| Industries |
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| Metal and Glass Containers |
| Environmental Services |
| Asset Management and Custody Banks |
| Health Care Facilities |
| Oil and Gas Storage and Transportation |
| Oil and Gas Refining and Marketing and Transportation |
| Transportation |
| Exposures |
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| Military |
| Provide |
| Express intent |
| Ease |
| Judicial |
| Event Codes |
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| Reduce routine activity |
| Yield |
| Warn |
| Demand |
| Solicit support |
| Promise policy support |
| Sports contest |
| Force |
| Host meeting |
| Yield to order |
| Offer peace proposal |
| Accident |
| Wiki | Wiki Summary |
|---|---|
| Waste | Water (chemical formula H2O) is an inorganic, transparent, tasteless, odorless, and nearly colorless chemical substance, which is the main constituent of Earth's hydrosphere and the fluids of all known living organisms (in which it acts as a solvent). It is vital for all known forms of life, even though it provides neither food, energy, nor organic micronutrients. |
| Regulation A | In the United States under the Securities Act of 1933, any offer to sell securities must either be registered with the United States Securities and Exchange Commission (SEC) or meet certain qualifications to exempt it from such registration. Regulation A (or Reg A) contains rules providing exemptions from the registration requirements, allowing some companies to use equity crowdfunding to offer and sell their securities without having to register the securities with the SEC. Regulation A offerings are intended to make access to capital possible for small and medium-sized companies that could not otherwise bear the costs of a normal SEC registration and to allow nonaccredited investors to participate in the offering. |
| Formula One regulations | The numerous Formula One regulations, made and enforced by the FIA and later the FISA, have changed dramatically since the first Formula One World Championship in 1950. This article covers the current state of F1 technical and sporting regulations, as well as the history of the technical regulations since 1950. |
| Regulation of therapeutic goods | The regulation of therapeutic goods, defined as drugs and therapeutic devices, varies by jurisdiction. In some countries, such as the United States, they are regulated at the national level by a single agency. |
| Regulations.gov | Regulations.gov is a U.S. Federal government web site that acts as an "Internet portal and document repository" that allows members of the public to participate in the rulemaking processes of some Federal government agencies. \nThe site allows users to make public comments in response to notices of proposed rulemaking issued by participating agencies; such comments become part of the public record and may be displayed on the site. |
| Radio regulation | Radio regulation refers to the regulation and licensing of radio in international law, by individual governments, and by municipalities.\n\n\n== International regulation ==\nThe International Telecommunication Union (ITU) is a specialized agency of the United Nations (UN) that is responsible for issues that concern information and communication technologies. |
| Operation Mincemeat | Operation Mincemeat was a successful British deception operation of the Second World War to disguise the 1943 Allied invasion of Sicily. Two members of British intelligence obtained the body of Glyndwr Michael, a tramp who died from eating rat poison, dressed him as an officer of the Royal Marines and placed personal items on him identifying him as the fictitious Captain (Acting Major) William Martin. |
| Arithmetic | Arithmetic (from Ancient Greek ἀριθμός (arithmós) 'number', and τική [τέχνη] (tikḗ [tékhnē]) 'art, craft') is an elementary part of mathematics that consists of the study of the properties of the traditional operations on numbers—addition, subtraction, multiplication, division, exponentiation, and extraction of roots. In the 19th century, Italian mathematician Giuseppe Peano formalized arithmetic with his Peano axioms, which are highly important to the field of mathematical logic today. |
| Special Activities Center | The Special Activities Center (SAC) is a division of the Central Intelligence Agency responsible for covert operations and paramilitary operations. The unit was named Special Activities Division (SAD) prior to 2015. |
| Operations management | Operations management is an area of management concerned with designing and controlling the process of production and redesigning business operations in the production of goods or services. It involves the responsibility of ensuring that business operations are efficient in terms of using as few resources as needed and effective in meeting customer requirements. |
| Operations research | Operations research (British English: operational research), often shortened to the initialism OR, is a discipline that deals with the development and application of advanced analytical methods to improve decision-making. It is sometimes considered to be a subfield of mathematical sciences. |
| Surgery | Surgery is a medical or dental specialty that uses operative manual and instrumental techniques on a person to investigate or treat a pathological condition such as a disease or injury, to help improve bodily function, appearance, or to repair unwanted ruptured areas.\nThe act of performing surgery may be called a surgical procedure, operation, or simply "surgery". |
| Emergency operations center | An emergency operations center (EOC) is a central command and control facility responsible for carrying out the principles of emergency preparedness and emergency management, or disaster management functions at a strategic level during an emergency, and ensuring the continuity of operation of a company, political subdivision or other organization.\nAn EOC is responsible for strategic direction and operational decisions and does not normally directly control field assets, instead leaving tactical decisions to lower commands. |
| Profitability index | Profitability index (PI), also known as profit investment ratio (PIR) and value investment ratio (VIR), is the ratio of payoff to investment of a proposed project. It is a useful tool for ranking projects because it allows you to quantify the amount of value created per unit of investment. |
| Customer Profitability Analysis | Customer Profitability Analysis (in short CPA) is a management accounting and a credit underwriting method, allowing businesses and lenders to determine the profitability of each customer or segments of customers, by attributing profits and costs to each customer separately. CPA can be applied at the individual customer level (more time consuming, but providing a better understanding of business situation) or at the level of customer aggregates / groups (e.g. |
| Small Is Profitable | Small Is Profitable: The Hidden Economic Benefits of Making Electrical Resources the Right Size is a 2002 book by energy analyst Amory Lovins and others. The book describes 207 ways in which the size of "electrical resources"—devices that make, save, or store electricity—affects their economic value. |
| Profitable growth | Profitable Growth is the combination of profitability and growth, more precisely the combination of Economic Profitability and Growth of Free cash flows. Profitable growth is aimed at seducing the financial community; it emerged in the early 80s when shareholder value creation became firms’ main objective. |
| Customer profitability | Customer profitability (CP) is the profit the firm makes from serving a customer or customer group over a specified period of time, specifically the difference between the revenues earned from and the costs associated with the customer relationship in a specified period. According to Philip Kotler,"a profitable customer is a person, household or a company that overtime, yields a revenue stream that exceeds by an acceptable amount the company's cost stream of attracting, selling and servicing the customer."\nCalculating customer profit is an important step in understanding which customer relationships are better than others. |
| SAP ERP | SAP ERP is an enterprise resource planning software developed by the German company SAP SE. SAP ERP incorporates the key business functions of an organization. The latest version of SAP ERP (V.6.0) was made available in 2006. |
| Porter's five forces analysis | Porter's Five Forces Framework is a method of analysing the operating environment of a competition of a business. It draws from industrial organization (IO) economics to derive five forces that determine the competitive intensity and, therefore, the attractiveness (or lack thereof) of an industry in terms of its profitability. |
| Net income | In business and accounting, net income (also total comprehensive income, net earnings, net profit, bottom line, sales profit, or credit sales) is an entity's income minus cost of goods sold, expenses, depreciation and amortization, interest, and taxes for an accounting period.It is computed as the residual of all revenues and gains less all expenses and losses for the period, and has also been defined as the net increase in shareholders' equity that results from a company's operations. It is different from gross income, which only deducts the cost of goods sold from revenue. |
| Business | Business is the activity of making one's living or making money by producing or buying and selling products (such as goods and services). It is also "any activity or enterprise entered into for profit."Having a business name does not separate the business entity from the owner, which means that the owner of the business is responsible and liable for debts incurred by the business. |
| Business Insider | Insider – previously named Business Insider (BI) – is an American financial and business news website founded in 2007. Since 2015, a majority stake in Business Insider's parent company Insider Inc. |
| Business administration | Business administration (also known as business management) is the administration of a commercial enterprise. It includes all aspects of overseeing and supervising business operations. |
| Small business | Small businesses are corporations, partnerships, or sole proprietorships which have fewer employees and/or less annual revenue than a regular-sized business or corporation. Businesses are defined as "small" in terms of being able to apply for government support and qualify for preferential tax policy varies depending on the country and industry. |
| Family business | A family business is a commercial organization in which decision-making is influenced by multiple generations of a family, related by blood or marriage or adoption, who has both the ability to influence the vision of the business and the willingness to use this ability to pursue distinctive goals. They are closely identified with the firm through leadership or ownership. |
| Small and medium-sized enterprises | Small and medium-sized enterprises (SMEs) or small and medium-sized businesses (SMBs) are businesses whose personnel numbers fall below certain limits. The abbreviation "SME" is used by international organizations such as the World Bank, the European Union, the United Nations, and the World Trade Organization (WTO). |
| Competition | Competition is a rivalry where two or more parties strive for a common goal which cannot be shared: where one's gain is the other's loss (an example of which is a zero-sum game). Competition can arise between entities such as organisms, individuals, economic and social groups, etc. |
| Mergers and acquisitions | In corporate finance, mergers and acquisitions (M&A) are transactions in which the ownership of companies, other business organizations, or their operating units are transferred or consolidated with other entities. As an aspect of strategic management, M&A can allow enterprises to grow or downsize, and change the nature of their business or competitive position. |
| Knowledge acquisition | Knowledge acquisition is the process used to define the rules and ontologies required for a knowledge-based system. The phrase was first used in conjunction with expert systems to describe the initial tasks associated with developing an expert system, namely finding and interviewing domain experts and capturing their knowledge via rules, objects, and frame-based ontologies. |
| List of mergers and acquisitions by Alphabet | Google is a computer software and a web search engine company that acquired, on average, more than one company per week in 2010 and 2011. The table below is an incomplete list of acquisitions, with each acquisition listed being for the respective company in its entirety, unless otherwise specified. |
| Bolt-on acquisition | Bolt-on acquisition refers to the acquisition of smaller companies, usually in the same line of business, that presents strategic value. This is in contrast to primary acquisitions of other companies which are generally in different industries, require larger investments, or are of similar size to the acquiring company. |
| Library acquisitions | Library acquisitions is the department of a library responsible for the selection and purchase of materials or resources. The department may select vendors, negotiate consortium pricing, arrange for standing orders, and select individual titles or resources.Libraries, both physical and digital, usually have four common broad goals that help dictate these responsibilities. |
| List of acquisitions by Oracle | This is a listing of Oracle Corporation's corporate acquisitions, including acquisitions of both companies and individual products.\nOracle's version does not include value of the acquisition.See also Category:Sun Microsystems acquisitions (Sun was acquired by Oracle). |
| Mergers & Acquisitions | In corporate finance, mergers and acquisitions (M&A) are transactions in which the ownership of companies, other business organizations, or their operating units are transferred or consolidated with other entities. As an aspect of strategic management, M&A can allow enterprises to grow or downsize, and change the nature of their business or competitive position. |
| Risk Factors |
|---|
| STERICYCLE INC Item 1A Risk Factors We are subject to extensive governmental regulation which it is frequently difficult, expensive and time-consuming to comply with |
| The medical waste management industry is subject to extensive federal, state and local laws and regulations relating to the collection, transportation, packaging, labeling, handling, documentation, reporting, treatment and disposal of regulated medical waste |
| Our business requires us to obtain many permits, authorizations, approvals, certificates or other types of governmental permission from every jurisdiction where we operate |
| We believe that we currently comply in all material respects with all applicable permitting requirements |
| State and local regulations change often, however, and new regulations are frequently adopted |
| Changes in the regulations could require us to obtain new permits or to change the way in which we operate under existing permits |
| We might be unable to obtain the new permits that we require, and the cost of compliance with new or changed regulations could be significant |
| Many of the permits that we require, especially those to build and operate treatment plants and transfer facilities, are difficult and time-consuming to obtain |
| They may also contain conditions or restrictions that limit our ability to operate efficiently, and they may not be issued as quickly as we need them (or at all) |
| If we cannot obtain the permits that we need when we need them, or if they contain unfavorable conditions, it could substantially impair our operations and reduce our revenues |
| The handling and treatment of hazardous medical waste carries with it the risk of personal injury to employees and others |
| Our business requires us to handle materials that may be infectious or hazardous to life and property in other ways |
| While we try to handle such materials with care and in accordance with accepted and safe methods, the possibility of accidents, leaks, spills, and acts of God always exists |
| Examples of possible exposure to such materials include: • truck accidents; • damaged or leaking containers; • improper storage of medical waste by customers; • improper placement by customers of materials into the waste stream that we are not authorized or able to process, such as certain body parts and tissues; or • malfunctioning treatment plant equipment |
| Human beings, animals or property could be injured, sickened or damaged by exposure to medical waste |
| While we carry liability insurance intended to cover these contingencies, particular instances may occur that are not insured against or that are inadequately insured against |
| An uninsured or underinsured loss could be substantial and could impair our profitability and reduce our liquidity |
| 12 _________________________________________________________________ [67]Table of Contents The handling of medical waste exposes us to the risk of environmental liabilities, which may not be covered by insurance |
| As a company engaged in medical waste management, we face risks of liability for environmental contamination |
| The federal Comprehensive Environmental Response, Compensation and Liability Act of 1980, or CERCLA, and similar state laws impose strict liability on current or former owners and operators of facilities that release hazardous substances into the environment as well as on the businesses that generate those substances and the businesses that transport them to the facilities |
| Responsible parties may be liable for substantial investigation and clean-up costs even if they operated their businesses properly and complied with applicable federal and state laws and regulations |
| Liability under CERCLA may be joint and several, which means that if we were found to be a business with responsibility for a particular CERCLA site, we could be required to pay the entire cost of the investigation and clean-up even though we were not the party responsible for the release of the hazardous substance and even though other companies might also be liable |
| Our pollution liability insurance excludes liabilities under CERCLA Thus, if we were to incur liability under CERCLA and if we could not identify other parties responsible under the law whom we are able to compel to contribute to our expenses, the cost to us could be substantial and could impair our profitability and reduce our liquidity |
| Our customer service agreements make clear that the customer is responsible for making sure that only appropriate materials are disposed of |
| If there were a claim against us that a customer might be legally liable for, we might not be successful in recovering our damages from the customer |
| The level of governmental enforcement of environmental regulations has an uncertain effect on our business and could reduce the demand for our services |
| We believe that the government’s strict enforcement of laws and regulations relating to medical waste collection and treatment has been good for our business |
| These laws and regulations increase the demand for our services |
| A relaxation of standards or other changes in governmental regulation of medical waste could increase the number of competitors or reduce the need for our services |
| If we are unable to acquire other medical waste businesses, our revenue and profit growth may be slowed |
| Historically our growth strategy has been based in substantial part on our ability to acquire other medical waste businesses |
| We do not know whether in the future we will be able to: • identify suitable businesses to buy; • complete the purchase of those businesses on terms acceptable to us; • improve the operations of the businesses that we do buy and successfully integrate their operations into our own; or • avoid or overcome any concerns expressed by regulators |
| We compete with other potential buyers for the acquisition of other medical waste companies |
| This competition may result in fewer opportunities to purchase companies that are for sale |
| It may also result in higher purchase prices for the businesses that we want to purchase |
| We also do not know whether our growth strategy will continue to be effective |
| Our business is significantly larger than before, and new acquisitions may not have the desired benefits that we have obtained in the past |
| The implementation of our acquisition strategy could be affected in certain instances by the concerns of state regulators, which could result in our not being able to realize the full synergies or profitability of particular acquisitions |
| We may become subject to inquiries and investigations by state antitrust regulators from time to time in the course of completing acquisitions of other medical waste businesses |
| In order to obtain regulatory 13 _________________________________________________________________ [68]Table of Contents clearance for a particular acquisition, we could be required to modify certain operating practices of the acquired business or to divest ourselves of one or more assets of the acquired business |
| Changes in the terms of our acquisitions required by regulators or agreed to by us in order to settle regulatory investigations could impede our acquisition strategy or reduce the anticipated synergies or profitability of our acquisitions |
| The likelihood and outcome of inquiries and investigations from state regulators in the course of completing acquisitions cannot be predicted |
| Aggressive pricing by existing competitors and the entrance of new competitors could drive down our profits and slow our growth |
| The medical waste industry is very competitive because of low barriers to entry, among other reasons |
| This competition has required us in the past to reduce our prices, especially to large account customers, and may require us to reduce our prices in the future |
| Substantial price reductions could significantly reduce our earnings |
| We face direct competition from a large number of small, local competitors |
| Because it requires very little money or technical know-how to compete with us in the collection and transportation of medical waste, there are many regional and local companies in the industry |
| We face competition from these businesses, and competition from them is likely to exist in the new locations to which we may expand in the future |
| In addition, large national companies with substantial resources may decide to enter the medical waste industry |
| For example, Waste Management, Inc, a major solid waste treatment company, announced in February 2005 that it intended to begin offering medical waste management services to hospitals and possibly other large quantity generators of medical waste |
| Our competitors could take actions that would hurt our growth strategy, including the support of regulations that could delay or prevent us from obtaining or keeping permits |
| They might also give financial support to citizens’ groups that oppose our plans to locate a treatment or transfer facility at a particular location |
| Restrictions in our senior unsecured credit facility may limit our ability to pay dividends, incur additional debt, make acquisitions and make other investments |
| Our senior unsecured credit facility contains covenants that restrict our ability to make distributions to stockholders or other payments unless we satisfy certain financial tests and comply with various financial ratios |
| It also contains covenants that limit our ability to incur additional indebtedness, acquire other businesses and make capital expenditures, and imposes various other restrictions |
| These covenants could affect our ability to operate our business and may limit our ability to take advantage of potential business opportunities as they arise |
| The loss of our senior executives could affect our ability to manage our business profitably |
| We depend on a small number of senior executives |
| Our future success will depend upon, among other things, our ability to keep these executives and to hire other highly qualified employees at all levels |
| We compete with other potential employers for employees, and we may not be successful in hiring and keeping the executives and other employees that we need |
| We do not have written employment agreements with any of our executive officers, and officers and other key employees could leave us with little or no prior notice, either individually or as part of a group |
| Our loss of or inability to hire key employees could impair our ability to manage our business and direct its growth |
| Our expansion into foreign countries exposes us to unfamiliar regulations and may expose us to new obstacles to growth |
| We plan to grow both in the United States and in foreign countries |
| We have established substantial operations in Canada, Mexico and the United Kingdom |
| Foreign operations carry special risks |
| Although our 14 _________________________________________________________________ [69]Table of Contents business in foreign countries has not yet been affected, our business in the countries in which we currently operate and those in which we may operate in the future could be limited or disrupted by: • government controls; • import and export license requirements; • political or economic insecurity; • trade restrictions; • changes in tariffs and taxes; • exchange rate fluctuations; • our unfamiliarity with local laws, regulations, practices and customs; • restrictions on repatriating foreign profits back to the United States; • difficulties in staffing and managing international operations |
| Foreign governments and agencies often establish permit and regulatory standards different from those in the United States |
| If we cannot obtain foreign regulatory approvals, or if we cannot obtain them when we expect, our growth and profitability from international operations could be limited |
| Fluctuations in currency exchange could have similar effects |
| Litigation is always unpredictable and adverse judgments against us could require us to pay substantial amounts |
| We are parties to private antitrust litigation described elsewhere in this |