10 Things to Know About the Southern Company Hiring Process. Southern Company is an electric company based in the southern US, headquartered in Atlanta, GA. Southern Company also operates Alabama Power, Georgia Power, Gulf Power, and Mississippi Power. The tests that you encounter during their hiring process will be the same as the ones provided by Southern Company. Southern Company recruits for plant operators, electricians, meterman, mechanics, machinists, and more. For each position, you apply for there will be an assessment test during the hiring process.
When applying for a Southern Company internship you will need to pass a test. The tests are the same for any of the positions listed above. For each position that you apply for you will need to take one of the following tests: CAST, POSS/MASS, SASS, TECH, SO/PD, Criticall, SKAT, and more. These tests measures skills and abilities required for the job. Both EEI and Southern Company are the test providers for the exams you will encounter during the hiring process.
Preparing for those tests will help you gain an advantage in the hiring process. JobTestPrep will prepare you for all the exams you will encounter during the hiring process. Our practice tests include answer explanations and score reports to help you prepare for the exam. If you passed the test a recruiter will evaluate your submission for further advancement. At this point of the hiring process, you will most likely encounter an interview. If you failed the test, you will be allowed to retake the test after 45 days.
Preparing for the test will help you avoid failure. Reviewing the test sections will help you prepare for the test. Our preparation packs contain questions and answers explanations to help you prepare. JobTestPrep's preparation pack can help prepare you to succeed in the application process for various positions.
Come Prepared Southern Company's recruitment process is rigorous, but with extensive practice, you can improve your chances of being selected to work at Southern Company. Start preparing yourself now for the company's aptitude tests with JobTestPrep. Start Practicing Now About Southern Company Southern Company is one of the biggest energy companies in the U.S. It is headquartered in Atalanta, Georgia, and has numerous subsidiaries that operate or develop renewable wind, solar, and biomass facilities throughout the country. Southern Company Subsidiaries Southern Company Subsidiaries Alabama Power Georgia Power Gulf Power Mississippi Power Southern Company Services Southern Linc Southern Nuclear Southern Company Generation Southern Power Southern Telecom Southern Company Gas PowerSecure.
Interview Tips Congratulations on your interview invitation! This is a wonderful opportunity for the hiring team to get to know you better and assess your fit with the role, the company and the culture. Just as important, it is your chance to evaluate the company’s fit for you. Here are a few tips to help you prepare for the interview and make a strong impression: All Interviews.
Be ready to discuss your strengths, expertise and any experience that appears on your resume. Review what you know, such as the job description. Look online for websites, blogs and other online communities related to the group or position. Come prepared with 3 to 5 meaningful questions for your interviewers. Questions demonstrate your level of understanding, your interests and your passions—and help you learn about the company. So don’t hold back.
Interviewing can be intense both physically and mentally. To be at your best on interview day, make sure you are well-rested. Dress comfortably. We’re interested in you, not what you wear. Relax and be yourself.
It’s easier said than done, but we want to meet the real you. We’re interested in how your mind works. Be ready to show your thinking and explain how you came up with a solution to a technical issue, design question, or problem-solving puzzle.
Remember, your interview is an opportunity for you to get to know us and for us to get to know you. Ask questions. A few days before the interview, spend some time learning about the company’s mission, vision, values, business focus and culture. You can learn a lot about the company by visiting the company website and social media channels (e.g., LinkedIn, Facebook, YouTube & Glassdoor). While you’re there, make sure to follow the company on the social sites to stay connected.
If you have multiple interviews, bring a snack in case you get hungry. For in-person interviews, ask one of the interviewers for a beverage to stay refreshed. Be prepared to talk about yourself during the interview, highlighting your experiences, strengths, career aspirations and what makes you a strong candidate for the position and the company. Tactfully demonstrate what you have learned about the company from all of your research.
Here are some questions to ask yourself before the interview:. What are your short, mid and long-term career aspirations?.
Do you understand the position for which you are applying?. What are your weaknesses and why? What are you actively doing to address these weaknesses?. Most interviews will include behavioral-type questions, which ask candidates to describe past experiences. This method is based on the belief that past demonstrations of behavior helps predict future behavior.
Think about key projects, situations and stories that you can use during the interview and follow the STAR (Situation- summarize the situation, Task- highlight what task you needed to address, Action- describe the action that you took, Result- describe the outcome of the action) method. Give credit to others where it is due, but do not forget to highlight your individual actions and contributions. To get a sample list of behavior-type questions, simply search for “behavioral interview questions.”. Remain relaxed and be yourself. Remember that you would not be invited for the interview if your application and resume didn’t already trigger the interest of the interview team. We want to get to know the real you, just as you want to understand what it’s truly like to work at the company.
When asked a question, take your time in considering your response before delivering a composed answer. Some silence between the question and answer is typical. If this makes you uncomfortable, you can always say, “Please give me a minute to think about how best to answer your question.”. Communicate during the interview why you are interested in the position and working for the company.
Be prepared to ask questions. Remember, you are interviewing the team and company to assess how well it aligns with your career aspirations. Learning how the position aligns with your expectations, the culture within the team and organization, opportunities for long-term career growth and development opportunities will allow you to determine if the position is your top choice. Prepare between three to five questions to ask during the interview. You will likely meet your potential work team during the interview. Remember, these individuals can provide the best information on what it’s really like to work within the group and for the company. Consider reviewing the team’s LinkedIn profile before the interview so that you can better target your answers and questions.
Think about the questions that are typically asked during an interview and how you would respond. If this is your first interview, have a friend ask you some questions and provide feedback. How you follow up after an interview can help to distinguish you from the other applicants. At the end of the interview, do not forget to ask for a business card so you can send a thank-you email within 24 hours. Phone Interviews. Ensure that you have a quiet place with strong cell phone reception.
Scheduling a conference room at a local library or hotel can provide a well-suited environment. Consider using a headset with your phone so that you can take notes and reduce the stress on your arm when holding the phone for an extended period.
Before your interview, write down a list of attributes that you would like to communicate during this initial interview as well as questions that you would like to ask. Approximately 10 minutes before your interview set up your workspace.
Consider having a pen, notepad, a glass of water, the list of attributes and questions and a copy of the job description for the position you are being interviewed. Phone interviews also provide the opportunity to for you to reference personal materials—have your resume handy and a list of accomplishments ready!. If using a conference number, begin dialing in approximately one minute before your interview so that you are ready to start on time.
Allot 10 to 15 minutes after the scheduled interview in case the interview goes passed the scheduled time, for summarizing your thoughts and recording questions you would like to ask during the next interview. In-Person Interview When scheduling your interview with the recruiter or hiring manager, determine:. Where will you meet during the day of the interview?
Are there any specific instructions for where to park or for checking in with security? Approximately how early should you arrive before the interview?. If you will be interviewing at a plant location, are there any safety considerations such as the need to wear boots or a long-sleeved shirt?. What level of dress is typical for the location and position you are interviewing for? If you are not sure, do not hesitate to ask!. If traveling for the interview, will associated costs be reimbursed and what you will need to document to receive the reimbursement?. During winter months, there is a possibility that inclement weather will create unsafe travel conditions.
Safety is the first priority. An interview can easily be rescheduled if conditions do not allow for safe travel.
The company and hiring team’s first priority is making sure that you arrive at the interview location and then back home safely. Contact your hiring manager or recruiter if you have any concerns regarding the weather. Plan to arrive approximately 20 to 30 minutes before your scheduled interview to allow time to park, check in with security and travel to the interview room. This extra time may also be beneficial in case you have difficulty finding your way to the location. Turn off your cell phone or use the silent setting.
Bring a few copies of your resume and a notepad to take notes. Your attire should support your image and the brand that you are trying to communicate to the interview team. The feedback provided by the hiring manager or recruiters and the type of job you are interviewing for should inform the level of dress. You want to present yourself well, but at the same time not be overdressed. Interviews can be stressful, dress comfortably so that you can focus on the questions being asked. You typically should dress one level above what is worn on a daily basis at the company. For example, if the typical dress is business casual, you could wear a sport coat or shirt and tie for men and a casual suit or dress pants and blouse for women.
Your attire should fit well and be clean. If wearing jewelry or accessories, avoid items that make noise or could otherwise be distracting to the interview team. For additional tips regarding what to wear, advice can be found through an internet search.
Make a strong and culturally appropriate first impression. If one of the interviews occurs over a meal, select food options that are easy to eat and less likely to be messy. And, if you’re a U.S. Veteran looking for a job at Dow, check out our for finding a career.
Dow Chemical Dow Chemical uses Sitecore as the backbone for managing vast amounts of data and making products more discoverable online. How many Dow Chemical products do you use every day? The number is probably higher than you think.
As the second largest chemical company in the world, Dow manufactures the raw materials used in countless products across the following segments: agricultural, consumer, automotive, building and construction, energy and water, industrial, infrastructure, packaging, and product safety. With a massive product portfolio that grows and changes day to day, Dow’s Digital Marketing Group was under water trying to keep vast amounts of product information current and consistent across Dow’s many web properties. To address the challenge, the organization recently kicked off a Contextual Product Information (CPI) initiative, aiming to simplify product information management internally, while making Dow products infinitely more discoverable to web visitors.
To build the CPI experience, Dow turned to Sitecore® Experience Platform™ (XP), Sitecore® Commerce, and Coveo for Sitecore. “We centralize all product information in Sitecore Commerce, use Coveo for Sitecore to crawl the repository, and Sitecore XP to present the most recent and relevant product information across web properties,” explains Paul Sanderude, Digital Solutions Architect at Dow. “ This helps us support all our businesses in the regions and, of course, better serve our customers.”.
4.404 billion (FY 2016) 79.511 billion (FY 2016) 27.229 billion (FY 2016) Website The Dow Chemical Company, commonly referred to as Dow, is an American chemical corporation headquartered in, United States, and the predecessor of the merged company. In 2017, it was the second-largest chemical manufacturer in the world by revenue (after ) and as of February 2009, the third-largest chemical company in the world by market capitalization (after BASF and ). Dow manufactures, and agricultural products. With a presence in about 160 countries, it employs about 54,000 people worldwide. The company has seven different major operating segments, with a wide variety of products made by each one. Dow's 2012 sales totaled approximately $57 billion. Dow has been called the 'chemical companies' chemical company' in that most of its sales are to other industries rather than end-users.
Dow sells directly to end-users primarily in the human and animal health and consumer products markets. Dow is a member of the. The company tagline is 'Solutionism'. On September 1, 2017 it merged with to create, the world's largest company in terms of sales.
In March 2018, it was announced that would become executive chairman of DowDuPont on July 1, 2018, and would become CEO of Dow Chemical on April 1, 2018. Dow Chemical Corporate headquarters in Midland Dow is a large producer of plastics, including, and synthetic. It is also a major producer of, various, and resins. It produces agricultural chemicals including the and consumer products including.
Some Dow consumer products including wrap, bags and were sold to in 1997. Performance plastics Performance plastics make up 25 percent of Dow's sales, with many products designed for the and. The plastics include such as and, as well as used to produce Styrofoam insulating material. Dow manufactures resin intermediates including and. Resins and films are based on (PVDC) Performance chemicals The Performance Chemicals (17 percent of sales) segment produces chemicals and materials for, paper, paints and advanced. Major product lines include nitroparaffins, such as, used in the pharmaceutical industry and manufactured by Angus Chemical Company, a wholly owned subsidiary of The Dow Chemical Co. Important polymers include Dowex, and polystyrene, as well as.
Specialty chemicals are used as starting materials for production of agrochemicals and pharmaceuticals. Water purification Dow Water and Process Solutions (DW&PS) is a which manufactures Filmtec reverse osmosis membranes which are used to purify water for in the Middle East. The technology was used during the and. Agricultural sciences Agricultural Sciences, or , provides 7 percent of sales and is responsible for a range of (such as ), and. Seeds from are also an important area of growth for the company. Dow AgroSciences sells seeds commercially under the following brands: Mycogen (grain corn, silage corn, sunflowers, alfalfa, and sorghum), Atlas (soybean), PhytoGen (cotton) and Hyland Seeds in Canada (corn, soybean, alfalfa, navy beans and wheat).
Basic plastics Basic plastics (26 percent of sales) end up in everything from liners to beverage and oil tanks. Products are based on the three major polyolefins – polystyrene (such as Styron resins), polyethylene and polypropylene.
Basic chemicals Basic chemicals (12 percent of sales) are used internally by Dow as raw materials and are also sold worldwide. Markets include dry cleaning, paints and coatings, snow and ice control and the food industry. Major products include ethylene glycol, and monomer (VCM, for making ). And and the derived alcohols and are major feedstocks for the manufacture of plastics such as and. Hydrocarbons and energy The Hydrocarbons and Energy operating segment (13 percent of sales) oversees energy management at Dow.
Fuels and oil-based raw materials are also procured. Major feedstocks for Dow are provided by this group, including, and. History Early history. Dow was founded in 1897 by chemist, who invented a new method of extracting the that was trapped underground in at Midland, Michigan.
Dow originally sold only and, achieving a bleach output of 72 tons a day in 1902. Early in the company's history, a group of manufacturers tried to drive Dow out of the bleach business by cutting prices.
Dow survived by also cutting its prices and, although losing about $90,000 in income, began to diversify its. In 1905, German producers began dumping bromides at low cost in the U.S. In an effort to prevent Dow from expanding its sales of bromides in Europe. Instead of competing directly for market share with the German producers, Dow bought the cheap German-made bromides and shipped them back to Europe.
This undercut his German competitors. Even in its early history, Dow set a tradition of rapidly diversifying its. Within twenty years, Dow had become a major producer of chemicals, elemental, and other, and metal.
During, Dow Chemical supplied many war materials the United States had previously imported from Germany. Dow produced for incendiary flares, and for explosives, and bromine for medicines and tear gas. By 1918, 90 percent of Dow Chemical production was geared towards the war effort. At this time, Dow created the diamond logo that is still used by the company.
After the war, Dow continued research in magnesium, and developed refined automobile pistons that produced more speed and better fuel efficiency. The Dowmetal pistons were used heavily in racing vehicles, and the 1921 winner of the used the Dowmetal pistons in his vehicle.
In the 1930s, Dow began producing plastic resins, which would grow to become one of the corporation's major businesses. Its first plastic products were, made in 1935, and, made in 1937. Diversification and expansion From 1940 to 1941, Dow built its first plant at, in order to produce extracted from rather than underground. The Freeport plant is now home to Dow's largest site – and one of the largest integrated chemical manufacturing sites in the world.
The site grew quickly – with power, chlorine, caustic soda and ethylene also soon in production. Growth of this business made Dow a strategically important business during World War II, as magnesium became important in fabricating lightweight parts for. Based on 2002–2003 data, the Freeport plants (known as Texas Operations internally) produced 27 billion pounds of product – or 21 percent of Dow's global production. In 1942 Dow began its foreign expansion with the formation of Dow Chemical of Canada in to produce for use in. Also during the war, Dow and began their joint venture, to produce for military and, later, civilian use. The 'Ethyl-Dow Chemical Co.' Plant at ', the only plant on the East Coast producing from seawater, was attacked by a German U-boat in 1942.
In the post-war era, Dow began expanding outside of North America, founding its first overseas subsidiary in in 1952, and in several other nations soon thereafter. Based largely on its growing plastics business, Dow opened a consumer products division beginning with Saran wrap in 1953.
Based on its growing chemicals and plastics businesses, Dow's sales exceeded $1 billion in 1964, $2 billion in 1971, and $10 billion in 1980. Nuclear weapons From 1951 to 1975, Dow managed the near. Rocky Flats was a nuclear weapons production facility that produced triggers for. Main article: from fires and leakage plagued the facility under Dow's management.
In 1957 a fire burned plutonium dust in the facility and sent radioactive particles into the atmosphere. The Department of Energy transferred management of the facility to in 1975. In 1990, nearby residents filed a class action lawsuit against Dow and Rockwell for environmental contamination of the area; the case was litigated in federal court. In 2008 a federal judge ordered Dow and Rockwell to pay a combined $925 million in damages to the plaintiffs. However, in September 2010, the Tenth Circuit Court of Appeals reversed the decision. According to the Appellate Court, the owners of the 12,000 properties in the class-action area had not proved that their properties were damaged or they had suffered bodily injury.
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Vietnam War: napalm and Agent Orange The dropped bombs on North Vietnam during the. Dow was one of several manufacturers who began producing the napalm B compound under government contract from 1965. After experiencing protests and negative publicity, the other suppliers discontinued manufacturing the product, leaving Dow as the sole provider. The company said that it carefully considered its position, and decided, as a matter of principle, 'its first obligation was to the government'. Despite a of its products by anti-war groups and harassment of recruiters on some college campuses, Dow continued to manufacture napalm B until 1969. The USA continued to drop napalm bombs on North Vietnam until 1973.
Main article:, a chemical containing, was also manufactured by Dow in, New Zealand, and in the United States for use by the during the and the U.S. Military during the Vietnam War. In 2005, a lawsuit was filed by Vietnamese victims of Agent Orange against Dow and, which also supplied Agent Orange to the military. The lawsuit was dismissed. In 2012, agreed to a $93 million settlement as a result of a case pursued by ex-Monsanto employees and citizens in the city of Nitro, WV. In 1949, a chemical plant in Nitro experienced an explosion that damaged a tank containing 2,4,5-T, one of the composites that is used in the production of Agent Orange. The settlement of the case included $9 million for the cleanup of affected homes in the area, and $84 million to cover the medical monitoring and treatment of people affected by the explosion, as well as legal costs for the claimants.
You need a JavaScript-enabled browser to view this Publication Please follow these steps to view the Publication: • • Best regards Zmags 2009 SERVICE MANUAL YZFR1Y(C) LIT-11616-22-78 14B-28197-10 EAS20050 YZFR1Y(C) SERVICE MANUAL ©2008 by Yamaha Motor Corporation, U.S.A. Manual motor yamaha r1 2000. Any reproduction or unauthorized use without the written permission of Yamaha Motor Cor- poration, U.S.A. First edition, December 2008 All rights reserved.
Dow Corning breast implants. Main article: became a subsidiary of Dow Chemical in 2001. The Bhopal disaster of 1984 occurred at a pesticide plant owned by Union Carbide India Ltd., a subsidiary of Union Carbide, 17 years before Dow Chemical Co.' S acquisition. A gas cloud containing methyl isocyanate and other chemicals spread to the neighborhoods near the plant where more than half a million people were exposed to it.
More than 27 years after the event, the actual number of fatalities is still unknown. The official immediate death toll was 2,259 and the government of has confirmed a total of 3,787 deaths related to the gas release. Others estimate 3,000 died within weeks and another 8,000 have since died from gas-related diseases. There are wide variations in the estimated number of individuals permanently disabled by the event. By one independent estimate, 40,000 individuals were left permanently disabled, maimed, or suffering from serious illness as a result of the disaster.
A government affidavit in 2006 stated that the leak caused 558,125 injuries, including 38,478 temporary partial injuries and approximately 3,900 severely and permanently disabling injuries. Union Carbide was sued by the and agreed to an out-of-court settlement of US$470 million in 1989. In 2010 eight former executives of Union Carbide India Ltd. Were found guilty of death.
Activists sought to have Dow Chemical held responsible for the ongoing cleanup of the site, now under the control of the state government of Madhya Pradesh. DBCP Until the late 1970s, Dow produced (1,2-dibromo-3-chloropropane), a soil fumigant, and, sold under the names the Nemagon and Fumazone. Plantation workers who alleged that they became sterile or were stricken with other maladies subsequently sued both Dow and Dole in Latin American courts. The cases were marred by extensive fraud, including the falsification of test results and the recruitment of plaintiffs who had never worked at Dole plantations. While Nicaraguan courts awarded the plaintiffs over $600 million in damages, they have been unable to collect any payment from the companies.
A group of plaintiffs then sued in the United States, and, on November 5, 2007, a Los Angeles jury awarded them $3.2 million. Dole and Dow vowed to appeal the decision. On April 23, 2009 a Los Angeles judge threw out two cases against Dole and Dow due to fraud and extortion by lawyers in Nicaragua recruiting fraudulent plaintiffs to make claims against the company. The ruling casts doubt on $2 billion in judgments in similar lawsuits. Tax evasion In February 2013 a federal court rejected two tax shelter transactions entered into by Dow that created approximately $1 billion in tax deductions between 1993–2003.
In the stated opinion, the Court termed the transactions 'schemes that were designed to exploit perceived weaknesses in the tax code and not designed for legitimate business reasons'. The schemes were created by and the law firm of, and involved creating a partnership that Dow operated out of its European headquarters in Switzerland. Dow stated that it had paid all tax assessments with interest. The case was a lawsuit against the Internal Revenue Service seeking a refund of the taxes paid. The case was appealed to the 5th Circuit court, where Dow's claims were again rejected. Dow has petitioned for an en banc hearing by the 5th Circuit, arguing that the decision was contrary to established case law.
Recent mergers, acquisitions and reorganization 1990s – transition from geographic alignment to global business units In the early 1990s, Dow embarked on a major structural reorganization. The former reporting hierarchy was geographically based, with the regional president reporting directly to the overall company president and CEO. The new organization combines the same businesses from different sites, irrespective of which region they belong (i.e. The vice president for Polystyrene is now in charge of these plants all over the world). Union Carbide merger At the beginning of August 1999, Dow agreed to purchase (UCC) for $9.3 billion in stock. At the time, the combined company was the second largest chemical company, behind DuPont. This led to protests from some, who feared that Dow did not disclose potential related to the Bhopal disaster.
Served as president and chief executive officer of Dow from 1995 to 2000, then again from 2002 to 2004. He relinquished his board seat on April 1, 2006, having been a director since 1990 and chairman since 2000. During his first tenure, he led the purchase of UCC which proved controversial, as it was blamed for poor results under his successor as CEO Mike Parker. Parker was dismissed and Stavropoulos returned from retirement to lead Dow. 2006–2008 restructuring On August 31, 2006, Dow announced that it planned to close facilities at five locations:. was Dow's first manufacturing site in Canada, located in the Chemical Valley area alongside other petrochemical companies. In 1942, the Canadian government invited Dow to build a plant there to produce styrene (an essential raw material used to make for World War II).
Dow then built a polystyrene plant in 1947. In August 1985, the site accidentally discharged 11,000 litres of perchloroethylene (a carcinogenic dry cleaning chemical) into the, which gained infamy in the media as 'The Blob', and Dow Canada was charged by the Ministry of the Environment. Up to the early 1990s, Dow Canada's headquarters was located at the Modeland Centre, and a new three-story complex called the River Centre was opened up on the Sarnia site in 1993 to house Research and Development. Since then, several plants (Dow terminology for a production unit) on the site have been dismantled, particularly the Basic Chemicals including Chlor Alkali unit whose closure was announced in 1991 and carried out in 1994 which affected nearly half of the site's employees. The Dow Canada headquarters were moved to in 1996, and the Modeland Centre was sold to and the City of Sarnia with Dow leasing some office space. The Dow Fitness Centre was donated to the of Sarnia-Lambton in 2003. The Sarnia Site's workforce declined from a peak of 1600 personnel in the early 1990s to about 400 by 2002.
In the late 1990s, land on the site was sold to which built a natural gas power plant that begun operations in 2002 to supply electricity to the remaining Sarnia site plants and facilities, so that Dow could close its older less efficient steam plant (originally coal fired and later burning natural gas). On August 31, 2006, Dow announced that the entire Sarnia site would cease operations at the end of 2008. The Sarnia site had been supplied with ethylene through a pipeline from but officials warned Dow that shipments from the pipeline had to be suspended for safety reasons, and the loss of an affordable supply for the low density polyethylene plant rendered all the other operations at the site non-competitive. The Low-Density Polyethylene and Polystyrene units closed in 2006, followed by the Latex Unit in 2008, and finally the Propylene Oxide Derivatives Unit on April 2009. Dow afterward focused its efforts on the environmental remediation of the vacant site, which was sold to TransAlta. The former site has since been renamed the Bluewater Energy Park, with the River Centre remaining available for lease.
One plant at its site in, a triple string STR styrene production unit. Integral in the company's development of the super high melt foam specific polymers & Styron A-Tech high gloss, high impact polymers. One plant at its site in (Venice), Italy. Two plants at its site in, Alberta, Canada.
On November 2, 2006, Dow and, the leading Russian producer of polyurethane systems, formed the joint venture Dow-Izolan iand built a manufacturing facility in the city of. Also in 2006, Dow formed the Business Process Service Center (BPSC).
In December 2007, Dow announced a series of moves to revamp the company. A December 4 announcement revealed that Dow planned to exit the automotive sealers business in 2008 or 2009. Within several weeks, Dow also announced the formation of a joint venture, later named K-Dow, with Petrochemical Industries Co. (PIC), a subsidiary of. In exchange for $9.5 billion, the agreement included Dow selling 50-percent of its interest in five global businesses: polyethylene, polypropylene and polycarbonate plastics, and ethylenamines and. The agreement was terminated by PIC on December 28, 2008.
Rohm & Haas Co. Purchase On July 10, 2008, Dow agreed to all of the interest of Co.
For $15.4 billion, which equated to $78 per share. The buyout was to be financed with equity investments of $3 billion by and $1 billion by the.
The purpose of the deal was to move Dow Chemical further into, which offer higher profit margins than the market and are more difficult to enter for the competition. The purchase has been criticized by many on who believe Dow Chemical overpaid (about a 75 percent premium on the previous day's market capital) to acquire the company; however, the high bid was needed to ward off competing bids from BASF.
The transaction to purchase the outstanding interest of Rohm and Haas closed on April 1, 2009. Accelerated implementation On December 8, 2008, Dow announced that due to the, it would accelerate job cuts resulting from its reorganization. The announced plan included closing 20 facilities, temporarily idling 180 plants, and eliminating 5,000 full-time jobs (about 11 percent of its work-force) and 6,000 contractor positions. Strategy interruption Citing the global that began in the latter half of 2008, the Kuwaiti government scuttled the K-Dow partnership on December 28, 2008.
The collapse of the deal dealt a blow to Dow CEO ' vision of restructuring the company to make it less. However, on January 6, 2009 Dow Chemical announced they were in talks with other parties who could be interested in a major joint venture with the company. Dow also announced they that it would be seeking to recover damages related to the failed joint venture from PIC. After the K-Dow deal collapsed, some speculated that the company would not complete the Rohm & Haas transaction, as the cash from the former transaction was expected to fund the latter. The deal was expected to be finalized in early 2009 and was to form one of the nation's largest specialty chemicals firms in the U.S.
However, on January 26, 2009 the company informed Rohm and Haas that it would be unable to complete the transaction by the agreed upon deadline. Dow cited a deteriorated and the collapse of the K-Dow Petrochemical deal as reasons for failing to timely close the merger.
Around the same time, CEO Andrew Liveris said a first- time cut to the company's 97- year- old was not 'off the table'. On February 12, 2009, the company declared a quarterly dividend of $0.15/share, down from $0.42 the previous quarter. The cut represented the first time the company had diminished its investor payout in the dividend's 97-year history. The transaction to purchase the outstanding interest of Rohm and Haas closed on April 1, 2009. After negotiating the sale of with Rohm and Hass' two largest stockholders and extending their one-year an additional year, the company purchased Rohm and Haas for $15 billion ($78 a share) on March 9, 2009. 2007 dismissal of senior executives On April 12, 2007, Dow dismissed two senior executives for 'unauthorized discussions with third parties about the potential sale of the company'.
The two figures are executive vice president, and director and former J. Pedro Reinhard. Dow claims they were secretly in contact with; at the same time, a story surfaced in Britain's regarding a possible of Dow. The two executives have since filed lawsuits claiming they were fired for being a threat to CEO Liveris, and that the allegations were concocted as a pretext.
However, in June 2008 Dow Chemical and the litigants announced a settlement in which Kreinberg and Reinhard dropped their lawsuits and admitted taking part in discussions 'which were not authorized by, nor disclosed to, Dow's board concerning a potential LBO' and acknowledged that it would have been appropriate to have informed the CEO and board of the talks. 2008 sale of zoxamide business In summer 2008, Dow sold its business to. Included in the sale were the trademarks for a and called. It is employed by potato growers to control early and late and to suppress, and is also registered in for control of in, except in. 2014 – New operating segments In the fourth quarter of 2014, Dow announced new operating segments in response to its previously announced leadership changes.
The company stated it would give further support to its end-market orientation and increase its alignment to Dow’s key value chains – ethylene and propylene. Gulf Coast investments Several plants on the of the US have been in development since 2013, as part of Dow's transition away from naphtha. Dow estimates the facilities will employ about 3000 people, and 5000 people during construction.
The plants will manufacture materials for several of its growing segments, including hygiene and medical, transportation, electrical and telecommunications, packaging, consumer durables and sports and leisure. Dow’s new (PDH) facility in Freeport, Texas, is expected to come online in 2015, with a first 750000 metric tonne per year unit, while other units could become available in the future. An ethylene production facility is expected to start up in the first half of 2017. Chlorine merger On March 27, 2015, Dow and announced that the boards of directors of both companies unanimously approved a definitive agreement under which Dow will separate a significant portion of its chlorine business and merge that new entity with Olin in a transaction that will create an industry leader, with revenues approaching $7 billion. Olin, the new partnership, became the largest chlorine producer in the world. Merger with DuPont. Main article: On December 11, 2015, Dow announced that it would merge with, in an all-stock deal.
The combined company, which will be known as, will have an estimated value of $130 billion, be equally held by the shareholders of both companies, and maintain their headquarters in Michigan and Delaware respectively. Within two years of the merger's closure, DowDuPont would be split into three separate public companies, focusing on the agriculture, chemical, and specialty product industries. Estimates are it would take up to two years for the tax-free split. Shareholders of each company will hold 50% of the combined company. Dow Chemical CEO would become executive chairman of the new entity, while DuPont CEO would become CEO.
In January 2017, the merger was pushed back a second time pending regulatory approvals. The same day, Dow also announced that it had reached a deal to acquire 's stake in their joint venture for $4.8 billion in cash and a roughly 40% stake in. The sale is expected to close in early 2016. Commentators have noted that the deal is likely to face scrutiny in several countries. Focus on higher margin business Dow Chemical has begun to shed commodity chemical businesses, such as those making the basic ingredients for and plastic pipes, because their profit margins only average 5–10%. Dow is, as of 2015, focusing resources on specialty chemicals that earn margins of at least 20%.
This is in line with its restructuring, together with reducing debt, and expecting to raise more than $11 billion from sales by mid-2016. Dioxin contamination. See also: Areas along Michigan's, which runs within yards of Dow's main plant in, were found to contain elevated levels of the cancer-causing chemical in November 2006. The dioxin was located in sediments two to ten feet below the surface of the river, and, according to, 'there is no indication that residents or workers in the area are directly exposed to the sites'. However, people who often eat fish from the river had slightly elevated levels of dioxin in their blood.
In July 2007, Dow reached an agreement with the to remove 50,000 cubic yards (38,000 m 3) of sediment from three areas of the riverbed and levees of the river that had been found to be contaminated. In November 2008, Dow Chemical along with the and agreed to establish a to address dioxin cleanup of the Tittabawassee River, and. Sale of herbicide business In December 2015, Dow Chemicals agreed to sell part of its global business, which had reported falling sales for nearly a year. A portfolio of weed killers known as was sold to privately held, a family owned company located in, which markets a variety of pesticides to the agricultural and horticultural industries.
The global trademarks for ®, which can be sprayed on field, and some fruit and vegetables, were included in the sale, as well as a formulation and packaging facility in, Canada. ®, ®, ® and ®, intellectual property and labels for herbicides based on the molecules, and were also included in the sale. Annual grasses and small seeded broadleaf weeds can be controlled with these products in a wide range of crops including, and vegetables.
Dinitroanilines, are also known as ', and have been commercialised at least since 1970. Environmental record. Superfund site in In 2003, Dow agreed to pay $2 million, the largest penalty ever in a pesticide case, to the state of New York for making illegal safety claims related to its pesticides. The New York Attorney General's Office stated that Dow AgroSciences had violated a 1994 agreement with the State of New York to stop advertisements making safety claims about its pesticide products.
Dow stated that it was not admitting to any wrongdoing, and that it was agreeing to the settlement to avoid a costly court battle. According to the (EPA), Dow has some responsibility for 96 of the United States' sites, placing it in 10th place by number of sites. One of these, a former UCC uranium and vanadium processing facility near, is listed as the sole responsibility of Dow. The rest are shared with numerous other companies. Fifteen sites have been listed by the EPA as finalized (cleaned up) and 69 are listed as 'construction complete', meaning that all required plans and equipment for cleanup are in place. In 2007, the chemical industry trade association – the American Chemical Council – gave Dow an award of 'Exceptional Merit' in recognition of longstanding energy efficiency and conservation efforts.
Between 1995 and 2005, Dow reduced energy intensity (BTU per pound produced) by 22 percent. This is equivalent to saving enough electricity to power eight million US homes for a year. The same year, Dow subsidiary, Dow Agrosciences, won a United Nations Montreal Protocol Innovators Award for its efforts in helping replace methyl bromide – a compound identified as contributing to the depletion of the ozone layer. In addition, Dow Agrosciences won an EPA 'Best of the Best' Stratospheric Ozone Protection Award.
The (EPA) named Dow as a 2008 Partner of the Year for excellence in energy management and reductions in emissions. Board of directors The members of the of The Dow Chemical Co. Were, prior to the closing of the merger with DuPont on September 1, 2017:. – President & CEO. – chemistry professor,.
– former President and CFO. Chairman of the Board and Chief Executive Officer of U.S. Bancorp. – Chairman and CEO,. – Chairman and CEO, The Dow Chemical Co. Former Chief Financial Officer, IBM. Lead Director of Nucor and Former Chairman and CEO of Foster Wheeler AG.
International Automotive Components (IAC) Group. – CEO PLC and Unilever. – Former chairman Ltd. – Vice chairman, Illinois Tool Works Inc. – former President and CEO, Major sponsorships In July 2010, Dow became a worldwide partner of the.
The sponsorship extends to 2020. In September 2004, Dow obtained the naming rights to the Saginaw County Event Center in,; the center is now called the. The (of the ) plays at the Center, which also hosts events such as and live theater.
In October 2006, Dow bought the naming rights to the stadium used by the, a team located in its hometown of. The stadium is called. The Dow Foundation played a key role in bringing the Loons to the city. In 2010, Dow signed a $100m (£63m) 10-year deal with the and agreed to sponsor the £7m Olympic Stadium wrap. Dow also sponsors Austin Dillon’s #3 Chevrolet in the. Major collaborations Lab Safety Academy On May 20, 2013, Dow launched the Dow Lab Safety Academy, a website that includes a large collection of informational videos and resources that demonstrate best practices in laboratory safety. The goal of the website is to improve awareness of safety practices in academic research laboratories and to help the future chemical workforce develop a safety mindset.
As such, the Dow Lab Safety Academy is primarily geared toward university students. However, Dow has made the content open to all, including those already employed in the chemical industry. The Dow Lab Safety Academy is also available through the Safety and Chemical Engineering Education program, an affiliate of (AIChE); and, an organization focusing on environment, health and safety practices. The Dow Lab Safety Academy is one component of Dow’s larger laboratory safety initiative launched in early 2012, following a report from the U.S. Chemical Safety Board that highlighted the potential hazards associated with conducting research at chemical laboratories in academic institutions. Seeking to share industry best practices with academia, Dow partnered with several U.S.
Research universities to improve safety awareness and practices in the departments of chemistry, chemical engineering, engineering and materials. Through the pilot programs with (UCSB), and, Dow worked with graduate students and faculty to identify areas of improvement and develop a culture of laboratory safety. Nature Conservancy In January 2011, The and The Dow Chemical Co. Announced a collaboration to integrate the value of nature into business decision-making.
Scientists, engineers, and economists from The Nature Conservancy and Dow are working together at three pilot sites (North America, Latin America, and TBD ) to implement and refine models that support corporate decision-making related to the value and resources nature provides. Those include water, land, air, oceans and a variety of plant and animal life.
These sites will serve as a “living laboratories”, to validate and test methods and models so they can be used to inform more sustainable business decisions at Dow and hopefully influence the decision-making and business practices of other companies. This article needs to be updated. Please update this article to reflect recent events or newly available information.
(June 2018) Dow CEO called 2005 the company's 'best year ever' with operating profits of $5.4 billion, a jump of 56.5 percent compared with the previous year. Net income rose more than 60 percent to $4.5 billion, on sales of $46.3 billion. 2006 looks as if it could be even better, with first-quarter net earnings of $1.2 billion. All this is occurring in the context of adverse operating conditions, caused by high energy and raw material costs, and the effects of two damaging hurricanes. Liveris supports the vertically integrated approach used at Dow, which produces everything from basic chemical feedstocks to high value products such as pesticides and reverse osmosis membranes. These value-adding product chains, along with Dow's wide product range, help the company to weather the storms of the global economy.
Despite this, high energy and feedstock costs may begin to take their toll, particularly if global demand begins to fall just as supply is rising. Like many chemical companies, Dow is facing pressures of regulation in the US and, particularly as the introduces its new policy. Litigation costs in the US taken over by Dow as a result of its 2001 takeover of also remain a concern. For these reasons, Dow is looking to the Middle East and Asia for new projects. In, Dow is constructing (with ) a new world-scale for production of, along with an / plant and (for 2008) a facility for production of.
In, the company is working with the Oman government to build a new world-scale plant. In China, the company is collaborating with (the country's largest company) to improve efficiency to allow viable conversion of to. Dow is also seeking to expand its presence in Asia, adding 600 jobs in by the end of 2007, and the company may open up a large R&D center in India.
The joint ventures planned for Asia are typical of Dow's 'asset-light' approach, which works by offering a combination of intellectual property and money in exchange for a share in a world-scale production facility. At the same time, Dow is considering selling a share of some of its existing assets in order to free up cash. Subsidiaries and joint ventures Dow Chemical has a number of and. Subsidiaries. Arabian Chemical Company (Latex) Ltd. Arabian Chemical Company (Polystyrene) Limited. Battleground Water Company.
Biotechnology Research and Development Corporation. Blue Cube Holding LLC (and affiliates). Buildscape, Inc.
Buildscape, LLC. CanStates Holdings Inc. (and affiliate). CD Polymers Inc. Centen Ag Inc.
(and affiliates). Chemars III LLC. Chemtech II L.P. Clean Filtration Technologies LLC. DC Partnership Management Inc. (and affiliate). DCOMCO, Inc.
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Denmerco Inc. Diamond Capital Management Inc. Dofinco, Inc. Dow Business Services LLC.
Dow Capital International LLC. Dow Chemical (China) Investment Company Limited (and affiliates). Dow Chemical (Singapore) Private Limited (and affiliates). Dow Chemical China Holdings Pte. Dow Chemical Delaware Corp. (and affiliates).
Dow Chemical International Ltd. (and affiliates). Dow Chemical Kuwait B.V. Dow Chemical Singapore Holdings Pte. Dow Chemical Taiwan Limited., LLC. Angus Chemical Co.
Current joint ventures. EQUATE Petrochemical Co. The Kuwait Olefins Company K.S.C. The Kuwait Styrene Company K.S.C. TKOC – JV between Dow and Petrochemical Industries Company. Map Ta Phut Olefins Company Limited. MEGlobal.
SCG-DOW Group. Sadara Chemical Company – JV between Saudi Aramco and Dow Chemical.
If you aspire to work at Dow Chemical, full time or in an internship, but fear that you will not realize your aspirations because of its difficult pre-employment tests, JobTestPrep is here to render considerable assistance with your examination. We have brought together several CEB SHL test simulations that will hone your numerical, verbal, and abstract reasoning skills and ensure that you score high on your real tests. With our Aptitude Test, you will develop a good personality profile and understand what professional and personal qualities employers at Dow Chemical want to see in their would-be candidates. Do not miss a wonderful opportunity to study with our first-rate PrepPacks™ and become selected for the position for which you applied. What Does JobTestPrep Offer? JobTestPrep was founded with the aim to help job candidates become employed.
We conduct a painstaking research about companies and their recruitment process and then develop close simulations of those tests that they administer to their applicants. Having found out that Dow Chemical, now called DowDuPont Inc, offers their candidates the Personality Assessment and CEB SHL’s Verbal, Numerical, and Logical Reasoning Tests, we have developed their accurate simulations to help you sail through your examination with confidence and good results.
To extend our help still further, we have also designed interview kit containing smart answers to the most difficult interview questions. Armed with these answers, you will be able to impress interviewers who will put you at the top of their hiring list. Start preparing for your pre-employment assessment with the following test simulations. CEB SHL Numerical Reasoning Test This test was created to assess how comfortably you feel calculating and analyzing numbers presented in charts and tables.
On the test, you will be asked to study several graphs, charts, or tables and then answer questions based on the given data. It is a multiple-choice exam, giving you up to five options of answers, only one of which is correct. Your task is to select the right answer to each question. Another test included among CEB SHL numerical tests is the Calculation Test. It measures how well you perform basic mathematical calculations.
You will need to show how accurately and quickly you add, subtract, divide, and multiply. Questions posed on the Calculation Test are presented in the form of an equation, one part of which is omitted and designated by the question mark “?”.
You will need to calculate the value of the missing number. Both numerical tests are strictly timed. You will have around half a minute to respond to each question. Calculating quickly and precisely may be difficult without preliminary practice. Prepare with JobTestPrep’s tests and improve your time record as well as the accuracy of your calculations. The Personality Test Dow Chemical is concerned to hire only those job candidates who will be the right fit for them.
From experience, its managers know what kind of people will integrate well with their co-workers. They also want to ensure that their potential employees will not exhibit counterproductive behavior such as time-wasting, pilfering, gossiping, and so on. The Personality Test administered to applicants help weed out people with aberrant, unpleasant personalities and select only those who will make a valuable contribution to the company.
On the test, you will be asked to evaluate emotional reactions of people to specified situations. Or you will be required to rank your own attitude to given statement on the scale from the most agreement to the least agreement. Although you should answer these and other questions honestly, it is still advisable to prepare for. JobTestPrep’s sophisticated personality test will familiarize you with the types of questions you will meet on your test at Dow Chemical.
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We will also teach you how to highlight your good personal and professional qualities more strongly and how to create the most favorable impression on your recruiters. Dow Chemical’s Interview Process On your actual face-to-face interview, you will need to make a short presentation about your research, if you are a PhD student. This presentation takes about 15 minutes. After it, interviewers will ask you mostly behavioral questions. You will deliver a better performance, if you answer their questions in the format, elaborating on a difficult situation you once faced at work, what tasks you gave yourself and your team members to fulfil, what actions you undertook to solve the problem, and what results you achieved.
Tell your recruiters also about what you learned from the whole experience. If you sail through the first interview with success, you will be invited for the second one with several Dow DuPoint’s managers. They will talk with you about your career goals and will ask you behavioral and technical questions. The successful completion of the second interview may lead to a job offer.
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