It looks like you're using an Ad Blocker.

Please white-list or disable AboveTopSecret.com in your ad-blocking tool.

Thank you.

 

Some features of ATS will be disabled while you continue to use an ad-blocker.

 

FEMA Coffins In Georgia

page: 20
45
<< 17  18  19    21  22  23 >>

log in

join
share:

posted on Nov, 28 2008 @ 11:01 PM
link   
I just added a reply before this one....maybe it will show up in a few minutes or so...took me alil awhile to remember my login stuff.

But anyway, I ran out of room to finish adding all the info i had.


Company Name: Vantage Products CorporationIs This Your Company?
Address: 960 Almon Rd, Covington, GA 30014-8323 (Map)
Alt Business Name:
Location Type: Single Location
Est. Annual Sales: $9,000,000
Est. # of Employees: 50
Est. Empl. at Loc.: 50
Year Started: 1978
State of Incorp: GA
SIC #Code: 3089
Contact's Name: Manning J Smith
Contact's Title:
Parent Company: Rowan Technologies, Inc
NAICS: All Other Plastics Product Manufacturing
www.manta.com...



Vantage Products Corporation
960 Almon Rd
Covington, GA 30014
United States of America
Toll-free: 800-481-3303
Phone: 770-788-0136
Fax: 770-788-0361



Vantage Products Corporations was founded in 1978. The plant was a research and development facility of Hercules, Inc. before being purchased. Initially, manufacturing was small and included custom furniture parts, door skins and burial vaults, but the company grew very rapidly, and over time dropped other products to focus on the funeral products industry as their expertise and market share expanded. Vantage owns huge injection molding machines that can adapt to unique applications, ideal for the funeral products industry. Vantage is now located and headquartered in a new, state-of-the-art 100,000 square foot facility in Covington, Georgia. The facility is home to two new injection molding machines, robotic painting systems, R & D, as well as ample storage and shipping facilities.
www.iccfasupplylink.com...



Manufacturer of polypropylene custom parts specializing in funeral products. Custom burial vaults, grave covers, urn vaults & lawn crypts. Products can be constructed of recycled materials. Also featuring injection molding, structural foam custom molding, PLC controlled robotic painting & highlighting, as well as polymer-based, non-biodegradable, non-porous products able to withstand large earth & equipment loads. Capabilities include multi-nozzle low pressure structural foam molding, microprocessor controlled dual-in-line blenders & structural WEB processes. Production of single large parts or multiple smaller parts. Storage capacities of 700,000 lbs. with additional railcar service & storage.
www.thomasnet.com...



Vantage Products Corp
960 Almon Road
Covington, GA 30014-8323
Industry: manufacturer of plastic products
Revenue: $10M - $25M in sales
Employees: 100 - 250 employees
Companies like Vantage Products Corp: Central Asia Development Group, Inc - Mervin L Blades & Son Inc
center.spoke.com...



Now check this out:

www.vantageshutters.com...

Look at the logo

That is Vantage products Corp in Covington Ga's same logo.

Vantage Building Products Corporation
Company Overview
Vantage Building Products Corporation manufactures exterior accessory products used for residential remodeling and construction. The company’s products include shutters and gable vents, as well as a range of accessories for mounting exterior light fixtures, outlets, and other fixtures on all types of exterior siding. Its products are distributed through one- and two-step distributors and do-it-yourself mass merchandisers. The company was founded in 2002 and is based in Wixom, Michigan. As of May 2002, Vantage Building Products Corporation is a subsidiary of Tapco International.
29797 Beck Road
Wixom, MI 48393
United States
Founded in 2002
Phone:
800-982-6824
Fax:
800-339-6335
www.vantageshutters.com

investing.businessweek.com...




posted on Nov, 28 2008 @ 11:30 PM
link   
Vantage Products Corporations was founded in 1978. The plant was a research and development facility of Hercules, Inc. before being purchased. Initially, manufacturing was small and included custom furniture parts, door skins and burial vaults, but the company grew very rapidly, and over time dropped other products to focus on the funeral products industry as their expertise and market share expanded. Vantage owns huge injection molding machines that can adapt to unique applications, ideal for the funeral products industry. Vantage is now located and headquartered in a new, state-of-the-art 100,000 square foot facility in Covington, Georgia. The facility is home to two new injection molding machines, robotic painting systems, R & D, as well as ample storage and shipping facilities.
www.iccfasupplylink.com...


Now I got interested as to this "hercules, Inc.


Company History:
Hercules Inc. manufactures specialty chemicals and materials used in the pulp and paper, food, pharmaceuticals, personal care, paints and adhesives, and construction materials industries. The company has four main divisions. Aqualon is a leading provider of products that are used to change the physical properties of water-based systems. FiberVisions holds a leading industry position as a producer of thermal bond polypropylene staple fiber and various textile fibers. Hercules' Pinova division is the only pale wood rosin derivatives producer in the world. Its Pulp and Paper unit supplies the industry with performance, process, and water treatment solutions. Challenges in the late 1990s and early 2000s forced Hercules to restructure and sell off various assets. The company successfully fought off a proxy fight waged by International Specialty Products Inc. in 2003.

Early History

The Hercules Powder Company was one of the several small explosives companies acquired by the Du Pont Company in the 1880s. By the beginning of the 20th century, Du Pont had absorbed so many of its competitors that it was producing two-thirds of the dynamite and gunpowder sold in the United States. In 1912, a federal court, citing the Sherman Anti-Trust Act, ordered Du Pont broken up. It was through this court-ordered action that the Hercules Powder Company was reborn, a manufacturer of explosives ostensibly separate from Du Pont.

The division of the Du Pont Company into Du Pont, Atlas Powder Company, and Hercules Powder Company was intended to foster competition in the explosives industry, but in reality the antitrust agreement allowed the connection between Hercules and the parent company to remain intact. The new company was staffed by executives who had been transplanted from the Du Pont headquarters across the street into the main offices of Hercules in Wilmington, Delaware. As Fortune magazine remarked in 1935, "The Hercules headquarters is in Wilmington and breathes heavily Dupontizied air." Not only did the Du Pont family retain a substantial financial interest in Hercules, but as late as 1970 the president of Hercules was related to the Du Pont family.

The Hercules Powder Company was set up as a fully developed business entity, complete with several explosives factories, a healthy segment of the explosives market, and a $5 million "loan" in its treasury. It operated successfully and made a profit from its very first year. Given its early advantage, it is not surprising that Hercules developed into one of the larger chemical companies in the United States.

Hercules began as an explosives company serving the mining industry, gun owners, and the military. In the first month of operation, its facility in Hazardville, New Jersey, exploded. Hercules had plants up and down the East Coast, however, and the loss of the Hazardville plant was not financially disastrous. Like other manufacturers of explosives, Hercules preferred many small plants to a few large ones. Due to the company's risks



posted on Nov, 28 2008 @ 11:31 PM
link   
Due to the company's risks involved in product transportation, these plants were located in proximity to customers, rather than near the source of raw materials.

The company's first big break came in 1916 when Hercules signed a lucrative contract to supply Britain with acetone, a contract that stipulated, however, that no known sources of acetone be used. Hercules sent ships out to the Pacific to harvest giant kelp, which was used to produce the solvent Britain needed. That same year, Hercules paid large dividends on its stock shares. The company also benefited from its sale of gunpowder to the army.

In 1920, Hercules began to manufacture cotton cellulose from the lint left over from cotton seeds once the high-quality cotton has been extracted. Cotton cellulose is a fiber that has hundreds of industrial uses. When treated with nitroglycerine it becomes nitrocellulose, important in the production of lacquers and plastics. Hercules quickly became the world's leading maker of cotton cellulose. This early effort at diversification in no way threatened Du Pont, which also manufactured nitrocellulose but only for its own uses.

Expansion into Naval Stores in the 1920s-30s

Throughout its history, Hercules proved successful at transforming a previously worthless substance into something useful. However, for every time Hercules succeeded in this kind of endeavor, there were prior failures. The company's foray into naval stores is an example of this. Naval stores is a term that refers to products derived from tree sap and recalls the early use of pitch to caulk boats. Gums, turpentine, and various adhesives are all referred to as naval stores. In 1920, a Senate committee predicted that the virgin pine forests from which high-quality naval stores were derived would soon be exhausted and that there would be no naval stores industry left in the United States. The management at Hercules saw, or thought it saw, a chance to corner the naval stores market.

Hercules joined forces with Yaryan, one of the few companies that distilled rosin from tree stumps rather than pitch. After buying rights to pull stumps and building a new rosin distilling plant, Hercules quickly became the world's largest producer of naval stores. However, a problem soon arose: the expected shortage of naval stores never materialized. Hercules, the Senate Committee, and the naval stores industry overlooked the fact that pine trees grow back rather quickly and that with proper management there would be plenty of pitch. Hercules was stuck with fields full of stumps, facilities to process the stumps, and a large amount of inferior turpentine. Turpentine derived from stumps is dark in color and hence unsuitable for some uses in finishing and painting furniture.

Endowed with sufficient capital (a legacy from Du Pont), Hercules was able to salvage its naval stores division by developing a paler turpentine and convincing its customers that wood (as opposed to pitch) naval stores were a bargain. In 1935, naval stores, the second largest of the company's investments, provided the smallest percentage of company sales. Naval stores and products derived from them eventually became a mainstay of the company, albeit one with slow growth. Not until the mid-1970s did the naval stores division emerge as a profitable endeavor. It was its explosives division which ensured the company's financial stability throughout the Depression.

By 1935, Hercules had five divisions: explosives, naval stores, nitrocellulose, chemical cotton, and paper products. Chemical cotton is made from the short fibers of cotton unsuitable for weaving which are then pressed into sheets and sold to industries as a source of cellulose. The paper products division began in 1931 with the purchase of Paper Makers Chemical Corporation, which provided 70 percent of U.S. demand for the rosin "sizing" used to stiffen paper.



posted on Nov, 28 2008 @ 11:34 PM
link   
At the time of America's entrance into World War II, Hercules was the country's largest producer of naval stores and the third-largest producer of explosives. Business was good during the war, and company coffers were stuffed with both legitimate and illicit gains. Hercules, Atlas, and Du Pont were convicted of a joint price-fixing scheme, and Du Pont was assessed a $40,000 dollar fine. Hercules' annual reports during this period concentrated on plans for reducing the company's staff once the war ended because the demands of the war had swelled the company's workforce to twice its previous size.

Postwar Diversification

Three years after the war ended, Hercules emerged from what a later industry analyst called "a big sleep." The demand for nitrocellulose, paper chemicals, and naval stores, products Hercules was depending on in peacetime, was growing at a snail's pace. Sales were averaging an unremarkable $200 million a year. However, in the 1950s the company entered two markets it would later dominate: '___' and polypropylene.

Consistent with its "waste not, want not" approach to new chemicals, Hercules began to use waste gases from refineries to manufacture polypropylene, an increasingly important type of plastic. Polypropylene was used for food packaging, among other things. '___' is the chemical base for polyester fiber and was sold as a commodity to both chemical and polyester makers, including Du Pont. Besides these new products Hercules continued to look for new uses for naval stores from which it already derived chemicals used in insecticides, textiles, paints, and rubber.

Between 1955 and 1963, Hercules saw its sales double, due in large part to government contracts. In 1959, Hercules diversified into rocket fuels and propulsion systems for the Polaris, Minuteman, and Honest John missiles. Sales of aerospace equipment and fuels accounted for almost 10 percent of sales in 1961, 15 percent in 1962, and 25 percent in 1963. Throughout the Vietnam War, Hercules continued to derive approximately 25 percent of its profits from rocket fuels, anti-personnel weapons, and specialty chemicals such as Agent Orange and napalm.

The man who presided over Hercules in the 1960s was George Thouron, a relative of the Du Ponts. He described Hercules' policy towards expansion as "sticking close to profit-producing fields." A profile in Fortune magazine described Thouron as a quiet man. As the article noted, "his main interest is in his prize Guernsey cattle."

Thouron knew that the war in Vietnam would not last forever and undertook an ambitious reorientation of the company toward the production of plastics, polyester, and other petrochemicals. A contemporary observer remarked that "few companies have expanded further or faster than Hercules Inc." Herculon, the company's synthetic fabric, had garnered almost 11 percent of the market for upholstery material. A water soluble gum called CMC also made money for the company. CMC was as versatile as Herculon was stain-resistant: it made its way into products as diverse as ice cream, embalming fluid, diet products, and vaginal jelly. "From womb to tomb," one company pundit quipped. In 1968, the company changed its name from Hercules Powder Company to Hercules Inc.

The 1960s and early 1970s were an auspicious time for Hercules. Although the foray into plastics had required large capital and research expenditures that depressed earnings, Hercules remained a profitable and steadily growing company. High inflation actually helped the synthetics industry since the prices of natural fibers outpaced the cost of synthetics.

Overcoming Challenges in the 1970s

In 1973, however, Hercules learned that oil can be economically as volatile as nitroglycerin. The Arab oil embargo was a disaster for the petrochemical industry, and if the embargo were not enough, two years later the demand for naval stores crashed just months after a rosin shortage had been predicted.



posted on Nov, 28 2008 @ 11:38 PM
link   
Hercules, anticipating a shortage, had ordered millions of pounds of rosin at twice the usual price. Around the time that the first rosin-laden ships arrived it became clear that Hercules' customers, also fearful of a shortage, were overstocked with the material. The rosin problem, combined with a drop in the fibers market, caused sales to drop 90 percent. Hercules stock went down 17 percent. The year 1975 was not a good one for most chemical companies, but the difficulties that Hercules experienced were more than its share.

Werner Brown was the company's president during these years. In 1977, he was promoted and chose Alexander Giacco to be the next president. Hercules had become an inordinately large company; its overheads and the size of its workforce were both excessive. In his first year as president, Giacco fired or forced into retirement 700 middle managers and three executive vice-presidents. Giacco had a managerial style that differed from that of the mild-mannered Brown, and his restructuring of the company reflected that. Giacco streamlined Hercules to make it more of a monarchy. "He runs the company like an extension of himself," said one analyst. In order to stay in touch with the various divisions, Giacco invested in advanced communications equipment and computers. He also reduced the managerial levels between himself and the foremen from 12 to six. His position in the company is suggested by his description of a new product. "I heard Gene Shalit say that candy wrapping paper made too much crinkling noise in movie houses. So we developed a candy wrapper that has no crinkle."

In many ways, Giacco's plan for Hercules resembled the strategy his mentor, Werner Brown, mapped out in the early 1970s: shift from commodity to value-added (specialty) chemicals, get rid of unprofitable divisions, and derive more profits from existing product lines. Giacco also led the company away from its longstanding tradition of basic chemical research into more immediately profitable, application-based inquiry. After the fiasco in 1975, when two unrelated markets crashed at the same time, Hercules has experimented with the proper combination of products taking to heart the teachings of economist Charles Reeder: "There's a simple two word answer to why chemical company earnings vary all over the lot. The words are 'product mix.'"

This product mix had eluded Hercules. One thing was certain, however: Hercules' mix would not include petrochemicals. In 1975, 43 percent of its fixable assets were in petrochemicals, but within a decade these assets were liquidated. Naval stores, responsible in 1985 for a decline in operating profits, also fell out of favor. Demand for CMC, the binding agent, declined because the oil industry was not using it for drilling. Propylene fibers and film, food flavors and fragrances (relatively new ventures), paper chemicals, aerospace, and graphite fibers were included in the future recipe for success. The company's plants for manufacturing '___' and explosives were among two dozen sold between 1975 and 1985.

One shining success during this period was the growth of the stagnant polypropylene market. Hercules entered into a joint venture with the Italian firm Montedison, with whom it had previously teamed up in the pharmaceutical company Adria Labs, in order to take advantage of Montedison's newly developed, extremely efficient process for manufacturing polypropylene. Because the material cost so little, Giacco promoted the use of it to replace other materials in all types of products, including cigarette filters. It was mixed with polyethylene to produce a synthetic wood pulp replacement.



posted on Nov, 28 2008 @ 11:39 PM
link   
The company's herbicide business, maintained during the 1960s, was not profitable and its liabilities continued to haunt Hercules well after it closed the Reasor-Hill plant in Jacksonville, Arkansas. After five years of class action litigation on behalf of U.S. veterans exposed to Agent Orange, the company paid $18 million in 1983 to settle claims in the case. Its product's extremely low levels of the impurity dioxin, which was perceived to be the primary pathogen in Agent Orange, mitigated the portion Hercules paid of the total $180 million settlement with several other manufacturers.

The overall success in its aerospace business segued nicely with its line of graphite composites, which had steadily gained acceptance during the 1970s to become a mainstay in high performance aircraft. In 1986, Dick Rutan and Jeana Yeager flew the company's Magnamite carbon composites into the history book when their experimental craft the Voyager circled the globe.

Management Changes in the Late 1980s-90s

David Hollingsworth succeeded Giacco as chairman and CEO in 1987. After Hollingsworth sold the company's share of the HIMONT polypropylene venture to Montedison, Giacco resigned from the board, offended at the loss of a sure growth center. As in the last period after the top office changed hands, several poorly performing, mature businesses were sold off. Advanced materials and flavors and food ingredients--particularly natural additives based on pectin and carrageenan--were the focus of intended growth. In 1989, the company bought out Henkel KgaA's share of the Aqualon Group, formed in 1986 to make cellulose derivatives and water-soluble polymers.

The 1990s were another period of readjustment. Hercules impressed investors with its 1991 introduction of Slendid, a fat substitute made from citrus pectin (it would first be used in a commercial product five years later, in J.R. Simplot frozen French fries). However, its aerospace unit, which surged forward in the late 1970s, suffered serious setbacks in its program to develop engines for the Titan IV program. Overall, the year was a disappointing start for a new CEO, Tom Gossage. He would devote the next five years to enhancing the company's value to shareholders and succeeded in building Hercules' market value to nearly three times what it was when his tenure began (from $1.6 billion to $4.4 billion).

In 1996, another CEO, R. Keith Elliott, took the reins at Hercules. The company's successful composites business was sold to Hexcel Corporation that year. A new, lower cost carrageenan plant was being built in the Philippines. Hercules entered a joint venture of its polypropylene fiber business with Jacob Holm & Sons A/S (Denmark) in 1997. Earlier it had signed agreements to co-produce hydrogenated hydrocarbon resins in China with the Beijing Yanshan Petrochemical Company. One of the smaller CMC subsidiaries, Aqualon do Brasil, was sold to Grupo Gusmao dos Santos. In 1997, Hercules and its partner Mallinckrodt Inc. sold their Tastemaker venture to Roche for $1.1 billion.

Obstacles in the Late 1990s and Beyond

The late 1990s and early 2000s were tumultuous times for Hercules. The company made several moves that proved to be problematic. In 1998, the company acquired BetzDearborn Inc. for $2.4 billion and the assumption of $700 million in debt. The deal was designed to bolster Hercules' paper chemicals business and give it a foothold in the water and industrial process treatment industry. Benefits of the merger failed to reach fruition and company debt continued to grow. As such, Hercules decided to sell the water treatment portion of BetzDearborn to GE Specialty Materials for $1.8 billion in 2001. It also sold the majority of its resin assets that year.



posted on Nov, 28 2008 @ 11:42 PM
link   
In another move to reduce debt, the company joined with Monsanto Company to create CP Kelco, a venture that combined both Hercules' and Monsanto's food gums business. Problems arose, however, when CP Kelco filed $430 million suit against Pharmacia, the former parent company of Monsanto, claiming its food gum business was undervalued at the time of its formation in 2000. Hercules decided to sell its 28.6 percent stake in CP Kelco in 2004.

Management changes also continued during this time period. Elliott was replaced by COO Vincent Corbo in 1999. Corbo resigned in 2000, and the company tapped former CEO Gossage to lead the company. William Joyce was named CEO the following year. Joyce's short career with Hercules was marred by a vicious proxy fight waged by International Specialty Products Inc. (ISP) and its chairman Samuel J. Heyman. ISP held a 10 percent stake in Hercules and fought to gain control of the company's board of directors in 2003. Heyman was publicly critical of Joyce and the company's decision to sell BetzDearborn, claiming Joyce had not acted in the company's best interest. Despite ISP's efforts, Hercules managed to maintain control of its board and remained intact. Heyman resigned from the board and ISP eventually sold most of its shares.

In late 2003, Joyce left Hercules to head up Nalco Company. John K. Wulff was named chairman while Craig A. Rogerson assumed the role as president and CEO. The past several years had been challenging, but Hercules now operated as a slimmer, more efficient company and earned a profit in 2003--a good sign that business was back on track. Nevertheless, the company and its peers in the chemical industry faced several obstacles. Wavering demand and high energy and raw material costs would no doubt keep Hercules on its toes in the years to come.

Principal Divisions: Pulp & Paper; Aqualon; FiberVisions; Pinova.

Principal Competitors: Akzo Nobel N.V.; The Dow Chemical Company; Rhodia.

Hercules Inc.
Address:
Hercules Plaza
1313 North Market Street
Wilmington, Delaware 19894-0001
U.S.A.

Telephone: (302) 594-5000
Fax: (302) 594-5400
www.herc.com...

Statistics:
Public Company
Incorporated: 1912 as Hercules Powder Company
Employees: 5,116
Sales: $1.85 billion (2003)
Stock Exchanges: New York
Ticker Symbol: HPC
NAIC: 325520 Adhesive Manufacturing; 325510 Paint and Coating Manufacturing; 325998 All Other Miscellaneous Chemical Product and Preparation Manufacturing

Key Dates:
1912: Hercules Power Company is formed as a result of a court-ordered breakup of Du Pont.
1916: The company signs a contract to supply the Britain with acetone.
1920: The manufacture of cotton cellulose begins.
1959: Hercules diversifies into rocket fuels and propulsion systems.
1968: The company changes its name to Hercules Inc.
1989: Hercules acquires full ownership of the Aqualon Group.
1998: BetzDearborn Inc. is acquired.
2000: CP Kelco is formed.
2003: International Specialty Products Inc. wages an unsuccessful proxy fight.
2004: Hercules' stake in CP Kelco is sold.



posted on Nov, 28 2008 @ 11:49 PM
link   
www.agent-orange-lawsuit.com...

The use of Agent Orange during the Vietnam War has been controversial. The extremely toxic herbicide was widely used, affecting an extremely high number of people, as well as the environment. The June 9, 2003 Supreme Court vote has brought at least the possibility of justice for many Vietnam veterans that have felt like their duty to this country was then disregarded when diagnoses of life-threatening illnesses were given because of the Agent Orange exposure and they were given little, if any compensation.


When the Supreme Court voted and tied, laws state that the ruling from the previous court that considered the case then takes effect. This “loophole” has opened the door for a potentially high number of Agent Orange lawsuits to be filed against Agent Orange manufacturers. The Agent Orange class action lawsuit settlement included Dow, Monsanto, Diamond Shamrock Corporation, Hercules Inc., Uniroyal inc., T-H Agricultural & Nutrition Company, and Thompson Chemical Corporation and now the companies have become opened up to legal battles.



connection.ebscohost.com...;jsessionid=C663B96A7A84D6D8E6176B7B3C9B97B5.ehctc1

Supreme Court refuses Hercules agent orange case.
Source: Chemical Week; 7/5/95-7/12/95, Vol. 157 Issue 1, p11, 1/9p
Document Type: Article
Subject Terms: AGENT Orange
Company: HERCULES Chemical Co. Inc. -- Trials, litigation, etc.
Abstract: Reports that the Supreme Court has refused to hear an appeal by Hercules in a longstanding dispute over the federal government's...


Hercules loses Agent Orange case (Jacksonville, AR)

Hercules loses high court appeal of $120 million award

By Greg Stohr
Bloomberg News
News Journal (DE)
April 23, 2007


Hercules Inc. lost a U.S. Supreme Court bid to avoid having to pay more than $120 million for cleanup of a site where the company once made Agent Orange, the defoliant linked to cancer among Vietnam War veterans.


The justices, without comment, today let stand a lower court ruling that requires Hercules to reimburse the U.S. government for much of the cleanup costs near an abandoned chemical plant in Jacksonville, Arkansas. The high court also rejected a related appeal by Chemtura Corp., which was ordered to pay $3.6 million.


Hercules, based in Wilmington, Delaware, has already set aside $123.5 million in anticipation of having to pay the award. The company said in a regulatory filing in February that the Supreme Court probably wouldn’t agree to take up the case.



www.cpeo.org...


VIETNAM
US called to account over Agent Orange
Eva Cheng
10 May 2007


On April 29, eight solidarity groups from across Europe adopted a Public Appeal of International Lawyers issued in December that calls on the US government to honour its responsibility towards the Vietnamese victims of Agent Orange. Used during the Vietnam War, this dioxin-rich defoliant is still seriously contaminating pockets of Vietnam’s environment and food chain, with devastating human consequences.

Washington has so far refused to take any responsibility for the devastating effects of its use of Agent Orange. However, it sees no contradiction in seeking to get chemical major Hercules to pay for a US$120 million bill to clean up a chemical plant in Arkansas that Hercules once used to produce Agent Orange. Hercules was one of the US military’s suppliers of Agent Orange.

www.greenleft.org.au...



posted on Nov, 28 2008 @ 11:57 PM
link   
In a 233-page ruling, District Judge Jack B. Weinstein dismisses a lawsuit against US chemical companies that supplied the military with Agent Orange during the ‘60s and ‘70s. The lawsuit was filed by a group of lawyers on behalf of a million or so Vietnamese, seeking compensation for the effects of the toxic defoliant, which was sprayed on at least 3,181 villages during the Vietnam War (see 1960-1973). Agent Orange has been linked to cancer, diabetes and birth defects among Vietnamese soldiers, civilians and American veterans. Lawyers for Monsanto Co., Dow Chemical Co., Hercules Inc., and more than a dozen other companies argued that they were just following the legal orders of the commander-in-chief.

“We’ve said all along that any issues regarding wartime activities should be resolved by the US and Vietnamese governments,” Scot Wheeler, a spokesman for Dow Chemical, claimed. “We believe that defoliants saved lives by protecting allied forces from enemy ambush and did not create adverse health effects.” Coming to the defense of the chemical companies, the Justice Department filed a brief asserting that a ruling against the firms could cripple the president’s powers to direct US armed forces in wartime. In his ruling Judge Weinstein concludes that the plaintiffs did not prove that Agent Orange had caused their illnesses. “The fact that diseases were experienced by some people after spraying does not suffice to provide general or specific causation,” Weinstein writes. “There is no basis for any of the claims of plaintiffs under the domestic law of any nation or state or under any form of international law. The case is dismissed.”

[BBC, 3/10/2005; Associated Press, 3/10/2005]



posted on Nov, 29 2008 @ 12:22 AM
link   
www.roxburynewjersey.com...




The Explosion at the Hercules Powder Factory of
Kenvil, New Jersey on September 12, 1940

During 1940 the High Explosives plant at Kenvil, NJ had been increasing production to meet the needs of the US Armed Forces as well as our Allies involved in the war in Europe. The Kenvil munitions plant was one of several in northwest New Jersey, originally opened in 1871 to provide dynamite to the local Iron Mines.

The Kenvil facility was located in Roxbury Township, Morris County, and was owned by the Hercules Company, a spin-off from DuPont, who operated several other chemical & munitions plants in New Jersey. Covering over 1,200 acres, dozens of major buildings processed various types of high explosives, employing hundreds of local residents who worked the various shifts at the plant. Accidents had occurred over the years at the plant, with 2 explosions in 1934 killing a total of 6 workers.

At 1:30 PM on September 12, 1940 over 297,000 pounds of gunpowder blew up in a series of explosions and fires, leveling over 20 buildings. The explosions shook the area so forcefully that cars were bounced off the roads, most windows in homes miles away were broken and articles flew off shelves and walls.

"PM" was a daily newspaper published in New York City from 1940 - 1948. It had a staunchly anti-fascist position and urged US intervention against Nazi Germany almost 2 years before America entered WW II. PM seized upon the Hercules disaster to push US action against Germany, however most investigators concluded the plant explosion was an industrial accident, while a few kept open the possibility of sabotage.

www.roxburynewjersey.com...

[edit on 29-11-2008 by ShadowPeople]



posted on Nov, 29 2008 @ 12:29 AM
link   
The Alliant Powder Story

Alliant's origins as a gunpowder manufacturer can be traced back more than 125 years to the DuPont Company, whose leadership position in the explosives industry is legendary. DuPont's divestiture in 1912 created the Hercules Power Company as an independent entity, and eventually resulted in Alliant becoming America's premier gunpowder manufacturer.

The long, proud history of Alliant Powder began in 1872 as Laflin & Rand, later to become Hercules Powder Company — the most respected name in the reloading industry.

www.alliantpowder.com...


The division of the Dupont Company into Dupont, Atlas Powder Company, and Hercules Powder Company was intended to foster competition in the explosives industry, but in reality the antitrust agreement allowed the connection between Hercules and the parent company to remain intact. The new company was staffed by executives who had been transplanted from the Dupont headquarters across the street into the main offices of Hercules in Wilmington, Delaware. The Hercules Powder Company was set up as a fully developed business entity, complete with several explosives factories, a healthy segment of the explosives market, and a $5 million "loan" in its treasury. Hercules began as an explosives company serving the mining industry, gun owners, and the military.
History of the Explosives Industry in America, pp 219-252 and 499-528



posted on Nov, 29 2008 @ 01:29 AM
link   
Now on to Rowan.

Rowan Technology Group

www.rowantechnology.com...

Your source for information on the world of advanced materials and coatings. Technologies, costs, markets and more. We serve the needs of the US Department of Defense and the commercial materials, manufacturing and coating industries.


further on their company website it says "Click on the link to visit our new website www.hazmat-alternatives.com."

So ok I check out their other website:

Welcome to
Hazmat-Alternatives.com.
The international portal for identifying and implementing alternatives to hazardous materials and coatings in commercial and defense products
Alternatives to banned and restricted materials



Defense products? Banned products?


So their website has a logo for "ASETSDefense"

So i clicked on that...
ASETSDefense has replaced HCAT (Hard Chrome Alternatives Team) as an information resource covering all coating and surface treating technologies. This website contains information and team collaboration for DoD, aerospace and industrial organizations involved in developing and qualifying alternatives for hazardous materials.
www.materialoptions.com...



New Finishing Technologies Taking Off
Trends in coating and finishing for aerospace and defense

The end of that article states:

Acknowledgement
Much of the work discussed in this article was performed under the auspices of HCAT. HCAT is funded by a variety of sources, including DoD’s Strategic Environmental Research and Development Program (SERDP) and Environmental Security Technology Certification Program (ESTCP), DND and Industry Canada.

www.pfonline.com...



posted on Nov, 29 2008 @ 01:38 AM
link   
Abstract No. 3056 Title: MODERN CLEAN COATINGS FOR WEAPONS SYSTEMS Author: Dr. Keith Legg, Rowan Technology GroupPresenter: Dr. Keith Legg, Rowan Technology Group ABSTRACT: modern coatings are increasingly replacing older coatings such as hard chrome and cadmium electroplates that not only are environmentally acceptable but also have better performance. This talk discusses several of these alternatives. Among these are several alternatives being developed and validated by the ESTCP-funded Hard Chrome Alternatives Team (HCAT): ♦ HVOF thermal spray to replace hard chrome, now being put into production at several NADEPs and ALCs ♦ Electrospark Deposition for build-up and repair of small areas.Other technologies are also discussed, including the development of a new high strength stainless steel under SERDP funding by QuesTek Innovations, and a new cost analysis methodology called C-MAT, developed by Rowan Technology Group. We conclude that successful implementation of new technologies requires ♦ Satisfactory technical options ♦ Solid up-front evaluation of those options ♦ A good reason for the user to make the change (which is seldom an environmental reason) ♦ A strong technical team to develop, validate, and implement the alternative ♦ Solid, independent technical data ♦ Material and process specifications.

74.125.45.132...:xbszIbB5O2UJ:www.corrdefense.org/Academia%2520Government%2520and%2520Industry/2003%2520-%2520Abstracts%2520Summari es.pdf+%22Rowan+Technology+Group%22+dupont&hl=en&ct=clnk&cd=5&gl=us



posted on Nov, 30 2008 @ 01:17 PM
link   
Rowen Tech is in the business of industrial ovens as posted earlier. thanks for all your input. i certainly appreciate your research. these coffins are for the peopleby the elite.



posted on Nov, 30 2008 @ 01:45 PM
link   

Originally posted by musselwhite
Rowen Tech is in the business of industrial ovens as posted earlier. thanks for all your input. i certainly appreciate your research. these coffins are for the peopleby the elite.



I'm not sure I understand what you mean.

You mean the Elite had purchased these coffins to put the general public into?



posted on Dec, 1 2008 @ 05:30 PM
link   
The millions of fema coffins and the 20,000 man army force that is being deployed in america could be related. If those people who believe in the return of Niburu and the ancient prophecies are right, then those coffins may well be filled in 2012.



posted on Dec, 2 2008 @ 01:11 PM
link   
This is bs .....when we go you will know .Us humans will destroy this world .Things have been happening for a long time .This is pity if you ask me ,,,,,,,worrie about other things besides some plastic covers lol



posted on Dec, 3 2008 @ 03:42 AM
link   



posted on Dec, 3 2008 @ 03:27 PM
link   
reply to post by Jinni
 
i do not have much time but rowen tech produces industrial ovens....you know the big kind, the walk in kind, the drive your truck in kind...................posted link in prior post. the coffins were designed to be cremated.



posted on Dec, 4 2008 @ 12:35 PM
link   
Amazing conversations and message traffic. However, I recall a few years agon when Georgia as well as Florida had tremendous flooding issues. As a matter of fact, a lot of Email jokes were forward around about the coast of Georgia, etc...

At that time there were a lot of cemetaries flooded and bodies floating around. Naturally, the people had major concerns with contamination and re-burial and location of family members in cemetaries that had been affected. While, I do not claim to be the expert, I would say that these are most likely remenants of that period. Noteworthy, other natural or made made disaster may produce similar or same situations. And, for those living near the area....Give me a break...it is plastic liners.

GEEZ, if you are twenty years old or older you should remember this. Of course, it certainly makes sense and draws questions to act like you think the federal government has some kind of secret plan to bury us all. For sure, you can stir up a lot of crap and critize.



new topics

top topics



 
45
<< 17  18  19    21  22  23 >>

log in

join