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Note 10 - SEGMENTS OF BUSINESS
The Companys business activities are organized
around its two principal business segments, Flexible Packaging and Pressure
Sensitive Materials. Both internal and external reporting conform to this
organizational structure with no significant differences in accounting
policies applied. Minor intersegment sales are generally priced to reflect
nominal markups. The Company evaluates the performance of its segments
and allocates resources to them based on operating profit which is defined
as profit before general corporate expense, interest expense, income taxes,
and minority interest. While there are similarities in selected technology
and manufacturing processes utilized, notable differences exist in products,
application and distribution of products, and customer base.
Products produced within the Flexible Packaging business
segment include high barrier, polyethylene, and paper products for food,
medical, personal care, agribusiness, chemicals, pet food, and sanitary
products. Products produced within the Pressure Sensitive Materials business
segment include film, paper, and metalized plastic film printing stocks
used for primary package labeling, promotional decoration, bar code inventory
control labels, and laser printing for administrative office and promotional
applications. This segment also includes micro-thin film adhesives used
in delicate electronic parts assembly and graphic films for decorative
signage.
A summary of the Companys business activities
reported by its two business segments follows:

(1) Operating profit is defined
as profit before general corporate expense, interest expense, income taxes,
and minority interest.
(2) Identifiable assets by business
segment include only those assets that are specifically identified with
each segments operations.
(3) Corporate assets are principally
cash and short-term investments, prepaid expenses, and corporate property.
(4) Net sales are attributed
to countries based on location of the Companys manufacturing or
selling operation.
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