EXHIBIT 13
Crane Co. 1998
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Annual Report
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Our Credo
o We strive for a dominant presence in niche markets.
o We generate solid rates of return on invested capital and high
levels of cash flow.
o We use our cash effectively to grow and strengthen our existing
businesses, and to acquire new businesses.
o We acquire businesses that fit with our existing businesses and
strengthen our position in niche markets.
o We maintain an incentive compensation plan specifically designed
to align the interests of management and shareholders.
o We do this with one goal in mind: To build shareholder value.
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Table of Contents
Financial Highlights 1
Letter to Shareholders 2
Crane at a Glance 6
Consolidated Financial
Statements 9
Notes to Consolidated
Financial Statements 13
Management's
Responsibility for
Financial Reporting 22
Independent
Auditors` Report 22
Management's Discussion
and Analysis of
Operations 23
Directors and Officers 36
Shareholder Information 37
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Financial Highlights
($ and shares in thousands except per share data) 1998 1997 % Change
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Summary of Operations Net Sales $2,268,505 $2,036,831 11.4%
EBITDA(a) 303,918 255,054 19.2%
Operating Profit 238,932 196,601 21.5%
Income Before Taxes 214,641 175,837 22.1%
Net Income 138,438 112,771 22.8%
Cash Flow(b) 199,896 168,171 18.9%
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Per Share Data Basic
Net Income $ 2.02 $ 1.64 23.2%
Cash Flow 2.92 2.45 19.2%
Diluted
Net Income 2.00 1.63 22.7%
Cash Flow 2.88 2.42 19.0%
Dividends .37 .33
Average Basic Shares 68,555 68,565
Average Diluted Shares 69,368 69,384
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Financial Position at
December 31, Assets $1,454,674 $1,185,893 22.7%
Net Debt 394,369 284,966 38.4%
Shareholders' Equity 643,234 532,544 20.8%
Market Value of Equity(c) 2,067,206 1,975,376 4.6%
Market Capitalization(c) 2,461,575 2,260,342 8.9%
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Key Statistics Sales per Employee $ 185 $ 184
Operating Profit as a % of Sales 10.5% 9.7%
Net Income as a % of Sales 6.1% 5.5%
Return on Average Assets 10.4% 9.9%
Return on Average Shareholders' Equity 23.8% 22.8%
Net Debt to Capital 38.0% 34.9%
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(a) EBITDA is earnings before interest, taxes, depreciation
and amortization.
(b) Cash flow is net income plus depreciation and
amortization.
(c) Market value of equity is number of shares of common
stock outstanding times closing stock price. Market
capitalization is market value of equity plus net debt.
Diluted EPS
[GRAPHIC]
EBITDA (in millions)
[GRAPHIC]
Net Income (in millions)
[GRAPHIC]
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Crane Co. 1998 Annual Report 1
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Chairman's Letter to Shareholders
I am pleased to report that Crane Co. turned in another outstanding performance
in 1998, setting sales, earnings and cash flow records for the sixth consecutive
year, with earnings growth exceeding 20% for the fourth straight year.
All six of our business segments reported increased sales, with solid
contributions from 1997 and 1998 acquisitions. Four segments had higher earnings
and the gains -- particularly in aerospace -- were more than enough to establish
a new profit record. Margins also improved.
Sales, Earnings Rise
Our sales exceeded the $2 billion mark for the second year, rising 11% to $2.3
billion. Net earnings climbed faster, reaching $138.4 million, a 23% increase
over 1997's $112.8 million. Net earnings per share, adjusted for our 3-for-2
stock split in 1998, were $2.00, diluted, a gain of nearly 23% over the 1997
figure of $1.63.
Strong Acquisition Program
A vigorous and continuing acquisition program is a cornerstone of our growth
strategy, and 1998 was an excellent year. Our acquisition effort is underpinned
by -- and in turn reinforces -- our profitability, growing cash flow and strong
balance sheet. Our standards are high: we look for sound, complementary
businesses that can be bought at realistic prices. While we sometimes purchase
stand-alone businesses, most often we make add-on acquisitions, strengthening or
expanding our existing businesses by adding complementary businesses, product
lines or brands.
In 1998, we made six add-on acquisitions -- all complementary to our
existing businesses -- at a cost of $224 million. This brings our acquisition
investment since 1992 to 24 companies and $725 million, including the five
acquired in 1997 at a cost of $82 million.
More than half of our 1998 investment, $125 million, went for Kemlite's purchase
of Sequentia Holdings, also a manufacturer of fiberglass reinforced plastic
panels, whose focus is construction and building products applications. Kemlite,
which had acquired Sequentia's transportation product lines in 1997, is the
leader in transportation and recreational vehicle markets, and is now the market
leader in building products as well, adding balance to the business and
permitting a variety of manufacturing, purchasing, technical and management
synergies. Also in our Engineered Materials segment, Resistoflex acquired Dow
Chemical's Plastic-Lined Piping Products division, becoming the global market
leader for a broader line of fluoropolymer and thermoplastic-lined piping
systems for chemical processing, high purity, defense and water treatment
applications. Again, there will be a number of opportunities for manufacturing,
marketing and technical synergies. These are great examples of the types of
acquisitions on which Crane is focused.
In the Fluid Handling segment, we acquired Liberty Technologies, whose
nuclear valve monitoring products and repair capabilities were added to Crane
Nuclear (our Nuclear Valve business). Liberty's motor, engine and compressor
monitoring products were added to Dynalco Controls. Also in Fluid Handling, we
acquired Environmental Products, a maker of packaged, membrane-based water
purification systems expanding our Cochrane unit's offerings to the water
treatment industry. In Wholesale Distribution, Huttig Building Products, our
largest single business, was expanded by the acquisition of Consolidated Lumber
of
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2 Crane Co. 1998 Annual Report
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Kansas City and Number One Supply of Baltimore, adding both geographic reach and
enhanced marketing focus on large builders and other end user, "one-step"
customers.
Overall, these acquisitions added slightly to earnings and significantly to
sales in 1998 and will make larger contributions in the future. We are
continuing our energetic pursuit of attractive acquisition candidates.
Cash Flows
(Net income plus depreciation and
amortization) (in millions)
[GRAPHIC]
A Growth Company
Although Crane is viewed by some as a cyclical company, the combination of
diversification, continuing acquisitions and constant attention to strengthening
the performance of our approximately 30 operating businesses has given us many
of the characteristics of a growth company. Chief among these is vigorous,
continuing earnings growth. Because our businesses operate in so many different
industries, market niches and regions, their differing cycles tend to smooth our
earnings growth patterns. Acquisitions typically enhance growth in the year they
are bought and in the following years. We expect to maintain the double-digit
earnings growth we have enjoyed since 1992.
Running More Efficiently
In our businesses, there are no simple ways to improve performance. The climate
we operate in is both global and increasingly competitive, requiring us to
search unceasingly for ways to improve our products, distribution and cost
structure and, indeed, all our manufacturing and business processes. We
constantly invest in new equipment and systems -- $54.3 million in 1998,
compared with $40.6 million in 1997.
That is only part of the story, of course. Margin and profit improvements
tend to come in small increments that add up over time. Typically they result
from the focus and skill of the people in our operating companies, which we
encourage in various ways. As noted in previous reports, executive compensation
is geared to our Economic Value Added (EVA) program, which rewards real
achievements, not just progress toward arbitrary goals. We are also making gains
through our Six Sigma program, described in last year's report. Virtually all of
our companies now have one or more trained "black belts," who are focusing on
improving manufacturing or business processes and training their colleagues to
do the same. Such efforts, coupled with volume growth at most of our businesses,
increased our overall operating profit margin from 9.7% to 10.5%, a significant
gain with a direct and positive impact on our bottom line.
Progress in All Segments
More detail on our business performance is elsewhere in this Annual Report. I
encourage you to read it closely, but will comment briefly here. All six of
Crane's business segments made progress during 1998. Most notable was Aerospace,
three of whose four companies had handsome profit gains, fueled largely by
continued strong demand from Boeing and other aircraft equipment OEMs.
Hydro-Aire, ELDEC and Interpoint showed impressive growth in sales and profits.
Margins and profits declined modestly on higher sales at Lear Romec but were
still very strong.
The Engineered Materials segment also performed well overall. Our companies
improved their strong positions in the markets for fiberglass reinforced
transportation and building products, with Kemlite and CorTec increasing both
sales and profits and Kemlite's 1998 Sequentia acquisition making a solid profit
contribution. Profits were flat at Resistoflex, on higher sales, and at
Polyflon, on lower sales. Crane Plumbing, struggling in weak Canadian markets,
ran at a small loss on lower sales.
In our Merchandising Systems segment, National Vendors' sales and earnings
rose in the U.S., assisted by its 1997 Polyvend acquisition, and
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Crane Co. 1998 Annual Report 3
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in the United Kingdom and Germany. Germany-based National Rejectors improved
margins and earnings on slightly lower sales.
In Wholesale Distribution, profits improved as Huttig enhanced margins
slightly and made sales and earnings gains with the help of 1997 and 1998
acquisitions. Crane Supply had slightly lower sales and earnings, but maintained
margins.
Our Fluid Handling businesses had mixed results, with a solid increase in
sales but slightly lower profits. Sales and earnings increases in engineered
valves were offset by a loss in commercial valves, largely the result of miscues
in absorbing our 1997 Stockham acquisition, higher legal costs, and
restructuring expenses in the U.K. Our pump businesses had flat results.
Crane Controls reported flat sales and slightly lower earnings as a result
of weak export markets and increasing price competition. All but one of our five
businesses had lower earnings, although all remained solidly profitable.
Crane's Financial Strength
Crane ended 1998 in excellent financial condition, and we have ample ability to
invest in our businesses and make further acquisitions. Although our long-term
debt rose from $260.7 million in 1997 to $359.1 million, our
debt-to-capitalization ratio at year-end remained a moderate 38%, compared with
34.9% at the end of 1997. We have ready access to credit on favorable terms, but
our best source of funding, of course, is the cash that our businesses generate.
Our businesses are profitable, increasingly so, as our 1998 margin increase
attests.
Cash flow, our first priority, set a new record of $2.88 per diluted share
versus $2.42 in 1997. Our earnings before interest, taxes, depreciation and
amortization (EBITDA) advanced from $255.1 million to $303.9 million. We
invested $11.3 million in repurchasing 402,000 shares of Crane stock on the open
market during the year, at an average cost of $28.22 per share. We have always
been willing to repurchase shares when the market price, compared to our
prospects, recommends we do so.
On August 17, 1998, we announced a three-for-two stock split and a 20%
increase in our quarterly dividend.
A Bright Outlook
Predicting worldwide business and economic conditions a year out is a dicey
exercise, but our companies are well prepared to adjust as circumstances change.
Accordingly, we expect another good year for Crane in 1999, with the help of a
full year's results from our 1998 acquisitions. Continued strength in the
domestic economy and the growth expected in Europe should help all our
businesses. Russia and Brazil are major question marks and commercial air
transport orders may have peaked, but there are signs of recovery in Asia, the
semiconductor industry and even the oil patch.
Meanwhile, we are working hard to fix our problems in the commercial valve
business, and believe that our global approach, already successful in our
engineered valve businesses, will succeed there as well. In all our businesses,
we constantly strive to become more efficient, reduce costs and improve margins,
thereby strengthening our ability to compete.
Thus Crane is well positioned to continue its profitable growth, an
enviable circumstance that is the result of careful planning, initiative,
dedication and extremely hard work by a great many people throughout this
company. I wish to express my gratitude to them, on behalf of the shareholders,
and to thank our customers and suppliers for their loyalty and good will. I also
want to thank our shareholders for their continuing support, which we hope will
continue to be merited and well rewarded.
Sincerely,
/s/ R. S. Evans
R. S. Evans
Chairman and Chief Executive Officer
February 12, 1999
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4 Crane Co. 1998 Annual Report
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1998 Review
Crane's more than thirty businesses report their results in six segments:
o Fluid Handling
o Aerospace
o Engineered Materials
o Controls
o Merchandising Systems
o Wholesale Distribution
In the pages that follow, we discuss these results, along with the events,
trends, market dynamics and management initiatives that influenced them.
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CRANE(R)
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Crane Co. 1998 Annual Report 5
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Crane at a Glance
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Fluid Handling Business Unit Products Markets Served
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(dollars in millions) 1998 Crane Valves Gate, globe, check and ball valves Hydrocarbon processing: refining,
- -------------------------- Long Beach, CA made from bronze, cast iron, steel, petrochemical, oil and gas produc-
North America stainless steel, titanium and tion and distribution and chemical
Sales $454.7 Crane special corrosion-resistant alloys processing
Operating Profit 27.9 Pacific
Operating Margins 6.1% Flowseal Wedge plug, non-lubricated plug Power generation including nuclear
- -------------------------- Jenkins valves applications
Center Line
Stockham HF acid valves Industrial, municipal, commercial
Triangle and institutional construction,
Duo-Check Dual disc wafer check valves water and sewage, building and
engineering services
Crane Nuclear, Inc. High performance and resilient
Kennesaw, GA seat butterfly valves Pulp and paper
Crane Ltd. Cryogenic valves Commercial heating, ventilation
Ipswich, U.K. and air conditioning (HVAC)
Valve diagnostics, repair,
Crane Australia Pty., Ltd. contract maintenance and Marine, cryogenic applications
Sydney, Australia "in-line" services
Stockham Valves, Ltd. Pipe fittings
Belfast, N. Ireland
Wigan, U.K.
Stockham Australia Pty., Ltd.
Thomastown, Australia
Westad Industri A/S
Geithus, Norway
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Crane Pumps & Systems, Inc. Submersible wastewater and Municipal, industrial and com-
Piqua, OH dewatering centrifugal, self- mercial water and wastewater,
Barnes Pumps priming centrifugal, regenerative specialty industrial markets,
Burks Pumps turbine, horizontal and vertical original equipment manufacturers
Deming Pump turbine, sealed and sealless end (OEM), power and construction,
Weinman suction and in-line centrifugal, government contracts, commer-
Chempump split case, air operated cial HVAC, chemical processing,
Chem/Meter diaphragm, metering pumps and pharmaceutical, pulp and paper,
Process Systems pumping systems and hydrocarbon processing
Sellers
Rotary tank cleaners, steam
injectors
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Cochrane Inc. Water and wastewater treatment Power/steam generation, potable
King of Prussia, PA units and systems water, industrial/commercial feed-
water/ water recycle
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6 Crane Co. 1998 Annual Report
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Aerospace Business Unit Products Markets Served
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(dollars in millions) 1998 ELDEC Corporation Position indication and control Commercial, business and military
- -------------------------- Lynnwood, WA systems, proximity sensors, pre- aerospace, defense, electronics, and
Sales $394.5 ssure sensors, mass fuel flowme- telecommunications
Operating Profit 118.2 ters, power conversion systems
Operating Margins 30.0% and equipment
- --------------------------
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Hydro-Aire, Inc. Aircraft brake control and anti- Commercial transport, business
Burbank, CA skid systems, including electro- and commuter, general aviation,
hydraulic servo valves and mani- military and government aero-
folds, embedded software and space, repair and overhaul
redundant, rugged electronic
controls, hydraulic control
valves and landing gear sensors,
fuel pumps
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Lear Romec Lubrication and fuel pumps for Commercial and military aero-
Elyria, OH aircraft, aircraft engines and space, defense industry
radar cooling systems
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Interpoint Standard and custom miniature Commercial, space and military
Redmond, WA (hybrid) DC-to-DC power con- aerospace, defense industry, medical
verters and custom miniature industries including implantable
(hybrid) electronic circuits medical devices and industrial
markets
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Engineered Materials
- -------------------------- Kemlite Company, Inc. Fiberglass-reinforced plastic (frp) Recreational vehicle, truck
(dollars in millions) 1998 Joliet, IL panels used as sidewalls and trailer and commercial and
- -------------------------- roofs for recreational vehicles, residential construction
Sales $279.0 interior wall liners and roofs
Operating Profit 39.7 Sequentia, Inc. for truck trailers, and wall and
Operating Margins 14.2% Strongsville, OH ceiling systems for commercial
- -------------------------- and residential construction
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CorTec
Washington Court House, OH Fiberglass-reinforced laminated Trucks and truck trailers, special-
composite panels for purpose trailers, marine house-
transportation, construction and boats and general construction
marine applications
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Resistoflex Corrosion resistant plastic-lined Pharmaceutical, chemical
Marion, NC pipe, fittings, tanks, valves, processing, pulp and paper, ultra
expansion joints and hose pure water, waste management
Plastic-Lined Piping Products assemblies, high performance industries, military and aerospace
Warren, MI aerospace fittings for operating contractors
pressures to 8,000 psi
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Crane Plumbing Plumbing and sanitary fixtures Residential, industrial, commercial
Montreal, Quebec and institutional construction and
renovation markets in Canada
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Polyflon Microwave laminates, circuit Wireless communications,
Norwalk, CT processing, high voltage RF magnetic resonance imaging,
capacitors, radomes microwave and radar system
manufacturers
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Crane Co. 1998 Annual Report 7
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Crane at a Glance
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Controls Business Unit Products Markets Served
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(dollars in millions) 1998 Barksdale, Inc. Solid state and electromechanical Manufacturers of compressors,
- -------------------------- Los Angeles, CA pressure switches and transducers, machine tools, trucks, oil and
Sales $132.3 level switches and continuous level gas exploration, spa heaters,
Operating Profit 8.9 indicators, temperature switches compactors, bailers and heat
Operating Margins 6.7% and directional control valves tracing equipment
- --------------------------
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Powers Process Controls Thermostatically controlled Light commercial and institutional
Skokie, IL shower systems, fluid temperature facilities, chemical processing, food
and pressure regulating systems, processing, pharmaceuticals, water
process controllers and instrumen- and wastewater treatment
tation, process control valves,
light commercial plumbing brass
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Dynalco Controls Rotational speed sensors, Industrial engine manufacturers
Ft. Lauderdale, FL instruments and monitors for and users, oil and gas pipelines,
rugged environments, micro- utilities, petrochemical, marine,
processor based engine controls, construction and agricultural
engine and compressor analyzers, equipment manufacturers
machinery controls
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Azonix Corporation Operator interfaces and measure- Oil and gas service, petrochem-
Billerica, MA ment and control systems for ical, pharmaceutical, primary
hazardous and harsh applications, metal processing, compressor
intelligent data acquisition prod- manufacturers, rail transport,
ucts, high-precision thermometers semiconductor production equip-
and calibrators ment, military ship control
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Ferguson Mechanical and electronic index Assembly, packaging, processing
St. Louis, MO drives, rotary tables, pick-and- and metal working machinery
place robots, precision synchronous manufacturers for the automotive,
in-line transfer machines, press beverage, food, health care, and
feeds, clutches and custom cams electronic industries
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Merchandising Systems
- -------------------------- National Vendors Electronic vending merchandis- Automated merchandising, office
(dollars in millions) 1998 Bridgeton, MO ers for refrigerated and frozen coffee service
- -------------------------- foods, hot and cold beverages,
Sales $191.9 snack foods, coin and currency
Operating Profit 33.5 changers
Operating Margins 17.5%
- --------------------------
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National Rejectors, Inc. Electronic coin validators and Automated merchandising
GmbH (NRI) changers, chip card cashless
Buxtehude, Germany payment systems
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Wholesale Distribution
- -------------------------- Huttig Building Products Distributor of doors, windows, Building supply dealers, home
(dollars in millions) 1998 Chesterfield, MO millwork, specialty construction centers, contractors, home
- -------------------------- materials and related products builders and home remodelers
Sales $816.3
Operating Profit 34.1 ----------------------------------------------------------------------------------------------------
Operating Margins 4.2%
- -------------------------- Crane Supply Distributor of pipe, valves, Industrial, municipal, commercial
Montreal, Quebec fittings and plumbing and hydronic and institutional construction,
heating related products industrial, MRO markets and
fabricators
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Other
- -------------------------- Crane Defense Specialized material handling sys- Military and commercial shipbuild-
Conroe, TX tems, elevators, winches, ground ing, offshore oil rigs, commercial
support equipment, cranes and and industrial precision fabrication
related electronics and hydraulic
control systems
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8 Crane Co. 1998 Annual Report
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Consolidated Statements of Income
For Years Ended December 31,
(in thousands except per share data) 1998 1997 1996
- --------------------------------------------------------------------------------
Net Sales $ 2,268,505 $ 2,036,831 $ 1,847,732
Operating Costs and Expenses:
Cost of sales 1,624,667 1,477,048 1,344,745
Selling, general and administrative 343,448 307,782 287,432
Depreciation and amortization 61,458 55,400 49,402
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2,029,573 1,840,230 1,681,579
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Operating Profit 238,932 196,601 166,153
Other Income (Expense):
Interest income 2,774 3,072 2,527
Interest expense (27,819) (23,817) (23,420)
Miscellaneous-net 754 (19) (240)
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(24,291) (20,764) (21,133)
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Income Before Taxes 214,641 175,837 145,020
Provision for Income Taxes 76,203 63,066 52,910
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Net Income $ 138,438 $ 112,771 $ 92,110
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Net Income Per Share:
Basic $ 2.02 $ 1.64 $ 1.35
Diluted $ 2.00 $ 1.63 $ 1.34
Average diluted shares outstanding 69,368 69,384 68,600
Dividends Per Common Share $ .37 $ .33 $ .33
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See Notes to Consolidated Financial Statements
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Crane Co. 1998 Annual Report 9
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Consolidated Balance Sheets
Balance December 31,
(in thousands except per share data) 1998 1997
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Assets
Current Assets:
Cash and cash equivalents $ 15,909 $ 6,982
Accounts receivable 303,245 272,262
Inventories
Finished goods 146,898 113,496
Finished parts and subassemblies 58,644 46,351
Work in process 38,743 51,345
Raw materials 86,059 79,892
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Total inventories 330,344 291,084
Other current assets 49,468 37,425
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Total Current Assets 698,966 607,753
Property, Plant and Equipment at Cost:
Land 36,964 34,485
Buildings and improvements 171,143 159,811
Machinery and equipment 437,276 388,408
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Gross Property, Plant and Equipment 645,383 582,704
Less accumulated depreciation 337,816 308,947
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Net Property, Plant and Equipment 307,567 273,757
Other Assets 32,964 31,913
Intangibles 50,073 51,907
Cost in Excess of Net Assets Acquired 365,104 220,563
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$ 1,454,674 $ 1,185,893
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Liabilities and Shareholders' Equity
Current Liabilities:
Current maturities of long-term debt $ 787 $ 992
Loans payable 50,401 30,240
Accounts payable 132,376 122,616
Accrued liabilities 148,938 128,794
U.S. and foreign taxes on income 18,660 13,170
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Total Current Liabilities 351,162 295,812
Long-Term Debt 359,090 260,716
Other Liabilities 28,235 25,618
Accrued Postretirement Benefits 40,814 41,838
Accrued Pension Liabilities 5,955 6,559
Deferred Income Taxes 26,184 22,806
Preferred Shares, par value $.01; 5,000,000 shares authorized -- --
Common Shareholders' Equity:
Common shares, par value $1.00; 80,000,000 shares authorized -- --
Outstanding 68,495,894 shares(68,312,730 in 1997) after
deducting 3,930,245 shares in treasury (4,113,658 in 1997) 68,496 68,313
Capital surplus 17,977 20,099
Retained earnings 574,797 460,682
Accumulated other comprehensive income (loss) (18,036) (16,550)
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Total Common Shareholders' Equity 643,234 532,544
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$ 1,454,674 $ 1,185,893
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See Notes to Consolidated Financial Statements
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10 Crane Co. 1998 Annual Report
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Consolidated Statements of Cash Flows
For Years Ended December 31,
(in thousands) 1998 1997 1996
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Operating Activities:
- -----------------------------------------------------------------------------------------------
Net income $ 138,438 $ 112,771 $ 92,110
Depreciation 38,563 36,995 35,122
Amortization 22,895 18,405 14,280
Deferred income taxes 4,178 4,816 3,105
Cash used for operating working capital (5,036) (16,529) (13,783)
Other (7,164) (6,684) (8,678)
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Total Provided From Operating Activities 191,874 149,774 122,156
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Investing Activities:
Capital expenditures (54,260) (40,642) (50,471)
Proceeds from disposition of capital assets 10,503 4,747 11,759
Payments for acquisitions net of cash, and liabilities
assumed of $17,397 in 1998, $34,400 in 1997,
and $1,126 in 1996 (224,143) (81,665) (2,523)
Proceeds from divestitures 4,276 7,453 1,554
- -----------------------------------------------------------------------------------------------
Total Used for Investing Activities (263,624) (110,107) (39,681)
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Financing Activities:
Equity:
Dividends paid (25,199) (22,870) (22,710)
Reacquisition of shares - open market (11,329) (20,529) (24,596)
Reacquisition of shares - stock incentive program (10,895) (4,448) (2,087)
Stock options exercised 9,250 7,382 5,042
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(38,173) (40,465) (44,351)
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Debt:
Proceeds from issuance of long-term debt 143,565 -- --
Repayments of long-term debt (5,692) (3,458) (12,987)
Net increase (decrease) in short-term debt (19,928) 1,099 (18,996)
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117,945 (2,359) (31,983)
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Total Provided from (Used for) Financing Activities 79,772 (42,824) (76,334)
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Effect of exchange rate on cash and cash equivalents 905 (1,440) (38)
- -----------------------------------------------------------------------------------------------
Increase (Decrease) in Cash and Cash Equivalents 8,927 (4,597) 6,103
Cash and cash equivalents at beginning of year 6,982 11,579 5,476
- -----------------------------------------------------------------------------------------------
Cash and Cash Equivalents at End of Year $ 15,909 $ 6,982 $ 11,579
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Detail of Cash Used for Operating
Working Capital (Net of Effects of Acquisitions):
Accounts receivable $ (1,535) $ (25,358) $ (733)
Inventories (9,019) 2,476 (2,878)
Other current assets (7,872) 2,090 (327)
Accounts payable (1,240) 5,702 2,134
Accrued liabilities 7,763 2,683 (8,235)
U.S. and foreign taxes on income 6,867 (4,122) (3,744)
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Total $ (5,036) $ (16,529) $ (13,783)
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Supplemental Disclosure of Cash Flow Information:
Interest paid $ 25,142 $ 22,865 $ 22,790
Income taxes paid $ 59,893 $ 48,825 $ 48,017
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See Notes to Consolidated Financial Statements
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Crane Co. 1998 Annual Report 11
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Consolidated Statements of Changes in Common Shareholders' Equity
Accumulated
Common Other Total Common
Shares, at Comprehensive Capital Retained Comprehensive Shareholders'
(In thousands except share data) Par Value Income Surplus Earnings Income (Loss) Equity
- ---------------------------------------------------------------------------------------------------------------------------
Balance January 1, 1996 $67,782 $12,860 $304,096 $(10,009) $374,729
- ---------------------------------------------------------------------------------------------------------------------------
Net income $92,110 92,110 92,110
Cash dividends (22,710) (22,710)
Issuance of 1,641,468 shares for
Interpoint acquisition 1,641 31,175 32,816
Reacquisition of 1,622,642 shares (1,623) (29,945) (31,568)
Exercise of stock options, 460,886 shares 461 7,548 8,009
Tax benefit - Exercise of stock options 2,967 2,967
Restricted stock awarded, 229,142 shares - net 229 5,240 (1,794) 3,675
Currency translation adjustment 2,641 2,641 2,641
- ---------------------------------------------------------------------------------------------------------------------------
Comprehensive Income 94,751
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Balance December 31, 1996 $68,490 $29,845 $371,702 $(7,368) $462,669
- ---------------------------------------------------------------------------------------------------------------------------
Net income 112,771 112,771 112,771
Cash dividends (22,870) (22,870)
Reacquisition of 981,455 shares (981) (23,996) (24,977)
Exercise of stock options, 652,523 shares 653 6,729 7,382
Tax benefit - Exercise of stock options 3,541 3,541
Restricted stock awarded, 151,873 shares - net 151 3,980 (921) 3,210
Currency translation adjustment (9,182) (9,182) (9,182)
- ---------------------------------------------------------------------------------------------------------------------------
Comprehensive Income 103,589
===========================================================================================================================
Balance December 31, 1997 $68,313 $20,099 $460,682 $(16,550) $532,544
- ---------------------------------------------------------------------------------------------------------------------------
Net income 138,438 138,438 138,438
Cash dividends (25,199) (25,199)
Reacquisition of 702,276 shares (702) (21,522) (22,224)
Exercise of stock options, 780,902 shares 780 8,470 9,250
Tax benefit - Exercise of stock options 6,638 6,638
Restricted stock awarded, 104,787 shares - net 105 4,292 876 5,273
Currency translation adjustment (1,486) (1,486) (1,486)
- ---------------------------------------------------------------------------------------------------------------------------
Comprehensive Income 136,952
===========================================================================================================================
Balance December 31, 1998 $68,496 $17,977 $574,797 $(18,036) $643,234
===========================================================================================================================
See Notes to Consolidated Financial Statements
================================================================================
12 Crane Co. 1998 Annual Report
================================================================================
Notes To Consolidated Financial Statements
Accounting Policies
Principles of Consolidation -- The consolidated financial statements include all
majority-owned subsidiaries. Investments in affiliates owned 50% or less are
accounted for under the equity method. All intercompany items have been
eliminated. Certain prior year amounts have been reclassified to conform with
the 1998 presentation. All share and per share data have been retroactively
restated to reflect the three-for-two splits of common stock effected in the
form of a 50% stock dividend in 1998 and 1996.
General -- The company's financial statements are prepared in conformity with
generally accepted accounting principles. These require management to make
estimates and assumptions that affect the reported amounts of assets and
liabilities at the date of the financial statements, and the reported amounts of
revenues and expenses during the reporting period. Actual results may differ
from those estimated..
Revenue Recognition -- Revenues are recorded generally when title passes to the
customer.
Income Taxes -- Income tax expense is based on reported earnings before income
taxes. Deferred income taxes reflect the impact of temporary differences between
assets and liabilities recognized for financial reporting purposes and such
amounts recognized for tax purposes using currently enacted tax rates.
Net Income Per Share -- The company's basic earnings per share calculations are
based on the weighted average number of common shares outstanding. Diluted
earnings per share include all stock options. The company has no stock warrants
or convertible securities.
(In thousands, except per share data) 1998 1997 1996
- --------------------------------------------------------------------------------
Income available to
common shareholders $138,438 $112,771 $92,110
Basic shares outstanding 68,555 68,565 68,034
Effect of dilutive stock options 813 819 566
- --------------------------------------------------------------------------------
Diluted shares outstanding 69,368 69,384 68,600
Earnings per share:
Basic $ 2.02 $ 1.64 $ 1.35
Diluted $ 2.00 $ 1.63 $ 1.34
================================================================================
Cash Equivalents -- Marketable securities with original maturities of three
months or less are included in cash equivalents.
Accounts Receivable -- Receivables are carried at net realizable value.
A summary of the allowance for doubtful accounts, cash discounts, returns and
allowances activity at December 31, follows:
(In thousands)
for years ended December 31, 1998 1997 1996
- -------------------------------------------------------------------------------
Balance at beginning of year $ 6,864 $ 6,563 $ 5,436
Provisions 18,022 19,627 18,104
Deductions (17,469) (19,326) (16,977)
- -------------------------------------------------------------------------------
Balance at end of year $ 7,417 $ 6,864 $ 6,563
================================================================================
Inventories -- Inventories are stated at the lower of cost or market principally
on the last-in, first-out (LIFO) method of inventory valuation. The reduction of
inventory quantities has resulted in a liquidation of LIFO inventories acquired
at lower costs prevailing in prior years. Liquidations have reduced cost of
sales by $3.7 million in 1998, $4.5 million in 1997, and $4.4 million in 1996.
Replacement cost would have been higher by $42.8 million and $46.6 million at
December 31, 1998 and 1997, respectively.
Property, Plant and Equipment -- Depreciation is provided primarily by the
straight-line method over the estimated useful lives of the respective assets
which range from three to twenty-five years.
Intangibles -- Intangible assets are being amortized on a straight-line basis
over their estimated useful lives which range from five to twenty years. The
accumulated amortization was $21.8 million and $18.5 million at December 31,
1998 and 1997, respectively.
Cost in Excess of Net Assets Acquired -- Cost in excess of net assets acquired
is being amortized on a straight-line basis ranging from fifteen to forty years.
The accumulated amortization was $50.9 million and $37.4 million at December 31,
1998 and 1997, respectively.
Valuation of Long-Lived Assets -- The company periodically evaluates the
carrying value of long-lived assets, including goodwill and other intangible
assets, when events and circumstances warrant such a review. The carrying value
of a long-lived asset is considered impaired when the anticipated undiscounted
cash flow from such asset is separately identifiable and is less than its
carrying value. In that event, a loss is recognized based on the amount by which
the carrying value exceeds the fair market value of the long-lived asset. Fair
market value is determined primarily using the anticipated cash flows discounted
at a rate commensurate with the risk involved.
Stock-Based Compensation Plans -- The company records compensation expense for
its stock-based employee compensation plans in accordance with the
intrinsic-value method prescribed by APB No. 25, "Accounting for Stock Issued to
Employees." Intrinsic value is the amount by which the market price of the
underlying stock exceeds the exercise price of the stock option or award on the
measurement date, generally the date of grant.
Currency Translation -- Assets and liabilities of subsidiaries that prepare
financial statements in currencies other than U.S. dollars are translated at the
rate of exchange in effect on the balance sheet date; income and expense are
translated at the average rates of exchange prevailing during the year. The
related translation adjustments are included in accumulated other comprehensive
income (loss) in a separate component of shareholders' equity.
Financial Instruments -- The company periodically enters into interest rate swap
agreements to moderate its exposure to interest rate changes and to lower the
overall cost of borrowings. The differential to be paid or received is accrued
as interest rates change and is recognized in income over the life of the
agreements. No agreements were outstanding at December 31, 1998. In addition,
the company periodically uses forward foreign exchange contracts to hedge firm
purchase and sales commitments. Gains and losses on such contracts are deferred
and recognized as part of the related transactions. Amounts outstanding at
December 31, 1998 for such contracts were not material.
================================================================================
Crane Co. 1998 Annual Report 13
Notes To Consolidated Financial Statements (continued)
================================================================================
Recently Issued Accounting Standards -- In June 1998, Statement of Financial
Accounting Standards (SFAS) No. 133 "Accounting for Derivative Instruments and
Hedging Activities" was released. The company is required to implement the
statement in the first quarter of fiscal 2000. The company has historically made
limited use of derivative instruments and financial hedges and believes any
impact of the new accounting pronouncement on the financial statements will be
immaterial.
Research and Development
Product development and engineering costs were approximately $72.4 million,
$56.8 million and $52.0 million in 1998, 1997, and 1996, respectively. Included
in these amounts were approximately $15.8 million, $9.5 million and $10.3
million received in 1998, 1997 and 1996, respectively, for customer-sponsored
research and development.
Miscellaneous--Net
(In thousands)
For Years Ended December 31, 1998 1997 1996
- --------------------------------------------------------------------------------
Gain on capital assets $ 2,326 $ 509 $3,242
Other (1,572)(a) (528) (3,482)(a)
- --------------------------------------------------------------------------------
$ 754 $ (19) $ (240)
- --------------------------------------------------------------------------------
(a) Includes $1.0 million in 1998 and $4.0 million in 1996 for legal costs
related to a previously discontinued operation.
Supplementary Cash Flow Information
In a noncash transaction, the company acquired Interpoint in 1996 by issuing
stock of $32.8 million and assuming liabilities of $37.9 million. The fair value
of assets acquired totaled $32.2 million for an excess purchase price over net
assets acquired of $38.5 million.
Income Taxes
Income before taxes is as follows:
(In thousands)
For Years Ended December 31, 1998 1997 1996
- --------------------------------------------------------------------------------
U.S. operations $197,882 $157,242 $128,666
Non-U.S. operations 16,759 18,595 16,354
- --------------------------------------------------------------------------------
$214,641 $175,837 $145,020
================================================================================
The provision for income taxes consists of:
(In thousands)
For Years Ended December 31, 1998 1997 1996
- --------------------------------------------------------------------------------
Current:
U.S. federal tax $61,992 $47,991 $39,793
State and local tax 4,112 4,943 6,199
Non-U.S. tax 5,921 5,316 3,813
- --------------------------------------------------------------------------------
72,025 58,250 49,805
- --------------------------------------------------------------------------------
Deferred:
U.S. federal tax 2,952 4,143 1,683
State and local tax 350 290 397
Non-U.S. tax 876 383 1,025
- --------------------------------------------------------------------------------
4,178 4,816 3,105
- --------------------------------------------------------------------------------
Total income taxes $76,203 $63,066 $52,910
================================================================================
Reconciliation of the statutory U.S. federal rate to effective tax rate is as
follows:
(In thousands)
For Years Ended December 31, 1998 1997 1996
- --------------------------------------------------------------------------------
Statutory U.S. federal
tax at 35% $ 75,124 $ 61,543 $ 50,757
Increase (reduction) from:
Non-U.S. taxes 200 (1,001) (1,065)
State and local taxes 2,900 3,401 4,287
Non-deductible goodwill 3,397 2,732 1,992
Foreign Sales Corporation (3,035) (3,021) (2,106)
Other (2,383) (588) (955)
- --------------------------------------------------------------------------------
Provision for income taxes $ 76,203 $ 63,066 $ 52,910
- --------------------------------------------------------------------------------
Effective tax rate 35.5% 35.9% 36.5%
- ------------------------------------------------------------------------------
At December 31, 1998, the company had unremitted earnings of foreign
subsidiaries of $103 million. Because these earnings, which reflect full
provision for non-U.S. income taxes, are indefinitely reinvested in non-U.S.
operations or can be remitted substantially free of additional tax, no provision
has been made for taxes that might be payable upon remittance of such earnings.
The components of deferred tax assets and liabilities included on the balance
sheet at December 31 are as follows:
(In thousands) 1998 1997
- --------------------------------------------------------------------------------
Deferred tax assets:
Postretirement benefits $15,928 $16,404
Inventory 5,632 4,944
Insurance 11,355 10,530
Environmental 4,037 5,253
Tax loss and credit carryforwards 7,395 3,483
Deferred compensation 8,318 7,083
Other 11,091 4,641
- --------------------------------------------------------------------------------
Total 63,756 52,338
Less valuation allowance on tax
loss and credit carryforwards 3,086 3,483
- --------------------------------------------------------------------------------
Total deferred tax assets, net $60,670 $48,855
================================================================================
Deferred tax liabilities:
Depreciation $17,213 $15,767
Difference between book basis
and tax basis of assets 13,235 10,152
Intangibles 13,489 14,547
Pension 5,769 4,606
- --------------------------------------------------------------------------------
Total deferred liabilities $49,706 $45,072
================================================================================
Net deferred asset $10,964 $ 3,783
- --------------------------------------------------------------------------------
Balance sheet classification:
Current assets:
Other current assets $37,148 $26,589
Long-term liabilities:
Deferred income taxes 26,184 22,806
- --------------------------------------------------------------------------------
$10,964 $ 3,783
================================================================================
================================================================================
14 Crane Co. 1998 Annual Report
================================================================================
As of December 31, 1998, the company had net operating loss (NOL) carryforwards
and U.S. tax credit carryforwards which will expire, if unused, as follows:
Non-U.S. Non-U.S. U.S. U.S U.S.
(In thousands) National Municipal State Federal R&D
Year of Expiration NOL NOL NOL NOL Credit
- --------------------------------------------------------------------------------
1999-2002 $988 $ - $ - $ 802 $25
After 2002 150 - 2,975 10,376 18
Indefinite 1,854 4,728 46,672 - -
- --------------------------------------------------------------------------------
Total $2,992 $4,728 $49,647 $11,178 $43
- --------------------------------------------------------------------------------
Deferred tax asset on
tax carryforwards $1,046 $ 415 $ 1,978 $ 3,913 $43
- --------------------------------------------------------------------------------
Of the total $7.4 million deferred tax asset on tax carryforwards, $3.1 million
has been offset by the valuation allowance because of the uncertainty of
ultimately realizing these future benefits.
Accrued Liabilities
(In thousands) December 31, 1998 1997
- --------------------------------------------------------------------------------
Employee-related expenses $ 72,460 $ 62,950
Insurance 13,965 12,418
Environmental 4,232 5,619
Warranty 11,415 8,282
Professional fees 3,462 5,551
Sales allowances 5,196 3,805
Customer advanced payments 3,911 2,410
Interest 5,421 3,609
Taxes other than income 2,945 3,017
Pensions 3,243 2,795
Other 22,688 18,338
- --------------------------------------------------------------------------------
$148,938 $128,794
- --------------------------------------------------------------------------------
Other Liabilities
(In thousands) December 31, 1998 1997
- --------------------------------------------------------------------------------
Environmental $10,105 $11,319
Insurance 7,793 7,215
Minority interest 3,669 3,040
Other 6,668 4,044
- --------------------------------------------------------------------------------
$28,235 $25,618
- --------------------------------------------------------------------------------
Pension and Postretirement Benefits
The company and most of its subsidiaries have defined benefit pension plans for
their employees. The company also has a defined benefit plan for its directors.
The plans generally provide benefit payments using a formula based on length of
service and final average compensation, except for some hourly employees for
whom the benefits are a fixed amount per year of service. The company's policy
is to fund at least the minimum amount required by the applicable governmental
regulations.
Postretirement healthcare and life insurance benefits are provided for certain
domestic and non-U.S. employees hired before January 1, 1990 who meet minimum
age and service requirements. The company does not pre-fund these benefits and
has the right to modify or terminate the plan.
The following table sets forth the amounts recognized in the company's balance
sheet at December 31, for company sponsored defined benefit pension and
post-retirement benefit plans:
Pension Postretirement
Benefits Benefits
- -------------------------------------------------------------------------------
(in thousands) 1998 1997 1998 1997
- -------------------------------------------------------------------------------
Change in
benefit obligation:
Benefit obligation at
beginning of year $ 296,433 $ 258,304 $ 27,847 $ 29,712
Service cost 11,062 10,293 420 439
Interest cost 18,860 17,186 1,878 1,978
Plan participants'
contributions 1,509 1,476 1,720 2,024
Amendments 565 647 -- --
Actuarial (gain) loss 16,386 18,362 383 (1,514)
Benefits paid (15,297) (14,827) (4,072) (4,792)
Foreign currency exchange
rate (gain) loss (1,636) (3,765) -- --
Business combinations 2,550 8,757 -- --
- -------------------------------------------------------------------------------
Benefit obligation at
end of year $ 330,432 $ 296,433 $ 28,176 $ 27,847
- -------------------------------------------------------------------------------
Change in plan assets:
Fair value of plan assets
at beginning of year $ 409,638 $ 347,163
Actual return on
plan assets 43,250 70,171
Foreign currency exchange
rate gain (loss) (3,062) (6,665)
Employer contributions 641 3,079
Plan participants'
contributions 1,509 1,476
Benefits paid (15,297) (14,827)
Business combinations 2,321 9,241
- -------------------------------------------------------------------------------
Fair value of plan assets
at end of year $ 439,000 $ 409,638
- -------------------------------------------------------------------------------
Funded status $ 108,568 $ 113,205 $(28,176) $(27,847)
Unrecognized actuarial
(gain) loss (91,317) (95,475) (12,638) (13,991)
Unrecognized prior
service cost 3,145 2,918 -- --
Unrecognized transition
(asset)/obligation (4,101) (4,996) -- --
- -------------------------------------------------------------------------------
Prepaid (accrued)
benefit cost $ 16,295 $ 15,652 $(40,814) $(41,838)
- -------------------------------------------------------------------------------
================================================================================
Crane Co. 1998 Annual Report 15
Notes To Consolidated Financial Statements (continued)
================================================================================
Pension Postretirement
Benefits Benefits
- --------------------------------------------------------------------------------
(dollars in thousands) 1998 1997 1998 1997
- --------------------------------------------------------------------------------
Weighted average assumptions
as of December 31:
Discount rate 6.68% 6.73% 6.75% 7.25%
Expected rate of return
on plan assets 8.27% 8.31% - -
Rate of compensation increase 4.81% 4.86% 4.00% 4.50%
- --------------------------------------------------------------------------------
Components of net periodic
benefit cost:
Service cost $11,062 $10,293 $ 420 $ 439
Interest cost 18,860 17,186 1,878 1,978
Expected rate of return
on plan assets (30,833) (26,321) - -
Amortization of prior
service cost 283 282 - -
Recognized net actuarial
loss (gain) (2,122) (1,341) (969) (975)
- --------------------------------------------------------------------------------
Net periodic benefit cost $(2,750) $ 99 $1,329 $1,442
================================================================================
The projected benefit obligation, accumulated benefit obligation, and fair value
of plan assets for pension plans with accumulated benefit obligations in excess
of plan assets were $5.2 million, $4.9 million and $4.6 million, respectively as
of December 31, 1998, and $6.8 million, $6.2 million and $5.7 million,
respectively, as of December 31,1997.
At December 31, 1998, substantially all plan assets are invested in listed
stocks and bonds. These investments include common stock of the company which
represents 5% of plan assets.
The company participates in several multi-employer pension plans, which provide
benefits to certain employees under collective bargaining agreements. Total
contributions to these plans were approximately $1.4 million in 1998 and $1.5
million in each of 1997 and 1996.
Crane subsidiaries ELDEC Corporation and Interpoint Corporation have a money
purchase plan to provide retirement benefits for all eligible employees. The
annual contribution is 5% of each eligible participant's gross compensation. The
contributions for 1998, 1997 and 1996 were $2.2 million, $1.7 million and $1.4
million, respectively.
The company and its subsidiaries sponsor savings and investment plans which are
available to eligible employees of the company and its subsidiaries. The company
made contributions to the plans of approximately $6.5 million, $5.4 million and
$4.7 million in 1998, 1997 and 1996, respectively.
For the purpose of estimating the postretirement liability, the cost of covered
benefits was assumed to increase 8.5% for 1998, and then to decrease gradually
to 4.75% by 2005 and remain at that level thereafter. In 1997, the cost of
covered benefits was assumed to increase 9.4%, and then to decrease gradually to
5.0% by 2007 and remain at that level thereafter.
1 Percentage 1 Percentage
Point Increase Point Decrease
- --------------------------------------------------------------------------------
Effect on total of
service and interest
cost components $216 $ 187
Effect on postretirement
benefit obligation 2,097 1,839
- --------------------------------------------------------------------------------
Short-Term Financing
The weighted average interest rate for loans payable, consisting of short-term
bank borrowings, at December 31, 1998 and 1997 was 6.4% and 6.3%, respectively.
As of December 31, 1998, the company had unused domestic lines of credit
totaling $198.0 million and unused foreign lines of credit totaling $35.0
million. These lines of credit are typically available for borrowings up to 364
days and are renewable at the option of the lender. Short-term obligations of
$150 million at December 31,1998 were classified as long-term debt since the
company had entered into finance agreements that permit it to refinance
short-term obligations on a long-term basis.
Long-Term Financing
(In thousands) December 31, 1998 1997
- -------------------------------------------------------------------------------
Crane Co.
Senior debt:
7 1/4% notes due 1999 $ 150,000 $ 150,000
Original issue discount (29) (99)
Deferred financing costs (205) (651)
- -------------------------------------------------------------------------------
149,766 149,250
- -------------------------------------------------------------------------------
8 1/2% notes due 2004 100,000 100,000
Original issue discount (436) (519)
Deferred financing costs (358) (426)
- -------------------------------------------------------------------------------
99,206 99,055
- -------------------------------------------------------------------------------
6 3/4% notes due 2006 100,000
Original issue discount (290)
Deferred financing costs (998)
- -------------------------------------------------------------------------------
98,712
- -------------------------------------------------------------------------------
Total Crane Co. 347,684 248,305
- -------------------------------------------------------------------------------
Subsidiaries
Industrial revenue bonds 2,105 2,513
Capital lease obligations 1,271 1,512
Various loans 8,817 9,378
- -------------------------------------------------------------------------------
Total Subsidiaries 12,193 13,403
- -------------------------------------------------------------------------------
Total long-term debt 359,877 261,708
Less current portion 787 992
- -------------------------------------------------------------------------------
Long-term debt net of
current portion $ 359,090 $ 260,716
================================================================================
At December 31, 1998, the principal amounts of long-term debt repayments
required for the next five years are $.8 million in 1999, $9.2 million in 2000,
$.6 million in 2001, $.9 million in 2002, and $150.1 million in 2003.
================================================================================
16 Crane Co. 1998 Annual Report
================================================================================
At December 31, 1998, the company had a $300 million contractually committed
domestic long-term bank credit facility under which the company can borrow,
repay, or to the extent permitted by the agreement, prepay loans and reborrow at
any time prior to the termination date of November 2003. Proceeds may be used
for general corporate purposes or to provide financing for acquisitions. The
agreement contains certain covenants, including limitations on indebtedness and
liens. No loans were outstanding under this agreement at year end. Under a $300
million shelf registration filed with the Securities and Exchange Commission,
$50 million in unissued debt securities remains registered.
Fair Value of Financial Instruments
The carrying value of investments and short-term debt approximates the fair
value. Long-term debt rates currently available to the company for debt with
similar terms and remaining maturities are used to estimate the fair value for
debt issues that are not quoted on an exchange. The estimated fair value of
long-term debt at December 31, 1998 was $376 million compared to a carrying
value of $359 million.
Leases
The company leases certain facilities, vehicles and equipment under capital and
operating leases with various terms. Certain leases contain renewal or purchase
options. Future minimum payments, by year, and in the aggregate, under leases
with initial or remaining terms of one year or more consisted of the following
at December 31, 1998:
Minimum
Capital Operating Sublease
(In thousands) Leases Leases Income Net
- --------------------------------------------------------------------------------
1999 $ 218 $13,563 $1,490 $12,291
2000 204 10,462 1,086 9,580
2001 204 8,282 744 7,742
2002 204 6,015 664 5,555
2003 161 3,901 522 3,540
Thereafter 554 4,321 89 4,786
- --------------------------------------------------------------------------------
Total minimum
lease payments 1,545 $46,544 $4,595 $43,494
=================================
Interest (274)
- -----------------------------------------
Present value $1,271
=========================================
The weighted average interest rate for capital leases is 7.95%.
Rental expense for all operating leases was $14.5 million, $14.9 million and
$15.6 million for 1998, 1997 and 1996, respectively.
The cost of assets capitalized under leases at December 31 is as follows:
(In thousands) 1998 1997
- --------------------------------------------------------------------------------
Buildings and improvements $ 5,844 $ 6,336
Machinery and equipment 7,345 7,158
- --------------------------------------------------------------------------------
13,189 13,494
Less accumulated depreciation 11,520 11,829
- --------------------------------------------------------------------------------
$ 1,669 $ 1,665
================================================================================
Contingencies
The company has established insurance programs to cover product and general
liability losses. These programs have deductible amounts of $5 million per
claim, $10 million aggregate per policy year before coverage begins, with the
exception of aircraft products, and non-U.S. claims, which have first dollar
coverage. The company does not deem its deductible exposure to be material.
As of December 31, 1998, the company is involved in various claims and legal
actions arising in the ordinary course of business. In the opinion of
management, the ultimate disposition of these matters will not have a material
effect on the company's financial condition and results of operations.
The company continues to be involved in various remediation actions to clean up
hazardous wastes as required by federal and state laws. Estimated future
environmental remediation cost was $13.0 million at December 31, 1998, which was
fully accrued. In certain of these actions, the company is one of several
potentially responsible parties ("PRPs"). As a PRP, the company could be liable
for all clean up cost despite the involvement of other PRPs. Given the financial
stability of the other PRPs, the company believes this is unlikely and the
accrual represents management's best estimate, based on current facts and
circumstances, with respect to the ultimate liability that will be apportioned
to the company. The company spent $2.9 million on environmental costs in 1998,
and expects to pay remediation costs of approximately $4 million in 1999. The
annual level of future remediation expenditures is difficult to estimate because
of the many uncertainties relating to conditions of individual sites as well as
uncertainties about the status of environmental laws and regulations and
developments in remedial technology. In addition, the company is a minor/de
minimis potentially responsible party (PRP) at certain third party environmental
remediation sites where remediation obligations are joint and several, and the
company, as part of its estimate of potential liability, periodically reviews
whether the major PRPs have the ability to fulfill their portion of such
remediation obligation. The company is not aware of any significant additional
liability that would result from the inability of other PRPs to fulfill their
obligation. Overall, the company's liability for
================================================================================
Crane Co. 1998 Annual Report 17
Notes To Consolidated Financial Statements (continued)
================================================================================
the required remedial actions being implemented or engineered is not,
individually or in the aggregate, expected to be material.
Crane Co. is a defendant in a class action arising out of the contamination of a
creek in eastern Ohio by a chemical pesticide sold under the trade name Mirex.
This chemical was not manufactured or sold by Crane but was manufactured by
another company, also a defendant, at a site adjacent to a Crane facility. The
complaint seeks an unliquidated amount of compensatory and punitive damages
against Crane, and compensatory and punitive damages against the manufacturer.
Crane asserted cross-claims for contamination of its property and for
indemnification against any liability to the plaintiffs against the manufacturer
and its foreign parent company. In December 1998, the company entered into a
settlement agreement with the manufacturer and its foreign parent company
pursuant to which, among other things, (i) the other parties agreed to indemnify
the company against the class action claims for compensatory damages and other
third party claims, (ii) the other parties agreed to remediate the soils and
groundwater at the company's facility, and in that connection the company sold
the facility to the manufacturer with a leaseback and an option to repurchase
the facility when the soil remediation is completed, and (iii) the company and
the other parties released their claims against each other. Accordingly, the
company believes that these actions are not likely to have a material effect on
its results of operations or financial condition.
The company's Crane Canada, Inc. subsidiary is the defendant in a class action
pending in British Columbia, Canada alleging damages to property from water
escaping from toilet tanks manufactured by Crane Canada. Crane Canada has
settled past claims for property damage arising from water escaping from cracked
toilet tanks on a case by case basis, and has entered into claims handling
agreements with a number of property insurers to process such claims pursuant to
agreed claim procedures and reimbursement formulas. Although the class certifica
tion order has been upheld on appeal, Crane Canada continues to settle property
damage claims in accordance with the claims handling agreements and to enter
into such agreements with additional insurers. Accordingly, the company believes
that the pending legal action will not have a material impact on its
liabilities. Based on the historical trends for claims related to cracked toilet
tanks and the experience of Crane Canada in resolving such claims, the company
believes that pending and reasonably anticipated future claims are not likely to
have a material effect on its results of operations or financial condition.
As of December 31, 1998, Crane Co. was a defendant (among a number of
defendants, typically 15 to 40) in approximately 1,408 actions filed in various
state and federal courts alleging injury or death as a result of exposure to
asbestos in products allegedly manufactured or sold by the company. Because of
the unique factors inherent in each case and the fact that most are in
preliminary stages, the company lacks sufficient information upon which
judgments can be made as to their validity or ultimate disposition. Based on the
information available to the company and its experience in the disposition of
lawsuits of this type, the company believes that pending and reasonably
anticipated future asbestos actions are not likely to have a material effect on
its results of operations or financial condition.
Acquisitions, Divestitures and Investments
The company reviews potential acquisition candidates with market and technology
positions that provide meaningful opportunities in the markets in which it
already has a presence, or which afford significant financial reward, and may
dispose of operations when consistent with its overall goals and strategies.
During 1998 the company completed six acquisitions at a total cost of $224
million. In May, the company acquired Environmental Products USA, Inc. This
business manufactures membrane-based water treatment systems for industrial,
commercial and institutional markets. Also in May, the company acquired Number
One Supply, a building products distribution business based in Baltimore, MD and
Raleigh, NC. In July, the company acquired Consolidated Lumber Company, a
wholesale distributor of lumber and millwork products in the greater Kansas
City, MO area. Number One Supply and Consolidated Lumber were integrated into
the company's Huttig Building Products subsidiary. In August, the company
acquired Sequentia Holdings, Inc., a manufacturer of fiberglass reinforced
plastic panels for the construction and building products markets. Sequentia
complements the company's Kemlite subsidiary, which provides
fiberglass-reinforced plastic panels for the transportation and recreational
vehicle markets. In September, the company acquired Liberty Technologies, Inc.
which develops, manufactures, markets and sells valve, motor, engine and
compression condition monitoring products and related services to the nuclear
power generation and industrial process markets worldwide. Liberty complements
the company's nuclear valve business which provides valves, valve diagnostic
equipment and related services to the nuclear power industry, and with its
Dynalco Controls business, which provides sensors, instrumentation, control
products and automation systems for use in industrial engine applications. Also
in September, the company acquired the Plastic-Lined Piping Products ("PLPP")
division of The Dow Chemical Company. PLPP was integrated with the company's
Resistoflex division, which supplies lined pipe and valves to the chemical
process and industrial markets.
================================================================================
18 Crane Co. 1998 Annual Report
================================================================================
In May of 1998, the company sold two foundry operations acquired as part of the
Stockham Valves & Fittings, Inc. transaction. Accu-Cast, Inc. in Chattanooga, TN
and the Aliceville Foundry in Aliceville, AL were sold for a total of $4.3
million.
During 1997, the company completed five acquisitions at a total cost of $82
million. In March, the company acquired the transportation products business of
Sequentia, Inc. This business, which produces fiberglass-reinforced plastic
panels for the truck body, trailer and container market, has been integrated
with the company's Kemlite subsidiary. Also in March, the company acquired
Polyvend Inc., a manufacturer of snack and food vending machines. Polyvend was
completely integrated into National Vendors modern St. Louis facility by the end
of the third quarter of 1997, significantly expanding distribution sales
channels. In April, the company acquired the Nuclear Valve business of ITI
MOVATS from Westinghouse. MOVATS is a leading supplier of valve diagnostic
equipment and valve services to the commercial nuclear power industry. In July,
through its Huttig Building Products subsidiary, the company acquired MALLCO
Lumber & Building Materials Inc., a leading wholesale distributor of lumber,
doors and engineered wood products serving Arizona and the surrounding region.
In December the company acquired certain operations and product lines of
Stockham Valves & Fittings, Inc. The acquired product lines and related
manufacturing operations were integrated into the company's engineered valve and
commercial bronze and iron valve businesses.
Also in 1997, the company sold its Valve Systems and Controls division for $7.5
million in cash and $1.5 million in preferred stock.
During 1996, the company completed two acquisitions. The company acquired
Interpoint Corporation in a tax-free merger in which the company assumed $26
million of Interpoint debt and issued 1.6 million shares of Crane common stock
for all the outstanding shares of Interpoint. Interpoint designs and
manufactures high density power converters with applications in the aerospace
and medical technology industries. The company also acquired Grenson Electronics
of Daventry, England for a cash payment of $2.7 million. Grenson Electronics
produces low voltage power conversion electronics for the aerospace, defense and
industrial markets. The company sold Empire Foundry in 1996.
All acquisitions were accounted for by the purchase method. The results of
operations for all acquisitions have been included in the financial statements
from their respective dates of purchase. The following unaudited pro forma
financial information presents the combined results of operations of the company
and Environmental Products, Number One Supply, Consolidated Lumber, Sequentia,
Liberty Technologies and Plastic-Lined Piping Products as if the acquisitions
had taken place at the beginning of 1997. The pro forma amounts give effect to
certain adjustments including the amortization of goodwill and intangibles,
increased interest expense and income tax effects. This pro forma information
does not necessarily reflect the results of operations as it would have been if
the businesses had been managed by the company during these periods and is not
indicative of results that may be obtained in the future. Pro forma 1998 and
1997 results are as follows: net sales of $2.39 and $2.25 billion, net income of
$135.2 and $107.7 million and diluted net income per share of $1.95 and $1.55,
respectively.
Preferred Share Purchase Rights
On June 27, 1998, the company adopted a Shareholder Rights Plan to replace the
existing Plan which expired on that date. The company distributed one preferred
share purchase right for each outstanding share of common stock. The preferred
rights were not exercisable when granted and may only become exercisable under
certain circumstances involving actual or potential acquisitions of the
company's common stock by a person or affiliated persons. Depending upon the
circumstances, if the rights become exercisable, the holder may be entitled to
purchase shares of the company's Series A Junior Participating Preferred Stock,
or shares of common stock of the acquiring person. Preferred shares purchasable
upon exercise of the rights will not be redeemable. Each preferred share will be
entitled to preferential rights regarding dividend and liquidation payments,
voting power, and, in the event of any merger, consolidation or other
transaction in which common shares are exchanged, preferential exchange rate.
The rights will remain in existence until June 27, 2008, unless they are earlier
terminated, exercised or redeemed. The company has authorized five million
shares of $.01 par value preferred stock of which 500,000 shares have been
designated as Series A Junior Participating Preferred Stock.
Stock-Based Compensation Plans
The company has three stock-based compensation plans: the Stock Option Plan, the
Restricted Stock Award Plan and the Non-Employee Director Restricted Stock Plan.
In accounting for its stock-based compensation plans, the company applies the
intrinsic value method prescribed by APB No. 25, "Accounting for Stock Issued to
Employees." Intrinsic value is the amount by which the market price of the
underlying stock exceeds the exercise price of the stock option or award on the
measurement date, generally the date of grant. No compensation expense is
recognized for the company's stock option plan. Compensation expense recognized
for its restricted stock award plans was $7.2 million in 1998, $8.8 million in
1997, and $4.6 million in 1996. The pro forma net income and earnings per share
listed below reflect the impact of measuring compensation expense for options
granted in 1998, 1997 and 1996 in accordance with the fair-value-based method
prescribed by SFAS 123, "Accounting for Stock-Based Compensation. " These
amounts may not be representative of future years' amounts as options vest over
a three-year period and generally additional awards are made each year.
================================================================================
Crane Co. 1998 Annual Report 19
Notes To Consolidated Financial Statements (continued)
================================================================================
(In thousands
except per share data) 1998 1997 1996
- --------------------------------------------------------------------------------
Net income As reported $138,438 $112,771 $92,110
Pro forma 133,071 110,339 90,616
Net income per share
Basic As reported 2.02 1.64 1.35
Pro forma 1.94 1.61 1.33
- --------------------------------------------------------------------------------
Diluted As reported 2.00 1.63 1.34
Pro forma 1.92 1.59 1.32
- --------------------------------------------------------------------------------
The weighted average fair value of options granted was $11.01 per share in 1998,
$10.33 per share in 1997 and $8.01 per share in 1996. These estimates were based
on the Black-Scholes multiple option-pricing model with the following weighted
average assumptions:
1998 1997 1996
- -------------------------------------------------------------------------------
Dividend yield .92% 1.48% 1.81%
Volatility 24.22% 24.98% 26.89%
Risk-free interest rates 5.60% 6.76% 6.53%
Expected lives in years 5.29 5.10 4.75
- -------------------------------------------------------------------------------
Options are granted under the Stock Option Plan to officers and other key
employees at an exercise price equal to the fair market value of the shares on
the date of grant. Options become exercisable at a rate of 50% the first year,
75% the second year and 100% the third year after the date of grant, and expire
ten years after the date of grant. A summary of stock option activity follows:
Weighted
Number of Average
(Shares in thousands) Shares Price
- --------------------------------------------------------------------------------
1996
- --------------------------------------------------------------------------------
Options outstanding at beginning of year 3,146 $ 12.06
Granted 722 18.36
Exercised (461) 11.09
Canceled (90) 15.35
Options outstanding at end of year 3,317 13.50
Options exercisable at end of year 2,124 11.75
1997
- --------------------------------------------------------------------------------
Granted 803 22.60
Exercised (653) 11.32
Canceled (144) 19.06
Options outstanding at end of year 3,323 15.91
Options exercisable at end of year 2,130 13.24
1998
- --------------------------------------------------------------------------------
Granted 1,367 36.26
Exercised (781) 11.89
Canceled (26) 25.07
Options outstanding at end of year 3,883 23.80
Options exercisable at end of year 2,014 16.00
- --------------------------------------------------------------------------------
A summary of information regarding stock options outstanding at December 31,
1998 follows:
(Shares in thousands) Options Outstanding Options Exercisable
- --------------------------------------------------------------------------------
Weighted Weighted Weighted
Average Average Average
Range of Number of Remaining Exercise Number of Exercise
Exercise Prices Shares Life Price Shares Price
- --------------------------------------------------------------------------------
$27.79-36.37 1,378 9.30 $36.14 11 $27.79
14.81-28.59 1,342 7.83 20.38 836 19.81
7.82-15.31 1,163 5.23 13.16 1,167 13.16
- --------------------------------------------------------------------------------
The Restricted Stock Award Plan provides for awards of common stock to officers
and other key employees, subject to resale restrictions. The restrictions on
outstanding awards are scheduled to lapse upon the achievement of certain
performance objectives or over time. The company awarded 113,250 shares with a
weighted average fair value of $36.37 in 1998. As of December 31, 1998, there
were available for future awards a total of $1,500,000 shares.
Under the Non-Employee Director Restricted Stock Plan, directors who are not
full-time employees of the company receive the portion of their annual retainers
which exceeds $15,000 in shares of common stock. The shares are issued each year
after the company's annual meeting, are forfeitable if the director ceases to
remain a director until the company's next annual meeting, and may not be sold
for a period of five years, or until the director leaves the Board. As a group,
non-employee directors received 2,280 shares with a weighted average fair value
of $36.37 in 1998.
Segment Information
The Company's reportable segments are strategic business units that offer
different products and services. They are managed separately because each
business requires different technology and marketing strategies.
The Company has six reportable segments: Fluid Handling, Aerospace, Engineered
Materials, Controls, Merchandising Systems and Wholesale Distribution.
The accounting policies of the segments are the same as those described in the
summary of significant accounting policies. The Company accounts for
intersegment sales and transfers as if the sales or transfers were to third
parties at current market prices.
================================================================================
20 Crane Co. 1998 Annual Report
================================================================================
Information by industry segments follows:
(In thousands) 1998 1997 1996
- --------------------------------------------------------------------------------
Fluid Handling
- --------------------------------------------------------------------------------
Net Sales - Outside $445,355 $386,209 $351,374
Net Sales - Intersegment 9,298 7,942 12,594
Operating Profit 27,908 29,977 25,735
Assets 355,485 322,488 255,093
Capital Expenditures 16,810 6,835 7,888
Depreciation and Amortization 12,520 10,381 10,666
Aerospace
- --------------------------------------------------------------------------------
Net Sales - Outside $394,401 $343,900 $246,637
Net Sales - Intersegment 65 -- 37
Operating Profit 118,175 90,055 65,914
Assets 296,668 277,704 251,716
Capital Expenditures 17,515 13,496 8,325
Depreciation and Amortization 12,563 12,785 10,126
Engineered Materials
- --------------------------------------------------------------------------------
Net Sales - Outside $275,969 $222,789 $203,592
Net Sales - Intersegment 2,985 2,771 3,606
Operating Profit 39,655 30,093 25,666
Assets 263,576 109,578 102,035
Capital Expenditures 6,094 8,210 4,252
Depreciation and Amortization 9,633 6,178 5,537
Crane Controls
- --------------------------------------------------------------------------------
Net Sales - Outside $131,052 $130,284 $128,149
Net Sales - Intersegment 1,265 1,237 1,527
Operating Profit 8,927 11,640 11,256
Assets 127,702 121,432 125,433
Capital Expenditures 4,264 2,538 4,170
Depreciation and Amortization 6,555 6,502 6,495
Merchandising Systems
- --------------------------------------------------------------------------------
Net Sales - Outside $191,927 $179,905 $172,847
Net Sales - Intersegment -- -- --
Operating Profit 33,548 31,034 24,810
Assets 117,858 109,190 91,529
Capital Expenditures 2,815 5,089 7,900
Depreciation and Amortization 7,201 6,426 5,664
Wholesale Distribution
- --------------------------------------------------------------------------------
Net Sales - Outside $816,305 $760,608 $734,546
Net Sales - Intersegment -- -- 39
Operating Profit 34,088 26,273 29,492
Assets 233,055 186,633 199,622
Capital Expenditures 5,902 4,146 3,368
Depreciation and Amortization 6,128 5,210 6,362
(In thousands) 1998 1997 1996
- -------------------------------------------------------------------------------
Consolidated
- -------------------------------------------------------------------------------
Net Sales
Other $ 13,496 $ 13,136 $ 10,587
Intersegment Elimination (13,613) (11,950) (17,803)
- -------------------------------------------------------------------------------
Total Net Sales $ 2,268,505 $ 2,036,831 $ 1,847,732
===============================================================================
Operating Profit
Other $ (424) $ 850 $ 470
Corporate (22,937) (23,425) (17,311)
Intersegment Elimination (8) 104 121
- -------------------------------------------------------------------------------
Total Operating Profit $ 238,932 $ 196,601 $ 166,153
===============================================================================
Assets
Other $ 13,003 $ 12,266 $ 7,100
Corporate 47,327 46,602 56,327
- -------------------------------------------------------------------------------
Total Assets $ 1,454,674 $ 1,185,893 $ 1,088,855
===============================================================================
Capital Expenditures
Other $ 810 $ 245 $ 221
Corporate 50 83 14,347
- -------------------------------------------------------------------------------
Total Capital Expenditures $ 54,260 $ 40,642 $ 50,471
===============================================================================
Depreciation and
Amortization
Other $ 269 $ 259 $ 325
Corporate 6,589 7,659 4,227
- -------------------------------------------------------------------------------
Total Depreciation and
Amortization $ 61,458 $ 55,400 $ 49,402
===============================================================================
Information by geographic segments follows:
(In thousands) 1998 1997 1996
- -------------------------------------------------------------------------------
Net Sales
United States $ 1,685,037 $ 1,490,186 $ 1,332,844
Canada 194,723 197,039 189,197
Europe 260,607 213,681 200,636
Other International 128,138 135,925 125,055
- -------------------------------------------------------------------------------
Total Net Sales $ 2,268,505 $ 2,036,831 $ 1,847,732
===============================================================================
Operating Profit
United States $ 189,771 $ 154,595 $ 129,638
Canada 14,673 15,773 12,477
Europe 37,715 32,016 29,875
Other International 19,710 17,642 11,474
Corporate (22,937) (23,425) (17,311)
- -------------------------------------------------------------------------------
Total Operating Profit $ 238,932 $ 196,601 $ 166,153
===============================================================================
Assets
United States $ 1,154,054 $ 899,852 $ 812,832
Canada 81,570 83,510 88,912
Europe 151,950 141,011 114,981
Other International 19,773 14,918 15,803
Corporate 47,327 46,602 56,327
- -------------------------------------------------------------------------------
Total Assets $ 1,454,674 $ 1,185,893 $ 1,088,855
===============================================================================
================================================================================
Crane Co. 1998 Annual Report 21
================================================================================
Management's Responsibility for Financial Reporting
The accompanying consolidated financial statements of Crane Co. and subsidiaries
have been prepared by management in conformity with generally accepted
accounting principles and, in the judgment of management, present fairly and
consistently the company's financial position and results of operations and cash
flows. These statements by necessity include amounts that are based on
management's best estimates and judgments and give due consideration to
materiality.
The accounting systems and internal accounting controls of the company are
designed to provide reasonable assurance that the financial records are reliable
for preparing consolidated financial statements and maintaining accountability
for assets and that, in all material respects, assets are safeguarded against
loss from unauthorized use or disposition. Qualified personnel throughout the
organization maintain and monitor these internal accounting controls on an
ongoing basis. In addition, the company's internal audit department
systematically reviews the adequacy and effectiveness of the controls and
reports thereon. The consolidated financial statements have been audited by
Deloitte & Touche LLP, independent auditors, whose report appears on this page.
The Audit Committee of the Board of Directors, composed solely of outside
directors, meets periodically with management and with the company's internal
auditors and independent auditors to review matters relating to the quality of
financial reporting and internal accounting control and the nature, extent and
results of their audits. The company's internal auditors and independent
auditors have free access to the Audit Committee.
/s/ R. S. Evans
R. S. Evans
Chairman and Chief Executive Officer
/s/ David Smith
D. S. Smith
Vice President--Finance and Chief Financial Officer
================================================================================
Independent Auditors' Report
[LOGO]
To The Shareholders of Crane Co.
We have audited the accompanying consolidated balance sheets of Crane Co. and
its subsidiaries as of December 31, 1998 and 1997, and the related consolidated
statements of income, cash flows and changes in common shareholders' equity for
each of the three years in the period ended December 31, 1998. These financial
statements are the responsibility of the Company's management. Our
responsibility is to express an opinion on these financial statements based on
our audits.
We conducted our audits in accordance with generally accepted auditing
standards. Those standards require that we plan and perform the audit to obtain
reasonable assurance about whether the financial statements are free of material
misstatement. An audit includes examining, on a test basis, evidence supporting
the amounts and disclosures in the financial statements. An audit also includes
assessing the accounting principles used and significant estimates made by
management, as well as evaluating the overall financial statement presentation.
We believe that our audits provide a reasonable basis for our opinion.
In our opinion, such consolidated financial statements present fairly, in all
material respects, the financial position of Crane Co. and its subsidiaries at
December 31, 1998 and 1997, and the results of their operations and their cash
flows for each of the three years in the period ended December 31, 1998 in
conformity with generally accepted accounting principles.
/s/ Deloitte & Touche LLP
Stamford, Connecticut
January 20, 1999
================================================================================
22 Crane Co. 1998 Annual Report
================================================================================
Management's Discussion and Analysis of Operations
Results of Operations 1998
- --------------------------------------------------------------------------------
Fluid Handling
- --------------------------------------------------------------------------------
Fluid Handling Profits Dip Despite Sales Gain
(dollars in millions) 1998 1997
- --------------------------------------------------------------------------------
Sales $ 454.7 $ 394.2
Operating Profit 27.9 30.0
Operating Margins 6.1% 7.6%
- --------------------------------------------------------------------------------
Sales increased 15% in the Fluid Handling segment in 1998, but operating profits
declined by 7%, as markets for many of its products -- valves, pumps and water
treatment systems -- worsened as the year progressed. The increase was derived
from acquisitions and strong first-half sales for many of the businesses in the
group. The gain was smaller than expected as a result of Asia's economic
problems and plunging oil prices, which constrained capital goods purchases and
intensified price competition worldwide. Losses in commercial valves and profit
declines in water treatment systems more than offset solid gains in engineered
valves. Order backlog totaled $79 million, down $34 million from the prior year.
Valve Businesses Mixed
In spite of difficult markets, Crane made important progress in 1998 in
organizing its growing valve businesses to compete more profitably in an
increasingly global marketplace. In both engineered and commercial valves,
Crane's businesses are moving toward common global sourcing, largely from Asia,
and the use of common designs to reduce costs and improve efficiency. Most
finished products will be assembled locally, maximizing each business's ability
to meet customers' needs and preferences.
In the engineered valve group, most of the cast steel, butterfly and check valve
businesses performed well, with solid sales gains and modest profit increases
fueled in part by the addition of the Stockham businesses, acquired in December,
1997. Crane Australia, which makes steel valves for the oil and gas and
petrochemical industries, had slightly lower sales and earnings. Crane's
manufacturing joint venture in Ningjin, China, had a strong year, increasing
shipments 95% over the prior year. Westad, Crane's marine valve manufacturer in
Norway, increased its sales and earnings in 1998, but sales are expected to drop
sharply in 1999 as a result of the decline in Korean ship building. In Crane's
nuclear valve servicing business, which varies with utilities' nuclear plant
outages, sales and profits declined as expected after an exceptionally strong
1997. Significant gains are projected for 1999 because of increased market
demand and the benefits of the September 1998 acquisition of Liberty
Technologies.
In commercial valves, difficulties in absorbing Stockham's bronze production led
to supply shortages and lost business, contributing to a loss for the year. As
part of the global approach, Crane U.K. closed its bronze foundry, shifting its
bronze casting business to the Brantford, Ontario facility, which is ramping up
its manufacturing operations. Crane U.K., which also produces malleable iron
fittings, will open its new electric melting shop in January 1999, improving
efficiency while complying with environmental regulations. Crane U.K. is in the
process of installing new business systems, and is also right-sizing the
business for market conditions and Crane's commercial valve global sourcing
strategy. As a result, $3.2 million of restructuring costs were incurred in
1998.
Mixed Results at Pump Businesses
Sales and earnings were up slightly at Crane Pumps & Systems. Individual brands'
results varied as the company's products serve major municipal, military and
industrial markets. Barnes commercial pumps and pressure sewer products
performed well. Burks Pumps, which serves the original equipment machinery
market, was impacted by the reduction in capital spending in the semiconductor
industry, and sales of Weinman's HVAC pumps were constrained by depressed high
rise construction in the Far East. Deming benefited from a large order for pumps
used in hazardous material destruction. Government orders generally were down as
military spending continued to decline. Deferral of major project awards in the
chemical process and automotive industries affected sales and profits at
Chempump and Process Systems, though not their market share.
Shift in Water Treatment Business
The May 1998 acquisition of Environmental Products USA, a manufacturer of
state-of-the-art, membrane-based water treatment systems, helped Cochrane
reposition its business away from heavy industrial filtration markets toward
light industrial, beverage and other potable water treatment systems. With the
acquisition, overall sales rose but profits were off sharply from 1997 as
Cochrane's important Asia markets weakened and industry pricing pressures
intensified.
================================================================================
Crane Co. 1998 Annual Report 23
================================================================================
Management's Discussion and Analysis of Operations
Outlook
Crane's fluid handling businesses expect flat sales and operating profits in
1999, as weak Asian demand, depressed oil prices and widespread pressure on
corporate profits may constrain capital purchases and intensify global
competition. A strong year is expected for Crane's nuclear services business
which should help the engineered valve segment to continue to perform well and a
turnaround anticipated in commercial valves should return that sector to
profitability. Crane Pumps & Systems is again likely to show solid results.
Cochrane will benefit from a full year of its acquisition's results and an
improved cost structure, facilitating a solid sales gain and a profit rebound to
1997 levels.
- --------------------------------------------------------------------------------
Aerospace
- --------------------------------------------------------------------------------
Aerospace Segment Shows Strong Growth
(dollars in millions) 1998 1997
- -------------------------------------------------------------------------------
Sales $ 394.5 $ 343.9
Operating Profit 118.2 90.1
Operating Margins 30.0% 26.2%
- -------------------------------------------------------------------------------
Crane's aerospace businesses were extremely strong in 1998, increasing their
combined operating profits by 31% on a 15% gain in sales. All four businesses in
the segment reported higher sales, and three had higher earnings fueled by
strong commercial, business and general aviation markets. Order backlog totaled
$281 million at year-end, compared to $297 million in 1997.
Record Results for Hydro-Aire
Hydro-Aire, the world market leader in aircraft anti-skid brake control systems,
turned in a record performance, with operating profits up 23% on a 19% increase
in sales. Every Boeing airplane uses its high performance brake control systems,
and many use its fuel pumps. For instance, the high volume Boeing 737-700 series
incorporates many Hydro-Aire products, including brake control units, wheelspeed
transducers, anti-skid control valves, jettison pumps and boost pumps.
After-market sales of parts and repair and overhaul services also grew
substantially.
With its brake control systems on all Embraer and many Bombardier aircraft,
Hydro-Aire further strengthened its position in regional jets in 1998, winning
the brake control systems on the Dornier 528, 728 and 928. It also won the brake
control systems for a new Raytheon Beech business jet.
A new Enterprise Resource Planning system that went on line in early October
should further reduce costs and working capital needs, improving profits as
sales are expected to flatten in 1999. Improved focus on the aftermarket and
repair and overhaul OEM market will continue to underpin profitability.
Strong Performance at ELDEC
ELDEC, Crane's largest aerospace business, also set sales and earnings records
in 1998, increasing its operating profits by 41% on a sales gain of 15%. Strong
OEM sales, particularly to Boeing, fueled the increases. ELDEC is a market
leader in proximity sensing systems, battery systems, transformer rectifiers and
fuel flowmeters. During 1998, both Rolls Royce and Pratt & Whitney chose ELDEC's
new solid state pressure transducers, designed for high accuracy under harsh
conditions, for their new aircraft engines.
In its power supply business, ELDEC has developed strong relationships with such
major aerospace equipment suppliers as the U.K.'s Smiths Industries, positioning
the company to provide power supplies for products such as avionics on the
planned Eurofighter.
After successfully implementing an Enterprise Resource Planning system in 1997,
ELDEC improved its internal operations in 1998, increasing its on-time
deliveries to customers.
Major Profit Gain at Interpoint
In its second full year as a Crane company, Interpoint had record results, with
operating profits rising 55% on a 10% increase in sales, as the company cut
costs while increasing output, reorganized and refocused on growth opportunities
in the custom, medical and space markets. Interpoint makes proprietary, high
density power converters and microelectronic hybrid devices and is the only
Class K, space-qualified supplier of dc-to-dc power converters. Satellites
typically use scores of these highly reliable, lightweight devices. In addition,
Interpoint has a small but growing share in the expanding markets for medical
electronic devices included in products such as pacemakers, defibrillators,
heart assist pumps, surgical saws and insulin pumps.
With renewed market focus on custom, medical and aerospace applications, and
operational improvements reducing product delivery times to its customers,
Interpoint should have a strong year.
================================================================================
24 Crane Co. 1998 Annual Report
================================================================================
Sales Gains for Lear Romec
Significant up front engineering investments on recent development programs,
critical to sustaining the business, modestly reduced Lear Romec's margins and
operating profits, despite a 10% increase in sales. Commercial OEM markets for
Lear Romec's lubrication and scavenge pumps and centrifugal fuel pumps were
strong, as were general aviation, regional and business jet markets, while
military sales were flat. Aftermarket sales, including civilian and military
spares and repair and overhaul contracts, increased substantially. Sales of
parts manufactured for Hydro-Aire also increased. Continuing cost reductions
and productivity improvements, including cell manufacturing, helped Lear Romec
compete successfully in price-sensitive markets.
Outlook
For 1999, Crane's aerospace businesses anticipate continuing -- but smaller --
gains in sales and profits, as production of commercial aircraft peaks,
especially at Boeing. Regional, commuter and business aircraft markets should
continue to perform well in the near term, but a pickup in production of
military aircraft is not expected before 2001. Aftermarket sales will remain a
strong underpinning of profitability. Interpoint anticipates improved profits
on its electronic products, with flat sales beginning to pick up by year-end.
- --------------------------------------------------------------------------------
Engineered Materials
- --------------------------------------------------------------------------------
Sales and Profits Accelerate in Engineered Materials
(dollars in millions) 1998 1997
- -------------------------------------------------------------------------------
Sales $ 279.0 $ 225.6
Operating Profit 39.7 30.1
Operating Margins 14.2% 13.3%
- -------------------------------------------------------------------------------
Operating profit rose 32% on a 24% increase in sales in the Engineered Materials
segment, reflecting substantial growth at Kemlite and the acquisition of
Sequentia. Strong transportation and building supply markets benefited Kemlite,
Sequentia, and CorTec, which all manufacture fiberglass reinforced plastic (frp)
materials. Partly offsetting their results were a small loss at Crane Plumbing
and modestly lower earnings at Resistoflex. Order backlog was $24 million at
year-end compared to $29 million in 1997.
Kemlite Improves Volume, Margins, Profits
Increasing use of lightweight, thermally efficient frp roofs for refrigerated
trucks and trailers and translucent frp roofs in dry van trailers and trucks,
along with strong markets for truck and trailer liner panels, recreational
vehicle panels and building panels, boosted Kemlite's sales in 1998. The
increased volume, coupled with successful cost reduction efforts, led to
improved margins and record operating profits.
The substitution of translucent frp roofs for aluminum on dry van trailers
appeared to plateau, but the use of non-translucent frp roofs on refrigerated
trucks and trailers increased. In addition, Korean container manufacturers
increased their purchases of Kemlite frp panels in 1998.
Crane's $125 million acquisition of Sequentia Holdings in August 1998,
significantly expanded Kemlite's penetration of the corrugated, translucent and
flat embossed building products markets, particularly in the home center chains.
Crane bought Sequentia's transportation product line in early 1997.
Kemlite added Sequentia's Grand Junction, Tennessee and Houston, Texas plants to
its own plants in Joliet, Illinois and Jonesboro, Arkansas, and will keep
Sequentia's Structoglas(R) brand as a separate product line. Kemlite doubled
production capacity at Jonesboro by adding a second wide line, and now operates
10 of the 14 frp panel production lines in the U.S. Kemlite is the world's
largest producer of frp panels.
Kemlite expects to improve margins, particularly at Sequentia, through increased
production and savings achieved primarily by volume purchasing of raw materials,
along with Six Sigma and other continuing cost reduction programs.
Sales and Profits Rise at CorTec
CorTec reported a profit gain on increased sales, consistent with strong medium
truck and dry van trailer markets. The company made significant progress in
commercializing its new, proprietary Encor(R) product, a fiberglass reinforced
panel with a core of tough composite foam rather than plywood. Encor(R) sales
have grown rapidly since its introduction two years ago, with further gains
expected in 1999. More than 5,000 Encor(R) body units will be used for one-way
rental trucks to be built during the first half of the year. The company
anticipates a flat truck market and a decline in its trailer market segment in
1999.
Acquisition Boosts Resistoflex Sales
Resistoflex modestly increased sales of its corrosion resistant plastic-lined
pipes and fittings,
================================================================================
Crane Co. 1998 Annual Report 25
================================================================================
Management's Discussion and Analysis of Operations
despite lagging demand from the chemical process industry and soft export
markets. The September acquisition of Plastic-Lined Piping Products (PLPP), a
competitor, for $23 million boosted sales, but overall margins and operating
profits were moderately lower. The company's primarily military aerospace
fittings business was strong in 1998, with profitability enhanced by new
machining centers, but competition for new military contracts intensified.
Resistoflex integrated the administration of PLPP at its Marion, North Carolina
headquarters in late 1998, with sales and customer service to follow in early
1999. Manufacturing will continue at the acquired Bay City, Michigan plant.
Resistoflex anticipates that savings and synergies in marketing, distribution,
production and raw materials purchasing will improve margins in 1999. Scheduled
for introduction in 1999 is a new PLPP-developed flangeless fluoropolymer piping
system that eliminates leaks and emissions from flange connections.
Lower Results at Crane Plumbing
Marginally profitable in 1997, Crane Plumbing operated at a small loss on an 8%
decline in revenues in 1998, prompting a management change. The Montreal-based
company makes china, steel and acrylic plumbing fixtures for new construction,
repair and renovation, serving residential, industrial, commercial and
institutional markets, primarily in Canada. In spite of well received new
lavatory products, wholesale demand dipped on a nationwide decline in housing
starts, particularly in Quebec and in British Columbia. Retail sales, however,
rose 21%, as Crane gained major home centers and hardware chains as customers.
The company expects a modest sales gain and a return to profitability in 1999 as
it expands its retail efforts in the northeastern U.S.
Profits Flat at Polyflon
Polyflon, which provides proprietary materials and circuit processing services
to the microwave industry, had level profits on slightly lower sales, as a
better business mix strengthened margins.
Outlook
Despite some risk in truck and trailer markets in 1999, the Engineered Materials
segment should enjoy solid sales gains, largely from full-year results of the
Sequentia and PLPP acquisitions. Margins and profits should improve on higher
volumes, purchasing economies and further cost reductions.
- --------------------------------------------------------------------------------
Controls
- --------------------------------------------------------------------------------
Profits Dip in Controls Segment
(dollars in millions) 1998 1997
- -------------------------------------------------------------------------------
Sales $ 132.3 $ 131.5
Operating Profit 8.9 11.6
Operating Margins 6.7% 8.9%
- -------------------------------------------------------------------------------
Sales increased marginally in the Controls segment in 1998, but operating
profits fell by 23% as Crane's businesses faced weak export markets and
stiffening price competition. Order backlog totaled $28 million at year-end,
compared to $32 million in 1997.
Barksdale Reports Profit Decline
Barksdale continued to win acceptance in domestic and European markets for its
unique air suspension valves, but operating profits dropped on flat sales. In
oil and gas markets, traditionally Barksdale's most profitable, demand fell
sharply as oil prices sank. The costs of implementing an Enterprise Resource
Planning system offset positive initial results from Six Sigma cost reduction
projects, which, like the Enterprise Resource Planning system, should improve
margins in 1999.
Ferguson Profits Lower
Ferguson's domestic and European businesses felt the ripple effect of lagging
machinery exports to Asia, Latin America and Eastern Europe which led to
softening of capital equipment markets in the U.S. and Europe. Overall sales and
operating profits declined, as did bookings, except in automotive assembly
equipment. Ferguson supplies machinery manufacturers with products and devices
ranging from indexers and pick-and-place robots to rotary tables and custom
cams. A fall-off in sales of large indexers, typically used in large
installations, stemmed from both the Asian downturn and the long General Motors
strike. Lower overall volume and a less favorable product mix resulted, reducing
margins and operating profits.
Sales and Profits Dip at Powers Process Controls
A moderate decline in sales and bookings and a larger drop in operating profits
marked 1998 for Powers Process Controls. Shipments of Powers' core products --
water-mixing and thermal shock protection shower systems, water and process
controls, valves and temperature regulators -- slipped in the face of stiffening
price competition and newer technology. Powers' Canadian plumbing brass
operation encountered supply chain
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26 Crane Co. 1998 Annual Report
================================================================================
problems in the second half of the year, reducing sales and profits, and
regaining lost business will be the goal in 1999. Overall commercial and
industrial bookings are expected to remain flat in 1999 amid increasing
competition, but cost reductions should improve margins and profitability.
Acquisition and Market Gains Boost Dynalco Profits
Acquisition of a new product line and strong sales to agricultural equipment
OEMs increased Dynalco's volume, while improved margins led to a solid gain in
profits. Dynalco acquired Liberty Technologies' Beta line of engine and
compressor analyzers in September, when the rest of Liberty was acquired by
Crane Nuclear. These products serve essentially the same markets as Dynalco's
speed, temperature and pressure sensors and controls for rugged environments.
For 1999, a full year of Beta sales should produce substantially higher sales,
with profit gains from increased volume, process improvements and continued
expense reductions.
Harsh Environment Products Boost Azonix Sales
Azonix Corporation, whose man-machine interface (MMI) products for hazardous
environments are already dominant in domestic oil and gas exploration, increased
sales by expanding into focused harsh environment applications. Operating
profits were level with strong 1997 results, largely because of a lower-margin
product mix. Sales of higher-margin measurement and control products also gained
in 1998, but overall bookings fell, primarily reflecting the oil industry
downturn. For 1999, Azonix expects modestly improved results on the strength of
increased MMI sales, new products, cost reductions and a gradual pickup in the
oil industry.
Outlook
Crane's controls businesses project modest sales gains and profit increases in
1999, particularly if oil and gas markets begin to rebound. Any significant
recovery in troubled Asian and Latin American markets that benefits capital
equipment manufacturers could further improve results in the segment.
- --------------------------------------------------------------------------------
Merchandising Systems
- --------------------------------------------------------------------------------
Solid Sales and Profit Growth in Merchandising Systems
(dollars in millions) 1998 1997
- -------------------------------------------------------------------------------
Sales $ 191.9 $ 179.9
Operating Profit 33.5 31.0
Operating Margins 17.5% 17.3%
- -------------------------------------------------------------------------------
The Merchandising Systems segment turned in a solid overall performance in 1998,
with increased sales and operating profits that reflected both energetic sales
efforts and successful cost-cutting. National Vendors, the larger of the
segment's two businesses, reported moderate sales gains and maintained its
strong margins and profits, while the other business, National Rejectors,
improved its margins and profits on slightly lower sales. Order backlog totaled
$22 million at December 31, 1998, up 20% over 1997.
National Vendors Extends Its Reach, Improves Results
National Vendors moved ahead briskly on several fronts in 1998, achieving
increased sales and higher profits domestically and in Europe. National Vendors'
UMC unit in the U.K. had its best year ever and the company's German operation
also improved its performance, as corporate downsizing and cost-cutting resulted
in substitution of vending machines for employee cafeterias. Focusing on the
future, National Vendors also began selling in China, a promising market, and
strengthened its Latin American operations by establishing three distributors in
Mexico and expanding its operations in Chile and Colombia.
National Vendors reduced from 58 to 26 the number of distributors for its "GPL"
brand of machines, intended as a lower-cost solution for smaller operators. The
network now includes only one GPL distributor in most major metropolitan markets
in order to avoid overlaps with other GPL distributors or with National Vendors'
direct sales. The use of exclusivity is aimed at sharpening the distributor's
focus on GPL products. Internationally, GPL sales expanded in Canada and the
U.K., contributing to record National Vendors shipments in both countries.
================================================================================
Crane Co. 1998 Annual Report 27
================================================================================
Management's Discussion and Analysis of Operations
National Rejectors Prepares for the Euro
National Rejectors' shipments of coin validation machines were down modestly
from 1997. Weakness in the amusement industry and stiffer competition in the
U.K. and Spain, two major markets, offset continuing strong sales of validators
for outdoor cigarette machines in Germany. Cost reductions, product redesign and
productivity improvements strengthened NRI's margins, resulting in a solid gain
in profits.
In the past two years, NRI has upgraded many of Germany's estimated 800,000
mechanical outdoor cigarette machines with new electronic validators that can be
programmed to accept Euro coins when those are introduced in 2002. However, many
more cigarette machines, and several hundred thousand other vending machines,
remain to be refitted, promising strong sales of NRI products in Germany and
Europe in coming years. NRI derives some 57% of its revenue from Germany and 40%
from other European markets, including Spain and the U.K., where its German-made
validators compete with locally made products. NRI also sells to other
international markets, supplying validators for Canada's lottery machines, for
example, and validators and coin-changers for South American markets.
The growing demand for NRI's new four-tube changer will positively affect sales
to the vending industry in 1999. Continuing Six Sigma process cost reduction
projects are expected to generate ongoing margin improvements.
Outlook
The Merchandising Systems segment anticipates gains in sales and operating
profits in 1999. National Vendors expects to increase its penetration of
European, U.S. and Latin American markets with its Millenia-styled products,
while expanding its GPL line in those markets as well. NRI also anticipates
higher sales throughout Europe, despite rising competition, on the strength of
its product mix for the cigarette, telephone, ticketing, amusement and vending
markets, and the operators' compelling need to upgrade their machines to accept
multiple versions of the Euro from 15 mints. At both National Vendors and NRI,
margins and operating earnings should continue to improve.
- --------------------------------------------------------------------------------
Wholesale Distribution
- --------------------------------------------------------------------------------
Wholesale Distribution
(dollars in millions) 1998 1997
- -------------------------------------------------------------------------------
Sales $ 816.3 $ 760.6
Operating Profit 34.1 26.3
Operating Margins 4.2% 3.5%
- -------------------------------------------------------------------------------
Crane's Wholesale Distribution segment recorded higher operating profits on a
solid sales increase driven primarily by acquisitions. Huttig Building Products,
Crane's largest business, had a strong profit gain that reflected acquisition
results, same-store increases and process improvements.
Huttig Expands Reach, Boosts Profits
Huttig's sales benefited substantially from strong housing markets and from the
full-year results of its 1997 acquisition of MALLCO Lumber in Phoenix and its
mid-1998 acquisitions of Consolidated Lumber of Kansas City and Number One
Supply, based in Baltimore and Raleigh. The 1998 acquisitions advanced Huttig's
multi-channel strategy for further expanding its nationwide penetration as one
of the nation's largest distributors of lumber and millwork. Number One Supply
specializes in installed sales for large contractors, an approach Huttig plans
to introduce in selected markets. Consolidated Lumber is a one-step wholesaler
of lumber and millwork products with a strong position among single-family home
builders in the Kansas City vicinity.
Huttig continued to consolidate its traditional two-step wholesale distribution
operations to improve efficiency and profitability. In the Midwest, the Oklahoma
City and Des Moines branches are being closed, their territories each divided
among two other branches, with a single general manager for each of the two
expanded districts. In the South, branches in Roanoke, Virginia and Orangeburg,
South Carolina were closed, with territories divided among Fredericksburg,
Charlotte and Macon. In California, the Benicia branch was closed in December,
with Sacramento retaining its sales. The Louisville and Lexington branches were
combined into a single Kentucky territory, with Louisville serving the one-step
market in the area and Lexington distributing on a two-step basis statewide.
================================================================================
28 Crane Co. 1998 Annual Report
================================================================================
Housing starts have been strong nationally and in Huttig's markets during 1998,
fueled by low interest rates and a vigorous economy, but activity will decline
if the economy begins to slow down. Declining raw material prices for lumber and
millwork reduced sales at Huttig's 45 branches and at its Prineville wood
moulding manufacturing operation. Despite the possibility of a somewhat weaker
market, Huttig expects an increase in volume, driven primarily by full-year
sales from the 1998 acquisitions, and increased penetration in other markets.
Operating profits increased strongly in 1998, largely because of full-year
results from the MALLCO acquisition and an immediate profit contribution from
Consolidated Lumber. In 1999, margins and profits should benefit from a full
year of earnings from Consolidated Lumber and Number One Supply, along with
savings from branch consolidations and other cost reductions.
Improved Sales and Profits at Crane Supply
Canadian-based Crane Supply sales and operating profits were down slightly in
U.S. dollar terms but it was able to maintain its operating margins at 6.2% of
sales. In Canadian dollars, Crane Supply achieved modestly higher profits on a
solid sales increase that reflected share gains in generally flat Canadian
markets. The company, Canada's leading distributor of pipe, valves and fittings,
sells to mechanical contractors, industrial plants, fabricators and EPC
(engineering procurement and construction) companies through 34 locations across
the country. Crane Supply began operations in British Columbia in 1997 and plans
to expand in markets where it has existing contracts in the pulp and paper,
mining or petroleum industries. The western region had the strongest gain in
sales and second strongest in profits during 1998, despite the weakening in
British Columbia's resource-based economy caused by slack sales to Asia. The
central region also gained in sales and profits, but the eastern region declined
in both measures.
More efficient use of working capital was a prime focus for Crane Supply in
1998, and with the help of Six Sigma process improvement projects, the company
increased inventory turns significantly. The company continued to emphasize the
industrial market, and particularly valve sales, achieving sales growth of 12%.
Crane Supply does not expect sales to be affected immediately by a projected
slowdown in institutional construction starts, and will focus its National
Business Solutions program on growing the industrial market. Although markets in
British Columbia and Alberta are expected to be soft in 1999, the Ontario and
Quebec markets should compensate for this shortfall and the Atlantic market
should benefit from investment in large offshore oil and gas projects. Operating
profits should grow on the strength of further cost reductions and market share
gains.
Outlook
A projected decline in housing starts in the U.S. and weakness in some parts of
Canada's economy, including institutional construction, will limit volume growth
on the part of Crane's distribution businesses in 1999. However, the accretive
effects of acquisitions, start-up operations in new markets for both companies,
and a sharp, ongoing focus on cost reductions and productivity improvements
should improve operating profits at both Huttig and Crane Supply.
Sales Gain, Profits Dip at Crane Defense Systems
Crane Defense Systems, primarily a defense contractor that designs and builds
heavy shipboard equipment, such as cranes, elevators, hangar doors and torpedo
handling systems, had higher sales but lower operating profits in 1998. Profits
were impacted by one-time MIS costs, higher spending stemming from delayed
contract awards, and high proposal expenses incurred in competing for contracts
on the first of the Navy's new landing craft. Increased sales and profits are
expected in 1999.
================================================================================
1998 Annual Report 29
blank page
================================================================================
Management's Discussion and Analysis of Operations
Results of Operations 1997
Fluid Handling
Fluid Handling operating profit increased 16% in 1997 on an 8% gain in sales.
The sales and earnings gains were derived principally from strong results at
Crane Pumps & Systems and from the Crane Valve Group's April 1 acquisition of
Movats, a provider of valve diagnostic products and services to the nuclear
power industry.
Operating profits of $30.0 million were $4.3 million above the 1996 level. Sales
were $394.2 million, an increase of $30.2 million. Overall operating margins
improved to 7.6% of sales in 1997 from 7.1% in 1996. The backlog of $113 million
was $24 million over 1996.
At Crane Valves significant margin improvements in cast steel and butterfly
valves and the continued ramp-up of the valve manufacturing joint venture in
China contributed to the profit gains, as did increased sales of hydrofluoric
acid valves.
In the United Kingdom, Crane Ltd.'s domestic valve sales were depressed by
consolidation among major customers, partially offset by new business. Export
sales were hurt by the strength of the British pound and a lack of new orders
from certain existing customers in Europe and the Middle East. Margins and
operating profits also declined, in part because of costs associated with the
company's continuing re-engineering program.
Crane Australia enjoyed strong gains in sales and operating profits in 1997,
primarily because of increased exports to Southeast Asia. Gains in market share
in Indonesia and Malaysia and higher sales of cast steel valves more than offset
a softening of the Australian market and declines in sales of forged steel,
alloy and cast iron valves. Indonesia's currency devaluation reduced Crane's
manufacturing operation there to break-even status.
Westad reported higher sales but operating profits declined, reflecting the cost
of ramping up for increased volume, as well as a less-favorable product mix and
higher warranty expenses. Orders for high-value titanium valves for special
industrial applications and a series of contracts from shipbuilders for LNG
valves increased Westad's sales, as did the overall strength of the marine
market.
Crane Pumps & Systems translated a small sales gain into a second year of record
profits as a result of a more favorable product mix, price increases and higher
margins derived from outsourcing and continuous improvement activities. While
total bookings increased modestly, total backlog enjoyed substantial growth.
Chempump had lower sales and earnings in 1997 after a record year in 1996. The
sales decline reflected an industry shift from standard pumps to more
customer-specific engineered pumps, which require longer lead times. However,
bookings and backlog increased in 1997, primarily in engineered pumps.
Cochrane, Inc. had flat earnings in 1997 on slightly higher sales. Cochrane
reported significant gains in bookings and backlog.
Aerospace
Aerospace segment operating profits improved 37% on a 39% increase in sales. The
strength of the commercial air transport industry in 1997 was the driving force
in this performance, along with a full year's results from Interpoint, acquired
in October, 1996. Segment sales were $343.9 million, up from $246.7 in 1996,
while operating profits rose from $65.9 million to $90.1 million.
Operating profit margins declined slightly to 26.2% as 1997 results included
Interpoint for the whole year. Interpoint's margins are historically lower than
the other Aerospace businesses. The backlog increased to $297.4 million, up
$28.5 million from 1996.
ELDEC, the segment's largest business, reported strong growth in sales and
operating profits, maintaining its solid margins despite investing heavily in R
& D and implementing a new Enterprise Resource Planning system. Total bookings
and year-end backlog were well above 1996.
ELDEC won orders for its proximity sensing systems or power systems on almost
all of the new aircraft launched during 1997. The company won proximity sensing
systems business on the Raytheon Hawker Horizon business jet, the Boeing MD-10
upgrade for Federal Express, and the Canadair RJ-700, a new 70-seat regional
jet, as well as a battery system for the MD-95. The company has also completed
development of a new battery system that is now being installed in all new
generation Boeing 737 and 747 aircraft. ELDEC's sales of power conversion
products for avionics systems dipped in 1997 as several military programs ended.
Hydro-Aire posted strong commercial OEM sales driven primarily by sales of
braking systems for Boeing aircraft, including the latest derivatives in
Boeing's 737 series, which continue to gain market share. Aftermarket sales
showed strong growth, as did sales of repair and overhaul services. Military
sales, mainly braking systems for the C-17 and Lockheed C-130J transports, also
increased.
Strength in the business and commuter jet market where Hydro-Aire has a strong
market position and demand for Hydro-Aire offerings of centrifugal pumps also
contributed to the improved results.
Lear Romec achieved a solid profit gain on essentially flat sales. Bookings
gained 10% despite a sharp drop in government spares orders after a strong 1996.
Increased marketing and support efforts boosted sales in the repair and overhaul
business, and higher sales of pumps for Hawk missile systems and initial
provisioning sales to airlines increased after market sales. Sales of
engineering services also gained but overall OEM unit sales declined because of
lower military sales.
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30 Crane Co. 1998 Annual Report
Lear Romec improved its overall margins by aggressively cutting costs and by
improving its production efficiency with automated equipment and cell
manufacturing techniques. The company is also applying engineering and
manufacturing resources to support Hydro-Aire's line of high performance
centrifugal fuel pumps.
Interpoint had strong sales and earnings gains in its first full year as a Crane
company. Operating profits were affected by integration costs, a new wage
structure, and the expense of implementing new systems for materials
requirements planning and cost accounting. Bookings and year-end backlog
increased significantly.
Engineered Materials
The Engineered Materials segment achieved 17% higher profits in 1997 on a 9%
increase in sales. Strong sales and earnings gains at Kemlite, the segment's
largest business, and improved profitability at Crane Plumbing were the
principal elements in this result.
Operating profit margins improved to 13.3% of sales compared to 12.4% in 1996.
Backlog increased to $29 million at December 31, 1997 compared to $23 million in
1996.
Stronger market conditions helped three of Kemlite's four market segments to
increase sales and earnings.
In the transportation segment, Kemlite's market-leading fiberglass-reinforced
plastic liner panels (frp) and translucent roof panels for truck trailers and
trucks turned in a 28% increase in sales. More than half of the increase stemmed
from the March acquisition of a competitor's transportation product line which
helped increase Kemlite's market share. Kemlite also benefited from the
continuing trend toward substitution of translucent fiberglass-reinforced
plastic for aluminum in truck and trailer roof applications. In addition, a 20%
increase in the dry van truck trailer market boosted roof panel sales.
Kemlite's sales of frp panels for sidewalls and roofs on motorhomes and
recreational trailers increased by 10%, largely because of OEMs' shift away from
aluminum.
International sales rose by 25% on increased sales to several large accounts,
and in international markets generally, the company's business continued to
expand. The widespread growth of fast food franchising increased opportunities
for Kemlite's building products and growing truck/trailer markets proved
receptive to frp liner and roof panels.
Cor Tec reported a 7% sales gain but start-up costs on a new product resulted in
flat earnings. Shipments into Canada more than doubled and panel sales to truck
body manufacturers also increased sharply. Demand for longer trailer panels fell
by 10%, reflecting lower frp production at Cor Tec's largest customer.
Resistoflex reported flat earnings on lower sales in 1997, as a fall-off in
project business in economically troubled Southeast Asia squeezed the company's
fledgling operations there and domestic markets for the company's plastic-lined
pipe and fittings were soft. Its aerospace business, primarily domestic military
sales, increased significantly, however, and overall margins improved, making
possible an earnings performance level with 1996 results.
Crane Plumbing improved its profitability on a 6% sales increase, essentially
breaking even after a loss in 1996. A slowdown in commercial construction,
coupled with a shift in demand towards lower priced residential bathware
products, led to a net decline in prices in 1997. The company showed an
improvement in earnings over 1996 as a result of a turnaround of the Acrylics
operation and the automation of a number of operations at its Steelware
facility.
Polyflon increased its sales, sharply raising margins and operating profits.
Controls
The Controls Segment had a modest increase in operating profits in 1997 on a
small sales increase. The five companies in the segment reported combined sales
of $131.5 million, up 1%, and operating earnings of $11.6 million, a gain of 3%
that reflected slightly improved operating margins.
Barksdale increased its penetration of the market for truck and bus ride
leveling systems and expanded its presence in the U.S. "oil patch," but
operating profits were flat despite a 6% sales gain. Backlog and bookings rose
in 1997.
Sales and profits declined in 1997 at Ferguson. Despite product margin gains,
profits slipped as a result of reduced project business in 1997, the cost of
closing its Detroit manufacturing plant and other reorganization expenses.
Year-end backlog in the U.S. rose 11%. Ferguson's European operation in Brussels
increased profits through margin improvements and new sales and marketing
efforts.
Powers Process Controls had lower sales and earnings, primarily because of weak
commercial markets in Canada and increased expenses that offset gains in the
company's commercial non-residential plumbing business in the U.S.
Azonix turned in an especially strong performance in 1997, aided by an expanding
oil exploration industry. Profits more than doubled on a 33% sales increase.
Strong engineering capabilities have enabled Azonix to attain a leadership
position with man machine interface (MMI) products in the oil and gas
exploration industries. The company's rugged MMI products, specifically designed
for hazardous or harsh environments, were the largest gainer for Azonix in 1997.
Dynalco Controls had higher sales and bookings in 1997, both setting new
records. A less favorable product mix resulted in slightly lower margins and
operating profits.
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Crane Co. 1998 Annual Report 31
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Management's Discussion and Analysis of Operations
Sales of Dynalco's instruments and controls to equipment OEMs were strong,
offsetting a small decline in the agricultural OEM sector that reflected a
cyclical dip in agricultural equipment sales.
Merchandising Systems
The Merchandising Systems segment reported a 25% increase in profits for 1997 on
the strength of a modest sales gain and a strong increase in margins. Sales were
$179.9 million, up 4% from 1996 sales. Operating profits rose to $31.0 million,
up $6.2 million from the prior year. Operating profit margins improved to 17.3%
compared to 14.4% in 1996. Backlog of $19 million was up slightly from the prior
year.
National Vendors continued as the market leader in 1997, posting a 9% sales gain
attributable primarily to the March, 1997 acquisition of Polyvend, Inc., a
manufacturer of lower-priced vending equipment sold through distributors to
smaller operators. Operating income increased by 20%. Margins improved on a more
favorable product mix and manufacturing cost improvement.
National Rejectors, Inc., GmbH sharply improved margins in 1997. Generally good
market conditions in Europe, coupled with accelerating demand for NRI's
battery-operated validator for outdoor cigarette machines, particularly in
Germany, drove NRI's improved results. The company's branches in France, Spain
and the U.K. were profitable in local currency terms. Margins benefited from
continuing improvements in design and manufacturing processes, reduced raw
material costs and a small price increase.
Wholesale Distribution
Wholesale Distribution, Crane's largest segment measured by sales, reported
increased sales but lower earnings for 1997. Sales of $760.6 million were up
3.5% for the year but operating profits fell by just under 11% to $26.3 million.
Huttig Building Products had 1997 sales of $625.5 million, a gain of $30.4
million that essentially resulted from the June, 1997 acquisition of MALLCO
Lumber Co., a Phoenix lumber and millwork dealer. MALLCO's sales added $32.3
million to the total. Operating profits declined 10%.
Distribution sales increased slightly in 1997, excluding MALLCO, even though
housing starts declined throughout most of the country, and fell 1.1% in the
markets served by Huttig. Solid housing gains in California and Florida and
modest improvement in the Northeast contributed to the improved results. Other
areas, particularly in the Midwest, but also in the Northwest, Central and
Southern regions, experienced generally softer housing markets. In some areas,
Huttig branches attempted to regain lost volume by pursuing a one-step approach,
shipping to contractors instead of to dealers. Huttig's international sales also
declined as a result of the strength of the dollar versus the Japanese yen.
Sales, margins and operating profits fell significantly at Prineville because of
higher lumber prices throughout 1997, resulting in lower profits for Huttig as a
whole. The 1996 closure of another manufacturing unit, Missoula White Pine &
Sash, improved overall manufacturing profits.
Crane Supply had essentially flat sales of the pipe, valves, fittings and
plumbing fixtures it distributes in Canadian markets, as operating profits
dipped slightly on lower margins. Strong growth in the industrial sector boosted
sales sharply in the Atlantic region and increased oil and gas activity in
Alberta was the main ingredient in a solid gain in that province. The company
improved its profitability in underperforming markets outside central Canada in
1997 and found ways to cut inventories to reduce working capital needs. It also
established electronic data interchange links with many of its best customers,
speeding order handling.
In October, the third company in the segment, Valve Systems and Controls, was
sold for $7.5 million in cash and $1.5 million in convertible preferred stock.
Valve Systems reported a small loss on sales of nearly $25 million through
September 30. In 1996, it had modest profits on sales of $27 million.
Crane Defense Systems combined a 24% sales increase with improved margins in
1997 to generate a gain in operating profit.
Liquidity and Capital Resources
Cash Flow
Operating activities in 1998 generated $192 million in cash flow, allowing the
company to invest $224 million expanding its core businesses by making six
acquisitions, invest $54 million in capital equipment and return $47 million to
shareholders through dividends and share repurchases. This represents the fifth
consecutive year that Crane has generated cash in excess of $100 million from
operations.
Net cash used for investing activities increased compared to the prior year,
mainly because of the six acquisitions made in 1998. Capital expenditures in
1998 totaled $54 million and primarily funded manufacturing and business process
system projects. The company expects to invest approximately $55 million per
year on similar capital projects over the next two years with capital
expenditures dropping to $40 million in 2001. These projects are designed to
reduce business process and manufacturing cycle times, increasing the company's
ability to respond to customer needs. In 1999, Crane plans to continue to seek
acquisition opportunities that complement existing businesses, have leading
positions in niche markets and can generate cash returns greater than the cost
of capital.
Net cash used for financing activities in 1998 includes $22 million for the
repurchase of more than 700,000 shares of Crane common stock and $25 million for
the payment of dividends. Debt repayments totaled $26 million.
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32 Crane Co. 1998 Annual Report
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Capital Structure
The following table sets forth the company's capitalization:
(Dollars in thousands) December 31, 1998 1997
- -------------------------------------------------------------------------------
Short-term debt $ 51,188 $ 31,232
Long-term debt 359,090 260,716
- -------------------------------------------------------------------------------
Total debt 410,278 291,948
Less cash 15,909 6,982
- -------------------------------------------------------------------------------
Total net debt 394,369 284,966
Shareholders' equity 643,234 532,544
- -------------------------------------------------------------------------------
Total capitalization $1,037,603 $817,510
% of net debt to shareholders' equity 61.3% 53.5%
% of net debt to total capitalization 38.0% 34.9%
- -------------------------------------------------------------------------------
At December 31, 1998, the company had unused lines of credit in support of
short-term borrowings of $231.9 million. Domestic lines of credit, which were
uncommitted and unsecured, totaled $205.0 million. Foreign lines of credit
totaled $78.3 million, of which $41.5 million was contractually committed and
$36.8 million was uncommitted. All available short-term lines of credit are for
borrowings up to 364 days and are renewable at the option of the lender.
At December 31, 1998, the company had a $300 million contractually committed
multi-currency long-term bank credit facility under which the company can
borrow, repay, or to the extent permitted by the agreement, prepay loans and
reborrow at any time prior to the termination date of November 2003. Proceeds
may be used for general corporate purposes or to provide financing for
acquisitions. The agreement contains certain covenants, including limitations on
indebtedness and liens. No loans were outstanding under this agreement at year
end. Under a $300 million shelf registration filed with the Securities and
Exchange Commission, $50 million in unissued debt securities remains registered.
Crane is a party to a contractually committed off-balance sheet chattel paper
financing facility which enables its National Vendors operation to offer various
sales support financing programs to its customers. Recourse to Crane for all
uncollectible loans made to National Vendors' customers by the banks under this
agreement is limited.
In addition, the company's U.K. subsidiary was also party to a contractually
committed long-term line of credit in the U.K. This facility permits borrowing
up to $8.3 million, all of which was outstanding at December 31, 1998.
As of December 31, 1998, the company's senior unsecured debt was rated BBB+ by
Standard and Poor's and Baa1 by Moody's Investors Service. The company believes
it has adequate access to both public and private credit markets to meet all of
its operating and strategic objectives.
Environmental
The company continues to be involved in various remediation actions to clean up
hazardous wastes as required by federal and state laws. Estimated future
environmental remediation cost was $13.0 million at December 31, 1998, which was
fully accrued. In certain of these actions, the company is one of several
potentially responsible parties ("PRPs"). As a PRP, the company could be liable
for all clean up cost despite the involvement of other PRPs. Given the financial
stability of the other PRPs, the company believes this is unlikely and the
accrual represents management's best estimate, based on current facts and
circumstances, with respect to the ultimate liability that will be apportioned
to the company. The company spent $2.9 million on environmental costs in 1998,
and expects to pay remediation costs of approximately $3.5 million in 1999. The
annual level of future remediation expenditures is difficult to estimate because
of the many uncertainties relating to conditions of individual sites as well as
uncertainties about the status of environmental laws and regulations and
developments in remedial technology. In addition, the company is a minor/de
minimis potentially responsible party (PRP) at certain third party environmental
remediation sites where remediation obligations are joint and several, and the
company, as part of its estimate of potential liability, periodically reviews
whether the major PRPs have the ability to fulfill their portion of such
remediation obligation. The company is not aware of any significant additional
liability that would result from the inability of other PRPs to fulfill their
obligation. Overall, the company's liability for the required remedial actions
being implemented or engineered is not, individually or in the aggregate,
expected to be material.
Impact of the Year 2000
The Year 2000 Issue relates to most computer software programs using two digits,
rather than four, to define the applicable year for dates. Any of the company's
information technology (IT) and non-information technology (non-IT) systems and
its products may recognize a date using "00" as the year 1900, rather than the
year 2000. This could result in system failures or miscalculations, causing
disruptions in operations, including the inability to process transactions and
engage in similar normal business activities within the company and with third
parties.
Crane has implemented a Year 2000 program for its IT and non-IT systems and its
products consisting of four phases: 1) awareness, formation, planning and
management, 2) inventory, analysis, compliance testing, prioritization and
planning, 3) implementation and validation, and 4) Year 2000 compliance. The
company's senior management and Board of Directors receive regular updates on
the status of the company's Year 2000 program.
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Crane Co. 1998 Annual Report 33
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Management's Discussion and Analysis of Operations
In addition, the company has contacted significant vendors and customers in
order to determine the risks to the company from a third party's failure to
remediate its own Year 2000 issues. While information obtained from these
contacts will be used to mitigate these risks, there can be no assurance that
any third party systems or products will be Year 2000 compliant on a timely
basis or that non-compliance by such third parties will not have a material
adverse effect on the company.
The company's Year 2000 program was initiated in 1997. Virtually all
mission-critical systems, including IT and non-IT systems, are in the
implementation phase or are compliant. Non mission-critical systems are in
various phases of the program. It is expected that all mission-critical systems
will be implemented, tested and validated by September of 1999.
Year 2000 costs incurred to date are approximately $16.8 million, of which $4.8
million was expensed and $12.0 was capitalized. Estimated future costs to
complete the Year 2000 program are $11.3 million, of which $5.6 million will be
expensed as incurred and the remaining $5.7 million will be capitalized. These
costs have been, and will continue to be, funded from normal operating cash
flows of the business. No other information technology projects have been or are
being delayed by this program.
The company believes that completed and planned modifications and conversions of
its software and hardware systems, its products and its efforts to verify the
readiness and compliance of material third parties will allow it to meet its
Year 2000 compliance schedule. However, the success of the Year 2000 compliance
program is based on the availability of a variety of technical experts, expected
successful software modifications being performed by third parties, timely
delivery of new software and hardware systems, and other factors. A deficiency
with respect to any of these factors could cause a failure in the company's Year
2000 program, in whole or in part. The failure to correct a material Year 2000
program could result in an interruption in, or a failure of, certain normal
business activities or operations, which could have a material adverse effect on
the company's results of operations, liquidity or financial condition. Due to
the inherent uncertainty in the Year 2000 problem, particularly in regard to
third party vendor and customer Year 2000 readiness, the company is unable to
determine at this time whether the consequences of any Year 2000 disruptions or
failures will have a material adverse effect on the company's results of
operations, liquidity or financial condition. However, based on current
information, the most reasonably likely worst case scenario would involve the
temporary disruption of the company's ability to fulfill customer orders and no
material adverse effect on the company's financial condition is expected from
this specific scenario.
Risk Factors
Throughout this Annual Report to shareholders, particularly in
the Chairman's Letter to Shareholders on pages 2-4 and in the sections of
Management's Discussion and Analysis of Operation on pages 23-34 the company
makes numerous statements about expectations of future performance and market
trends, and statements about plans and objectives and other matters, which
because they are not historical fact may constitute "forward looking statements"
within the meaning of the Private Securities and Litigation Reform Act of 1995.
Similar forward looking statements are made periodically in reports to the
Securities and Exchange Commission, press releases, reports, and documents and
in written and oral presentations to investors, shareholders, analysts and
others, regarding future results or expected developments. Because the company
wishes to take advantage of the "safe harbor" provisions of the Private
Securities Litigation Reform Act of 1995, readers are cautioned to consider,
among others, the risk factors which will be described in the company's Form
10-K for the period ended December 31, 1998 to be filed with the Securities and
Exchange Commission before March 31, 1999, when evaluating such forward looking
statements about future results or developments.
Copies of the company's Form 10-K can be obtained after it is filed by writing
to the company at the address on the back cover, from the Securities and
Exchange Commission, or through the Internet at the company's web site at
http:/www.shareholder.com/crane.
================================================================================
34 Crane Co. 1998 Annual Report
================================================================================
Five Year Summary of Selected Financial Data
(In thousands except per share data)
Years Ended December 31, 1998 1997 1996 1995 1994
- -----------------------------------------------------------------------------------------------
Net Sales $2,268,505 $2,036,831 $1,847,732 $1,782,310 $1,653,466
Depreciation and Amortization 61,458 55,400 49,402 48,765 44,691
Operating Profit 238,932 196,601 166,153 142,948 109,889
Interest Expense 27,819 23,817 23,420 26,913 24,171
Income Before Taxes 214,641 175,837 145,020 121,468 91,227
Provision for Income Taxes 76,203 63,066 52,910 45,131 35,294
- -----------------------------------------------------------------------------------------------
Income from Operations $ 138,438 $ 112,771 $ 92,110 $ 76,337 $ 55,933
- -----------------------------------------------------------------------------------------------
Diluted Net Income Per Common Share $ 2.00 $ 1.63 $ 1.34 $ 1.11 $ .82
Cash Dividends Per Common Share .37 .33 .33 .33 .33
Assets 1,454,674 1,185,893 1,088,855 998,411 1,008,045
Long-Term Debt 359,090 260,716 267,795 281,093 331,289
- -----------------------------------------------------------------------------------------------
Quarterly Results for the Year
(In thousands except per share data) Quarter Year
Years Ended December 31, First Second Third Fourth
- -------------------------------------------------------------------------------------
1998
Net Sales $526,817 $563,399 $595,438 $582,851 $2,268,505
Cost of Sales 379,989 403,838 426,946 413,894 1,624,667
Depreciation and Amortization (a) 11,292 11,285 13,014 14,003 49,594
- -------------------------------------------------------------------------------------
Gross Profit $135,536 $148,276 $155,478 $154,954 $ 594,244
Net Income 29,899 36,557 36,775 35,207 138,438
Diluted Net Income Per Share .43 .53 .53 .51 2.00
- -------------------------------------------------------------------------------------
1997
Net Sales $467,333 $518,763 $534,818 $515,917 $2,036,831
Cost of Sales 338,614 376,298 391,503 371,300 1,477,715
Depreciation and Amortization (a) 10,113 10,515 10,502 10,713 41,843
- -------------------------------------------------------------------------------------
Gross Profit $118,606 $131,950 $132,813 $133,904 $ 517,273
Net Income 22,645 29,222 31,400 29,504 112,771
Diluted Net Income Per Share .33 .42 .45 .43 1.63
- -------------------------------------------------------------------------------------
(a) amount included in cost of sales.
Market and Dividend Information-Crane Co. Common Shares
New York Stock Exchange Composite Price Per Share Dividends Per Share
- --------------------------------------------------------------------------------
1998 1997 1998 1997
Quarter High Low High Low
- --------------------------------------------------------------------------------
First $35 1/2 $26 3/4 $22 15/16 $18 5/16 $.0825 $.0825
Second 37 9/16 31 28 15/16 20 7/16 .0825 .0825
Third 35 43/64 23 5/16 31 1/2 27 3/8 .1000 .0825
Fourth 32 3/4 21 3/4 31 5/16 26 9/16 .1000 .0825
- --------------------------------------------------------------------------------
$ .3650 $.3300
- --------------------------------------------------------------------------------
The company effected a three-for-two split of its common stock on September 14,
1998 and December 12, 1996.
All per share data prior to the splits have been restated
On December 31, 1998 there were approximately 5,300 holders of record of Crane
Co. common stock.
================================================================================
Crane Co. 1998 Annual Report 35
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Corporate Information
Directors
E. Thayer Bigelow, Jr. (1,2)
Senior Advisor, Time Warner, Inc.
Media and Entertainment
Robert S. Evans (1)
Chairman and Chief Executive Officer
of the Company
Richard S. Forte (2)
President, Dawson Forte Cashmere Company
Importer
Dorsey R. Gardner (2,3)
President, Kelso Management Company, Inc.
Investment Management
William E. Lipner
Chairman, President and Chief Executive Officer
NFO Worldwide, Inc.
Marketing Information / Research Services Worldwide
Dwight C. Minton (1,3)
Chairman, Church & Dwight Co., Inc.
Manufacturer of Consumer and Specialty Products
Charles J. Queenan, Jr. (2)
Senior Counsel, Kirkpatrick & Lockhart LLP
Attorneys at Law
James L. L. Tullis (3)
Chairman, Tullis-Dickerson & Co.
Venture Capital to Health Care Industry
Boris Yavitz (1,3)
Dean Emeritus, Columbia University
Graduate School of Business
Corporate Officers
Robert S. Evans
Chairman and Chief Executive Officer
L. Hill Clark
President and Chief Operating Officer
Gil A. Dickoff
Treasurer
Augustus I. duPont
Vice President, General Counsel and Secretary
Bradley L. Ellis
Vice President, Chief Information Officer
John R. Packard
Vice President, Human Resources
Anthony D. Pantaleoni
Vice President, Environment, Health and Safety
Michael L. Raithel
Controller
David S. Smith
Vice President, Finance and Chief Financial Officer
(1) Member of the Executive Committee
(2) Member of the Audit Committee
(3) Member of the Organization and Compensation Committee
================================================================================
36 Crane Co. 1998 Annual Report
================================================================================
Shareholder Information
Crane Co. Shareholder Direct(R)
Copies of Crane Co.'s report on Form 10-K for 1998 as filed with the Securities
and Exchange Commission as well as other financial reports and news from Crane
Co. are available by calling 1-888-CRANE-CR (1-888-272-6327), 24 hours a day, 7
days a week. Visit Crane Co. on the Internet at
http://www.shareholder.com/crane.
Annual Meeting
The Crane Co. annual meeting of shareholders will be held at 10:00 A.M. on
Monday, April 5, 1999 at the Westin Stamford Hotel, One First Stamford Place,
Stamford, CT 06902.
Stock Listing
Crane Co. common stock is traded on the New York Stock Exchange, listed under
the symbol "CR".
Auditors
Deloitte & Touche LLP
Stamford Harbor Park
Stamford, CT 06902
Equal Employment Opportunity Policy
Crane Co. is an equal opportunity employer. It is the policy of the company to
recruit, hire, promote and transfer to all job classifications without regard to
race, color, religion, sex, age, disability or national origin.
Environment, Health & Safety Policy
Crane Co. is committed to protecting the environment and will strive to protect
the biosphere by taking responsibility to prevent serious or irreversible
environmental degradation through efficient operations and activities. Crane Co.
recognizes environmental management among its highest priorities throughout the
corporation, and has established policies and programs which are integral and
essential elements of the business plan of each of the business units.
Additionally, Crane Co. has established the position of Vice
President-Environment, Health and Safety, which is responsible for assuring
compliance, measuring environmental performance and conducting regular
environmental audits in order to provide appropriate information to the Crane
Co. management team and to regulatory authorities.
Stock Transfer Agent and Registrar of Stock
First Chicago Trust Company,
a division of EquiServe
Customer Service: 1-201-324-1225
Non-Postal Deliveries
525 Washington Blvd.
Jersey City, NJ 07310
Dividend Reinvestment & Optional Payments
P.O. Box 13531
Newark, NJ 07188-0001
General Correspondence & Changes of Address
P.O. Box 2500
Jersey City, NJ 07303-2500
Transfer of Stock Certificates
P.O. Box 2506
Jersey City, NJ 07303-2506
Bond Trustee and Disbursing Agent
The Bank of New York
Corporate Trust Department:
1-800-438-5473
101 Barclay Street - 7 East
New York, NY 10286
Dividend Reinvestment and Stock Purchase Plan
Crane offers shareholders the opportunity to participate in a Dividend
Reinvestment and Stock Purchase Plan. The plan provides two convenient methods
for increasing your investment in Crane Co. common shares, without paying fees
and commissions.
Dividend Reinvestment: for all or part of your dividends on Crane common shares;
and
Voluntary Cash Payments: of any amount from $10 to a maximum of $5,000 a month.
Under terms of the Plan, First Chicago Trust Company, a division of EquiServe
will act as agent for shareholders interested in purchasing additional Crane
common shares automatically, on a regular basis. The details of this plan and
its benefits to you as a Crane shareholder are described in a brochure available
by writing to:
First Chicago Trust Company,
a division of EquiServe
Dividend Reinvestment Plan
Crane Co.
P.O. Box 2598
Jersey City, NJ 07303-2598
Design: Robert Webster Inc
================================================================================
Crane Co. 1998 Annual Report 37
- ----------
CRANE(R)
- ----------
Crane Co.
Executive Offices
100 First Stamford Place
Stamford, CT 06902
(203)363-7300