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07 декабря, 17:41

Nucor (NUE) to Take Over Southland Tube for $130 Million

Nucor Corporation (NUE) has agreed to buy an independent producer of hollow structural section steel tubing, Southland Tube, for $130 million.

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02 декабря, 01:20

Nucor (NUE) Raises Quarterly Dividend Payout to 37.75 Cents

Nucor Corporation's (NUE) board has hiked the regular quarterly cash dividend on its common stock by 0.7% to 37.75 cents.

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30 ноября, 19:37

Nucor raises quarterly dividend 1/4-cent to 37.75 cents

This is a Real-time headline. These are breaking news, delivered the minute it happens, delivered ticker-tape style. Visit www.marketwatch.com or the quote page for more information about this breaking news.

30 ноября, 15:23

4 Steel Stocks to Gain Under President Trump

Trump's policies to spend big on the nation's infrastructure and trade protection plans has brought back shine to steel stocks.

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29 ноября, 19:48

Nucor downgraded to underperform from neutral at Macquarie Research

This is a Real-time headline. These are breaking news, delivered the minute it happens, delivered ticker-tape style. Visit www.marketwatch.com or the quote page for more information about this breaking news.

17 ноября, 23:35

Trump Eyes Billionaire Who Owned Deadly Coal Mine For Commerce Secretary

Donald Trump promised during his campaign to bring back mining jobs to struggling workers in coal country. Now the president-elect is apparently considering for commerce secretary a Manhattan billionaire who owned a West Virginia coal mine where 12 workers died in 2006. Hedge fund titan Wilbur Ross, 78, tops Trump’s list to lead the Department of Commerce, according to a Politico report later seemingly confirmed in a tweet by financier Carl Icahn, a Trump confidant. Other contenders named by The New York Times include Dan DiMicco, the former chief executive of the steel producer Nucor Corporation, and Lewis Eisenberg, the private equity chief at Granite Capital International Group.  A spokesperson for Trump’s transitional team did not respond to requests for comment.  Ross, whose job as commerce secretary would be to promote economic growth and improve living standards across the country, seems an odd choice for a president who campaigned as an economic populist. The New Jersey native’s cutthroat investment strategy of snatching up ailing businesses presents an appealing narrative to investors, particularly those who believe the U.S. has lost its competitive edge in a global economy.  But many of those turnaround stories have a human toll attached. “It’s really the height of hypocrisy when people are counting on you to turn around the economy for them and to bring back coal jobs that you’re naming someone who’s never done anything to help working-class people,” attorney Tony Oppegard, a former mine safety official who now represents miners in his private practice, told The Huffington Post. “Trump portraying himself as the savior of the working class was just a con job.” In August, Ross’ investment firm WL Ross & Co. agreed to pay a $2.3 million fine to the U.S. Securities and Exchange Commission to settle charges that it failed to disclose fees it charged investors. In 2012, Ross, clad in purple velvet slippers, took the stage at a black-tie induction ceremony for the secretive Wall Street fraternity Kappa Beta Phi and sang show tunes mocking poor people, according to a reporter who sneaked into the event. Two years later, Ross declared that “the 1 percent is being picked on for political reasons.”  In 2004, Ross bought Cone Mills, a struggling textile producer in North Carolina, and merged it with another firm to create International Text Group. The company, later renamed Cone Denim, laid off hundreds of workers and outsourced jobs to emerging markets, where labor is cheaper.  “I thought Trump was going to change some things, stop shipping all these jobs overseas,” Rep. Walter Jones (R-N.C.) told The Daily Beast. “The base that helped him win ― the base is looking for certain promises to be kept.” But in 2002, after spending decades as an investment banker, Ross earned the nickname “bottom feeder” when he started buying up decaying steel mills and coal mines. In 2004, he began the process of purchasing some mines owned by the bankrupt coal giant Horizon Natural Resources ― but only after a bankruptcy judge stripped thousands of miners, some with black lung disease, of their medical coverage and union status.  Among the mines Ross bought was Sago Mine, where a dozen miners died after an early-morning explosion on Jan. 2, 2006.  Ross completed the purchase in March 2005, the same year the federal Mine Safety and Health Administration cited Sago for 208 violations, up from 68 a year earlier. More than half of those violations were labeled “serious and substantial,” including 20 dangerous roof falls, 14 power wire insulation problems and three cases of inadequate ventilation plans, according to The Christian Science Monitor.  “He certainly had the authority to try to make a difference and make sure those mines were operated differently. In my view, they were a bunch of dog-hole mines,” Oppegard said, using an Appalachian slang term for unsafe mines. “Bottom line is to get as much coal out as cheaply as possible and get as much coal as possible. That’s what a dog hole is.” Ross, who said after the explosion that he feared he’d be “in the way” if he flew from New York to West Virginia, promised to pay $2 million total to the families of the dead workers. “For the rest of my life, the memory of those who died at Sago will haunt me,” Ross told New York magazine after the disaster. “That will never go away. I know that the families will wonder whether there wasn’t something more I could have done to make sure their loved ones would still be alive.” But for many miners, that wasn’t enough.  “Well, $2 million between 13, no, 12 men, one’s still living, that’s not a lot,” Judy Shackelford, a relative of one of the miners, told ABC News.  “It’s easy to throw a couple million afterward instead of spending a few million ahead of time to save men’s lives in the first place,” Kevin Sharp, also a relative of one of the miners, said in the ABC News report.  Three years after the disaster, Ross shuttered the Sago mine. Two years after that, he sold International Coal Group, the company that owned Sago, to Arch Coal. That company emerged from bankruptcy in October following rounds of mass layoffs earlier this year. Arch declined to comment on how many workers were pink-slipped.  Ross’ investment firm did not respond to a request for comment. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

17 ноября, 23:35

Trump Eyes Billionaire Who Owned Deadly Coal Mine For Commerce Secretary

Donald Trump promised during his campaign to bring back mining jobs to struggling workers in coal country. Now the president-elect is apparently considering for commerce secretary a Manhattan billionaire who owned a West Virginia coal mine where 12 workers died in 2006. Hedge fund titan Wilbur Ross, 78, tops Trump’s list to lead the Department of Commerce, according to a Politico report later seemingly confirmed in a tweet by financier Carl Icahn, a Trump confidant. Other contenders named by The New York Times include Dan DiMicco, the former chief executive of the steel producer Nucor Corporation, and Lewis Eisenberg, the private equity chief at Granite Capital International Group.  A spokesperson for Trump’s transitional team did not respond to requests for comment.  Ross, whose job as commerce secretary would be to promote economic growth and improve living standards across the country, seems an odd choice for a president who campaigned as an economic populist. The New Jersey native’s cutthroat investment strategy of snatching up ailing businesses presents an appealing narrative to investors, particularly those who believe the U.S. has lost its competitive edge in a global economy.  But many of those turnaround stories have a human toll attached. “It’s really the height of hypocrisy when people are counting on you to turn around the economy for them and to bring back coal jobs that you’re naming someone who’s never done anything to help working-class people,” attorney Tony Oppegard, a former mine safety official who now represents miners in his private practice, told The Huffington Post. “Trump portraying himself as the savior of the working class was just a con job.” In August, Ross’ investment firm WL Ross & Co. agreed to pay a $2.3 million fine to the U.S. Securities and Exchange Commission to settle charges that it failed to disclose fees it charged investors. In 2012, Ross, clad in purple velvet slippers, took the stage at a black-tie induction ceremony for the secretive Wall Street fraternity Kappa Beta Phi and sang show tunes mocking poor people, according to a reporter who sneaked into the event. Two years later, Ross declared that “the 1 percent is being picked on for political reasons.”  In 2004, Ross bought Cone Mills, a struggling textile producer in North Carolina, and merged it with another firm to create International Text Group. The company, later renamed Cone Denim, laid off hundreds of workers and outsourced jobs to emerging markets, where labor is cheaper.  “I thought Trump was going to change some things, stop shipping all these jobs overseas,” Rep. Walter Jones (R-N.C.) told The Daily Beast. “The base that helped him win ― the base is looking for certain promises to be kept.” But in 2002, after spending decades as an investment banker, Ross earned the nickname “bottom feeder” when he started buying up decaying steel mills and coal mines. In 2004, he began the process of purchasing some mines owned by the bankrupt coal giant Horizon Natural Resources ― but only after a bankruptcy judge stripped thousands of miners, some with black lung disease, of their medical coverage and union status.  Among the mines Ross bought was Sago Mine, where a dozen miners died after an early-morning explosion on Jan. 2, 2006.  Ross completed the purchase in March 2005, the same year the federal Mine Safety and Health Administration cited Sago for 208 violations, up from 68 a year earlier. More than half of those violations were labeled “serious and substantial,” including 20 dangerous roof falls, 14 power wire insulation problems and three cases of inadequate ventilation plans, according to The Christian Science Monitor.  “He certainly had the authority to try to make a difference and make sure those mines were operated differently. In my view, they were a bunch of dog-hole mines,” Oppegard said, using an Appalachian slang term for unsafe mines. “Bottom line is to get as much coal out as cheaply as possible and get as much coal as possible. That’s what a dog hole is.” Ross, who said after the explosion that he feared he’d be “in the way” if he flew from New York to West Virginia, promised to pay $2 million total to the families of the dead workers. “For the rest of my life, the memory of those who died at Sago will haunt me,” Ross told New York magazine after the disaster. “That will never go away. I know that the families will wonder whether there wasn’t something more I could have done to make sure their loved ones would still be alive.” But for many miners, that wasn’t enough.  “Well, $2 million between 13, no, 12 men, one’s still living, that’s not a lot,” Judy Shackelford, a relative of one of the miners, told ABC News.  “It’s easy to throw a couple million afterward instead of spending a few million ahead of time to save men’s lives in the first place,” Kevin Sharp, also a relative of one of the miners, said in the ABC News report.  Three years after the disaster, Ross shuttered the Sago mine. Two years after that, he sold International Coal Group, the company that owned Sago, to Arch Coal. That company emerged from bankruptcy in October following rounds of mass layoffs earlier this year. Arch declined to comment on how many workers were pink-slipped.  Ross’ investment firm did not respond to a request for comment. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

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16 ноября, 19:00

Steel plate prices playing catch-up to hot-rolled sheet in US

The US hot-rolled coil (HRC) and cut-to-length steel plate markets are currently sitting in a very unusual position due to developments since mid-year. The normal premium for commodity A36 plate over HRC, a commodity sheet steel product, has not just shrunk but rather disappeared and plate is now selling at a discount to HRC. This […] The post Steel plate prices playing catch-up to hot-rolled sheet in US appeared first on The Barrel Blog.

15 ноября, 20:32

Billionaire investor Ross said to be Commerce pick

Billionaire investor Wilbur Ross is President-elect Donald Trump's leading candidate for Commerce Secretary, multiple sources told POLITICO.Ross, 78, is the founder of the private equity firm WL Ross & Co., known for restructuring failed companies and he's an economic adviser to Trump.Carl Icahn appeared to confirm the news that Ross is the leading candidate for Commerce on Tuesday, tweeting, "Spoke to @realDonaldTrump. Steve Mnuchin and Wilbur Ross are being considered for Treasury and Commerce. Both would be great choices."Dan DiMicco, the former CEO of steelmaker Nucor Corp and a Trump trade adviser, is seen as another top candidate for the Commerce Secretary job. But sources said he's also being eyed for U.S. Trade Representative. A spokesman for Trump's presidential transition team did not immediately respond to a request for comment.

11 ноября, 01:02

Donald Trump's Proposed Cabinet Would Bring Some Fringe Figures In From The Cold

WASHINGTON ― Now that the election is over, the D.C. ritual of jockeying for top positions in the next administration has begun. Insiders give the press names of candidates who are real possibilities; long shots, just to see what reaction they get; friends and, sometimes, even themselves.  So far, the names being floated for a Donald Trump administration largely have one thing in common: They’re men. And for the most part, they’re white men. BuzzFeed obtained one list of 41 names under consideration for Cabinet and top White House positions. Of those, only six are women. In other news stories listing potential appointees, no women are named.  Many of them are also fringe figures ― people who have never been in government or who have been out of government for some time and are itching to get back in. Trump did not have the support of much of the Republican establishment, and many of the officials who would traditionally get into an administration now may be hesitant to do so for a leader they distrust. Trump may also block them since they didn’t support him. Meanwhile, some figures who have been lurking on the fringe may now have found a home with this unlikely president-elect.  Here are the people being discussed so far for some top positions:  Transition Chair: New Jersey Gov. Chris Christie (R) is currently leading Trump’s transition efforts, but if he no longer can ― he’s been tainted, for example, by the Bridgegate scandal ― tech billionaire Peter Thiel could replace him. Thiel secretly funded Hulk Hogan’s lawsuit that took down Gawker.com and once wrote that women getting the vote was bad for democracy. White House Chief of Staff: Republican National Committee Chair Reince Priebus is a possibility for this leading role, as is Steve Bannon, the chairman of the conservative Breitbart News who took a leave to be Trump’s campaign CEO. Bannon’s website has peddled some of the major alt-right conspiracy theories and spread the vitriolic rhetoric that fueled Trump’s rise. Attorney General: Former New York City Mayor Rudy Giuliani (R) is frequently talked about as a contender. Giuliani told CNN Thursday he would consider the job “if it really was just me and I couldn’t point to three others that would be just as good or better.” New Jersey Gov. Chris Christie (R) has also been talked about as a front-runner, as have Sen. Jeff Sessions (R-Ala.) and Florida Attorney General Pam Bondi (R). During the campaign, questions were raised about whether Trump improperly made campaign contributions to Bondi’s re-election effort to influence whether she investigated allegations against Trump University. The attorney general oversees the Justice Department and enforces areas like civil rights. Giuliani has boasted that he made New York “safe” by implementing “stop and frisk,” a policing method that disproportionately affects black people and Latinos. He has also said “anything’s legal” during war. Two of Christie’s former top aides were recently convicted of conspiracy and fraud in the Bridgegate scandal, and their testimony has implicated the governor in their schemes.  Secretary of State: Sen. Bob Corker (R-Tenn.), former U.N. Ambassador John Bolton and former House Speaker Newt Gingrich (R-Ga.) are reportedly under consideration for this top job.  Defense Secretary: Sen. Jeff Sessions (R-Ala.), one of Trump’s earliest supporters, has been mentioned as a possible defense secretary, as has retired Lt. Gen. Michael Flynn, who has also been floated as national security adviser. Other names are Stephen Hadley, who served as a top national security official to President George W. Bush; Rep. Duncan Hunter, Jr. (R-Calif.) and former Sen. Jim Talent (R-Mo.).  Homeland Security Secretary: New Jersey Gov. Chris Christie (R) and Milwaukee Sheriff David Clarke are on the list for this position. Clarke, who is African-American, has been a forceful critic of the Black Lives Matter movement and spoke at the Republican National Convention. He also called for Trump supporters to bring out “pitchforks and torches” to fight a rigged system. Sen. Jeff Sessions (R-Ala.) is also a possible pick. The department includes the Immigration and Customs Enforcement agency that the senator argues should ramp up its deportations. Interior Secretary: Forrest Lucas, a California oil executive, is considered a top contender. Venture capitalist Robert Grady and fracking mogul Harold Hamm are also being discussed, as are three women: Arizona Gov. Jan Brewer (R), Oklahoma Gov. Mary Fallin (R) and former Alaska Gov. Sarah Palin (R). Treasury Secretary: Steven Mnuchin, the former Goldman Sachs executive who was finance chair of Trump’s campaign, is reportedly on the short list. Trump received a significant amount of criticism when he unveiled his 13-member economic advisory team in August. There were six men named Steve on the list ― including Mnuchin ― but not a single woman. JP Morgan CEO Jamie Dimon is also under consideration, although he has said he would not be interested in the role. Other names are Wall Street veteran Carl Icahn and Rep. Jeb Hensarling (R-Texas), who is chair of the House Financial Services Committee. Education Secretary: Neurosurgeon and former GOP presidential candidate Ben Carson is being discussed for this post, as is Hoover Institution fellow William Evers, who also worked in the Education Department during George W. Bush’s administration.  Commerce Secretary: New Jersey Gov. Chris Christie (R) and former Sen. Jim Talent (R-Mo.) make this list as well, as do former Arkansas Gov. Mike Huckabee (R), former Texas Gov. Rick Perry (R) and Sen. David Perdue (R-Ga.). In the business world, financier Lew Eisenberg ― who also chaired a joint fundraising committee for Trump and the Republican National Committee ― is being discussed, along with the former CEO of steelmaker Nucor Dan DiMicco and billionaire investor Wilbur Ross.  Health and Human Services Secretary: Florida Gov. Rick Scott (R), retired neurosurgeon Ben Carson, former House Speaker Newt Gingrich (R-Ga.) and former New Jersey state Sen. Rich Bagger (R) are the names at the top of the list.  Agriculture Secretary: One of the names on this list is Texas Agricultural Commissioner Sid Miller, who called Hillary Clinton a “cunt” on Twitter. Other names include Kansas Gov. Sam Brownback (R), Nebraska Gov. Dave Heineman (R), former Georgia Gov. Sonny Perdue (R), former Texas Gov. Rick Perry (R), National Council of Farmer Cooperatives CEO Chuck Conner, agribusiness leader Charles Herbster, Indiana dairy executive Mike McCloskey, Iowa agribusiness mogul Bruce Rastetter and Indiana farmer and congressional candidate Kip Tom.  Energy Secretary: Fracking mogul Harold Hamm and venture capitalist Robert Grady are the two names most frequently mentioned. Labor Secretary: Victoria Lipnic, commissioner of the Equal Employment Opportunity Commission since 2010, is frequently mentioned for this position.  Veterans Affairs: House Veterans Affairs Committee Chairman Jeff Miller (R-Calif.), who is retiring from Congress, is the man most discussed for this job.  CORRECTION: A previous version of this article misidentified Jamie Dimon as the CEO of Goldman Sachs; he is the CEO of JP Morgan. Want more updates from Amanda? Sign up for her newsletter, Piping Hot Truth. Enter your email address: -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

10 ноября, 00:00

Michael Torrey leading Trump agriculture transition effort

Michael Torrey, a veteran food and agriculture lobbyist, is leading President-elect Donald Trump's transition effort for the Department of Agriculture, according to an organizational chart obtained by POLITICO. The document, which has begun circulating on the Hill, lists several other names in key positions. Dan DiMicco, an executive at Nucor Corporation, a major steel maker, is leading the U.S. Trade Representative effort and Myron Ebell, a leading climate change skeptic, is leading the effort for the Environmental Protection Agency. Andrew Bremberg, who serves as Wisconsin Gov. Scott Walker's policy director, is listed as the lead for Health and Human Services. David Bernhardt, a natural resources attorney, is listed as the lead for the Interior Department.

09 ноября, 10:56

Meet Trump's Cabinet-in-waiting

He’s expected to reward the band of surrogates who stood by him.

28 октября, 00:49

Do Companies that Mimic Nature Flourish Financially?

Back in the early 1990's investment advisor Joseph (Jay) Bragdon noticed the emergence of a new genre of company that was more adept at learning and more profitable than the corporate mainstream. Rather than following the corporate norm of prioritizing the growth of capital assets, the new model placed a higher value on living assets (people and Nature) on the premise that living assets are the source of capital assets. To determine whether this difference in corporate philosophy and culture had meaningful advantages over the older system he created an investment research "learning lab" of 60 companies. In constructing the lab he aimed to identify firms in every major industry/sector that modeled best practices of living asset stewardship. From the beginning his goal was to determine whether the sixty selected for such stewardship and higher purpose would outperform their peers. The short answer to this is 'Yes!' As his research progressed he found these leadership companies had attributes that mimicked life, and the deeper they went into modeling those attributes, the more profitable they became. This was a revolutionary discovery and it is the theme of his new book: Companies That Mimic Life: Leaders of the Emerging Corporate Renaissance. As with his first book, Profit For Life, which introduced the 60-company learning lab -called the Global Living Asset Management Performance (LAMP) Index - all investment results have been verified by the consultancy Northfield Information Services. Beyond producing outstanding returns, LAMP60 companies are also recognized sustainability leaders whose average lives exceed a century. (By contrast, the average life of companies on the S&P 500 Index is only 18 years.) (Image used with permission of Joseph Bragdon) As can be seen on this graph, there is a significant difference between returns on the Global LAMP index (the research learning lab) and conventional global equity indices such as the Morgan Stanley Capital International (MSCI) World Index, the Financial Times Stock Exchange (FTSE) World Index and the S&P Global. Companies That Mimic Life looks deeply into the core practices of the LAMP60 through seven companies that represent the best of the best in embedding Nature's life-affirming principles. Astonishingly, their cumulative compounded returns are 60 percent higher than those shown above. The book explains why this is so and invites further research into the linkages between bio-mimicry and profit. What makes the difference? Values-driven decision making. Companies that mimic life value life over 'stuff'. Capital assets aren't of much use without the people to run them, optimize functionality, and invent better ways to meet customer values. Employees bring their whole selves to work. A wider and more diverse set of perspectives and intelligence translates into higher performance. As neuroscientist David Rock put it: 'Diverse teams are smarter and more creative.' By extension, so is the company. Heart and mind are engaged resulting in a learning mindset focused on growth, service and innovation. In contrast, companies that claim they are blocked by resistance to change are creating that resistance. Companies that live by learning are naturally adaptive. Social and ecological impacts are incorporated into decision making, widening the scope of positive impact and profitability well beyond conventional thinking. Investors (typically institutional) understand the subtle differences in how these large companies are managed. They gain less risk and significantly higher returns over time. (Image used with permission of Joseph Bragdon) Managing by Means (MBM) By putting their primary focus on life-mimicking cultures and living asset stewardship, LAMP60 companies manage by means - a practice that looks on people and Nature as the means to generating sustainable profit. In concept and practice this is radically different from the bottom-line-first method of managing by results (MBR). This is not to say that the bottom line is unimportant to companies that mimic life. Rather, as Peter Drucker famously said "Profit is not the explanation, cause or rationale of business behavior and business decisions, but rather the test of their validity." From MBM to Regenerating Health Fundamentally the leaders of companies that mimic life know that by regenerating Nature and society, by renewing and restoring systemic health, the health of the firm will symbiotically benefit. While this outcome may be difficult to prove by linear cause and effect reasoning, it is amply proved by shareholder returns (which inherently recognize the non-linear synergies and multiplier effects that occur in healthy systems). The operational lever here is a reinforcing cycle of living asset stewardship (care), whereby uplifting corporate values and goals inspire employees to learn and innovate, and where such innovation, in turn, generates incremental sales and profit. The cycle repeats as profit returns to reinforce living asset stewardship. What are the common features of companies that mimic life? According to Bragdon's research, six qualities set these companies apart. Like all life, they are: Highly networked and decentralized (like the cells in our bodies) Regenerative in the ways they pass on their cultural DNA Frugal in their use of energy and resources (to avoid waste and entropy) Open to feedback as a means of learning and adapting to new conditions Symbiotic in their relationships with the ecological and social systems in which they exist Highly conscious of the limits and possibilities within those larger systems The seven company Focus Group The seven companies profiled in Companies that Mimic Life were selected for being living asset stewardship exemplars in industries that are usually associated with the older practices of industrial capitalism and bottom-line-first management. By taking this counter-intuitive approach, readers will discover that life-mimicking cultures often work best where reform is most needed. With that in mind, the following seven companies make fascinating stories: Nucor is cited for reinventing the steel industry. By treating employees, rather than corporate executives, as the creative center of the company, it has become the innovation and green leader of the industry with no R&D department. With no layoffs due to lack of work, it has been profitable in all but one of the last 50 years - an unprecedented achievement in its sector. United Technologies, an industrial conglomerate, is cited for its MBM practices and its visionary goal of reducing the carbon footprint of urban living and travel. To realize its systems thinking capacity, it pays for full tuition and books for all employees who wish to pursue a university degree with no strings attached. Degrees in philosophy and the arts are as valid as those in business and engineering. Novo Nordisk, a pharmaceutical company in an industry renowned for price gouging and tax avoidance, is a global leader in corporate ethics that charges ethical prices and pays taxes wherever revenues are earned. With its environmental profit and loss (P&L) statements, it has become a corporate leader in industrial ecology and a pioneer in industrial symbiosis. Westpac Banking, a global top-50 bank, is an exemplar of enlightened corporate consciousness in an industry renowned for self-interest. Unlike so many of its mega-bank corporate peers, it didn't require a public bailout in 2008. In 2014 it was named the world's most sustainable company for its ethical practices - an unheard of honor in the financial sector. Nike, a company rocked by ethical challenges in the past, has emerged as a global sustainability leader for reducing its global ecological footprint and for widely sharing its process knowledge through open source platforms. Henkel, a specialty chemical company that operates on open, sharing partnership principles, is committed to a factor-3 goal of producing three times greater value from its energy and natural resources by 2030. Unilever, a manufacturer of household products that is committed to "double our business and outperform market growth, whilst at the same time reducing our overall environmental impact" and helping to raise the living standards of over a billion people in the developing world where it sources its raw materials. Each of these companies conduct themselves knowing that, without caring about the planet and the people who live on it, neither life nor they can flourish. While intuitively sensible, the research summarized in Companies that Mimic Life provides the empirical evidence needed to support his thesis that working in harmony with Nature and society is not only necessary for the future of life on earth, but is also the most profitable way forward. Not only is this reassuring, it also offers a clear direction for companies who know their success is dependent on the quality of the relationships with their customers, the communities they serve and the environment. Dawna Jones sees the underlying forces impacting what you see on the surface. She works with leaders and decision-makers to update skills and expand access to their wider intelligences. Working with individuals, teams, companies or at a global level gives Dawna insights into scaling mindset, innovation and transformation through leadership and decision-making. Contact Dawna on her website or follow her on Twitter. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

20 октября, 22:15

Nucor (NUE) Misses Q3 Earnings, Revenue Estimates

Nuucor's adjusted earnings for third quarter 2016 came in at 88 cents per share that missed the Zacks Consensus Estimate of 90 cents.

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20 октября, 17:49

Nucor's (NUE) Q3 Earnings & Sales Miss Estimates

Nucor's (NUE) adjusted earnings for the third quarter were 88 cents per share, missing the Zacks Consensus Estimate of 90 cents.

19 октября, 15:40

Basic Materials Q3 Earnings Slated for Oct 20: PPG, CLW, NUE

We take a peek into three basic materials stocks that are slated to report their quarterly results on Oct 20.

18 октября, 17:09

Nucor (NUE) Q3 Earnings: Will the Stock Disappoint?

Nucor Corporation (NUE) is gearing up to release its third-quarter 2016 results ahead of the bell on Oct 20.

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15 октября 2012, 11:40

15 громких примеров, которые изучают в бизнес-школах

Если вы учились в школе бизнеса, то наверняка рассматривали примеры ведения бизнеса в крупных компаниях. Реальные истории помогают студентам лучше понять успешные и неудачные стратегии. Имеются классические примеры, в число которых входят решение Apple сменить название и победа Ryanair над более мощными конкурентами. Интернет-издание Business Insider с помощью преподавателей из американских школ бизнеса составило список 15 примеров, которые должны знать студенты программы MBA. Почему Apple сменила название Пример: Apple Inc. Основной вывод: иногда невозможно в лоб одержать победу над конкурентом, не изменившись самому. Что произошло: Apple сменила название Apple Computers на Apple Inc. в 2007 г. Этот шаг отразил фундаментальное изменение приоритетов: от культовых компьютеров Mac к принципиально новым видам электроники iPod и iPhone, которые сегодня приносят американской компании более половины прибыли. Трансформация компании произошла вовремя и чрезвычайно успешно. Как Lululemon сохранила репутацию культовой компанииПример: менеджмент, культура и изменения в Lululemon. Основной вывод: вместо вражды найти возможность объединить основателей компании. Что произошло: в середине 2008 г. управление компанией перешло от ее основателя Дениса Уилсона к новому президенту Кристине Дэй. Тогда же Уилсон высказал тревогу по поводу угрозы традициям и стоимости фирмы в связи с новым руководством. Между тем Дэй унаследовала массу проблем, в том числе плохие результаты сетевых кафе, неудачную стратегию в недвижимости и плохую коммуникацию между подразделениями компании. Используя свой опыт и новую стратегию, она сделала все, чтобы расширить присутствие Starbucks в мире. Более того, она убедила основателей компании пройти курс управления в Гарварде и Стэнфорде, чтобы лучше понимать необходимость перемен. За 4 года стоимость компании выросла с $350 млн до $10,59 млрд. Как Cisco вновь стала конкурентоспособной Пример: Cisco Systems - развитие стратегии человеческого капитала. Основной вывод: выращенные внутри компании таланты могут помочь пережить трудные времена. Что произошло: Cisco развивалась чрезвычайно быстро в период пузыря hi-tech, купив в это время 70 фирм и увеличив в 2 раза численность сотрудников корпорации. После того как пузырь лопнул, Cisco пришлось изменить стратегию развития и вместо быстрого роста заняться воспитанием собственных талантов. Для наиболее перспективных специалистов компания создала университет Cisco. В течение трех лет ситуация в корпорации кардинально изменилась, что позволило ей вновь стать лидером на рынке. Как газета USA Today вновь стала прибыльной Пример: развитие новой стратегии в USA Today Основной вывод: иногда старые лидеры не могут успешно руководить компанией в новых условиях. Что произошло: когда тираж газеты резко пошел вниз, президент USA Today Том Кюрли решил интегрировать различные подразделения компании, в том числе интернет-сайты, телеканалы и печатные издания, и эффективнее использовать содержание новостей. При этом многие старые руководители в его команде выступали против новой стратегии. В итоге Кюрли пришлось заменить пятерых из семи высокопоставленных менеджеров. Как Dreyer пережил катастрофу Пример: сеть кафе-мороженых Dreyer Основной вывод: не пытайтесь вводить в заблуждение сотрудников. Что произошло: многочисленные проблемы, в том числе высокая стоимость сырья, падение продаж и завершение контрактных отношений с Ben & Jerry's, заставили компанию провести срочную реструктуризацию. Во время ее проведения руководители лично встречались с каждым работником и обсуждали предстоящий план действий, а также внимательно слушали их советы. Стратегия доверия, открытости и веры в собственных сотрудников помогла компании в течение двух лет вновь стать прибыльной. Как Microsoft решила конкурировать с Google Пример: поисковик Microsoft Основной вывод: нет чудесных методов, необходимо вовлекать всю компанию и все ее ресурсы. Что произошло: через 10 лет после своего основания Google смогла стать ведущим поисковиком в интернете. Microsoft занимала третью строчку, уступая даже Yahoo!. Но компания мобилизовалась и решила кардинально изменить ситуацию, создав в 2009 г. поисковик Bing!, который смог бросить серьезный вызов лидеру рынка. Как Ryanair обошла более крупных конкурентов Пример: Ryanair - борьба за небо Европы Основной вывод: ограниченная в ресурсах компания может мобилизоваться и обойти более богатых конкурентов. Что произошло: в 1986 г. два брата Райан объявили о создании новой компании, которая не побоится бросить вызов таким гигантам индустрии, как British Airways и Aer Lingus, на маршруте Лондон – Дублин. Предложив билеты по рекордно низким ценам, Ryanair смогли привлечь пассажиров, которые раньше пользовались поездом или паромом. Этические вопросы воспринимаются по-разному в мире Пример: Merck Sharp & Dohme Argentina, Inc. Основной вывод: этические решения не всегда бывают легкими. Что произошло: новому президенту аргентинской "дочки" Merck была поставлена задача сделать компанию современной и профессиональной. Через некоторое время у него возникла этическая дилемма. Один из кандидатов на престижное место в программе стажеров был сын высокопоставленного чиновника в Министерстве здравоохранения Аргентины. Президенту недвусмысленно дали понять: если студент будет взят в компанию, то лекарства Merck будут включены в государственную программу распространения, что, безусловно, приведет к росту продаж. Это был реальный конфликт между желанием Москера реформировать компанию и реальностью ведения бизнеса в развивающейся стране. Почему Cirque du Soleil решил отказаться от привычного комфорта Пример: Cirque du Soleil – новое здание привело к новому партнерству Основной вывод: иногда следует отказаться от старых партнеров для роста Что произошло: Cirque du Soleil имел взаимовыгодные отношения с казино MGM Mirage. Казино сделало значительные инвестиции в специально построенное здание для уникальных выступлений цирка. Но появившиеся возможности в Азии и на Ближнем Востоке заставили президента Cirque du Soleil Даниэля Ламэрра начать переговоры о новых партнерских отношениях. Почему Airborne Express проиграл конкуренцию Пример: Airborne Express Основной вывод: узкая специализация может дать преимущество, но только на непродолжительное время. Что произошло: Airborne Express, небольшой конкурент FedEx и UPS, смогла добиться значительных результатов, несмотря на свой размер. Успех объясняется продолжительной забастовкой сотрудников UPS, чем умело воспользовалась Airborne Express. Новая компания решила стать узкоспециализированной, предлагая сервис по низким ценам лишь в больших городах. Однако эта стратегия оказалась малоуспешной, и компанию в итоге приобрела DHL. Как плохая коммуникация чуть не уничтожила менеджера Пример: Эрик Петерсон Основной вывод: порой трудно преодолеть бюрократические барьеры Что произошло: недавний выпускник школы бизнеса был назначен директором региональной "дочки" крупной телефонной компании в конце 1980-х гг. Фирма под управлением Петерсона начала масштабную работу по развитию мобильного сервиса в штатах Вермонт и Нью-Гемпшир. Однако новый проект отставал по срокам, и Петерсон предложил руководству пересмотреть даты. Но он не смог быстро и своевременно связаться с начальством, что в итоге привело к многочисленным проблемам. Как Уильям Авери стал легендой Пример: Crown Cork & Seal в 1989 г. Основной вывод: не бойся думать о себе Что произошло: Уильям Авери стал президентом Crown в 1989 г., когда на рынке появились новые конкуренты, а подразделение по выпуску металла становилось все более убыточным. Первое, что Авери сделал, – начал разработку долгосрочной стратегии развития компании, которая включала в себя покупку конкурентов и освоение производства новых упаковок. Успех не заставил себя долго ждать: сегодня компания выпускает одну из пяти банок/бутылок для прохладительных напитков по всему миру. Почему Cisco решила играть по-крупному Пример: новые приобретения Cisco Основной вывод: компаниям нужны разные вещи в разное время Что произошло: примерно в 2006 г Cisco решила отказаться от стратегии приобретения небольших инновационных стартапов, концентрируя внимание лишь на редких покупках больших игроков. Старая стратегия была оптимальной на фоне быстрого развития интернета. Но ситуация на рынке изменилась, а значит, стали необходимы и новые модели ведения бизнеса. Как Lincoln Electric добилась успеха с необычной стратегией Пример: Lincoln Electric Co Основной вывод: делай все просто Что произошло: это один из классических примеров американского бизнеса. Крупнейший производитель изделий электродуговой сварки с 1975 г. не имеет профсоюза и не предлагает дополнительные бонусы сотрудникам. В то же время Lincoln Electric гарантирует каждому сотруднику пожизненное трудоустройство и возможность стать акционером компании. Размер зарплаты напрямую зависит от уровня прибыли фирмы. Столь необычные методы до сих пор не мешают Lincoln Electric оставаться конкурентоспособной и прибыльной компанией. Стратегия Lincoln убедительно подтверждает важность мотивации сотрудников. Почему Nucor Steel решила рискнуть Пример: Nucor на распутье Основной вывод: инвестиции определяют размер нового проекта Что произошло: в 1986 г. перед президентом Nucor Кенес Иверсон был непростой выбор: принять или нет новую технологию отливки стали. Технология позволила бы компании получить много преимуществ, в том числе значительное снижение расходов. Но для ее внедрения необходимы значительные инвестиции, а технология не была еще одобрена контролирующими органами. В итоге Nucor все же решила построить в 1989 г. первый завод с использованием новой технологии. С тех пор компания остается крупнейшим производителем стали в США.