Maytag
Reports Higher First Quarter Sales and Earnings
Maytag Corporation yesterday reported first quarter consolidated sales
of $1.219bn, up 7.3 percent from $1.136bn in the same period of 2003.
Earnings for the quarter 'met the company's expectations'. First quarter
2004 reported operating income was $63.6m, and reported net income was
$38.7m, or 49 cents per share. This includes a benefit of $2.1m or 3 cents
per share for the quarter as a result of the election to record the benefits
of Medicare legislation that will provide federal reimbursements for a
portion of the company's retiree prescription drug costs.
In the first quarter 2003, Maytag reported $68.2m in operating income
and $34.5m in net income, or 44 cents per share.
Commenting
on first quarter performance, Maytag chairman and CEO Ralph Hake (pictured)
stated, 'Our results reflect steady progress on many fronts. The company's
multiple product launch strategy is being well-executed, with new models
entering the marketplace on schedule. This successful implementation resulted
in strong overall sales growth and market share improvement in Major Appliances.
Results in our Major Appliances segment offset declines in the Housewares
segment attributable to a reduction in sales of Hoover floor care products.'
Hake cited the Maytag(R) Neptune(R) TL top-loading washer, the Neptune(R)
Drying Center, Maytag(R) and Amana(R) ranges and dishwashers as new products
that are contributing to results. Hake added, 'We are pleased to see the
excellent reception to products outside our traditional categories, most
notably the SkyBox(TM) home vender. The SpinSweep(TM) outdoor cleaner
introduced by Hoover has also been well-received. Both products are tangible
results of our diversification efforts.'
Maytag International and Dixie-Narco vending both performed well in the
quarter with innovative new products driving profitable growth. Maytag
International has added new channels and customers in key geographic regions.
Hoover continues its recovery strategy of becoming cost competitive and
launching multiple new products. 'While compelling mid-line products are
expected to build sales volume starting in the second quarter of this
year, Hoover's high-end, distinctly innovative product introductions are
scheduled to enter the marketplace in 2005, 'Hake said. Hoover's new EmPower(TM)
upright, in the mid-price range, began shipping late in the first quarter.
While floor care industry sales increased in the first quarter, most of
the growth was at low price points, where Hoover is underrepresented.
Hake said, 'Hoover has been restructured for cost improvement and greater
flexibility, and the organization has made strong progress in designing
and launching new products. However, after a solid fourth quarter, Hoover
struggled with market share and revenue generation in the first quarter.'
In the first quarter of 2004 versus the prior year, Maytag experienced
higher advertising expenses to support product introductions. Additionally,
rising costs of steel, resins and fuel were challenges in the first quarter,
and will continue to demand aggressive management, Hake noted.
In the first quarter, the company made $70m of the $90m voluntary pension
contributions planned for the full year. Although Maytag has no minimum
ERISA funding requirements, at least an additional $20m in pension contributions
are expected to be made later in the year.
Total pension and postretirement expense is $2.5m lower in the first quarter
of 2004 versus the prior year as a result of expected returns from higher
pension contributions, reduced retiree medical benefits accruals related
to a new collective bargaining agreement at Hoover in North Canton, Ohio,
and the election to record the benefits of Medicare legislation that will
provide federal reimbursements for a portion of the company's retiree
prescription drug costs. The effect of the subsidy for 2004 is expected
to be $8.6m, which will be recognized evenly throughout the fiscal year.
As a result of the election to record the Medicare legislation benefits,
Maytag has reduced its accumulated benefit obligation for retiree medical
costs by $52.8m.
Also reflected in first quarter reported earnings is a reduction of tax
expense, net of fees, of 3 cents per share. This is the result of the
corporation filing amended returns for prior years following a comprehensive
review conducted across the company.
'Competitive challenges will continue in the major appliance and floor
care industries, coupled with rising steel, resin and fuel costs. We plan
to offset these pressures with continuing successful execution of planned
product launches, aggressive cost reduction efforts and efficiencies gained
through LeanSigma(R) implementation,' Hake said. He reaffirmed that for
the full year 2004, excluding restructuring charges of approximately 40
cents per share related primarily to the planned closing of the Galesburg,
Ill. plant, the corporation expects earnings of $2.30 to $2.40 per share.
Putin
and Berlusconi open Merloni's Second Production Facility in Russia
The President of the Russian Federation, Vladimir Putin, and the Italian
Premier Silvio Berlusconi, together with Vittorio Merloni, have opened
a new Merloni Elettrodomestici washing machine plant in Lipetzk (Russia).
It is close to the refrigerator factory which the Company acquired in
2000.
The
new facility, which is expected to cost euro 50m, will have an annual
output of one million washing machines and a workforce of 1,000 at full
capacity. 4,000 people are already working at the Company's refrigerator
plant. Covering an area of over 25,000 square metres, the new facility
was put up in the record time of 12 months thanks to a non-stop work effort
by 400 people.
'We were among the first to believe in Russia,'said Vittorio Merloni,
'and in 30 years we've built 15 industrial plants. Our presence here today
is stable and forward-looking. We want to be a major partner for this
country as it continues to strengthen its ties with the rest of Europe'.
This entirely new facility is close to the refrigerator plant built by
Merloni Progetti in the early '90s ; in 2000, Merloni Elettrodomestici
subsequently acquired Stinol from Novolipetsky Metallurgichesky Kombinat
for $120m.
Construction of the new plant meets the need to re-distribute production
capacity between Eastern and Western Europe. 86% of the Company's total
production comes from factories in Western Europe, while only 67% of sales
are being generated in this area. The start up of the new Russian plant
will therefore increase production capacity in the Eastern markets where
growth is higher.
With its Indesit, Ariston and Stinol brands, Merloni Elettrodomestici
is now market leader in Russia with a 35% share, thanks also to the acquisition
of Stinol, the first major foreign investment in Russia in the Putin era.
Whirlpool
Corporation Reports Strong First-Quarter Sales and Earnings
Whirlpool Corporation has announced first-quarter 2004 net earnings of
$101m, or $1.43 per diluted share, compared to $91m, or $1.32 per diluted
share, in the same period last year. First-quarter net sales of $3bn increased
10.7 percent from the same period last year. Excluding currency translations,
net sales increased approximately 5 percent.
'The
company’s solid results were driven by the strong performance of
our North American and European operations,' said David R. Whitwam, Whirlpool
Corporation’s chairman and chief executive officer. 'Record
sales, unit shipments and significant profit improvement from these two
regions underscore the strength and momentum of our global business.
These results were tempered by rising raw material costs worldwide, as
well as the negative effects of currency in Latin America.'
First-Quarter Highlights:
* Net earnings of $1.43 per diluted share increased 8.3 percent
from the prior-year period.
* Sales and unit shipments were first-quarter records for
the company.
* Free cash flow improved $104 million compared to the prior-year
period. Free cash flow is cash from operations after proceeds from
the sale of fixed assets, dividends and capital expenditures.
* The effects of currency reduced earnings by approximately
$0.20 per share, with the largest impact in Latin America.
* The company announced plans to build a new built-in cooking
appliance production platform at its facility in Wroclaw, Poland, with
initial production volume anticipated for 2005. Whirlpool’s
Wroclaw facility is part of the company’s global manufacturing network
that produces a wide range of branded appliances in cost-competitive locations
for regional and global markets.
* In March, Whirlpool extended its relationship with Habitat
for Humanity International by committing to support the construction of
Habitat-built homes in Europe. Since 1999, Whirlpool has donated
approximately 40,000 appliances to Habitat as part of the company’s
$25 million commitment to the organization’s effort to provide adequate
housing to families in need. With this latest commitment, Whirlpool
now donates a refrigerator and range to every Habitat for Humanity home
built in North America and Europe.
* Whirlpool brand announced its sponsorship of the 2004 Reba
McEntire concert tour to benefit Habitat for Humanity International. The
concert tour will begin June 4 in Connecticut and visit more than two
dozen cities across the U.S. to raise awareness and support for Habitat
for Humanity.
Global Innovation:
During the quarter, Whirlpool continued to leverage the company’s
unique innovation process to accelerate the development and introduction
of innovative products and services for customers worldwide. Here is a
summary of first-quarter developments:
* Currently, more than 500 active projects are in the company’s
innovation pipeline with 85 projects in the later stages of commercialization.
Many of these innovations will be launched throughout 2004.
Whirlpool’s innovation process involves employees from around the
world who provide a diversity of ideas and creativity necessary to develop
branded products that are valued by customers.
* Average sales values of Whirlpool products again increased
during the first quarter due to consumer demand for its higher-margin
innovations, many of which were on display at key trade shows and events
in the United States, Europe and Brazil.
- Kitchen and International Bath Show, Chicago:
The KitchenAid brand introduced the Ensemble clothes washer and dryer
to KitchenAid brand enthusiasts. The professional- quality
fabric care pair extends KitchenAid’s position in the home, complements
the classic look, feel and performance of all KitchenAid products and
leverages the company’s unique global capabilities in design, manufacturing
and distribution.
- International Builder’s Show, Las Vegas:
The company’s Gladiator GarageWorks demonstrates how dramatically
a system of modular storage units and specially constructed appliances—like
the new Freezerator™ refrigerator designed for temperature extremes—can
transform the garage. Likewise, innovative fabric care products
from Whirlpool brand hidden smartly within cabinets and counters turn
the traditional laundry room into an inviting family space. These
and other innovative branded products are fueling Whirlpool’s growth
within the U.S. builder channel.
- Whirlpool Europe’s trade show event, Cannes:
The company welcomed more than 2,000 retail trade partners and media from
throughout Europe to Cannes for the unveiling of Whirlpool’s concept
kitchens of the future, as well as its latest product innovations for
consumers, which includes the new Whirlpool brand Progressive line of
kitchen appliances. Whirlpool Europe’s emphasis on design and
style has helped make Whirlpool brand the No. 1 appliance brand in the
region.
- Whirlpool Latin America trade and press event, Sao
Paulo: At a major event attended by more than 600 retail trade partners
from Brazil, Argentina and Chile, the company introduced Maestro, its
latest global refrigeration innovation with a unique 'V'design style.
Maestro is easily customized to meet the unique needs of consumers in
different countries. Introduced initially to Brazil’s domestic market,
the versatile new product will roll out to each of the company’s
global markets later this year.Whirlpool Europe’s sales of $680 million
increased 20.5 percent from the prior-year period. Excluding currency
translations, sales increased approximately 5 percent. Continued consumer
demand for Whirlpool innovation and the company’s continued emphasis
on product and brand mix management helped drive a 51-percent increase
in operating profit. Growth of the company’s built-in appliance
business, expansion of the Whirlpool brand, as well as significant cost
savings from productivity gains contributed to the profit improvement
as well.
First-quarter industry unit shipments increased 3 percent from the prior-year
period. Based on current economic conditions, the company expects full-year
industry shipments to increase approximately 3 percent.
'Our operations will continue the rapid rate of new innovation introductions
to customers worldwide as we continue to fully leverage our global operating
platform,' said Whitwam. 'We also expect to drive improved results
through effective brand and product mix management and increasingly higher
levels of productivity.'
'For the remainder of 2004,' Whitwam added, 'U.S. industry demand should
be moderately better than our previous forecast. Pressures from
raw material costs and the Brazilian economy will continue, though we
expect to see some improvement in both areas as the year progresses.
Based on these factors and our current view of market conditions worldwide,
we continue to anticipate full-year earnings for 2004 in the range of
$6.20 to $6.35 per share.'
Electrolux
Chief Exec Hans Stråberg Spells out Cost Cutting Strategy in Light
of Falling Profits
At the recent AGM, Electrolux Chief Exec Hans Stråberg reported
a disappointing first quarter, with sales down by 4.9% and operating income
down 5.2%. Although keen to point out that the drop in sales was entirely
due to adverse currency movements (without which sales would have been
up by over 4%), he spelt out a strategy of cost cutting through rationalisation
and globalised manufacturing, in addition to increased spending on product
development.
'With
sales dropping by In recent weeks, I have traveled the world, meeting
managers from various parts of our company. All in all, I have personally
met over 700 managers at five different gatherings, in Venice, Brussels,
Stockholm, Atlanta and Bangkok. At these gatherings, I have reviewed important
aspects of our strategy. The strategy involves tough decisions about how
to cut costs. It involves committing more resources to developing new
products that customers want to pay more for. It involves making Electrolux
the strongest global brand in the industry.
The response has been very positive. After these meetings, I feel that
we share a common enthusiasm and capability to make Electrolux a winner
in the coming years. And I feel strong support for our strategy within
the company as I take on the exciting challenge of leading us through
this important phase.In recent years, our industry has become increasingly
globalized. The types of products we make are increasingly both manufactured
and sold outside Western Europe and North America.
More and more products are produced in countries with significantly lower
costs than Western Europe and the United States. The cost of wages in
such countries is often a tenth or less. There is more and more low- price
competition in many markets, and consumers like the cheap products.
We have to keep cutting costs to hold off the competition. Globalization
offers big opportunities for us - if we work from our strengths. We have
years of manufacturing and purchasing experience in most countries. We
have a well established network of contacts and channels, both through
local retailers in over 150 countries and through the growing global chains.
As the global market leader, we're attractive to global retailers. And
we have strong brands in most of the countries of the world.
We can take advantage of economies of scale all over the world in purchasing,
manufacturing, marketing and sales. And we're the only company in our
industry that covers the range of indoor and outdoor products for both
home and professional use. That gives us a distinct advantage with the
many retailers who sell both indoor and outdoor products.
We have very stable finances, good profitability and a positive sales
trend. Let's look at that in a bit more detail. In 2003, our sales grew
by 3.3 percent for comparable organizational units, adjusted for exchange-rate
fluctuations - that is, what we call organic growth. Our market share
grew in several important markets in Europe, the US and South America.
This is in no small part the result of our strong partnerships with leading
retailers around the world.
We achieved an operating margin of 6.2 percent, which is a slight improvement
on 2002. Our operating income was over 7.2 billion kronor. Our return
on equity was 17.3 percent, one of the highest figures in the history
of the company.
During the year we continued to reduce the amount of capital that is tied-up.
Our net assets as a percentage of net sales were 23.6 percent. That means
we're using our assets extremely efficiently.
We measure the value we create as operating profit minus the cost of our
net assets. In other words, our profit has to cover the expense of the
capital used by the company before we create any value. In 2003, our value
creation was almost 3.5 billion kronor. That was on a par with 2002, which
was our best year ever.
Our sales for the quarter totaled 30.5 billion kronor. That's a decrease
of 4.9 percent compared with the same period in 2003. The decrease resulted
from exchange-rate fluctuations and changes in our structure. Corrected
for these changes, our sales actually increased by 4.2 percent.
We recorded an operating income of 1.7 billion kronor, a 5.2 percent decrease.
This figure, too, was negatively affected by translation to Swedish kronor.
Estimated costs of 979 million kronor for the closure of our Greenville
plant can be deducted from this total.
Our operating margin was 5.6 percent - the same level as the first quarter
last year.
We
improved our profit for Consumer Durables Europe and showed continued
sales and profit improvements for our North American operations, measured
in dollars. The trend for consumer durables outside Europe and North America
is moving in the right direction. We're seeing clear improvement of profits
in India, China and Brazil, even if we need to push these levels higher
still.
We are making investments on new products and on the Electrolux brand.
We're able to do this with no effect on our margins thanks to a strong
focus on lowering costs.
Electrolux is thus taking on tougher competition from a position of strength,
both financial and strategic. Through a clear strategy for the next several
years, we intend to achieve continued profitable growth.
In 2003, we began preparations to move some of our US production of refrigerators
to Mexico. Production in Mexico offers major cost advantages. We are currently
planning a new Mexican plant, to be completed in 2005.
We have also decided to evaluate a possible move of our vacuum cleaner
production in Västervik to Hungary. As you all undoubtedly understand,
this is no easy decision for me, having previously served as manager of
the plant in Västervik. I was there last week to meet with the management,
the union and the employees. I understand their concerns, but it's impossible
to ignore cost savings of the magnitude that are involved. Our experience
with production in Hungary has been excellent - we already have a vacuum
cleaner factory there. This enables us to remain competitive in a very
tough industry that is strongly affected by low-price imports, especially
from China. Ordinary consumers won't pay more for a product because it's
manufactured in a particular country. Consumer pressure is relentless.
I would add that we're investing in Sweden, too. We recently concentrated
all our European vacuum cleaner development here in Stockholm.
In 2003, we decided to invest in two new plants in Eastern Europe: a refrigerator
plant in Hungary and a washer plant in Russia. We also opened a washer
plant in Thailand and expanded our production in Poland.
We continue to evaluate new opportunities for increased purchasing and
production in countries with low costs. This is a global trend, and what
we have seen so far is only the tip of the iceberg. For us, it provides
opportunities to cut costs at all our production facilities.
At the same time, I fully understand that this creates problems for many
of our employees. But as this company's management, we are responsible
for the survival and development of the company as a whole. I assure you,
these are not easy decisions.
In 2003, we appointed new management for global purchasing. The goal is
to speed the pace of our efforts to cut purchasing costs. It's a question
of increased coordination, fewer product platforms and more standardization.
I have set us the goal of doubling the percentage of purchases from countries
with lower cost levels in the next several years.
These savings give us resources to invest in things that improve revenues:
new products and marketing.
Electrolux will be doubling capital expenditures on product development
from today's approximately 1 percent of sales to 2 percent. According
to our analysis, this is a reasonable level to retain and improve our
position on the market.
Here
are a few examples of new products developed in 2003: Electrolux Flymo's
new trimmer. It can be converted from a trimmer to an edger with a simple
turn of a knob. A refrigerator with a patented wine cooler for the Chinese
market. This
unit is the flagship of a brand new Electrolux line in China. Electrolux
Molteni's new Podium Cooker - a handmade food-prep dream for serious kitchen
professionals.
The new Electrolux Trilobite version 2.0 was developed in 2003 for introduction
this year. In incorporates over 200 improved functions, including an automatic
step sensor so it can't fall down stairs.
Our new Automower - the new version of the automatic lawnmower is now
being launched under the Electrolux brand, and is thus helping build our
brand in the outdoor consumer products segment.
We launched an exclusive new line of built-in products under the name
Electrolux Icon, including a Teppan Yaki stovetop.In order to quickly,
efficiently build Electrolux into a strong global brand, we are doing
two things:
First, introducing Electrolux in North America. Three weeks ago, we launched
the new Electrolux Icon range at the international kitchen fair in Chicago.
Electrolux vacuum cleaners and food service equipment have already been
launched in the US.
Second, we are growing in several categories, such as outdoor products
for consumers. Right now - this April - the launch of the new Electrolux
Automower is under way. This exciting product marks Electrolux' entry
into the garden.
Getting back to what we're doing to build Electrolux into a strong global
brand: We are leveraging the strength of our local brands, and double-branding
more and more products as Electrolux. By the end of this year, sixty percent
of our white goods sales in Europe will be accounted for by products that
are branded Electrolux in this way. Just two years ago, the figure was
about twenty percent.
Last but definitely not least, we are continuing to develop the Husqvarna
brand of outdoor products. Husqvarna enjoys a very strong position among
professional users. Every year in this segment, we are showing that a
strong brand yields strong profits.
Electrolux shareholders, you own the leading company in this industry
- a company with a global presence, strong finances and deep, broad-ranging
expertise in a variety of key areas. Those of us who have received your
mandate to take the company to the next level feel pride, enthusiasm and
a strong will to succeed.
In most other consumer goods industries, a few global brands currently
dominate. Take computers, cameras or mobile telephones. Consumers of these
products choose well known global brands over more local names. And these
brands can command higher prices thanks to their strength. Both product
ranges and manufacturing are being globalized, which is leading to lower
costs.
In our industry, this trend has only just begun. The first company to
succeed in building a strong global brand, with innovative products at
low prices, has a very promising future indeed.
My goal, and the goal of our other 77,000 employees, is to make sure Electrolux
is that company.
ElcoBrandt
Presents Second Year Financial Results and Announces Investment in Innovation
ElcoBrandt,
the French household appliance manufacturer, has announced its second
year trading results with an increase in turnover, an increase in market
share and a long-term future commitment to its brands, including Brandt
and De Dietrich.
Turnover
for the company, in 2003 was 857.6 million euros, which represented a
year on year increase of 1.3%. The Group’s market share increased
in its main sectors: cooking, washing and refrigeration, which was a positive
sign bearing in mind that it has only been two years since the takeover.
The Group is confidently planning ahead for each of its brands, and working
on a European development programme, particularly in light of the expanded
European community. Having already opened an office in Russia, the Group
is working to expand its production facilities in Eastern Europe.
Innovation is the focus of the Group’s development policy and a significant
investment (70 million euros) has already been made to introduce new ranges
in every product family, and a further 50 million euros is being earmarked
for research and development in the key product areas of cooking, washing
and refrigeration.
Christophe Gontier, managing director of Brandt UK says:
‘The Group’s sustained commitment to its brands is very encouraging
and the UK will continue to reap the benefits of the major investment
being made. We will be expanding both our Brandt and De Dietrich ranges
with some fantastic new appliances and we look forward to achieving some
great results in the UK.’
John
Lewis Joins KBSA
One of the UK’s most well known and respected department stores,
John Lewis has joined the KBSA. John Lewis has 26 department stores throughout
the UK, 23 of which have fitted kitchen departments. All 23 John Lewis
fitted kitchen departments will become retail members from April 2004.
'We are thrilled that John Lewis has chosen to join the KBSA,' says KBSA
Operations Manager Lucinda Kenny.
'John Lewis has an excellent reputation on the high street as a quality
retailer. Its decision to join will help us reinforce our message to the
consumer that KBSA members offer the very best in product and service.'
Emma Prince, central buyer of fitted kitchens at John Lewis Department
Stores says, 'Buying a new kitchen is a big investment and we aim to make
the process as smooth and simple as possible. Customers shop with John
Lewis because they trust the brand and know that they are buying quality
products at the best price with the best service. The KBSA accreditation
enforces this. Kitchens are a specialist service and consumers need to
know that they are dealing with competent retailers.'
John Lewis has kitchen departments in twenty-three department stores across
the country from Aberdeen to Southampton. Brands such as Alno, Sheraton
and its own Jonelle range of kitchens are offered along with appliances
from all the top manufacturers from AEG to Zanussi.
http://www.kbsa.co.uk
Kitchen
Group Launch New Kabera From K
Specialists, The Kitchen Group, has kicked off 2004 with the launch of
five brand new kitchen furniture ranges to add to its popular K and Apple
brands, the first of which is Kabera under the K brand.
A
shaker style door, the Kabera kitchen perfectly combines a modern design
with a traditional twist. As the first cream painted door in the K range,
the clean and clear shaker lines are complemented by the detailed lattice
doors and brushed chrome handles. The Kitchen Group has also introduced
a new cream coloured carcase, making the units totally coordinated inside
and out.
For a very contemporary edge, the company has also launched new curved
pillars for both the base and wall end units – smooth and very stylish.
The traditional feel of the cream theme is enhanced yet further with a
modern, chocolate brown, extra thick 50mm work surface – from the
new Ardesco range from Orama.
The Kitchen Group’s marketing manager, Sally Parkinson, said: 'The
new Kabera kitchen offers high market appeal, matching the current popularity
of contemporary design within the home, yet also boasting classical elements
and soft tones. We expect this style to perform well, as it fits well
into a wide range of interiors and is competitively priced within the
mid market.'The Kitchen Group currently offer some excellent packages
for retailers and merchants on the K brand, ranging from favourable display
terms to effective point-of-sale packages and professional advice, ensuring
to keep you ahead of the competition and enhance sales.
Contact The Kitchen Group on 01204 707070 or log onto: www.thekitchengroup.co.uk.
Producers'
Waste Company Names Philip Morton as Chief Executive
Philip Morton has been named as Chief Executive of REPIC Limited, the
UK electrical and consumer electronics producers' waste management company.
Until recently Philip was Managing Director of Cleanaway, a Board Director
of Cleanaway Ltd. and a Member of International Board of Cleanaway Global.
He will take over the helm on 15 April. When the 31 March deadline for
Founder Members expired, REPIC had 36 member companies.
It now represents over 70 per cent of the major appliance, small appliance
and consumer electronics markets. It also has ICT and lighting companies.
The Company will, on a contract basis, meet producers' responsibilities
under the Waste Electrical and Electronic Equipment Directive, which requires
them to finance the recovery and recycling of all end of life product.
Newly elected Chairman of the company, Uwe Hanneck, CEO of BSH Home Appliances
Ltd, said he was delighted that Dr Morton was to head up REPIC.
‘His great experience in the appliance and waste management areas
will ensure that REPIC's members and customers will get the best possible
service at the keenest prices,’ declared Mr Hanneck.
Dr Morton will also take the lead in negotiations with Ministers and officials
on the precise terms of the UK Regulations implementing the WEEE Directive.
‘It's important we get the rules right,’ he said. ‘The
enormous task of recovery, recycling and treatment of all waste must be
properly funded, properly organised. That's my first priority, and I will
be talking at length to the government, local authorities and companies
dealing with the waste stream,’ added Dr Morton.
REPIC is urging the government to agree the financing of both historical
and future waste through a separate environmental handling fee charged
to consumers when they purchase products.
‘It's the most sensible way to cover the cost of a forty year span
of product made before the directive comes into effect,’ went on
Dr Morton. ‘We've got product over 20 years old entering the waste
stream now, and we'll still be dealing in 20 years' time with product
made this year. It is critical to ensure adequate funding is available
on an ongoing basis to provide the infrastructure required for the UK
to meet its obligations as a leading EU Member Country', he added.
Mr Hanneck pointed out: ‘REPIC is a very fast moving organisation.
We agreed to form our company last November, registered it in December,
held our first General and Board meetings in March and are now about to
open for business. REPIC is by far the largest compliance scheme - and
it's special because it's run for producers by producers.’
In-Sink-Erator
gears up for Summer with BBQ Promotional Gifts
In-Sink-Erator
is running a Summer 2004 promotion which will give kitchen retailers the
opportunity to earn points and claim a range of superb gifts.
Retailers purchasing a display module at a cost of £99 between March
1st and July 19th 2004 will be eligible to register for the promotion.
The module includes a working model 65, a display bracket and showroom
point of sale material.
After purchasing the display module, retailers will gain a number of points
depending on the model sold. When 12 points have been accumulated, one
of the three superb gifts can be claimed.
If a retailer achieves 36 points then he/she will be able to collect all
three gifts, which include a patio heater, barbeque and digital camera.
For registration and claim forms, contact In-Sink-Erator on 0800 389 3715.
Or contact your distributor area manager.
In-Sink-Erator
is the world’s largest manufacturer of food waste disposers for home
and commercial use. The range available provides cost effective and environmentally
sound food waste removal solutions, without the use of knives or blades.
In-Sink-Erator disposers have been designed to fit easily under the sink.
They remove waste quickly and quietly by grinding the material and then
flushing it away through the normal waste pipe system. This process can
also aid home recycling as the waste is transformed into agricultural
fertiliser once at the treatment plant.
Stoneham
Invests in Storage System from OHRA
Kent-based Stoneham kitchens has long had the word ‘storage’
in their every day vocabulary – usually associated with the internal
fittings and systems designed into its high quality kitchen ranges. Stoneham
has come to know the value of using premium space effectively which is
why they turned to German specialists OHRA to provide a solution to extend
the external storage of their raw materials.
OHRA
offer innovative solutions to storage across a wide range of products
and industries. Their systems are customised to individual requirements
and conditions. At Stoneham they have delivered the first ever 'Rack Clad
Warehouse' to be constructed in the UK. While this particular design has
been well proven in other countries the installation at Stoneham is synonymous
with the forward thinking ethic of the customer.
The 'Rack Clad Warehouse'concept involves the actual racking systems forming
the structure of the building itself which is then appropriately clad
with a weather-proof and extremely durable external 'skin'. The structure
will be used for the storage of sheet material, mainly MFC and MDF.
OHRA’s UK representative Rob Meadows says that the system is highly
flexible and adaptable: 'It can be added to at any stage and also gives
Stoneham the opportunity to re-locate it if necessary in the future.'
At the same time OHRA also constructed a single-sided row of racking to
the exterior of one of the existing Stoneham buildings. This is weather-proofed
with a 4-piece curtain 20m long, a roof and end panels.
Stoneham MD Adrian Stoneham says that the installation by the team who
travelled from Germany was professional and efficient. The construction
time was rapid and involved minimum disruption to the normal activities
at the site.
http://www.stoneham-kitchens.co.uk
http://www.ohra.co.uk
Twyford
Bathrooms and the Environment
Twyford
Bathrooms has achieved registration to BS EN ISO 14001:1996. ISO 14001
can be treated as a business opportunity for all involved. It encourages
businesses to partake in waste minimisation by selling and buying the
by-product outputs of processes instead of paying for them to be sent
to landfill. For example, Twyford Bathrooms provides used moulds to the
cement industry and the ancillary parts, i.e. plastic tubes, natches,
magnets are all recovered and used again. The company is also considering
energy usage both in terms of direct usage or indirect usage through transport.
Twyford is currently investigating the possibility of reducing transport
journeys through the reduction of empty journeys. Basically, the company
wants to improve its efficiency.
Twyford Bathroom's glaze recovery rate is currently 33% of output.Towards
the end of 2003 the company installed an Xtract machine in the Glaze Mill.
This will allow it to extract water from low density glaze, enabling the
company to recover the glaze and consequently send less to the Effluent
Plant.
Twyford's energy plan, which is co-ordinated by a team of engineers, aims
to reduce consumption of gas, electricity & water and the company
has installed an automated energy monitoring system. This is a highly
successful software package that will monitor energy/piece in real time,
creating virtual data enabling the user to forecast energy usage. The
company is replacing steam used extensively throughout the manufacturing
process and the boiler house was closed at the end of March 2004. Additionally
Twyfords is revising its compressed air services currently under assessment
by consultants and actively pursuing the use of waste heat from kilns
and processes. Lighting and building management control systems are also
being improved to provide reductions.
Twyford Bathrooms has, by the use of consultants, reviewed the cost effectiveness
of installing combined heat and power plant. However its validity is dependent
on the cost of electricity from the national grid.
'It is expected that ISO 14001 certification will improve our competitive
edge as consumers are increasingly looking for environmentally friendly
suppliers. It is also expected to help us save money through improved
resource utilisation, reduced energy use and reducing the amount of waste
to landfill.' says Ann Wright, Quality & Environmental Co-ordinator.
'In 2003 we re-cycled approximately 5,070 tonnes of waste (4,373 tonnes
in 2002). We do re-cycle grey water, which is used to clean the Casting
Shops and we are continuing to do so but have been unable to monitor recently
due to a faulty meter which will be replaced. We are also looking at ways
of recycling more grey water and have had a site water survey undertaken
by United Utilities.'
Twyfords also has systems in place for recycling the following:-
Office Paper
Fluorescent tubes
Metal
Cardboard
Plastic
Wood – to produce chipboard from recovered material
Laser Toners/Desk Printer Cartridges sent to Oxfam
Mobile Phones
Moulds - cement industry for recycling
Acrylic sheeting – to local school
Old IT equipment (either recycled as spare parts here or collected by
a company who repairs and provides computers for schools)
IBCs and plastic tubs returned to manufacturers for re-use from Glaze
area
Where possible the company retrieves its wooden pallets from its customers,
usually at the next delivery. Currently it also re-uses the wood from
imported bath pallets - these are repaired, if necessary, and re-used.
This reduces Twyford's wood and steel (nails) packaging obligation.
Twyford Bathrooms has worked with the Ground Work Trust which has used
the company's broken pottery for hard core on certain of its projects.
Twyford uses 3 clay suppliers:-
a) Goonvean & Rostowrack China Clay Company, St Stephens Moor, St
Austell
b) Emreys (was English China Clay), St Stephens Moor, St Austell
c) Watts Blake Bearne, S Devon Preston Manor and N Devon Cornwood
All clay used in the process is recycled whether slurry or cast pieces
up to the point of entering the kiln. This is re-introduced back into
the body.
Twyford's kilns are as follows:-
Gas fired. Tunnel kiln (No.12 low thermal mass open flame). Others converted
to open flame.
Gas fired intermittent (low thermal mass).
Tel:
01270 879777
Web: http://www.twyfordbathrooms.com
Kaindl
Causes a Stir at ZOW 2004 - Strong New Product Range Makes an Impression
M.
Kaindl Holzindustrie once again impressed visitors to this year's ZOW
with its know-how and products and its feel for trends. Kaindl's new top-of-the-range
'Spectrum' collection with its 117 attractive designs attracted particular
attention.
Kaindl now offers something for every taste. The wood product specialist
has an impressive range of products, from earthly shades via pastel, accent
and wood patterns to trendy retro styles from the Fifties, Sixties and
Seventies. The mix of materials, colours, patterns and genuine wood finishes
was the highlight of the Salzburg-based company's stand.
Kaindl also launched its range of genuine wood veneered boards at ZOW.
These boards are the latest addition to its top-of-the-range collection.
'Spectrum' now not only features 117 patterns but also 34 different types
of wood. Customers can choose from woods ranging from beech, birch and
maple to chestnut, Indian apple and pine. Kaindl's star collection includes
10 standard veneers and 24 special veneers with a choice of different
qualities, sizes and thicknesses.
The 'synchronised' surface texture, on which the pattern runs parallel
to the grain of the wood, proved to be a hit amongst trade visitors from
all over the world. Having established itself in laminate flooring, this
authentic-looking finish is now causing a sensation in the melamine face
board market as well. In response to ever-increasing demands and applications,
Kaindl also launched its new 50 mm and 60 mm worktop thicknesses at this
year's ZOW.
Kaindl customers can now choose from and order more than 500 articles
online 24 hours a day at http://www.kaindl.com.
The 'Spectrum' sample case is available from April 2004 onwards and the
products in stock in May.