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Stellantis, a major automaker, has decided to withdraw from the upcoming Chicago Auto Show as it reevaluates its participation in vehicle expos. The company is assessing its presence at auto shows on a case-by-case basis in order to optimize its marketing strategy and prioritize opportunities for consumers to experience their vehicles firsthand. Stellantis has previously pulled out of other shows, including the Specialty Equipment Market Association show and the LA Auto Show, due to cost-cutting measures following the UAW strike. Despite Stellantis' absence, the Chicago Auto Show will continue to provide a diverse range of cars, trucks, and SUVs, as well as interactive experiences for attendees. Stellantis is also scaling back its presence at smaller regional shows across the United States. [Extracted from the article]

The article looks at the highlights of the annual "Modern Healthcare Hospital Systems Survey" in the U.S. According to the survey, factors that contributed to the expansion of health systems are federal healthcare reform, mandated information technology spending and sustained contraction from the 2007-2009 recession. It notes that the average net patient revenue of analyzed systems was 1.98 billion U.S. dollars, while their total net revenue reached 2.2 billion U.S. dollars. Particular focus is given to the average spending of the systems in 2010.

The article offers information about the 17th annual mergers-and-acquisitions (M&A) report by the publication. During 2010, the 3.33-billion-U.S. dollar acquisition of Psychiatric Solutions and its 71 behavioral hospitals by Universal Health Services. Within the report are deals involving general acute-care, behavioral-health, long-term acute-care and rehabilitation hospitals that were sold or leased. David Cyganowski, a managing director of Citigroup, believes that the high level of M&A activity in 2010 will continue through 2011.

The article addresses the possible government scrutiny on executive pay of healthcare chief executive officers (CEO). In 2010, U.S. President Barack Obama signed into law the healthcare reform, ensuring the injection of additional federal dollars into healthcare. Health Care for America Now issued a report on executive compensation for several insurers from 200 to 2009. The report covers the compensation of CEOs of companies in hospitals, insurers, and specialty-care providers.

The article presents the results of "Modern Healthcare's" 34th annual Hospital Systems Survey which showed a strong financial comeback in 2009 for hospital systems in the U.S. The 207 respondent organizations claimed a collective net income of 11.9 billion dollars in 2009 in contrast to a net loss of 5 billion dollars in 2008. The change is attributed to the resurgence of the investment markets and to the management response of conserving cash, cutting costs, and operational efficiency.

This article reports on the pressure facing hospitals and health systems in the U.S. to merge amid the recession and uncertainty of health care reform. A memorandum of understanding was signed by Central Connecticut Health Alliance with Hartford Healthcare to become the system's fourth hospital. According to Irving Levin Associates, hospital deal announcements were steady during the first half of 2009. Anu Singh of Kaufman Hall notes that stand-alone hospitals are facing a lack of capital along with healthcare reform.

The article reports on the results of the 33rd annual Hospital Systems Survey conducted by "Modern Healthcare" which revealed net losses for not-for-profit hospitals systems in the U.S. in 2008. The survey found that the collection of religious, secular, and government-run nonfederal systems had overall net losses of $5.9 billion, while the average not-for-profit system posted a $31 million net loss in income for the fiscal year. However, analysts said that for-profits do not maintain the large equities portfolios seen at not-for-profits.

The article presents an analysis of merger-and-acquisition activity in the healthcare industry in the U.S. in 2008. Due to the economic crisis, William Petasnick of Froedtert Memorial Lutheran Hospital and Leo Brideau of Columbia St. Mary's have suspended plans for combining their Milwaukee, Wisconsin-area hospitals in a new joint not-for-profit corporate partnership under the name Progressive Health. HCA canceled the sale of a hospital to Baptist Health Care Corp. since the latter could not finance the transaction.

The article presents the outlook of health care finance experts on the impact of the financial crisis on healthcare companies in the U.S. Chris Payne of Ponder & Co. thinks that the turmoil in the financial markets is a temporary phenomenon. News of Lehman's bankruptcy filing, though it disrupted markets, did not disrupt hospitals and health systems that relied on Lehman Bros. to underwrite long-term bonds, according to Robert Lenna, executive director of the Maine Health & Higher Educational Facilities Authority.

The article looks at the rising compensation of senior executives, notably those from the U.S. healthcare industry. Salaries for top-level healthcare executives rose annually by about 4 percent in 2007. For executives who have held their positions for more than a year, the increases were between 4 and 5 percent. The implications of salary disclosure policy and rewarding stock options and restricted stocks on the amount of CEO compensation are also discussed.

The article focuses on the results of a survey conducted by the magazine which found that health systems face rising write-offs for patients who cannot pay their bills. The survey, though not scientific, offers a snapshot of hospital systems' financial health and operations. Results suggest losses from uninsured and underinsured patients are pinching budgets at a time when consumers, employers and states are struggling with financial troubles of their own as the economy struggles to skip recession.

The article reports that analysts expect U.S. for-profit health networks to make less acquisitions than non-profit networks. With less credit making private equity firms less active, the startup for-profit chains funded by private equity are not expected to be as aggressive in acquiring hospitals. Large not-for-profits, on the other hand, will continue to be strategic acquirers. The biggest deal in 2007 was Community Health Systems' $6.97 billion acquisition of 52-hospital Triad Hospitals.

This article reports on the new disclosure rules implemented by the U.S. Securities and Exchange Commission and its implication for CEO compensation. According to Steven Balsam, a professor of accounting at Temple University, the new disclosure rules eventually may affect how pay packages are structured, but only after some trends emerge. With the new disclosure rules in place, "Modern Healthcare" has changed with them. Among the 30 companies in the ranking, 25 granted their CEO stock options in 2006 vs. 24 in 2005.

The article reports on the results of a survey by "Modern Healthcare" on revenue growth among healthcare systems. The survey findings, though not a scientific sample of the industry, underscore rising pressure on hospital operations from several trends, which are smaller gains from insurers, flagging patient volume, losses from uninsured and underinsured patients, and continued competition from entrepreneurial physicians.

The article talks about the mergers and acquisitions of healthcare services which hit the highest level since 2000, with a $33 billion leveraged buyout leading the pack. In 2006, Kohlberg Kravis Roberts & Co. was one of three private equity groups that led the leveraged buyout of the biggest company in healthcare services, Nashville, Tennessee-based HCA. The HCA deal was the talk of Wall Street for the second half of 2006 and became the new standard by which leveraged buyouts are judged.

The article discusses the result of a survey on the 2005 financial performance of hospital systems in the U.S. Systems saw rising operating margins and a healthy increase in net income in 2005, according to results of Modern Healthcare's 30th annual hospital systems survey. For the 156 systems out of 164 surveyed that provided complete fiscal 2005 and 2004 figures, aggregate net income rose 44.1% and the overall operating margin increased to 4.6% in 2005 from 3.7% a year earlier.

The article offers an insight into hospital mergers in the U.S. in 2005. It explores the factors that drive the increase in the demand to buy hospitals. Information is provided on the 2004 divestiture program of Tenet Healthcare Corp. The regulatory environment was seen as influential in hospital sales. The role of bondholders in hospital mergers is discussed.

Presents information on the 29th annual Hospital Systems Survey conducted by "Modern Healthcare." Information on largest healthcare systems; Profit margin of hospital operations; Information on systems' operations by type.

Focuses on the changes made to the charity care policies of healthcare companies in the U.S. following governmental investigations. Reasons behind the awareness of investor-owned companies on bad debt; Actions taken by HCA to manage bad debt cases; Procedures implemented by Advocate Health Care based in Oak Brook, Illinois.

Reports on the hospital merger trends in 2004 and their effects on the medical care sector in the U.S. Comparison of the number of hospital mergers from 1996 through 2004; Implication of the Medicare Modernization Act of 2003 on hospital management; Reasons for the increasing number of hospital mergers.

Presents the result of the annual Hospital Systems Survey by the "Modern Healthcare" journal in the U.S. in 2004. Decrease in income and revenue from 2002 to 2003; Amount of earned net income in 2003; Top healthcare systems.

Reports on the decision of the not-for-profit Beloit Memorial Hospital in Wisconsin to turn down acquisition offers. Reason for the decision; Statement issued by Gregory Britton, the hospital's president and chief executive officer; Net income posted by the hospital in 2003.

Focuses on the proposal to acquire Good Hope Hospital by Triad Hospitals in the U.S. in 2002. Comments from Good Hope Hospital board director Earl Jones on the acquisition offer of Triad; Institutions that undergone same acquisition procedure; Comments from Dave Woodland, president of Brims, on the acquisition process.

Provides an overview of the performance of healthcare systems in the U.S. based from the hospital systems survey of the periodical 'Modern Healthcare.' Profits posted by hospitals in 2002; Factor attributed to hospital industry's efforts to increase their Medicare and Medicaid reimbursements; Criticisms and arguments concerning Medicare reimbursement increases.

Presents updates on not-for-profit hospitals and investor-owned hospital chains in the U.S. as of March 17, 2003. Credit profile of not-for-profit hospitals; Major factor in the financial weakness of not-for-profit hospitals; Financial packages offered by investor-owned hospital chains; Advantages of investor-owned hospital chains.

Discusses the implications of allowing American Hospital Association (AHA) board executives serve simultaneously in the board of for-profit companies. Policy of the AHA concerning holding positions in other organizations; Issues concerning disclosure; AHA chairmen who served in other company boards.

Focuses on the impact of the disputes over governance among board members at Chester County Hospital and Nursing Center in South Carolina. Decision of a court judge on the hospital board's legal position; Cause of the disputes; Laws that affect public hospitals.

Presents news briefs on hospitals and healthcare companies in the U.S. as of August 19, 2002. Denial of jobs for nurses who were on strike from Fairview Health Services; Closure of the emergency room at Beth Israel Medical Center in New York City; Reorganization of the board governance and management of the Mission Health System.

Reports on the consolidation of billing services for the hospitals of HCA at special facilities across the U.S.. Benefits of the consolidation of billing functions; Process for a successful claim; Details on the billing platform used by all the hospitals; Approach in worker training.

Reports on a deal signed by Ascension Health with Carondelet Health System that would merge a number of hospitals that Carondelet owns into Ascension. List of hospitals included in the deal; Terms of the deal; Value of the transaction; Operating loss posted by Carondelet in the fiscal year that ended June 30, 2001.

Discusses the results of a hospital systems survey in the U.S. Hospitals included in the survey; Description of the performance of not-for-profit hospitals; Information on the operating margins of for-profit hospitals; Factors that contribute to the improvement of operating income.

Reports on the status of Triad Hospitals' business in the first quarter of 2002 following its acquisition to Quorum Health Group. Value of the earnings posted by Triad in the quarter; Contribution of Quorum to the business of Triad; Measures taken by Triad which contributed to its posted earnings for the quarter; Plans of Triad for Quorum.

Presents information on the National Center for Healthcare Leadership, a healthcare professionals organization in the U.S. Aim of the organization; Comments from critics of the organization; Beneficiaries of the organization.

Reports on the decline in the number of mergers and acquisitions among healthcare companies in the United States in 2001. Factors contributing to the decline; Scope of the annual tally of hospital consolidation activity; Coverage of the deals; Acquisition strategy employed by investor-owned chains.

Discusses the results of the 23rd annual Contract Management Survey of the `Modern Healthcare' magazine. Total revenue increase posted by top contract management companies in 2000; Estimated number of contracts reported by emergency room contractors; Projected operating budgets that will be spent by healthcare providers on outsourced services in 2003.

Reports on the financial condition of post-acute-care providers in the United States in 2000. Growth in revenue; Revenue gained by HealthSouth Corp.; Condition of the home health prospective payment system; Revenue of assisted living providers.

Reports on the action taken by the University of Pennsylvania Health System (UPHS) and the Colorado-based Centura Health rather than complaining about the ill effects of the Balanced Budget Act of 1997. Loss posted by UPHS in 2000; Lessons learned by UPHS chief operating officer, Robert Martin about turnaround; How Centura achieved its turnaround.

Provides information on several issues concerning the implementation of an automated hospital outpatient prospective payment system (PPS) in the United States. Projected increase in hospital revenue upon the implementation of PPS; Importance of hospital staff training to the system; Details on the process of copayments in Medicare charges.

Presents news on the medical care sector of the United States as of October 16, 2000. Number of complaints filed by doctors and consumers in Connecticut against health maintenance organizations in 1999; Rating assigned by Standard and Poor's on the upcoming bond issue of Saint Anthony's Medical Center in Saint Louis, Missouri; Cost of the medical office building to be built by Kaiser Permanente in Santa Rosa, California.

The article presents an analysis of corporate chief executive officer (CEO) pay in 2009 and 2010. Based on the analysis of a data firm, the corporate healthcare sector took second place among those represented. According to Equilar, an executive-compensation data firm, a median compensation increase of 28.2 percent in 2010 was noted for CEO who worked for the same Standard & Poor's 500 companies in 2009 and 2010. Executives in the basic-materials and energy sector received higher pay. INSET: STILL IN RAREFIED AIR.

The article discusses the use of social media by hospitals in improving their systems. It describes the online strategies by hospitals, including the University of California, San Francisco Medical Center which launched an online fundraising competition that aims to use social media to find new donors, Children's Hospital Boston which adopted social tools like a blog on pediatric health, and the Mayo Clinic Center for Social Media. The Pew Internet & American Life Project indicated that 80% of adult Internet users look for health-related information.

The article discusses strategies in integrating a hospital that has been acquired into the operations of a hospital company. LifePoint Hospitals established a transitional services division to help the development team in understanding the target hospital to be able to make an appropriate final offer in the definitive agreement, in addition to developing a strategic plan for the first three to five years under LifePoint ownership. Companies are advised to take advantage of opportunities to communicate with its future employees. INSET: ON THE SAME PAGE.

The article focuses on the financial management options of hospital chains in the U.S. According to industry analysts and academics, hospital chain owners have four main options which include acquisitions, capital projects in their existing facilities, and repurchasing either stock or debt. Also detailed are the views of several analysts on the reason of several hospital companies for their option choice.

The article reports on the increasing foreign direct investment in the U.S. healthcare sector. The 2007 estimates of foreign direct investment by the U.N. Conference on Trade and Development place the U.S. more than 12% ahead of No. 2, the U.K. Investment opportunities in the U.S. are simply stronger than in many other economies, and the weakness of the U.S. dollar, until recently, further promoted foreign direct investment.

This article reports on the opportunities open to for-profit hospitals in developing countries such as India, South Africa, Latin America and in developed countries Europe. The high economic growth being experienced by India means a growing middle class that can afford private hospital services. But still there is a huge portion of the Indian population that cannot yet afford the services of private hospitals. In Europe, inflexible labor laws in government hospitals gives for-profit hospitals an advantage.

The article reports on the launch of Legacy Hospital Partners in January 2008. Denny Shelton, former chairman, president and chief executive officer of Triad Hospitals, is the nonexecutive chairman of the new hospital company. Legacy starts with nine employees in an office building in Plano, Texas. Bridging the for-profit and not-for-profit hospital worlds is Legacy's strategy, as the company plans to acquire hospitals through joint venture deals with not-for-profit systems.