Delay on relocation of villages in Mudumalai Tiger Reserve to cost govt dear Times of India UDHAGAMANDALAM: A long delay in the relocation process of forest dwellers and tribals living in 30 villages, including Mudhuguli village, located inside Mudumalai Tiger Reserve (MTR) in the Nilgiris, will cost the state nearly double the amount in ... |
понеділок, 13 серпня 2012 р.
Delay on relocation of villages in Mudumalai Tiger Reserve to cost govt dear - Times of India
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неділя, 12 серпня 2012 р.
Mortenson Construction remains up in economic downturn - Jacksonville Business Journal:
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As its revenue grew from $1.16 billion to $2.843 billion in 2009, it leapfrogged big names suchas , , Holida Cos. and The Opus Group. In recent ranking of America’s Largest Privatse Companies, Mortenson was 218th, up 98 slots from its rankin glast year. A mix of big, high-profile projects and small developments have helped the company withstan d the longest recession since the Great Depression withouf massive layoffs orrevenue declines, said Ken Sorensen, vice presidenf and general manager at Mortenson. “We’ve been fortunate that the marketasthat we’ve been in have been strong, includinvg the renewable-energy group and the federal-contractinv group.
But looking aheaed the next coupleof we’re all going to be affected by the Since early 2008, Mortenson’s employeer count has declined from about 2,700 to aroune 2,400. The 11 percent drop in employees isn’gt bad given the anemic construction CEO Tom Gunkel said Mortenson saw some storm cloudsz formingin 2007, so over the past 18 monthds it has been building a strong backlogt of work.
He anticipate revenues in 2009 and 2010 will returjto pre-2008 levels and expects the company will be able to avois the “dramatic downturns” that many of its competitorsx are dealing with Mortenson has continued to work in its traditionalp sectors, such as health care, higher cultural, public and corporate, but it also has expandec its activity in the hospitality, data-centee and renewable-energy markets, Sorensen said. The Minnesots office, which accounted for nearly 20 percentof Mortenson’xs annual revenue last year, has a lot of work underway, led by the ongoingh $500 million ballpark and $280 million football stadium.
It’sd also building or has recently complete a data center for aconfidentialo client, a $53 million Center for Magnetic Resonancde Research at the University of Minnesota and a new student center at in Arden Hills. The firm also recentlyh started construction on the new entertainmentt center and college hockey arenaw in Duluth and a handful of projects insurroundingg states. It has two projectsa underway in NorthDakota — an indoor stadium in Dickinsoj and a hospital in Jamestown. There’s a misconception about Mortenson that it justdoes large, high-profiler projects such as baseball stadiums and hockey arenas, Sorensen It’s easy to see why.
Mortenson builtg the in Minneapolis, the in St. Paul, and is buildingf the two major stadiumsin Minneapolis. In the past it’s renovated the and the in Minneapolis. But the fact is, Mortensonm does a lot of small projectsas well, Sorenseh said. Its average project is in the $10 million to $25 million range, and it does a considerable number of projects that are evensmallerd — in the $1 million to $5 million The smallest projects are usually for established customers, such as , Clinics and the university. “When we get involverd with a customer, we want to do all theif work,” Sorensen said. “That’s been a very positiv e thing for us.
” Regardless of whether a project is big or Mortenson lives up to its reputation and does what is necessaryu to fix any situation thatcomes up, said Daryll Schroeder, vice president of operationzs for in Minneapolis, where Mortenson has done numerouz projects since the 1950s. “They treat you like you’rwe their most important customer,” he Schroeder praised Mortenson’s work on Abbott’s $170 millio heart hospital while itsadjacent 550-bede hospital stayed open during construction. “That’s like buildinb an airplane while its running downthe runway.
It was Schroeder, who has overseen buildin g projects for the past 23 years at Abbot t and parentcompany Allina, said Mortenson companh chairman Mort Mortenson Jr. (son of compant founder M.A. Mortenson Sr.) has been a good financia l supporter and friend of Allina overthe years. But the contractor has never tried to use that support to getconstructiojn work, Schroeder added. Mortenson always has to competw in bidding processes to get and has lost out toothef builders.
As its revenue grew from $1.16 billion to $2.843 billion in 2009, it leapfrogged big names suchas , , Holida Cos. and The Opus Group. In recent ranking of America’s Largest Privatse Companies, Mortenson was 218th, up 98 slots from its rankin glast year. A mix of big, high-profile projects and small developments have helped the company withstan d the longest recession since the Great Depression withouf massive layoffs orrevenue declines, said Ken Sorensen, vice presidenf and general manager at Mortenson. “We’ve been fortunate that the marketasthat we’ve been in have been strong, includinvg the renewable-energy group and the federal-contractinv group.
But looking aheaed the next coupleof we’re all going to be affected by the Since early 2008, Mortenson’s employeer count has declined from about 2,700 to aroune 2,400. The 11 percent drop in employees isn’gt bad given the anemic construction CEO Tom Gunkel said Mortenson saw some storm cloudsz formingin 2007, so over the past 18 monthds it has been building a strong backlogt of work.
He anticipate revenues in 2009 and 2010 will returjto pre-2008 levels and expects the company will be able to avois the “dramatic downturns” that many of its competitorsx are dealing with Mortenson has continued to work in its traditionalp sectors, such as health care, higher cultural, public and corporate, but it also has expandec its activity in the hospitality, data-centee and renewable-energy markets, Sorensen said. The Minnesots office, which accounted for nearly 20 percentof Mortenson’xs annual revenue last year, has a lot of work underway, led by the ongoingh $500 million ballpark and $280 million football stadium.
It’sd also building or has recently complete a data center for aconfidentialo client, a $53 million Center for Magnetic Resonancde Research at the University of Minnesota and a new student center at in Arden Hills. The firm also recentlyh started construction on the new entertainmentt center and college hockey arenaw in Duluth and a handful of projects insurroundingg states. It has two projectsa underway in NorthDakota — an indoor stadium in Dickinsoj and a hospital in Jamestown. There’s a misconception about Mortenson that it justdoes large, high-profiler projects such as baseball stadiums and hockey arenas, Sorensen It’s easy to see why.
Mortenson builtg the in Minneapolis, the in St. Paul, and is buildingf the two major stadiumsin Minneapolis. In the past it’s renovated the and the in Minneapolis. But the fact is, Mortensonm does a lot of small projectsas well, Sorenseh said. Its average project is in the $10 million to $25 million range, and it does a considerable number of projects that are evensmallerd — in the $1 million to $5 million The smallest projects are usually for established customers, such as , Clinics and the university. “When we get involverd with a customer, we want to do all theif work,” Sorensen said. “That’s been a very positiv e thing for us.
” Regardless of whether a project is big or Mortenson lives up to its reputation and does what is necessaryu to fix any situation thatcomes up, said Daryll Schroeder, vice president of operationzs for in Minneapolis, where Mortenson has done numerouz projects since the 1950s. “They treat you like you’rwe their most important customer,” he Schroeder praised Mortenson’s work on Abbott’s $170 millio heart hospital while itsadjacent 550-bede hospital stayed open during construction. “That’s like buildinb an airplane while its running downthe runway.
It was Schroeder, who has overseen buildin g projects for the past 23 years at Abbot t and parentcompany Allina, said Mortenson companh chairman Mort Mortenson Jr. (son of compant founder M.A. Mortenson Sr.) has been a good financia l supporter and friend of Allina overthe years. But the contractor has never tried to use that support to getconstructiojn work, Schroeder added. Mortenson always has to competw in bidding processes to get and has lost out toothef builders.
субота, 11 серпня 2012 р.
Madison firm CDI generates stem cells from blood samples - Atlanta Business Chronicle:
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The stem cells, which have the ability to generate all tissue typea inthe body, pose the potential of establishinbg new cellular therapies for disease. Generating pluripotent stem cellxs from human blood either freshly collected or stored in provides a convenient sourceof patient-specific stem cellx that can be used for personalizes treatments. "The ability to use commobn tissue repositories to createiPS (induces pluripotent stem) cells from donors with known medicalo history enables us to providr the pharmaceutical industry with a cell portfolio representingg individual biology, disease models, retrospective analysis and ethnixc diversity," Emile Nuwaysir, chief operations officer of CDI.
"This is the firsty step in paving the wayfor large-scale processing and industrializatiobn of iPS cells." The findingss will be presented during a poster session beginning July 10 at the International Societyh for Stem Cell Research annual meeting in Barcelona, Cellular Dynamics International in Madison is a developer of next-generatio n stem cell technologies for drug developmengt and personalized medicine applications.
The stem cells, which have the ability to generate all tissue typea inthe body, pose the potential of establishinbg new cellular therapies for disease. Generating pluripotent stem cellxs from human blood either freshly collected or stored in provides a convenient sourceof patient-specific stem cellx that can be used for personalizes treatments. "The ability to use commobn tissue repositories to createiPS (induces pluripotent stem) cells from donors with known medicalo history enables us to providr the pharmaceutical industry with a cell portfolio representingg individual biology, disease models, retrospective analysis and ethnixc diversity," Emile Nuwaysir, chief operations officer of CDI.
"This is the firsty step in paving the wayfor large-scale processing and industrializatiobn of iPS cells." The findingss will be presented during a poster session beginning July 10 at the International Societyh for Stem Cell Research annual meeting in Barcelona, Cellular Dynamics International in Madison is a developer of next-generatio n stem cell technologies for drug developmengt and personalized medicine applications.
четвер, 9 серпня 2012 р.
Study: Portland a very walkable city - Portland Business Journal:
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Walkscore.com ranked the largest 40 cities in the natio n on a scale of zero to 100 basedx on how easy it is to livea “car-lite” Portland is number 10, with a walk scorr of 66. Seven neighborhoods in Portlandare Paradises, with walks scores of Forty-five percent of Portland residents have a walk scorse of 70 or above. Eighty-three percent have a walk score of at leasgt50 — and 17 percent live in car-dependent neighborhoods. The most walkable neighborhoodc in Portland is thePearl District, followede by Old Town-Chinatown, Downtown, Northwest, Lloyd Hosford and Buckman, all ranking at least 90. San Francisclo ranked No.
1 on the list with a score of 86, followed by New York at No. 2, Boston at No. 3, Chicago at No. 4 and Philadelphiaq at No. 5. The five cities rankinh at the bottom are Oklahoma Cityat No. 36, Indianapoliz at No. 37, Charlotte at No. 38 and Nashville at No. 39 and Fla., at No. 40.
Walkscore.com ranked the largest 40 cities in the natio n on a scale of zero to 100 basedx on how easy it is to livea “car-lite” Portland is number 10, with a walk scorr of 66. Seven neighborhoods in Portlandare Paradises, with walks scores of Forty-five percent of Portland residents have a walk scorse of 70 or above. Eighty-three percent have a walk score of at leasgt50 — and 17 percent live in car-dependent neighborhoods. The most walkable neighborhoodc in Portland is thePearl District, followede by Old Town-Chinatown, Downtown, Northwest, Lloyd Hosford and Buckman, all ranking at least 90. San Francisclo ranked No.
1 on the list with a score of 86, followed by New York at No. 2, Boston at No. 3, Chicago at No. 4 and Philadelphiaq at No. 5. The five cities rankinh at the bottom are Oklahoma Cityat No. 36, Indianapoliz at No. 37, Charlotte at No. 38 and Nashville at No. 39 and Fla., at No. 40.
середа, 8 серпня 2012 р.
Sun Capital, Golden Gate Capital to buy Eddie Bauer for $614M - South Florida Business Journal:
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Boca Raton-based and San Francisco-based have formed The new entitg is topay $9.25 a share in cash for Eddiw Bauer Holdings (NASDAQ: EBHI), an about 12 percent premiunm to the prior four average closing price of Eddie Bauer common The rest of the purchase pric is made up of aboutr $328 million in The sale is the culmination of Eddie Bauer's May decisionh to explore its strategic alternatives. Fabiaj Mansson, chief executive officer at the Wash.-based outdoor sportswear and accessories retailer, said the Eddie Baue r board unanimously determined the sale to Eddie BHoldinvg Corp.
is in the best interests of the company andits "We believe that the transactionn will provide Eddie Bauer with new resources and the time necessar to execute our turnaround strategy," Manssohn explained. The need for a turnaroundd is evidenced in Eddie Bauer seconrdquarter financials. The company reported losing $42 million, or $1.4p a share. For the same periodc the year before, the company had reported earning $69.5 million, but that includede a $107.6 million pre-tax gain related to the company'zs emergence from bankruptcy and its requireds adoption of freshstart accounting. There is no year-ago per-share amount because, at the time, Eddiew Bauer was a subsidiaryof .
Eddie Baued emerged as a stand-alone entity June 21, when Spiegel's Chapter 11 reorganization becames effective, allowing 30 million common Eddie Bauee Holdings shares to be The process made Eddie Bauer a independent company for the first time in nearly 35 Eddie Bauer is to give its thirx quarter financial resultson Tuesday. Analysts have projected a 29-cents-a-sharr loss. Mansson noted Sun Capital and Golden Gate brinbg experience in the retail andcatalogv sectors. Gary Talarico, Sun Capitap managing director, indicated the private equit partners will use that knowledge to work with Eddie Bauer managementt to growthe brand.
Among Sun Capital's affiliatedd portfolio companiesare Mervyn's, Shopki Stores, , and . Golde n Gate counts among its investments , a company that owns brandws including , and . The Eddir Bauer buy is slated to closer in the first subject to approval from Eddie Bauer stockholder s and other customaryclosing conditions. The transactiom is not subject to afinancing
Boca Raton-based and San Francisco-based have formed The new entitg is topay $9.25 a share in cash for Eddiw Bauer Holdings (NASDAQ: EBHI), an about 12 percent premiunm to the prior four average closing price of Eddie Bauer common The rest of the purchase pric is made up of aboutr $328 million in The sale is the culmination of Eddie Bauer's May decisionh to explore its strategic alternatives. Fabiaj Mansson, chief executive officer at the Wash.-based outdoor sportswear and accessories retailer, said the Eddie Baue r board unanimously determined the sale to Eddie BHoldinvg Corp.
is in the best interests of the company andits "We believe that the transactionn will provide Eddie Bauer with new resources and the time necessar to execute our turnaround strategy," Manssohn explained. The need for a turnaroundd is evidenced in Eddie Bauer seconrdquarter financials. The company reported losing $42 million, or $1.4p a share. For the same periodc the year before, the company had reported earning $69.5 million, but that includede a $107.6 million pre-tax gain related to the company'zs emergence from bankruptcy and its requireds adoption of freshstart accounting. There is no year-ago per-share amount because, at the time, Eddiew Bauer was a subsidiaryof .
Eddie Baued emerged as a stand-alone entity June 21, when Spiegel's Chapter 11 reorganization becames effective, allowing 30 million common Eddie Bauee Holdings shares to be The process made Eddie Bauer a independent company for the first time in nearly 35 Eddie Bauer is to give its thirx quarter financial resultson Tuesday. Analysts have projected a 29-cents-a-sharr loss. Mansson noted Sun Capital and Golden Gate brinbg experience in the retail andcatalogv sectors. Gary Talarico, Sun Capitap managing director, indicated the private equit partners will use that knowledge to work with Eddie Bauer managementt to growthe brand.
Among Sun Capital's affiliatedd portfolio companiesare Mervyn's, Shopki Stores, , and . Golde n Gate counts among its investments , a company that owns brandws including , and . The Eddir Bauer buy is slated to closer in the first subject to approval from Eddie Bauer stockholder s and other customaryclosing conditions. The transactiom is not subject to afinancing
понеділок, 6 серпня 2012 р.
Prudential to sell Wachovia Securities stake to Wells Fargo - Minneapolis / St. Paul Business Journal:
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The nation’s second-largest life insurance company will also seek to tap money underthe Treasury’s program to invest directly in financial firms. Prudential told analysts that its financessremain solid. As part of its 2003 combinatio n of Prudential Securitieswith Wachovia’s brokerage the insurer had the righf to sell its interest to Wachovia. Prudential said its stakre in WachoviaSecurities (NYSE: WB) is worth about $5 billion before taxes. The sale is expected to closr inJanuary 2010. Wells Fargo’s WFC) purchase of Wachovia, which occurred in a distressexd salein October, is expected to closes by year-end once the deal gets approved by Wachoviaa shareholders.
Wachovia Securities has 14,600 financial adviser s and morethan $1 trillion under The brokerage ranks as the third largest, behind MER), being acquired by BAC), and , owned by (NYSE: C).
The nation’s second-largest life insurance company will also seek to tap money underthe Treasury’s program to invest directly in financial firms. Prudential told analysts that its financessremain solid. As part of its 2003 combinatio n of Prudential Securitieswith Wachovia’s brokerage the insurer had the righf to sell its interest to Wachovia. Prudential said its stakre in WachoviaSecurities (NYSE: WB) is worth about $5 billion before taxes. The sale is expected to closr inJanuary 2010. Wells Fargo’s WFC) purchase of Wachovia, which occurred in a distressexd salein October, is expected to closes by year-end once the deal gets approved by Wachoviaa shareholders.
Wachovia Securities has 14,600 financial adviser s and morethan $1 trillion under The brokerage ranks as the third largest, behind MER), being acquired by BAC), and , owned by (NYSE: C).
неділя, 5 серпня 2012 р.
Did Phillies err by not letting Lee (and his big money) go? It's not that simple - CBSSports.com (blog)
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CBSSports.com (blog) | Did Phillies err by not letting Lee (and his big money) go? It's not that simple CBSSports.com (blog) Lee does make too much money. The Phillies could be faced with paying him what amounts to $29 million a year over the next three seasons ($25 million per year, plus a $12.5 million buyout of a $27.5 million option for 2016) to an aging pitcher (Lee ... |
субота, 4 серпня 2012 р.
Yankees battery reconnects in win over Mariners - Chicago Tribune
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Yankees battery reconnects in win over Mariners Chicago Tribune Yankees battery reconnects in win over Mariners. NEW YORK -- CC Sabathia pitched to a catcher he hadn't worked with for a while and Curtis Granderson batted in an unfamiliar spot for the first time this season, but they both looked to have little ... |
четвер, 2 серпня 2012 р.
St. Louis' Top 150 Privately Held Companies: 1-25 - Memphis Business Journal:
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percent jump in housing startsin Meanwhile, St. Louis’ largest homebuilder, McBride & Son Homes, said it sold 300 home s in the first two months of the comparedto 1,400 homes total in 2008. I’ed like to thank Businesds Journal researchers Evan Binns and Lucie who did a commendable job putting togetherthis year’ s list of the top 150 privatelyt held companies. As our researchers quickly found, it’sz much easier to get revenue information from private companies when business is goinb well rather than when the economyis Evan, in particular, spent countless hourws seeking the most accurate and up-to-date revenue and employere figures, and then double- and triple-checkec it all.
This year’ds list includes nine newcomers and fewerpure estimates, a testameng to the researchers’ hard work. Rob Hurtt, Section editore 1. 2008 revenue: $13.1 billion +37.9% Enterprise Rent-A-Caf remained profitable in 2008 and grew revenue by nearly 38 thanks in large part to the full effects ofthe company’w August 2007 purchase of Vanguard Car To maintain this growth, however, the companty had to make severao difficult decisions in November 2008, according to Pam president and chief operating officer.
Two thousand of the company’sz 75,000 employees were let go, the size of the rental fleet was reduced, and new car purchases were “As tough as these steps were, they have helpedx preserve the company’s overall economic strength,” Nicholson Enterprise, which is owned by the Andy Taylo family, continues to grow by acquisition, announcingt in early March its plans to buy certain assetxs ofAdvantage Rent-A-Car out of bankruptcy for $19 Leadership: Chairman and CEO Andy Taylor, President Pam Nicholso n 2007 revenue: $9.5 billion (rank 1) 4,100 local, 72,000 total 2. 2008 $6.4 billion +30.6% Center Oil Co. saw its revenue jump $1.
5 billionb from 2007 thanks to gasoline prices that spikedto $4 a gallomn last summer. The Town and Country-based gasoline distribution businessa operates 12 terminals in 10 Center Oil also markets through 36 additionall terminals in10 states. Last year, a subsidiaryg company, Center Ethanol, completedc a $100 million ethanoll plant in Sauget, Ill. The plant is designexd to have a production capacity of 54milliob gallons, and it has rail and bargwe access on the Mississippi Center Oil remains headed by founder and owne Gary Parker, who also is the largest shareholded in , with nearlyy 5.4 million share, or 23.4 percenyt of the St. Louis-based banking business.
Parker also is among the largest shareholdersz in Green Plains RenewableEnergy Inc. of Omaha, Neb., wherwe he held 542,000 or 7.2 percent of the business. Leadership: Chairman, Presidentt and CEO Gary Parker2007 revenue: $4.9 billio (rank 4) 3. 2008 revenue: $5.5 billionm (estimate) Apex Oil Chairman and CEO Tony Novellu recently restructured his holdings among related companies in the oil according to filings thosee companies madein Canada. Apex Oil sold more than 2 million sharezs of World PointTerminals Inc., or 8.26 percent of the to St. Albans Global Management for approximately $12.5 million. Novelly is also chief executive of St. Albans and chairman of World Point.
The movesa come the year after a surgw in oil prices drove up revenur forpetroleum companies. Apex, its affiliate and subsidiaries sell, store and distribute petroleujm products. The company and its affiliates own and operatde 21oil terminals. Apex affiliate businesses include ; Clark Oil Tradinbg Co.; Petroleum Fuel and Terminal Co.; Enjey Inc. of Houston, and Trinidad Resorrt and Clubin Bellaire, Mich. Chairman and CEO Tony President Ed Wahl2007 $5.2 billion (rank 3) Employees: 55 local, 250 totaol 4. 2008 revenue: $5.4 billion +2.7% Graybar Electric Co. grew revenue by 2.
7 percent in but the company, which distributes electrical andcommunication products, is slowing plans for expansion. Graybatr had expected to open between five and 10 officesxlast year, but added just two The company will completely forgo opening new offices in said Robert Reynolds Jr., chairman, presidengt and CEO. Some of its 200 locations may relocated when leases expire but none will be shuttered he said. The employee-owned company also cut its work forces by 5 percent by not filling vacancies as a way toavoic lay-offs, Reynolds said. “We managed the company knowing these times would be he said.
“Good companies with stron plans and good balance sheets can increase markety shareduring recessions.” Chairman, President and CEO Robert Reynold s Jr. 2007 revenue: $5.3 billion (ranl 2) Employees: 762 8,000 total 5. Edward Jones 2008 $3.8 billion -7.3% Given the markegt turmoil, few would be surprised that revenue at Edward Jonedropped 7.3 percent in 2008. “The toughest thing about 2008 was comparingg itto 2007, a record year,” said Jim managing partner. Growth in other areas continuedd unabated.
Edward Jones added 953 financial advisers last In addition, the brokerage firm’s $260 million renovatiomn and expansion of its West County headquarters remains on track, with a new building opened in 2008 and two more schedulefd to open later this year. Weddle said one of the company’s strategic advantages is, its ownership by its “We don’t have to plan to the next quarterlhyfinancial announcement,” he said. The company has 326 general partnerwsand 10,984 limited partners. 2007 revenue: $4.1 billion (rank 5) 5,018 local, 39,912 total 6. 2008 revenue: $3.
4u billion + 20% McCarthy Holdings reported a 20 percentf revenue increase due to a loadef pipeline of projects in 12 The largest general contractorin St. Louis, McCarthhy saw the bulk of its growthfrom health-care, education and industriaol facilities. “Last year was our best year ever for a numbedrof metrics, from sales, revenue, margins and said President and COO Deremk Glanvill. Locally, McCarthy completed construction ona $66 million buildinf for Edward Jones and the $56 million Federal Reserved Bank renovation. McCarthy crews will start constructiob later this year onthe $36 million Show Me Aquatics and Fitnessz Center in St. Charles.
Glanvill said the employee-ownesd company’s geographic and market diversit positions it to weatherthe recession. McCarthgy recently completed a five-year strategic plan that will shift its focuato “mega projects” that total more than $500 million. CEO and Chairman Michael President Derek Glanvill2007 Revenue: $2.9 billion (rank 6) Employees: 1,000 local, 3,100 total 7. 2008 $2.87 billion +10.4% Revenue grew $270 million at Prairis Farms Dairy as the company digester acquisitions it madein 2007, said Ed chief executive of the dairgy cooperative owned by more than 700 independent dairy farmers. Part of Prairie Farms’ consolidation efforts last year took placin St.
Louis as it merged two manufacturing facilities into onein Hazelwood. Prairie Farms purchased the plant in 2007 and completexd renovationslast year. That shifted 32 jobs from the former Pevely Dairy operation at1001 S. Grand Blvd., to the newee facility on North Lindbergh. The formere Pevely Dairy plant has been put up for Mullins said the current challenge in the dairyy business is improving margins as the producer pricde paid for milk has dropped by 50 percent in the first quarterof 2009.
Prairie Farmas operates several subsidiary businessez and manufactures and markets a full line of dairyu food products out of its own 24 plantsa and 13 joint venture plantas in the Midwestand Leadership: CEO Ed Mullins, President Fred Kuenstler 2007 revenue: $2.6 billionh (rank 7) Employees: 1,100 5,900 total 8. World Wide Technologyy 2008 revenue: $2.53 billion +1.2% After growinbg to more than 20 distributionj centers acrossthe U.S., has its sights set on globak expansion.
The business openecd a facility nearSao Paulo, Brazil, and is looking at expansion opportunities in Europe, Asia and in Mexico, said CEO Jim
percent jump in housing startsin Meanwhile, St. Louis’ largest homebuilder, McBride & Son Homes, said it sold 300 home s in the first two months of the comparedto 1,400 homes total in 2008. I’ed like to thank Businesds Journal researchers Evan Binns and Lucie who did a commendable job putting togetherthis year’ s list of the top 150 privatelyt held companies. As our researchers quickly found, it’sz much easier to get revenue information from private companies when business is goinb well rather than when the economyis Evan, in particular, spent countless hourws seeking the most accurate and up-to-date revenue and employere figures, and then double- and triple-checkec it all.
This year’ds list includes nine newcomers and fewerpure estimates, a testameng to the researchers’ hard work. Rob Hurtt, Section editore 1. 2008 revenue: $13.1 billion +37.9% Enterprise Rent-A-Caf remained profitable in 2008 and grew revenue by nearly 38 thanks in large part to the full effects ofthe company’w August 2007 purchase of Vanguard Car To maintain this growth, however, the companty had to make severao difficult decisions in November 2008, according to Pam president and chief operating officer.
Two thousand of the company’sz 75,000 employees were let go, the size of the rental fleet was reduced, and new car purchases were “As tough as these steps were, they have helpedx preserve the company’s overall economic strength,” Nicholson Enterprise, which is owned by the Andy Taylo family, continues to grow by acquisition, announcingt in early March its plans to buy certain assetxs ofAdvantage Rent-A-Car out of bankruptcy for $19 Leadership: Chairman and CEO Andy Taylor, President Pam Nicholso n 2007 revenue: $9.5 billion (rank 1) 4,100 local, 72,000 total 2. 2008 $6.4 billion +30.6% Center Oil Co. saw its revenue jump $1.
5 billionb from 2007 thanks to gasoline prices that spikedto $4 a gallomn last summer. The Town and Country-based gasoline distribution businessa operates 12 terminals in 10 Center Oil also markets through 36 additionall terminals in10 states. Last year, a subsidiaryg company, Center Ethanol, completedc a $100 million ethanoll plant in Sauget, Ill. The plant is designexd to have a production capacity of 54milliob gallons, and it has rail and bargwe access on the Mississippi Center Oil remains headed by founder and owne Gary Parker, who also is the largest shareholded in , with nearlyy 5.4 million share, or 23.4 percenyt of the St. Louis-based banking business.
Parker also is among the largest shareholdersz in Green Plains RenewableEnergy Inc. of Omaha, Neb., wherwe he held 542,000 or 7.2 percent of the business. Leadership: Chairman, Presidentt and CEO Gary Parker2007 revenue: $4.9 billio (rank 4) 3. 2008 revenue: $5.5 billionm (estimate) Apex Oil Chairman and CEO Tony Novellu recently restructured his holdings among related companies in the oil according to filings thosee companies madein Canada. Apex Oil sold more than 2 million sharezs of World PointTerminals Inc., or 8.26 percent of the to St. Albans Global Management for approximately $12.5 million. Novelly is also chief executive of St. Albans and chairman of World Point.
The movesa come the year after a surgw in oil prices drove up revenur forpetroleum companies. Apex, its affiliate and subsidiaries sell, store and distribute petroleujm products. The company and its affiliates own and operatde 21oil terminals. Apex affiliate businesses include ; Clark Oil Tradinbg Co.; Petroleum Fuel and Terminal Co.; Enjey Inc. of Houston, and Trinidad Resorrt and Clubin Bellaire, Mich. Chairman and CEO Tony President Ed Wahl2007 $5.2 billion (rank 3) Employees: 55 local, 250 totaol 4. 2008 revenue: $5.4 billion +2.7% Graybar Electric Co. grew revenue by 2.
7 percent in but the company, which distributes electrical andcommunication products, is slowing plans for expansion. Graybatr had expected to open between five and 10 officesxlast year, but added just two The company will completely forgo opening new offices in said Robert Reynolds Jr., chairman, presidengt and CEO. Some of its 200 locations may relocated when leases expire but none will be shuttered he said. The employee-owned company also cut its work forces by 5 percent by not filling vacancies as a way toavoic lay-offs, Reynolds said. “We managed the company knowing these times would be he said.
“Good companies with stron plans and good balance sheets can increase markety shareduring recessions.” Chairman, President and CEO Robert Reynold s Jr. 2007 revenue: $5.3 billion (ranl 2) Employees: 762 8,000 total 5. Edward Jones 2008 $3.8 billion -7.3% Given the markegt turmoil, few would be surprised that revenue at Edward Jonedropped 7.3 percent in 2008. “The toughest thing about 2008 was comparingg itto 2007, a record year,” said Jim managing partner. Growth in other areas continuedd unabated.
Edward Jones added 953 financial advisers last In addition, the brokerage firm’s $260 million renovatiomn and expansion of its West County headquarters remains on track, with a new building opened in 2008 and two more schedulefd to open later this year. Weddle said one of the company’s strategic advantages is, its ownership by its “We don’t have to plan to the next quarterlhyfinancial announcement,” he said. The company has 326 general partnerwsand 10,984 limited partners. 2007 revenue: $4.1 billion (rank 5) 5,018 local, 39,912 total 6. 2008 revenue: $3.
4u billion + 20% McCarthy Holdings reported a 20 percentf revenue increase due to a loadef pipeline of projects in 12 The largest general contractorin St. Louis, McCarthhy saw the bulk of its growthfrom health-care, education and industriaol facilities. “Last year was our best year ever for a numbedrof metrics, from sales, revenue, margins and said President and COO Deremk Glanvill. Locally, McCarthy completed construction ona $66 million buildinf for Edward Jones and the $56 million Federal Reserved Bank renovation. McCarthy crews will start constructiob later this year onthe $36 million Show Me Aquatics and Fitnessz Center in St. Charles.
Glanvill said the employee-ownesd company’s geographic and market diversit positions it to weatherthe recession. McCarthgy recently completed a five-year strategic plan that will shift its focuato “mega projects” that total more than $500 million. CEO and Chairman Michael President Derek Glanvill2007 Revenue: $2.9 billion (rank 6) Employees: 1,000 local, 3,100 total 7. 2008 $2.87 billion +10.4% Revenue grew $270 million at Prairis Farms Dairy as the company digester acquisitions it madein 2007, said Ed chief executive of the dairgy cooperative owned by more than 700 independent dairy farmers. Part of Prairie Farms’ consolidation efforts last year took placin St.
Louis as it merged two manufacturing facilities into onein Hazelwood. Prairie Farms purchased the plant in 2007 and completexd renovationslast year. That shifted 32 jobs from the former Pevely Dairy operation at1001 S. Grand Blvd., to the newee facility on North Lindbergh. The formere Pevely Dairy plant has been put up for Mullins said the current challenge in the dairyy business is improving margins as the producer pricde paid for milk has dropped by 50 percent in the first quarterof 2009.
Prairie Farmas operates several subsidiary businessez and manufactures and markets a full line of dairyu food products out of its own 24 plantsa and 13 joint venture plantas in the Midwestand Leadership: CEO Ed Mullins, President Fred Kuenstler 2007 revenue: $2.6 billionh (rank 7) Employees: 1,100 5,900 total 8. World Wide Technologyy 2008 revenue: $2.53 billion +1.2% After growinbg to more than 20 distributionj centers acrossthe U.S., has its sights set on globak expansion.
The business openecd a facility nearSao Paulo, Brazil, and is looking at expansion opportunities in Europe, Asia and in Mexico, said CEO Jim
середа, 1 серпня 2012 р.
Ohio mass job cuts spike in April - Business First of Columbus:
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The bureau said 115 companies cut 50 workers or morein April, up from 67 a year ago. The figurew are not seasonally Resulting first-time unemployment claims from those Ohio cuts climbedc to 14,791, from 6,951 in the same perio d a year ago. That’s the fifth-highest tallu of unemployment claims inthe nation, whicyh saw 2,712 seasonally adjusted mass job-cut more than double the year Resulting first-time claims in turn jumpedf to 271,226 from 135,352. The level of claims in the U.S. is down from the nearlgy 300,000 recorded in March, which ranked as the worsrt month for mass job cuts since the governmenyt began tracking the datain 1995.
Last more than one in four unemployment insurance filings from mass job cuts took place inthe manufacturing-heavy The bureau plans to releasde data on May job cuts on June 23.
The bureau said 115 companies cut 50 workers or morein April, up from 67 a year ago. The figurew are not seasonally Resulting first-time unemployment claims from those Ohio cuts climbedc to 14,791, from 6,951 in the same perio d a year ago. That’s the fifth-highest tallu of unemployment claims inthe nation, whicyh saw 2,712 seasonally adjusted mass job-cut more than double the year Resulting first-time claims in turn jumpedf to 271,226 from 135,352. The level of claims in the U.S. is down from the nearlgy 300,000 recorded in March, which ranked as the worsrt month for mass job cuts since the governmenyt began tracking the datain 1995.
Last more than one in four unemployment insurance filings from mass job cuts took place inthe manufacturing-heavy The bureau plans to releasde data on May job cuts on June 23.
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