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These excerpts taken from the ICI 6-K filed Mar 21, 2007. Outlook The outlook for ICI remains positive. Though there are few signs of improvement in the North American market for decorative paint, our businesses in developing markets look set to deliver a solid performance. Combined with the incremental benefits of further restructuring, ICI expects to make further progress in 2007. Our shareholders, employees and customers continue to provide strong support to ICI and we thank them for their ongoing trust and confidence. We are mindful of our financial responsibility to all shareholders and the need always to act with the highest standards of integrity and transparency. We remain committed to achieving both as we develop the business. 
Outlook The outlook for ICI remains positive. Though there are few signs of improvement in the North American market for decorative paint, our businesses in developing markets look set to deliver a solid performance. Combined with the incremental benefits of further restructuring, ICI expects to make further progress in 2007. Our shareholders, employees and customers continue to provide strong support to ICI and we thank them for their ongoing trust and confidence. We are mindful of our financial responsibility to all shareholders and the need always to act with the highest standards of integrity and transparency. We remain committed to achieving both as we develop the business.
This excerpt taken from the ICI 6-K filed Aug 10, 2006. Outlook With Paints, National Starch and Quest all expected to make further year-on-year progress, the trading outlook for the balance of 2006 remains positive.
Business review In the following review, references to “International Businesses” refer to only Paints, National Starch and Quest. “Comparable” performance excludes the effect of currency translation differences and the impact of acquisitions and divestments. At a Group level, this refers to continuing operations only. References to “as reported” performance include the effects of currency translation, acquisitions and divestments. Reconciliations between “comparable” and “as reported” performance can be found in the tables below and on the following page. Percentage changes are calculated using unrounded values. References to “trading profit” relate to operating profit before special items. Special items in operating profit are discussed separately as they are not considered to reflect the underlying business performance. The reconciliation between trading profit and operating profit is shown in the first table on page 3. Continuing operations Group sales from continuing operations for the half year were £2,739m, 10% higher on an as reported basis than 2005, and 7% higher on a comparable basis. Sales for the International Businesses of £2,527m were 6% ahead of 2005 on a comparable basis. National Starch delivered 8% comparable sales growth for the half year, Paints 6%, and Quest 3%. Strong comparable sales growth continued in Asia (7%), North America (7%) and Latin America (8%) whilst Europe achieved growth of 4%. Including a favourable impact from foreign currency translation, sales for the International Businesses were 10% ahead of 2005 as reported. Group trading profit for the half year was £270m, 7% ahead of 2005 on an as reported basis, with trading profit for the International Businesses of These excerpts taken from the ICI 6-K filed Mar 14, 2006. Outlook 2005 turned out much as planned, although more work had to be done to manage high raw material inflation and raise prices. We maintained our strategic progress and improved the financial performance of the business despite mixed trading conditions. With good strategic growth platforms developing in Asia and in a number of important, high growth industries, the long-term prospects for the Group look favourable. However, more remains to be done in the short-term to capitalise on the progress we have made to date and our teams will be focused in 2006 on achieving our strategic plan targets and completing the 2003 restructuring programme, whilst developing our plans for 2007 and beyond. Because of ICI’s long history we have significant pension commitments. Principally as a result of changes in mortality, the aggregate net deficit of our pension and other post-retirement plans has increased from £1.2bn to £1.7bn. As a result, we have agreed with the trustees of the two principal UK pension funds to make increased contributions from 2006 onwards. Our outlook for 2006 is unchanged. At this early stage in the year trading conditions look satisfactory, with growth opportunities in Asia, North America and Latin America likely to offset any generally weak trading conditions in Western Europe. Against this backdrop, and with further incremental benefits from restructuring, ICI expects to make further progress in 2006 towards its strategic plan targets. ICI’s shareholders, employees and customers have provided strong support to the Group over recent years and we thank them for their ongoing trust and confidence. We are mindful of our financial responsibility to all stakeholders and the need always to act with the highest standards of integrity and transparency. We remain committed to achieving both as we move forward.
Outlook 2005 turned out much as planned, although more work had to be done to manage high raw material inflation and raise prices. We maintained our strategic progress and improved the financial performance of the business despite mixed trading conditions. With good strategic growth platforms developing in Asia and in a number of important, high growth industries, the long-term prospects for the Group look favourable. However, more remains to be done in the short-term to capitalise on the progress we have made to date and our teams will be focused in 2006 on achieving our strategic plan targets and completing the 2003 restructuring programme, whilst developing our plans for 2007 and beyond. Because of ICI’s long history we have significant pension commitments. Principally as a result of changes in mortality, the aggregate net deficit of our pension and other post-retirement plans has increased from £1.2bn to £1.7bn. As a result, we have agreed with the trustees of the two principal UK pension funds to make increased contributions from 2006 onwards. More details are set out in the contractual obligations table in the operating and financial review on page 23. Our outlook for 2006 is unchanged. At this early stage in the year trading conditions look satisfactory, with growth opportunities in Asia, North America and Latin America likely to offset any generally weak trading conditions in Western Europe. Against this backdrop, and with further incremental benefits from restructuring, ICI expects to make further progress in 2006, towards its strategic plan targets. ICI’s shareholders, employees and customers have provided strong support to the Group over recent years and we thank them for their ongoing trust and confidence. We are mindful of our financial responsibility to all stakeholders and the need always to act with the highest standards of integrity and transparency. We remain committed to achieving both as we move forward.  Peter B Ellwood CBE Chairman
These excerpts taken from the ICI 6-K filed Mar 16, 2005. Outlook
In our statement in last year’s annual report, we set out the challenge ahead and our commitment to making the decisions that would help achieve our strategic objectives. At the time we expressed the hope that 2004 would be a year of substantial progress in implementing the strategy and improving financial ratios. This has been borne out in the results and the good progress achieved in the year, but there is a lot more to do. Raw material cost increases were a major feature during the year but good progress was made in securing price increases to mitigate their impact. Further price increases are necessary, but if customer demand remains strong – as generally appears to be the case today – we expect 2005 to be another year of progress. As a global business, serving a diverse range of stakeholders, we do not regard corporate governance as a distraction, but as something which is at the heart of our effective stewardship, encapsulating as it does being mindful of both our financial responsibility to our shareholders, and the need always to act with the highest standards of integrity and transparency. Together, our shareholders, employees and customers continue to put trust in ICI; we thank them for their ongoing support and hope to report further progress in 2005.
Outlook
In our statement in last year’s annual report, we set out the challenge ahead and our commitment to making the decisions that would help achieve our strategic objectives. At the time we expressed the hope that 2004 would be a year of substantial progress in implementing the strategy and improving financial ratios. This has been borne out in the results and the good progress achieved in the year, but there is a lot more to do. Raw material cost increases were a major feature during the year but good progress was made in securing price increases to mitigate their impact. Further price increases are necessary, but if customer demand remains strong – as generally appears to be the case today – we expect 2005 to be another year of progress. As a global business, serving a diverse range of stakeholders, we do not regard corporate governance as a distraction, but as something which is at the heart of our effective stewardship, encapsulating as it does being mindful of both our financial responsibility to our shareholders, and the need always to act with the highest standards of integrity and transparency. Together, our shareholders, employees and customers continue to put trust in ICI; we thank them for their ongoing support and hope to report further progress in 2005.
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