DANAHER CORPORATION The Danaher Corporation designs, manufactures, and markets products and services with strong brand names, proprietary technologies, and major market positions that improve the way we live and work. Building on the foundation provided by the Danaher Business System and the companyGLYPH<213>s core values, DanaherGLYPH<213>s associates are pursuing a focused strategy aimed at creating a premier global enterprise. In Hand Tools, we launched our new GearWrench TM across all channels – Sears and NAPA TM with the private-label Craftsman TM and NAPA TM brands, and Industrial with our Armstrong TM brand – to drive over  $40 million of sales in this new core tool category. “Playing Offense” also meant investing in breakthrough projects with longer-term potential to outgrow our  peers. Policy Deployment, a key DBS tool, focuses our business teams on identifying, nurturing and driving these breakthroughs to maturity. We have eighteen active breakthroughs today. Each represents at least $30 million of organic growth potential within a three-year period. In all likelihood not all of these initiatives will bear fruit. Some will perish; some will mature at rates less than the targeted $30 million, and some will far exceed the target of $30 million. This growth mindset permeates Danaher and results in our ability to deliver and outperform regardless of the industry. ACQUISITIONS Sound strategic acquisitions complement our organic growth initiatives, accelerating  our overall growth rates and improving our competitive positions. Our powerful cash flow generation gives us the ability to pursue an active program, however, we recognize that superior cash flow generation without  disciplined allocation of that capital does not benefit shareholders.  Our capital allocation philosophy is clear. First, we look for acquisitions that offer strong strategic fits with  Danaher, either bolt-on transactions to our existing companies or platform-establishing acquisitions that bring in “Danaher-like” businesses where our skills and abilities can create value. Second, we scrutinize return on invested capital (ROIC) on all acquisitions. Our minimum hurdle rate is ten percent after-tax ROIC within three years on Two new families of digital multimeters and clamp meters were released in an aggressive strategy to drive new revenue in the electrical market. Meter functionality, price points and form factors for each of the products were  driven by extensive customer research. Both product lines won awards from significant trade publications including  Electronic  Design News GLYPH<210>Hot 100 ProductsGLYPH<211>.