by the 1950s. -
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. -
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. -
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. -
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 -
The Clorox Company: Leveraging Green for Growth
For the exclusive use of A. Awad, 2017. 9-512-009 REV: APRIL 3, 2012 E L I E O F E K LAUREN BARLEY The Clorox Company: Leveraging Green for Growth We make everyday life better, every day. — The Clorox Company Mission Statement from its 2007 Centennial Strategy1 In late January 2011, Beth Springer headed into the executive committee strategy meeting at The Clorox Company (Clorox) in Oakland, California. Clorox manufactured and marketed premium, branded consumer products primarily in the U.S. through grocery stores and mass merchandisers. Springer, executive vice president international and natural personal care, and the other executive committee members would discuss Clorox’s annual and long-range plans. (See Exhibit 1 for executive committee members.) She knew tensions could run high as they debated whether to recommit to the existing strategy and tactics, offshoots of Clorox’s 2007 Centennial Strategy. Shortly after the arrival of Clorox chairman and CEO Don Knauss in 2006, the company crafted a strategic plan honoring the company’s 100th anniversary in 2013. The Centennial Strategy, as it was called, provided a roadmap for long-term, accelerated growth and defined the metrics to evaluate success. A key aspect was the company’s increased emphasis on major, global consumer trends (“megatrends”). Over the next few years, Clorox focused on two of the megatrends—health and wellness, and environmental sustainability—which led to products and go-to-market strategies that addressed consumers’ growing interest in what Clorox broadly termed “sustainability.” This, in turn, drove the successful repositioning of Brita (a water filtration system), the acquisition of Burt’s Bees (a natural personal care line), and the launch of Green Works (a natural cleaning product line). -
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 .................................................... -
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 -
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. -
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. -
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,