elOvk Page 26 of 84 Table of Contents result of reductions in the cost structure stemming from restructuring and productivity improvement actions and increased leverage of fixed costs on higher volumes partially offset by higher material, energy and component costs not fully realized m product price increases Tools & Hardware segment cost of sales, as a percentage of revenues, decreased 2 3 points compared to 2003 This decrease in cost of sales percentage reflects improved mix of product sales as a result of lower assembly equipment systems shipments, and cost reduction actions Electrical Products segment selling and administrative expenses, as a percentage of revenues, were 17 0% for 2004 compared to 17 2% for 2003 This decrease in selling and administrative expenses percentage is attributable to increased leverage from higher volumes, partially offset by higher incentive compensation costs related to improved earnings Tools & Hardware segment selling and administrative expenses, as a percentage of revenues, were 18 9% in 2004 compared to 19 5% m 2003 This decrease in selling and administrative expenses percentage resulted from higher revenues, partially offset by increased incentive compensation expenses 2003 vs 2002 Percentage ofRevenue Electrical Products segment cost of sales, as a percentage of revenues, for 2003 decreased 1 3 points compared to 2002 The decrease in the cost of sales percentage was primarily a result of the continued focus on adjusting Cooper's cost structure and productivity improvements Tools & Hardware segment cost of sales, as a percentage of revenues, decreased 0 1 points in 2003 compared to 2002 The decrease in the cost of sales percentage reflects the benefits of cost reduction programs, partially offset by an unfavorable mix of lower margin assembly equipment shipments and costs incurred as the cost reduction programs were implemented Electrical Products segment selling and administrative expenses, as a percentage of revenues, for 2003 were 17 2% compared to 16 7% for 2002 The increase in the selling and administrative expenses percentage is attributable to higher employee benefits-related costs, higher insurance costs and increased sales and marketing costs resulting from initiatives to expand market share, partially offset by benefits from the 2002 cost reduction programs Tools & Hardware segment selling and administrative expenses, as a percentage of revenues, were 19 5% compared to 20 7% for 2002 The decrease in the selling and administrative expenses percentage reflects increased leveraging of costs partially offset by a modest increase in expenses, particularly related to employee benefits Cooper realizes certain costs and proceeds that are not directly attributable to the operating segments These items are reflected as General Corporate expenses See the "General Corporate Expense" section above Earnings Outlook The following sets forth Cooper's general business outlook for 2005 based on current expectations Cooper expects mid single digit growth in revenues for Electrical Products in 2005 from improving industrial and nonresidential construction markets, market penetration and price increases in response to commodity cost inflation partially offset by slower residential construction markets In the Tools & Hardware segment, Cooper also expects mid single digit revenue growth through expansion of industrial markets, market penetration and price increases as a result of raw material cost increases Operating earnings are expected to grow more rapidly than revenues as a result of cost reduction programs, productivity improvements and leveraging of fixed costs Diluted continuing earnings per share is expected to increase 10% to 15% compared to 2004 The above statements are forward looking, and actual results may differ materially The above statements are based on a number of assumptions, risks and uncertainties The primary economic assumptions include, without limitation (1) continued growth in the domestic and international economies, (2) no significant change in raw material or energy costs that are not realized through price increases, (3) realization of benefits of cost-reduction programs (including implementing an Enterprise Business System) with no major disruptions from those programs currently underway, and (4) no significant adverse changes in 22 http //www sec gov/Archives/edgar/data/1141982/000095012905001490/h22660el0vk htm 2/6/2006

L'lnstitut de I'Amiante The Asbestos Institute Montreal, March 10, 2000 Dear Sir/Madam: Object: New Information Web Site on Chrvsotile We are pleased to inform you that a new Internet site dedicated to chrysotile will soon be on line at www.chrysotile.com.

CAUSE NO. 2000-2113 PLAINTIFF'S EXHIBIT CHV-540 PABLO AGUILERA; TOMAS TORRES; PEDRO PAZ BAEZA; ROBERT BAEZA; and MANUEL MACIAS VS.

Dana Corporation - History Page 12 of 12 ' Top of Page Terms of Use 2002 Dana Corporation Appointed CEO of Dana in 1979, Mitchell's energy helped Dana through the recession, and his vision enabled Dana to make the most of the subsequent boom.

Dana Corporation Page 49 of 176 Table of Contents SFAS No. 142 also applies to other intangible assets.

Dana Corporation Page 80 of 176 Change in inventories Change in other operating assets Change in operating liabilities Other Net cash flows from operating activities 5 (42) (4) (23) $ 335 3 68 176 (78) $ 521 166 (31) 78 (49) $ 639 The accompanying notes are an integral part of the consolidated financial statements. 40 http://www.sec.gov/Archives/edgar/data/26780/000095015204001384/105571ael0vk.htm 8/1/2004

DRAFT CONFIDENTIAL Ar''"UFNEY-CLIENT COMMUNICATIO I-,, i/ll Cleary, Gottlieb, Steen a Hamilton tf 12SO CONNECTICUT AVENUE, N.W.

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Safety In Mines Research Advisory Committee Project Summary: Project Title: HEALTH 606 Silicosis prevalence and exposure response relationships in older black mineworkers on a South African goldmine ( 1 volume, 45 pages ) Author(s): Dr.