10/27/2025

Apollo and KKR Inject $7 Billion into Keurig Dr Pepper

Financial Times (10/27/25) Gara, Antoine; Pollard, Amelia; Barnes, Oliver

Apollo Global and KKR plan to pump $7 billion into Keurig Dr Pepper (KDP) as the beverages group turns to the private capital giants to help it fend off an activist investor challenge sparked by a poorly received acquisition. The buyout groups’ capital infusion, announced on Monday, is intended to support KDP’s €15.7 billion purchase of European coffee maker JDE Peet’s (JDEPY), after which the company plans to split into two separate companies focused on fizzy beverages and coffee drinks, respectively. The investment into KDP comes after shareholders panned its acquisition of JDE Peet’s in August, which promptly sent its stock tumbling by a quarter and drew the interest of activist hedge fund Starboard Value. Investors have argued that the merger and ensuing break-up plan will add too much debt to KDP’s balance sheet and does not fit strategically. Starboard had built a stake of roughly $270mn, or 1%, in the aftermath of the JDE Peet’s deal, according to people familiar with the matter. Apollo and KKR’s financing is aimed at deleveraging KDP’s balance sheet and giving shareholders confidence in the merger and subsequent split. The investment comes as private capital groups such as KKR, once known on Wall Street as “barbarians” seeking to challenge large companies, have become a refuge for executives under activist challenges. This year, KKR acted as a “white knight” to Henry Schein (HSIC), pumping $250mn into the health care company as it fended off a challenge from activist fund Ananym Capital Management. In 2021, it invested $500mn into software group Box Inc. (BOX) to alleviate pressure from shareholders. The KDP capital injection comes as private capital groups push to originate large private loans to fuel their fast-growing insurance operations, an area where Apollo has been a pioneer. In 2020, Apollo was part of a consortium that helped Airbnb (ABNB) raise $1 billion of senior debt as it battled to survive the pandemic. That year Apollo also invested in travel bookings group Expedia (EXPE). It has recently struck large financings for Anheuser-Busch InBev (BUD), Intel (INTC), and Air France-KLM (AFLYY). Apollo and KKR’s insurance operations will fund a significant piece of their investment into KDP. Monday’s financing deal is divided into two parts. It includes a $4bn joint venture minority investment into the coffee business’s manufacturing assets such as its single-serve Kering pods. KDP’s beverages unit will also receive $3bn in preferred debt, which can be converted to equity in certain circumstances, according to an investor presentation published by KDP. KDP will remain the majority owner of the manufacturing business, and has kept the option to repurchase Apollo and KKR’s stakes after eight years. The deal is structured to improve KDP’s debt ratios and address concerns over its leverage. KDP’s stock fell sharply after announcing the deal with JDE Peet’s in August, leaving an opening for activist investor Starboard to buy shares. Part of the thinking behind the new investment from Apollo and KKR is to fend off Starboard and any other potential activists from pushing for changes at the company, according to two people familiar with the matter. KDP first looked to raise financing in early September before Starboard contacted the company, according to one person familiar with the matter. KDP also announced on Monday that it would seek a new chief executive for its coffee subsidiary, breaking from a plan announced in August. Current chief executive Tim Cofer will lead the standalone beverages unit. Shares in KDP jumped 10% in early trading, pushing the company’s stock to almost $30 a share.

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10/27/2025

Japan: Chemical Consolidations To Counter China Dominance

Global Finance (10/25) Amari, John

In a watershed move, Mitsui Chemicals (MITUY), Idemitsu Kosan (IDKOY), and Sumitomo Chemical (SOMMY) have signed a memorandum of understanding to integrate their domestic polyolefin (PO) operations into Prime Polymer, the existing Mitsui-Idemitsu joint-venture. Polyolefins, polypropylene, and polyethylene are essential for industries ranging from automotive to packaging. Yet, with China now accounting for over 40% of global chemical production and continuing to expand capacity, Asian producers face depressed utilization rates and falling margins. Domestic ethylene centers in Japan operated below 80% capacity for much of 2024, well under the break-even point of 90%, prompting calls for rationalization and restructuring. The planned integration, targeted for April 2026, would lift Prime Polymer’s production capacity by more than 25%, according to projections, and is expected to generate annual cost savings exceeding 8 billion yen. Strategically, this marks Japan’s most significant petrochemical consolidation since the early 2000s and signals a broader trend: shifting portfolios away from commoditized, margin-volatile businesses and toward specialty chemicals, electronics materials, and green chemistry solutions. The proposed mergers come as activist investors increase pressure on Japanese chemical firms to boost capital efficiency and unlock shareholder value. Foreign funds such as Oasis Management and Silchester have urged boards to close, sell, or spin off underperforming divisions. Coupled with Tokyo Stock Exchange reforms emphasizing higher return on equity and reductions in cross-shareholdings, the environment is ripe for further consolidation across the sector. Globally, this mirrors a wave of capacity rationalization in Europe and portfolio streamlining in the US, as the chemical industry seeks to restore profitability amid overcapacity and high energy costs. For Japanese equities, the three-way integration of Mitsui, Idemitsu, and Sumitomo could be a catalyst for sector re-rating, particularly if synergies translate into improved margins and more disciplined capital allocation. If successful, Japan’s chemical giants may finally achieve what activists and investors have long called for: a leaner, greener, and more competitive industry, capable of holding its ground against China’s push for global dominance.

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10/25/2025

Starboard Aims to Unlock the Value of Fluor’s Investment in Nuclear Tech Company NuScale

CNBC (10/25/25) Squire, Kenneth

Fluor Corp (FLR), a holding company that provides engineering, procurement, construction, fabrication and modularization, and project management services. The company has a stock market value of $7.89 billion ($48.79 per share). On Oct. 21, Starboard Value announced a nearly 5% position in Fluor and stated its intention to unlock value from the company’s ~39% holding in NuScale Power (SMR), which represents more than 60% of the company’s market capitalization, including through a potential separation. Historically, the EPCM market was a highly competitive landscape that led to heavy risk-taking, where growth was often prioritized over discipline and profitability. For Fluor, as well as much of the industry, this led to management aggressively increasing its backlog of higher-risk lump-sum and guaranteed minimum contracts, leading to execution risks, thin margins and cost overruns. Ultimately, this industry-wide shift caused many companies to scale back their construction efforts or even enter bankruptcy, and Fluor was no exception, with the company’s share price falling below $4 in March 2020. However, this started to change when the company appointed David Constable as CEO at the start of 2021. Under his leadership, Fluor immediately pivoted to lower-risk reimbursable projects, growing from 45% of its backlog to 80%, while exposure to loss-making legacy projects have declined from $1.8 billion to $558 million today, materially reducing its risk profile. Additionally, while largely associated with legacy energy projects, the company has levered into faster growing markets within its urban solutions segment, now 73% of its backlog compared to 37% in fiscal year 2021. As a result, even with this derisking effort, Fluor was still able to maintain a steady backlog and achieve meaningful EBITDA growth, a 14% compound annual growth rate from fiscal year 2021 to fiscal 2024, with analysts projecting a ~9% CAGR from fiscal 2024 to fiscal 2028. With many of the large construction and EPCM players having exited the market, Fluor’s operational turnaround has allowed it to come out the other side of this turmoil on top, now operating in a duopoly of global end-to-end EPCM players with Bechtel (BECTY), while the construction market has grown rapidly, now over $918 billion. As a result of this successful operational overhaul, the market currently values Fluor at 8.9 time its enterprise value to calendar year 2027 estimates for consensus EBITDA, in between its EPCM (13x) and legacy construction peers (6x). So, Fluor appears to be a great business with a great management team operating in a duopoly in a growing industry that is fairly valued with a $6.7 billion enterprise value. Fluor invested in NuScale more than a decade ago, and its $30 million early investment played a pivotal in NuScale becoming the first U.S.-listed SMR company, and the only company of its kind with U.S. Nuclear Reactor Commission design approval. As global power demand continues to rise, particularly alongside the data center boom, nuclear generation will be vital, and SMRs will play an essential role in providing energy to meet this growth. As a result, Fluor’s investment in NuScale has been highly lucrative — valued at approximately $4.3 billion ($3.4 billion post tax). That’s more than half Fluor’s current enterprise value. If you were to back out the NuScale stake from Fluor’s valuation, then Fluor’s enterprise value would drop to $3.3 billion, implying an extremely depressed discount of just 4.6x, with peers trading from 6 to 13 times. Starboard has amassed a nearly 5% position in Fluor and is urging management to unlock the value from its NuScale holdings. Starboard believes that Fluor has multiple paths to monetize its remaining NuScale stake. These options include simply selling their position through open-market sales, an exchange offer or a mandatory exchangeable bond, with proceeds potentially funding a large share buyback, which would be highly accretive to Fluor’s EPS, especially at its currently depressed valuation. Alternatively, Starboard has proposed a tax-free spinoff of Fluor’s NuScale position, which could trigger a similar rerating of the core business while providing Fluor shareholders with the option to retain their exposure to NuScale’s long-term potential. Thus, assuming Fluor maintains an 8.9x EBITDA multiple, which still could be improved upon given its discount to EPCM peers, the rerating that could come from this separation could yield over 200% of upside. Starboard is a very experienced activist and also has a history in this industry. In June 2019, Starboard engaged another construction player, AECOM (ACM), where over the ensuing multiyear engagement, AECOM refreshed its board, appointed a new CEO, exited self-perform construction, and divested management services. This became one of Starboard’s most lucrative engagements in its history, returning 147% over its 13D filling versus 26% for the Russell 2000. But more importantly, this is when they met David Constable for the first time. Constable is the executive chairman of Fluor, and until February, was its CEO. "So, we expect that the mutual respect between Starboard and Constable will be conducive to an amicable, constructive relationship and beneficial to shareholders," concludes Kenneth Squire, founder and president of 13D Monitor.

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10/24/2025

Dye & Durham Shares Dive as CIBC Backs Out of Leading Sale Process

Toronto Globe and Mail (10/24/25) Silcoff, Sean

Dye & Durham Ltd. (DND) stock plummeted for the second time in a week Thursday after the company disclosed that CIBC Capital Markets had backed out of leading D&D’s sale process, three days after being announced as an adviser to the embattled real estate software provider. The Toronto company said in a release that CIBC (CM) “has decided not to proceed as financial adviser,” adding the board was looking to hire a replacement and remains committed to a strategic process that could lead to its sale. Dye & Durham stock hit an all-time low of $4.20 before closing at $4.33, down 16.7% on the day. The stock also fell sharply on Monday after ex-chief executive officer Matt Proud withdrew his offer to buy the company for $10.25 a share. It has shed more than one-third of its value this week and is 81-per-cent off its 52-week high from last December. D&D has had a brutal 2025, following Proud’s exit and the election of a new board last December after a successful activist campaign led by hedge fund Engine Capital LP. The new board’s efforts to hire a CEO dragged on as D&D’s results disappointed and it rehired and then quickly fired a former chief financial officer. D&D also had to seek permission from its lenders to delay filing its annual financial statements, which remain overdue. Also this month, S&P Global Ratings and Moody’s Ratings cut their credit ratings on the company, flagging concerns about its leadership and governance issues. Proud led his own activist campaign against his former company earlier this year, agreeing to back off in July when D&D reached a standstill agreement with him. Under the deal, D&D appointed a new director suggested by Proud, one of the company’s largest shareholders through his private company Plantro Ltd., and it promised to launch a strategic review by the end of the year. Then last month, Proud tabled his offer, supported by former board members Tyler Proud – his brother – and Ronnie Wahi. D&D responded by enacting a poison pill to prevent what it warned could be a creeping takeover. Proud blamed his decision to pull the offer on a “material deterioration” in D&D’s earnings, a lack of engagement by the board on his offer, concerns about potential debt default and the recent sale of a British business owned by the company, among other reasons. The company hit back with a lawsuit to enforce their co-operation agreement and accused Proud of making misleading statements about its financial leverage and future prospects. D&D said in its release Thursday it was nonetheless willing to settle its litigation if Proud and Plantro “unequivocally reaffirm their commitment to the bargain struck in July, abide by the Cooperation Agreement and respect the principles of a fair and transparent strategic review.” D&D’s continuing turmoil follows years of concerns by large shareholders about the acquisitive company’s rising debt, its management and governance under Proud’s leadership, which culminated in their support for Engine’s campaign last year. Engine founder Arnaud Ajdler is chairman of D&D.

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10/24/2025

Why Jana’s Partnership with Travis Kelce Could Tip the Balance and Revive Six Flags’ Business

CNBC (10/24/25) Squire, Kenneth

Six Flags Entertainment (FUN) is a regional amusement-resort operator with approximately 27 amusement parks, 15 water parks, and nine resort properties across 17 states in the United States, Canada, and Mexico. The company has a stock market value of $2.60 billion ($25.63 per share). Jana Partners has an approximately 9% stake in Six Flags Entertainment. Jana is a very experienced activist investor founded in 2001 by Barry Rosenstein. On Oct. 21, Jana announced that it had partnered with Travis Kelce, Glenn Murphy, and Dave Habiger in an investment in Six Flags Entertainment and plans to engage with the company’s board and management regarding opportunities to enhance shareholder value and improve the guest experience. In November 2023, Six Flags announced that it would be merging with Cedar Fair. While this news received backlash from some investors, most notably from activist Land & Buildings, the merger was completed in July 2024. At the time, this merger seemed like an opportunity to combine Six Flags’ regional dominance in amusement parks, strong licensing arrangements, and modern tech and pricing backbone with Cedar Fair’s operational discipline, best-in-class park experience and high customer satisfaction rate to generate synergies and elevate Six Flags’ asset value. However, this arrangement has not really gone as planned. In the second quarter, Six Flags faced severe weather conditions during their typical peak May to June season, which resulted in substantial EBITDA and attendance misses. Moreover, the company entered this period highly levered from the merger, and these misses only amplified the company’s balance sheet problems in the eyes of investors. This sent Six Flags’ share price down over 58% from the completion of the Cedar Fair merger to the day prior to Jana’s announcement. Stock action like this on otherwise strong businesses that is due to an idiosyncratic event like weather that is not likely to recur generally gets the attention of good value investors. However, Six Flags does have other issues, namely poor operational execution, integrating the Cedar Fair merger and identifying a new CEO, as CEO Richard Zimmerman has announced he is stepping down from his role at the end of 2025. Jana Partners is now the fifth activist investor in this stock. Others include Sachem Head (4.82%), H Partners (4.59%), Dendur (4.38%), and Land & Buildings (n/a). All of those other activists, except L&B, have received board representation. Jana, as it often does, is coming in with an All-Star team: Glenn Murphy, executive chairman of Petco and former chairman and CEO of the Gap; Dave Habiger, chairman of Reddit; and NFL Superstar Travis Kelce. The investment group holds a roughly 9% economic interest and plans to engage Six Flags’ board and management team to explore ways to enhance shareholder value and improve the guest experience. Much of Jana’s campaign echoes the qualms already raised by the other activists in the stock, including the company’s potential to unlock value by reinvigorating the business as a standalone company with a new CEO and/or monetizing the real estate, or even selling the entire company. Regardless of which plan is pursued, the company must immediately start down the road of fixing its operational issues. Operationally, Six Flags has forfeited a substantial opportunity by failing to integrate its consumer-facing technology. More than a year post-merger, Six Flags still operates over 10 different apps, and even basic transactions like purchasing a season pass on the website have been unreliable, so modernizing and streamlining this technology could go a long way. The company also needs to reexamine its operating strategy during inclement weather and adopt a more disciplined capex framework. For example, despite this poor weather during the second quarter, Six Flags still kept its parks open on more days during this quarter than the same period last year, resulting in significant and unnecessary losses. Jana also believes Six Flags has the opportunity to leverage its existing real estate to implement year-round and inclement weatherproof experiences, such as indoor skydiving and trampoline parks. Next, the company needs to reinvigorate its advertising and marketing. Six Flags is one of the most recognizable entertainment brands, but its advertising has been stale, abandoning regional marketing efforts while also missing the opportunity to leverage its national scale. While the new CEO will likely have good ideas in this area, having access to Travis Kelce, one of the most popular and liked celebrities in the world across all demographics is a valuable potential marketing asset. Kelce has not signed on as a brand ambassador or in any capacity other than as a shareholder, but he is a true fan of amusement parks like Six Flags, has already added advertising value to the company just by talking about it on his podcast, and there is always a potential to do more with him either informally or through some sort of an agreement. Brand revitalization catalyzed by Kelce’s active involvement provides a meaningful opportunity to lift attendance and engagement at Six Flags. Finally, and probably most importantly, the ongoing effort to name a new CEO presents a golden opportunity to recruit a world class operator capable of executing upon these initiatives. In the world of shareholder activism, there are not many better opportunities for value creation than the activist having a say in identifying a new CEO for a great but struggling business. That all being said, a CEO vacancy is also often the perfect time to explore strategic alternatives, and Jana is still urging the company to evaluate a potential sale of underperforming parks and/or the entire company. Should Six Flags position itself for a sale, there would likely be both private equity and strategic interest. Apollo, for example, attempted to acquire Cedar Fair back in 2010 before their merger fell through due to lack of investor support. In terms of strategics, the growing media and entertainment trend of integrating physical park assets into cross-platform media ecosystems makes the industry a logical candidate. Media titans like Disney and Comcast have already provided the blueprint on how to leverage amusement parks to promote intellectual property. "Jana is a highly experienced activist with a track record for showing up with operators tailor-made for a company’s specific problems, and that’s exactly what they have done here," concludes Ken Squire, founder and president of 13D Monitor. "The perfect brand ambassador and two corporate legends with almost unparalleled consumer and technology-based operational turnaround expertise may be exactly the medicine required here. With that in mind, we would normally argue that this is too crowded of a shareholder base for Jana to gain board representation, as there are already six directors on the board who were appointed pursuant to an activist settlement. However, we believe that the activists with representatives already on the board are like-minded to Jana and would welcome directors of this quality to help pursue a path they all seem to agree on."

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10/24/2025

Novo Nordisk's New Chairman has 'Carte Blanche' After Board Clear-out

Reuters (10/24/25) Fick, Maggie; Gronholt-Pedersen, Jacob

A boardroom shake-up at Novo Nordisk (NVO) has handed unprecedented power to its top shareholder, the Novo Nordisk Foundation, rattling investors despite calls for stronger leadership at the drugmaker behind weight-loss treatment Wegovy. Once Europe's most valuable firm thanks to its blockbuster obesity drug, Novo Nordisk has stumbled in the last year. Slowing sales and intensifying competition from U.S. rival Eli Lilly (LLY) have eroded its market share and shaken investor confidence. The Novo Nordisk Foundation, which holds more than three-quarters of the firm's voting shares, this week pushed out Novo's board chairman and independent members for not acting quickly enough to stem the decline in its key U.S. market. Foundation chair Lars Rebien Sorensen — a former long-time Novo chief executive — will also become the company board chairman. The dual role is unprecedented in the firm's history. Evan Seigerman, healthcare analyst at BMO Capital Markets, said the move showed the Foundation — which says on its website that it plays an "arm's length" role in the company — was in full control, given its 77% vote share. The Novo Nordisk Foundation, established in 1989 though with roots back to the 1950s, was set up to ensure financial and strategic stability of the Novo Group while advancing scientific research and humanitarian causes. Foundation and incoming company chair Sorensen, who led the company from 2000-2016, has publicly backed CEO Mike Doustdar, a long-time company insider appointed in July. "Doustdar has the steering wheel in his hands, but of course he will have a board chairman who will look upon him with very strict eyes," said Flemming Poulfelt, a professor emeritus of management and strategy at the Copenhagen Business School. Sorensen has said he plans to serve as chairman for 2-3 years. Mikael Bak, head of the Danish Shareholders' Association which he says has 17,000 members — a majority of them invested in Novo — said the foundation ownership model needed an arm's length approach and an independent board to support the CEO. "What we need to make sure is that the Foundation and Novo Nordisk is not mixed up," he told Reuters, calling for an independent chairman to be installed within 18 months. "Our message is that this has to be short." Sorensen's dual role is being seen as a test of the foundation-ownership model also used by other big Danish firms like Maersk and Carlsberg. Rajesh Kumar, an analyst at HSBC, said the foundation was "not being unlike an activist investor," a break from the norm where foundations usually gave more leeway to management. "What we have is an unprecedented concentration of power," said Thomas Bernt Henriksen, a business columnist at Danish newspaper Berlingske. Novo's shares are down some 5% since the board shake-up, extending a decline that has seen the stock lose two-thirds of its value since a 2024 peak. Doustdar is now leading a sweeping restructuring aimed at refocusing the company and cutting costs. Even before the board upheaval, he faced a daunting task. The company issued a profit warning on the day of his appointment, triggering a share fall of as much as 30%. Within months, he announced plans to cut 9,000 jobs, more than half of them in Denmark. "As a new CEO trying to find your space, I don't know. I'm just glad that I'm not the new CEO," said a senior life sciences executive in Denmark, asking not to be named. Doustdar's public comments have echoed the urgency voiced by Sorensen, who criticized the previous board for its sluggish response to competitive threats. Investors have responded positively to the restructuring plan, with Novo's shares up since the announcement. Sorensen's tighter grip on management has been welcomed by some investors. Markus Manns, a portfolio manager at Union Investment and Novo Nordisk shareholder, said the company has made several "strategic missteps" in recent years. That included launching Wegovy without enough manufacturing capacity, losing its first-mover advantage and underestimating both the self-pay consumer segment and the risk from compounded copycat drugs market in the U.S. "The board cannot be given a good review on its performance in overseeing Novo given the company's major strategic missteps in the U.S.," agreed Claus Henrik Johansen, CEO of Global Health Invest, a Danish healthcare investment fund. Manns said a strong board could be a good thing, though Novo ideally would also have a strong CEO to match it. "We have to watch how the relationship plays out," he added. "Governance is certainly an issue, but in the current situation shareholders might accept this deficit temporarily."

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10/23/2025

Honeywell Posts Better-than-expected Third-quarter Earnings, Lifts Annual Guidance

StreetInsider.com (10/23/25)

Honeywell (HON) reported third-quarter income which exceeded expectations, leading the conglomerate to raise its full-year guidance despite the separation of specialty chemicals subsidiary Solstice Advanced Materials at the end of this month. Among Honeywell’s sprawling operations, which include everything from industrial automation to sustainability solutions, its aerospace technologies division was one of the main drivers behind a 7% uptick in group-wide sales. Total revenue of $10.41 billion also exceeded Wall Street projections. Earlier this month, Honeywell executives said the aerospace unit had been bolstered by demand for aviation electronics — items that have not been as exposed to recent decreased availability of raw materials. Attaining engine manufacturing parts like castings and forgings, on the other hand, has proved to be more difficult for Honeywell, but signs of improvement have begun to emerge. Organic sales at the aerospace business climbed by 12% to $4.51 billion, topping expectations of $4.32 billion. Honeywell said the aerospace unit's commercial original equipment returned to growth during the quarter thanks to higher shipment volumes, while orders expanded at a double-digit rate. Meanwhile, sales at the group's industrial automation segment, which helps factories and warehouses mechanize their operations, rose by 1%. Analysts had anticipated that the figure would slip by 2.2%. The results come as Honeywell, under pressure from activist investor Elliott Management, is splitting into three independently listed companies. Its aerospace and automation units will become separate entities, along with its Solstice advanced materials segment. "As we progressed toward separating into three industry-leading public companies, we drove strong financial results and unlocked new value creation opportunities during the third quarter," said CEO Vimal Kapur in a statement. Although the spinoff of Solstice — set to be completed on October 30 — is tipped to impact full-year returns, Honeywell raised its annual adjusted earnings per share guidance to $10.60 to $10.70, up $0.10 from its prior guidance range at the midpoint. Sales for the fiscal year are now expected to be $40.7 billion to $40.9 billion, versus $40.8 billion to $41.3 billion previously.

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